The effectiveness of training activities in improving employees performance at samsung display vietnam’s quality department

DECLARATION I guarantee that this is my own research project under the instruct of Assoc.Prof.Dr Nguyen Ngoc Thang The data and results stated in the content of the thesis are truthful and have never been published in any previous research H a Noi, on the day of NGUYEN HUU HAU , 2020 ACKNOWLEDGMENTS I would like to express my deep gratitude to Assoc.Prof.Dr Nguyen Ngoc Thang who guided, I am wholeheartedly in the research process to write a dissertation, imparting new specialized knowledge and valuable experience treasure in practice Sincerely thank Samsung Display Vietnam in general and all staff in the Quality department in particular for creating favorable conditions and support in terms of information and data to meet the research objectives of the topic I would like to express and acknowledge the support of organizations and individuals who responded to the interview to provide information in the survey and interview process Thank you to the teachers, learners of the master class for sharing knowledge and helping me in studying Sincerely thanks! Tp Ha Noi, on the day of , 2020 NGUYEN HUU HAU ABSTRACT The theory of human resources is increasingly attaching importance to training in order to improve work efficiency of employees In recent years, Samsung Display Vietnam Company has continuously expanded production scale in both quality and quantity However, the highly qualified and skilled workforce is the concern of the company's managers, and so many human resource training and development strategies are proposed, including The problem of human training is very important Based on that fact, the thesis researches the impact of training on the performance of quality control department staff at Samsung Display Vietnam This research uses 167 samples of quality control department staffs of Samsung Display Vietnam Co., Ltd who have participated in company training programs and used analytical techniques including descriptive statistics, scale reliability testing, exploratory factor analysis (EFA), and linear regression Exploratory factor analysis (EFA) results show components of training and regression results show that all training components have a positive impact on the performance of employees of the quality control department department of the company Company includes: Training needs assessment, training commitment, training methods, training content and training evaluation From the research results suggest a number of policies related to training to improve the working efficiency of employees in the textile industry Keywords: training, training role, employee performance TABLE CONTENTS DECLARATION .i ACKNOWLEDGMENTS ABSTRACT CHAPTER 1: INTRODUCTION 1.1 The urgency and reasons to choose the topic .4 1.2 Research objectives .5 1.3 Research questions 1.4 Research subject and scope 1.4.1 Research subject .6 1.4.2 Research scope CHAPTER 2: LITERATURE REVIEW 2.1 Concept and Definition 2.1.1 Meaning of training 2.1.2 HR training needs 10 2.1.3 Aims and Objectives of Training 11 2.1.4 Training Methods / Techniques 11 2.1.5 Training Evaluation 13 2.1.6 Benefits of Training 15 2.2 The Components Of Training Impact Employee Performance 15 2.2.1 Training Needs Assessment .15 2.2.2 Training commitments .16 2.2.3 Training contents .17 2.2.4 Training methods .17 2.2.5 Training Evaluation 17 2.3 Research model 18 CHAPTER 3: RESEARCH MOTHODOLOGY 19 3.1 Research Design 19 3.2 Building questionnaires and encoding scale .19 3.3 Methods of sampling and data collection 22 3.3.1 Methods of collecting primary data 22 3.3.2 Sample size 22 3.4 Analyzing Data Plan 22 3.4.1 Reliability analysis by Cronbach’s alpha 22 3.4.2 Exploratory Factor Analysis – EFA 23 3.4.3 Regression analysis 23 CHAPTER 4: RESULTS AND DISCUSSION .25 4.1.Overview about Samsung Display Vietnam 25 4.1.1 General introduction 25 4.1.2 Training strategy of Samsung Display Vietnam 26 4.1.3 Functions and responsibilities of the quality control department 27 4.2 Data description 28 4.3 Reliability Analysis .29 4.3.2 Test the reliability of the Training open interest - TCM scale 30 4.3.3 Test the reliability of Training contents - TCT scale 31 4.3.4 Test the reliability of the Training methods - TM scale 31 4.3.5 Test the reliability of the Training Evaluation - TE scale 32 4.3.6 Test the reliability of the Employee Performance Scale - EP 32 4.4 Exploratory Factor Analysis 33 4.4.1 EFA test results of the independent variable 33 4.4.2 EFA test results of the dependent variable .34 4.5 Regression Analysis 35 4.5.1 Pearson correlation analysis .35 4.5.2 Verify multivariate linear regression model .36 4.5.3 Multiple regression equations and conclusions about the hypotheses38 CHAPTER 5: CONCLUSION 40 5.1.Conclusion 40 5.2 implications 40 5.2.1 Implications of training needs assessment .40 5.2.2 Implications of commitment to training 41 5.2.3 Training content implications 41 5.2.4 Implications of training method .42 5.2.5 Training evaluation implications 42 5.3 Suggestions 43 5.4 Limitations and future research direction 43 REFERENCE .45 APPENDIX 49 APPENDIX 53 APPENDIX 57 CHAPTER 1: INTRODUCTION 1.1 The urgency and reasons to choose the topic According to Evans, Pucik & Barsoux (2002, p 32), organizations are facing increasing competition due to the changes in the global, technological, political and economic environment, which has prompted these organizations to train their employees as one of the ways to prepare them for this growth and improve their performance It is important not to ignore the general evidence of knowledge growth in the business community over the past decade This growth is not only due to technological improvements and the combination of production factors, but also has increased efforts to develop the Organization's human resources Therefore, in each organization, the responsibility to improve the performance of employees and undoubtedly implement training and development is one of the key steps that most companies need to realize Obviously, employees are an important resource, and it is important to optimize employees' contribution to the company's goals and objectives as a means to maintain effective performance Therefore, as recommended by Afshan, Sonia, Kamran & Nasir (2012, p 646), this requires managers to ensure that sufficient staff with technical and social skills and career development skills are provided to professional departments or management positions In many cases, the question that may arise is why human resources are important Noting that human resources are the intellectual property rights of enterprises, employees have proved to be a good source of competitive advantages (Houger 2006), and training is the only way to develop organizational intellectual property rights through employee capacity-building In order to succeed, Organizations must effectively acquire and use human resources Therefore, organizations need to design their human resources management in a way that conforms to the organizational structure, because this will enable organizations to achieve their goals and objectives In addition, it is important that organizations support their workforces in acquiring the necessary skills and increasing commitment Samsung Display Vietnam (SDV) is a foreign-invested enterprise in Vietnam At SDV, managers focus on developing five core values including: People - Excellence Change - Intergrity - Co- Prosperity In the five core values mentioned above, PEOPLE is the value placed on top by SDV In addition to the great attention and investment in terms of comprehensive welfare regimes for employees, the company always spends a large amount of money on domestic and foreign training projects, updating public knowledge technology, developing skills through which employees have the opportunity to learn, experience and develop a career in a sustainable way Currently, SDV is on the rise in machine technology and automation equipment Therefore, the demand for the quality of human resources is increasingly high for specialization, specialized skills, especially human resources in the quality department, the department responsible for the management and quality assurance of input materials, paragraphs and output products This is a department that SDV's administrators pay special attention to implementing training programs to improve professional qualifications and specialized skills to ensure that they can meet the requirements of the job, increase the productivity of employees Recognizing the importance and impact of training programs on employees' performance, the author chose the topic “The effectiveness of training activities in improving employees performance at Samsung Display Vietnam’s quality Department” is the subject of my master's thesis to explore the impact and impact of SDV's training programs and activities on the performance of quality department staff From there, propose solutions to contribute to improving the efficiency of training activities to improve the work efficiency of employees in general and Samsung Display Vietnam Quality department employees in particular 1.2 Research objectives The main objective of this study is to identify the effects of training activities on the performance of Quality department staff at SDV 1.3 Research questions To achieve the research goals set out The study poses 04 research questions of the specific topic as follows:  What training programs are there for SDV’s Quality department staff?  What factors of training activities affect the performance of SDV's Quality department staff?  What is the impact of training activities on SDV Quality department staff's performance? 1.4 Research subject and scope 1.4.1 Research subject The research object of the topic is the impact of training activities on the performance of Quality department staff at Samsung Display Vietnam 1.4.2 Research scope  Space scope: Research was conducted within the Quality department staff at Samsung Display Vietnam  Time scope: Secondary data of the study collected over a period of recent years (from 2017 to 2019) CHAPTER 2: LITERATURE REVIEW 2.1 Concept and Definition 2.1.1 Meaning of training According to Decenzo & Robbins (2000), training is a kind of learning experience, in which it seeks relatively lasting changes for an individual, which will improve his ability to perform his/her work This means that training must be designed in a way that will involve changing or improving skills, knowledge, attitudes and social behaviors This change or enhancement of skills, knowledge, attitudes and social behaviors may be related to what employees know, working methods, and relationships and interactions with colleagues and supervisors Therefore, as explained by Cascio (1992), training includes planned programs aimed at improving performance at the individual, group or organizational level The improvement of performance on the individual, team or organizational side means measurable changes or improvements in knowledge, skills, attitudes and social behaviors Training refers to teaching or learning activities aimed at helping members of an organization acquire and apply the knowledge, skills, abilities and attitudes required by the organization This is an act of improving staff's knowledge and skills to perform specific tasks (Monappa & Saiyadain, 2008) Therefore, training should be regarded by managers of each organization as a long-term investment in their human resources According to Dessler (2008), further training is a means to provide new or existing employees with the skills they need in their different jobs He went on to say that he regarded training as an important sign of good management, so when managers ignored training, they were doing so, which caused great disadvantage to the organizations they managed This is because there are still high potential employees who guarantee that they will perform well This is why every employee must know what the manager wants him to and how he wants to it Therefore, training has a fairly impressive record of affecting organizational efficiency As explained by Cole (2004), human resources are the most dynamic of all the resources at the disposal of the Organization and therefore require considerable attention from managers in order to realize their full potential To this end, managers must solve the problems of motivation, leadership, communication, job reorganization, payment system, training and development Also according to the definition of Cole (2004), "Education" usually means the basic guidance of knowledge and skills, which are aimed at enabling people to make full use of life in general, which is an individual and broad basis The implicit "Training" is to prepare for a specific occupation or skill Therefore, it is narrower in concept than in education or development It is work-oriented rather than personal-oriented "Development" usually indicates a wider understanding of the acquisition of knowledge and skills than training, which is less than career-oriented work orientation; It pays more attention to the potential of employees than to their immediate skills It regards staff as an adaptive resource; "Learning" refers to the process of acquiring knowledge, understanding, skills and values to adapt to any environment, and is the basis of these three terms; Ability "mainly refers to a person's ability to prove to others that he can perform a task, process or function according to predetermined standards It is all about putting learning into practice As Ivancevich (2010) quoted Clifton & Fink (2005) as saying, training is a systematic process that will change employees' behavior and develop towards achieving organizational goals Training related to current job skills and abilities It is current-oriented and helps employees master specific skills and abilities He also confirmed that training is an effort to improve an employee's current or future performance and is very important to both new and existing employees Other definitions used in this study are as follows: Human resources practitioners provide three kinds of learning activities for employees in their organizations, namely education, training and development Training, education and development programmes are all aimed at promoting learning EDUCATION: As a long-term learning activity, individuals are prepared to assume various roles in society as citizens, workers and members of family groups The focus of education is mainly on individuals and their needs, followed by the whole community Asare-Bediak (2002) simplifies this, so that "education aims to equip individuals with skills and knowledge to help them make meaningful responses to the environment and pursue meaningful lives In generally, education prepares people for life Training methods Training Evaluation Additional The type of training I have taken is applicable for the job after training The right training method helps me improve my productivity Training evaluation must have an effective measure of knowledge that training programs bring to employees The training assessment must have feedback on the trainees' opinions about the training program The training evaluation must have clear training objectives because training changes employee behavior related to job performance …………………………………………………………………… 50 APPENDIX SURVEY QUESTIONNAIRE Dear you, I am: Nguyen Huu Hau - I am an apprentice of the graduate class …… home postgraduate of National University Currently, I am doing research on the master thesis “The effectiveness of training activities in improving employees performance at samsung display vietnam’s quality department” I look forward to receiving your cooperation by answering the questions below Data collected from your assessment is for this study only I undertake that the results will be presented in statistical form and will not name any individuals Sincerely thank! Please select the rating level you think is most suitable for Totally disagree Disagree Normal Agree Totally agree Have you ever participated in training programs at the company? A Yes B No I/ General Information Gender A Male Age: B Female A From 22 to 30 years old C From 40 to 50 years old Academic level/expertise B From 30 to 40 years old D From 50 to 60 years old A Intermediate Seniority in work A Less than years B Colleage C University or higher B From -10 years C More than 10 years II/ Survey content Survey questions Employee The training program keeps 51 Levels of rating performance me up to date on my working skills to increase my personal efficiency The training program has created a supportive working environment to help me complete my job The training program clearly plays a role in increasing my productivity Training Needs I feel a need for training Assessment because I want to gain knowledge after training I feel a need for training because I want to gain the required professional skills after training I feel a need for training because of the desire to gain problem-solving skills after the training I feel a need for training because of the desire to gain communication skills after training I see the need for training because the training objective is the basis for the performance evaluation The company is committed to training training programs that meet my expectations Training The company is committed commitments to training training programs that are very suitable for my actual work The company is committed to training because through the training program it helps employees to apply well trained techniques in their work The company is committed to training training programs from which I can learn and share experiences from other members 52 Training contents Training methods Training Evaluation The training content provides the foundation for me to show off my professional skills Training content helps me improve my skills to absorb new technology Training content helps me increase problem solving skills at work The training content is the basis for me to evaluate the training program so that I can adjust my company's training policy The method chosen for training programs is appropriate The type of training I have taken is applicable for the job after training The right training method helps me improve my productivity Training evaluation must have an effective measure of knowledge that training programs bring to employees The training assessment must have feedback on the trainees' opinions about the training program The training evaluation must have clear training objectives because training changes employee behavior related to job performance 53 APPENDIX RESEARCH RESULTS I KMO and Bartlett's Test of independent variables 54 II/ KMO and Bartlett's Test of the dependent variable III/ Pearson Correlation 55 56 ... simulation; (3) Training in the form of a team-group; (4) Distance training; (5) Training in the form of 18 consulting; (6) Training in the form of a workshop; (7) Training in the form of organizing field... 2.2.5 Training Evaluation Training evaluation is the selection of criteria for evaluation, including the main decisions that must be made when evaluating training effectiveness Training evaluation... staff of Samsung Display Vietnam, including: Training Needs Assessment Training commitment, Training content, Training method, Training evaluation The quantitative method shows that factors in the