(Luận văn) improving developer performance a study of low performance of production team of smi company

APPENDIX 3: Thesis cover page t to ng UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business hi ep w n lo ad ju y th yi pl n ua al Duong Tran An An n va ll fu m oi IMPROVING DEVELOPER PERFORMANCE: A STUDY OF LOW PERFORMANCE OF PRODUCTION TEAM OF SMI COMPANY at nh z z k jm ht vb om l.c gm n a Lu MASTER OF BUSINESS ADMINISTRATION n va y te re th Ho Chi Minh City – Year 2020 PENDIX 4: Thesis title page t to ng UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business hi ep w n lo ad ju y th yi pl Duong Tran An An n ua al va n IMPROVING DEVELOPER PERFORMANCE: A STUDY OF LOW PERFORMANCE OF PRODUCTION TEAM OF SMI COMPANY ll fu oi m at nh z z k jm ht vb gm MASTER OF BUSINESS ADMINISTRATION om l.c n a Lu SUPERVISOR: Assoc Prof TRAN HA MINH QUAN n va y te re th Ho Chi Minh City – Year 2020 TABLE OF CONTENTS EXECUTIVE SUMARY .2 ACKNOWLEDGEMENT .3 t to LIST OF TABLES & FIGURES ng hi ep I INTRODUCTION COMPANY PORTFOLIO w COMPANY STRUCTURE n lo COMPANY VISION ad INFORMATION TECHNOLOGY INDUSTRY ju y th yi II PROBLEM CONTEXT pl RECOGNIZED SYMTOM al n ua POSSIBLE PROBLEM .11 va n III PROBLEM IDENTIFICATION 11 fu ll FAILURE PRODUCT 11 m oi UNTRACTIVE SALARY AND BONUS 13 nh INEFFECTIVE PERFORMANCE APPRAISAL 16 at LACK OF LEADERSHIP 19 z z CAUSE – EFFECT MAP 21 ht vb k jm IV CAUSE VALIDATION .22 gm l.c V RECOMMENDATION/ SOLUTIONS .26 Set up Effective KPI for Production team .26 om Training Team Leader 27 n y te re VIII SUPPORTING INFORMATION .31 va VII CONCLUSION 30 n a Lu VI ORGANIZATION OF ACTIONS .29 REFERENCE .46 EXECUTIVE SUMARY With the outstanding development of Internet, the Information Technology industry is considered as special advantage of Vietnam as well as spreading, promoting the development of many t to industries and economic aspect Therefore, this is also a good opportunity for young people who ng are passionate, creative and interested in learning in technology industry to explore their skills hi ep Information Technology (IT) is a collection of modern scientific methods and technical tools - mainly computer and telecommunication techniques - to explore and use all the effective and w potential information resources in all areas of human and social activities In addition, with the n lo globally connected internet, the IT industry has become an integral part of the development of ad today's society y th Therefore, with the fierce competition in this industry, the developers, coders are required to ju yi enhance their continuous innovation to catch up with the development of the IT product markets pl This puts a lot of pressure on the employee in this field especially when they are in charge of al n ua developing new technology products/ services, because it requires differentiation, sensitivity and constant updating of innovation to maintain their business in the IT market When a new va n technology product that has been built for months and it did not get high results from the market, fu ll it would be considered, as failure product and the developer need to continue to build the new one m oi If this happens for several time, the team will be in the results of low performance This is also an at nh ongoing problem of Production team of SMI Technology Company So by this report with the uses for both primary research and secondary research to analyze more z z about the business activities of technology industry in general and the production team of SMI vb ht Technology company in particular to learn more about how the team deal with the low k jm performance as mentioned above Thereby, the report further analyzes the causes that can lead to om l.c cohesion of the developer, coder of SMI Company gm low performance of the team as well as provide solutions/ recommendation to improve the n a Lu n va y te re ACKNOWLEDGEMENT I would like to express my thank to my dear mother, my husband, my son, my colleagues at SMI company, my classmates and all the teachers at ISB for empowering me, helping me to achieve t to the successful study that I have completed today ng Especially, I would like to express my depth thanks to my supervisor - Professor Tran Ha Minh hi ep Quan for supporting, guiding me during the past 06 months with his extremely busy schedule Without his dedicated guidance, I would not have been able to complete this report to achieve the w goal I have set for the past two years Without this amazing support, I could not accomplish this n lo great goal of my life ad Thank to Professor Tran Ha Minh Quan Wish him a good health to continue on the journey of the y th great education development for the next young generation ju yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re LIST OF TABLES & FIGURES Table 1: Sale Revenue from 2015 to 2019 Table 2: Problem that lead to low performance of Production Team t to Table 3: Testing report from 2016 – 2019 ng Table 4: Employee status in 2016, 2017, 2018, and 2019 hi ep Table 5: Performance appraisal from 2016 – 2019 Figure 1: Company structure w Figure 2: The current age ratio of the production team n lo Figure 3: The circle life of a new product ad Figure 4: Cause – Effect Map ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re I INTRODUCTION COMPANY PORTFOLIO SMI Technology, a US-invested company specializing in product development and software t to outsourcing Starting with only few members after 10 years of operation in Vietnam, SMI has built ng a team of more than 1000 employees with years to be honored with Top 10 Sao Khue award hi ep In addition, SMI was voted as the top IT companies and top 32 best workplace in Vietnam based on salary, bonus and welfare criteria; development opportunities; leadership team; culture and w values; work life balance and company reputation with the popular product developed by: qTest, n lo Kobiton, Katalon, Witurn and many more will be coming soon ad The concept of "value" in SMI is not only limited to technical, project and business scope but also y th expressed the mission to support Vietnam's technology industry with more innovative products ju yi and services, SMI always gives priority to community activities to build and develop these values pl for IT human resources al n ua Over the past decade with the vision of global company, SMI Technology has launched many "made in Vietnam" products that have made a mark on the international market, in addition to its va n global customer base from the outsourcing segment fu ll These are included: QASymphony, which received a $ 40 million investment in 2017, then merged m oi with Tricentis and officially became the Unicorn start-up in 2018 In addition, other applications at nh developed by SMI's Vietnamese engineering team such as Kobiton have also received a $ million investment from Kinetic Venture Capital (USA); or Katalon has nearly 35,000 global business z z customers vb ht In order to continue to promote the strengths in the outsourcing and development of software k jm products, SMI is expanding the sales team in the Australian market and Asian market gm In these markets, SMI specializes in consulting and providing solutions for data management and to the mid-range customer segment and potential markets across Asia om l.c analysis; Supply chain management solutions and software quality management consulting, target SMI Technology focuses to actively implements career and training programs, associates with a Lu universities to support students with real-life project knowledge and experience from the study n focuses to build a professional corporate culture with training and people development program y By investing 05 new offices in Vietnam with a global working environment standard, SMI also te re with the desire to create a talent software engineers from that lack of conditions in remote areas n In addition, the company also seeks a number of partners, working with non-profit organizations, va time with many interesting activities which the purpose to maintain and develop the company for a billion-revenue company With the commitment to develop IT resources, SMI also support to create the best condition for t to employees for the opportunities to: ng  hi ep skills Develop new product: All members at SMI are involved in contributing ideas for the  Learn: by giving opportunities, challenge for programmers to learn, and explores their w product they create n lo With the purpose to provide best working environment with: open minded – dynamic and ad professional workplace for all employees and bring high quality job opportunities for Vietnamese y th ju engineers and programmers, SMI is proud of to be the leading Technology Company in Vietnam yi for the next ten years with a billion revenue company pl n ua al COMPANY STRUCTURE n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re SMI is a technology company for the company’s structure is quite simple, under Board of Director; it will be divide to 02 Business Units as below: t to  Corporate Service, and  Delivery Service ng Corporate Service is back office function with Finance, Admin, HR, Sales& Marketing, IT, hi ep Procurement Department Delivery Service has Our-sourcing service, Production and Solution Department w Out-sourcing service: This is the main profitable department for the company through n  lo providing services to customers such as technology outsourcing, providing maintenance ad Production: This is a department of young, newly graduated employees, bringing many ju  y th software, maintenance services, upgrade system, risk evaluations and repair the system yi unique ideas and initiatives to create new and strange technology products, software pl ua  al development to attract investment from consultants, customers Solution: This is a specialized department in charge of important projects such as n va integrating system software of companies together in the process of merger and n acquisitions among technology companies fu ll The two parts of Out-sourcing and Solution are the two main revenue drivers for the company to m oi maintain the business situation The Production department is mainly the one that the company nh has invested a lot of money in to create innovative technology products to get the investment from at z the client, investor or sell the product to the market z ht jm  vb COMPANY VISION To be a visionary global technology group with a portfolio of innovative service and k gm product business Provide guidance and support to our staff to help them define and reach their potential  Achieve success by creating value and marking a positive impact on the success on our  Provide tangible contribution and improvement to our communities n a Lu customer and clients om l.c  n va y te re INFORMATION TECHNOLOGY INDUSTRY Information technology is constantly developing so far, so the demand for human resources is quite huge Most organizations, companies, businesses need employees in the field of Information t to Technology Typically as: ng  Software companies that research, build, develop and provide software, website, hi ep applications, games - Companies manufacturing, assembling and repairing hardware equipment Companies provide integrated solutions  Companies provide network solutions and network security  Administration Department, IT department at companies, including companies operating w  n lo ad y th ju in the field of Technology and other fields yi With the fierce competition from domestic and foreign competitors, typically with the type of pl al companies specializing in providing outsourcing services like SMI, we can mention strong va solution, IVC n ua competitors as: LogiGear, Harvey Nash, Sunrise, FPT, DEK technology, Global Cybersoft, TMA n Therefore, SMI always seeks and continuously improves the quality of services to meet the high fu ll demands from customers and constantly invents advanced technology products with practical m oi benefits for maximum profits and increase SMI's competitive advantage in the market at nh The labor market in the programming industry will need 350,000 resources by the end of 2021 while currently only about 200,000 resource can meet the needs of the job z z Lack of IT resources is always a big problem of the IT market, although the trend of wages and vb ht benefits is increasing sharply for this industry, but many experts predict that in 2020 Vietnam will k jm still lack from 70,000 to 90,000 headcount for this industry om l.c RECOGNIZED SYMTOM gm II PROBLEM CONTEXT Every company had its own problems and this study was only focused on a Production department a Lu where the company invested a lot of money, time, effort with the purpose to bring advanced n va the company n technology products to the technology market to get the high revenue to sustain the business for market to approach customers and call for investing to the product or sell completely to investor for funding y by SMI Investment Fund with the purpose to develop technology products and deliver them to te re Production Department is a team with around 40 members that have been invested for past years In-depth interview 3: Interviewee: Ms Le Thi Phuong Title: HR Manager in Ho Chi Minh t to Age: 27 ng Working experience period: year hi ep Status: currently working for SMI company w Duong Tran An An: Thank you for participating in this interview with me Could you introduce n lo something about yourself? ad Le Thi Phuong: My name is Le Thi Phuong, I currently work for SMI company as a HR ju y th Manager yi Duong Tran An An: Please tell me your own opinion about the production team? pl Le Thi Phuong: Well, I think that currently we are lacking of KPI to manager the performance al n ua of Production team and staff are not satisfy with their performance appraisal Duong Tran An An: Could you share the reason why SMI is facing challenges with this va n Le Thi Phuong: Firstly, In my own opinion, SMI production team is a special department fu ll They are available for fill up the headcount of other department of outsourcing department in m oi case the employees of this department resign SMI need to balance the resource of each project at nh so member of SMI product team is a good choice Secondly, without KPI so their performance appraisal may be bias from the appraiser z z Duong Tran An An: In your point of view, what is the most important causes? Why you ht vb think so? k jm Le Thi Phuong: I think that the biggest problem is the performance management for these l.c their performance gm potential developer I used to receive and handle the conflict from leader and team member about Team products' target are frequently changed to match the nature of the work and ineffective om performance appraisal is demotivated the employee to perform the best performance” n manage their performance and evaluate their performance better va Le Thi Phuong: You know, we are in the progress of building KPI for Production team To n a Lu Duong Tran An An: What are solutions that the company has taken to fix the problem? Le Thi Phuong: A new Performance appraisal or 360 degree of feedback tool for us to keep in touch with all member and to connect all employees together 36 y te re Duong Tran An An: So, In your point of view, what should be better alternative solutions? In-depth interview 4: Interviewee: Mr Nguyen Minh Tam Title: Developer manager t to Age: 35 ng Working experience period: 10 years hi ep Status: currently working for SMI company Duong Tran An An: Nice to meet you sir! Could you introduce something about yourself? w Nguyen Minh Tam: Hi! I’m Nguyen Minh Tam I manage Production team department I spent n lo 10 years with SMI when I graduated from University until now ad Duong Tran An An: Thank you for giving a little time for this interview What is the problem y th that the team is facing to? ju yi Nguyen Minh Tam: We are facing many problems that Products/ services often have many pl errors when testing It takes time and get low test success rate However, I believe that with al n ua passion and effort, we can fix the problem soon Duong Tran An An: Could you please share more detail about test results of some tools, apps n va of SMI team fu ll Nguyen Minh Tam: According to reports that the test results from Customers is decreasing m oi Most of them are neutral with our new product for testing automation, cleaning data, blockchain at nh or personal healthcare system, etc Duong Tran An An: Could you share the reason why it does not get the high result? z z Nguyen Minh Tam: I think that there are two reasons Firstly, some of product is just so so vb ht without breaking point to the market, some has errors, failure product Some apps, tools need to k jm be paid by subscriber so the client are not willing to pay since other alternative apps offer for gm free with similar purpose Secondly, The demands of customers are increasing, but the products l.c have too many errors with the use is not optimal and products are note attracted to get more investment to maintain the product circle or sell to the market Since the Total Quality om Management of our product is not good and it will impact the company and team performance” a Lu Duong Tran An An: What were solutions that you and directors had taken to solve this issue? n va lack of experiences, they need spend more time for this This might help enhance team-work n Nguyen Minh Tam: We decide to conduct more training to our team since they are young and te re spirit among team member as well y Duong Tran An An: Do you have more different suggestions? And what is the best ? Nguyen Minh Tam: I discussed with the Management that we should provide both external and internal training for them We will consider about the budget for the implementation 37 In-depth interview 5: Interviewee: Mr Le Huu Minh Title: One of Leader of Production Team t to Age: 25 ng Working experience period: years hi ep Status: currently working for SMI company w Duong Tran An An: Nice to meet you! Thank you to be here in this interview Could you n lo introduce something about yourself? ad Le Huu Minh: Nice to meet you too! My name is Le Huu Minh I worked years for SMI as y th Leader of production team ju yi Duong Tran An An: I really want to know your judgement about the production team and what pl is the current problem that the team is facing to? al ua Le Huu Minh: I suppose that will become one of the problem is The leader of our team is too n busy to follow up to each member, to keep track the team performance” Due to lack of leadership va n skill so some of our team members have low performance by tracking the client requests is slow ll fu and behind schedule oi m Duong Tran An An: So, among three factors you’ve just listed out, which is key factor affect at nh low sales results the most? Le Huu Minh: It will be the lack of updating new technology skills since this is the first priority z z in technology industry If we lack of this skill, we will back to the scene and lost a lot client for ht vb this om l.c gm Le Huu Minh: We will focus to training to solve this problem k jm Duong Tran An An: How did you and your boss make a change to this situation? n a Lu n va y te re 38 In-depth interview 6: Interviewee: Mr Nguyen Duc Tuan Title: Internship member of SMI production team t to Age: 20 ng Working experience period: 03 months hi ep Status: currently working for SMI company w Duong Tran An An: It is my great honor to meet you today for this interview Please start by n lo talking something about yourself sir! ad Nguyen Duc Tuan: Nice to meet you! My name is Nguyen Duc Tuan I’ve worked for SMI for y th years since I was a intern for this department Now I am serving my company as Developer ju yi Duong Tran An An: Could you please share with me more information about the your current pl department al n ua Nguyen Duc Tuan: As we are in internship program so we don’t have much chance to work directly with our leader so less direct communication and we could not give feedback to our leader n va or receive the coaching from them” fu ll We are young and often want to express our voice, opinions and thoughts, sometimes they are not m oi flexible in solving problems and refusing to follow to our suggestion because they may think we at nh are non-experience” Duong Tran An An: In your own opinion, It is should be prioritized to solve? z z Nguyen Duc Tuan: It is just a temporary issue, so we just let everything happen ht vb k jm om l.c gm n a Lu n va y te re 39 In-depth interview 7: Interviewee: Mr Vu Tien Nhat t to Title: Member of SMI production team ng Age: 24 hi Working experience period: years ep Status: currently working for SMI company w From in-deep interview with Vu Tien Nhat – a member a small team said that: n lo ad Duong Tran An An: It is my great honor to meet you today for this interview Please start by y th talking something about yourself ju Vu Tien Nhat: Nice to meet you! My name is Vu Tien Nhat, I’ve worked for SMI for years yi pl since I was a intern for this department Now I am serving my company as Developer n department ua al Duong Tran An An: Could you please share with me more information about the your current va Vu Tien Nhat: Our department has a lot Young employees have the talent but partly due to the n ll fu characteristics of the IT work, so they are less communicate and tend to communicate through nh of products oi m technology tools or apps so this also leads to poor communication that will also affect the quality at Duong Tran An An: How are you solve this problem? z Vu Tien Nhat: We try to make everything simple and easy for every since we only focus to the z ht vb result So some of them refuse to the easy tasks, we will leave it to junior one and leave the jm harder task for them But it is a few time and we are still in need of them so we are current k handle this issue by this way gm Duong Tran An An: In your own opinion, It is should be prioritized to solve? om l.c Vu Tien Nhat: We think we need to improve our teamwork n a Lu n va y te re 40 In-depth interview 8: t to Interviewee: Nguyen Ngoc Bich ng Title: Developer of SMI production team hi Age: 24 ep Working experience period: years w n lo Duong Tran An An: Could you please share with me more information about the your current ad department y th Nguyen Ngoc Bich: Our production team is a special team and use the invested fund of SMI to ju maintain our operation and due to no product invested, lack of KPI so we have no bonus for yi pl years ua al Duong Tran An An: How are you solve this problem? n Nguyen Ngoc Bich: I think we need more training to learn and build new product for the va company, since we are young and lack of experience so the training is very importance for us n ll fu to grow up and explore our skills oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 41 In-depth interview 9: t to Interviewee: Nam Vũ ng Title: Leader of SMI production team hi Age: 24 ep Working experience period: years w Status: currently working for SMI company n lo ad Nam Vũ: Nice to meet you! My name is Nam Vũ I’ve worked for SMI for years since I was y th a intern for this department Now I am serving my company as Developer ju Duong Tran An An: Could you please share with me more information about the your current yi pl department ua al Nam Vũ: In production team, we are mostly young and lack of experience Some members are n really intelligent but they are quite ridiculous They feel demotivated by redoing the task since va the tasks have not done properly Some refuse to rework and the others need to support them n ll fu The rework will make low team performance and low motivation oi m Duong Tran An An: How are you solve this problem? nh Nam Vũ: We try to make everything simple and easy for every since we only focus to the result at So some of them refuse to tasks, we will leave it to junior one and leave the harder task for z them z ht vb k jm om l.c gm n a Lu n va y te re 42 In-depth interview 10: Interviewee: Nguyen Minh Thang t to Title: team member of SMI production team ng Age: 22 hi Working experience period: years ep Status: currently working for SMI company w n Nguyen Minh Thang: Nice to meet you! My name is Nguyen Minh Thang I’ve worked for lo ad SMI for years since I was a intern for this department Now I am serving my company as ju y th Developer Duong Tran An An: Could you please share with me more information about the your current yi pl department ua al Nguyen Minh Thang: “Well, I think that currently production team is lacking of KPI to n manager the performance of Production team and I am not satisfy with my performance n va appraisal ll fu And when we are completed the assignment, we evaluate the effect of the teammate’ input is oi m higher than member’s input for both direct and indirect in-charged person nh Even the member is support for other task to fulfil the assignment” at Duong Tran An An: How are you solve this problem? z Nguyen Minh Thang: I think a KPI must be provide to us soon to make sure we have effective z ht vb performance results k jm om l.c gm n a Lu n va y te re 43 In-depth interview 11: t to Interviewee: Nguyen Ngoc Tuan ng Title: team member of SMI production team hi Age: 22 ep Working experience period: years w Status: currently working for SMI company n lo ad Nguyen Ngoc Tuan: Nice to meet you! My name is Nguyen Ngoc Tuan I’ve worked for SMI y th for years since I was a intern for this department Now I am serving my company as Developer ju Duong Tran An An: Could you please share with me more information about the your current yi pl department ua al Nguyen Ngoc Tuan: “Well, I think that currently SMI are lacking of KPI to manager the n performance of Production team and I am not satisfy with my performance appraisal va Some staff are not happy with their performance appraisal And they have no bonus so this is n ll fu also one of the reason for their demotivate themselves SMI production team is a special oi m department so we are currently lack of performance management from the leader” nh Duong Tran An An: How are you solve this problem? at Nguyen Ngoc Tuan: I think we need a KPI and training to improve our performance When we z have good performance, we will have good product and good salary z ht vb k jm om l.c gm n a Lu n va y te re 44 In-depth interview 12: Interviewee: Do Minh Trong t to Title: team member of SMI production team ng Age: 22 hi Working experience period: years ep Status: currently working for SMI Company w n lo Do Minh Trong: Nice to meet you! My name is Do Minh Trong ad Duong Tran An An: Could you please share with me more information about the your current y th department ju Do Minh Trong: “Few years recently we have no launched product to the market, most of the yi pl product did not meet the customer demand and requirement, even we made many product but ua al the competitor in this industry was increased rapidly so we are facing to low sale revenue, low n salary increasing and led to low performance and have no bonus va Duong Tran An An: How are you solve this problem? n ll fu Do Minh Trong: I think I feel demotivation by the lack of training form the leader and that’s oi m why we could not built good product to get high salary and bonus for years at nh z z ht vb k jm om l.c gm n a Lu n va y te re 45 REFERENCE Aboyassin, N A., & Abood, N (2013) The effect of ineffective leadership on individual t to and organizational performance in Jordanian institutions Competitiveness Review, 23(1), Armstrong-Stassen, M., & Schlosser, F (2010) When hospitals provide HR practices tailored to older nurses, will older nurses stay? It may depend on their supervisor Human hi ep ng 68–84 doi:10 Armstrong‐Stassen.1108/10595421311296632 w Resource Management Journal, 20(4), 375-390 n Boulding W, Kalra A, Staelin R, Zeithaml VA A Dynamic Process Model of Service lo ad Quality: From Expectations to Behavioral Intentions Journal of Marketing Research y th 1993;30(1):7 ju Business School Press, Boston, MA., Carbonell, P., Rodríguez-Escudero, A I., & Pujari, D (2009) Customer Involvement in yi pl ua al New Service Development: An Examination of Antecedents and Outcomes Journal of n Product Innovation Management, 26(5), 536–550 doi:10.1111/j.1540-5885.2009.00679.x va Carreira, B and Trudell, B (2006), Lean Six Sigma that Works: A Powerful Action Plan n oi Cawley, B D., Keeping, L M., & Levy, P E (1998) Participation in the performance nh m New York, NY ll fu for Dramatically Improving Quality, Increasing Speed, and Reducing Waste, Amacom, at appraisal process and employee reactions: A meta-analytic review of field investigations z Journal of Applied Psychology, 83(4), 615 z Chaudhuri A, Holbrook MB The Chain of Effects from Brand Trust and Brand Affect to ht vb Christopher, K., Gregory, N., Alice, C., & Elizabeth, N M (2017) Determinants of k jm Brand Performance: The Role of Brand Loyalty Journal of Marketing 2001;65(2):81–93 gm Effectiveness of Employee Performance Appraisal System in Institution of Higher l.c Learning: A Survey of Public Universities in Nakuru County om 10 Conger, J (1990), “The dark side of leadership”, Organizational Dynamics, Vol 19, pp a Lu 44-55 n 11 Curkovic, S., & Pagell, M (1999) A critical evaluation of the ability of ISO 9000 to lead Performance International Journal of Economics and Management Sciences, 2(3), 55-62 46 y 13 Daoanis, L E (2012) Performance Appraisal System: It’s Implication to Employee te re Performance International Journal of Economics and Management Sciences, 2(3), 55-62 n 12 Daoanis, L E (2012) Performance Appraisal System: It’s Implication to Employee va to a competitive advantage Journal of Quality Management, 4, 51±67 14 Dotlich, D.L and Cairo, P.C (2003), Why CEOs Fall, Jossey-Bass, San Francisco, CA 15 Faraj, S., Sproull, L., 2000 Coordinating expertise in software development teams t to Management Science, Vol 46, No 12, pp 1554–1568 ng 16 Feigenbaum, A V (1990) Management of quality: the key to the nineties Journal for hi Quality and Participation, 13 (2), 14±19 ep 17 Feigenbaum, A V (1992) Quality: our new competitive edge Executive Excellence, w (5), 18±19 n 18 Frost, P.J (2004), “Handling toxic emotions: new challenges for leaders and their lo ad organization”, y th 19 Harrington, J R., & Lee, J H (2015) What drives perceived fairness of performance ju appraisal? Exploring the effects of psychological contract fulfillment on employees’ yi pl perceived fairness of performance appraisal in US federal agencies Public Personnel ua al Management, 44(2), 214-238 n 20 Henderson, J.C & Lee, S (1992) Managing I/S design teams: a control theories va perspective Management Science, 38(6), 757- n ll fu 21 Hoegl, M & Gemuenden, H G (2001) Teamwork quality and the success of innovative nh 449 oi m projects: A theoretical concept and empirical evidence Organization Science, 12(4), 435- at 22 House, R and Howell, J (1992), “Personality and charismatic leadership”, The Leadership z Quarterly, Vol 3, pp 81-108 z ht vb 23 Ikramullah, M., Shah, B., Khan, S., Hassan, F S U., & Zaman, T (2012) Purposes of jm performance appraisal system: A perceptual study of civil servants in district Dera Ismail k Khan Pakistan International Journal of Business and Management, 7(3), 142 gm 24 Kampkotter, P (2016) Performance appraisals and job satisfaction The International om l.c Journal of Human Resource Management, 28(5), 750-774 25 Kellerman, B (2004), Bad Leadership: What It Is, How It Happens, Why It Matters, a Lu Harvard n 26 Kerzner, H (1987), “In search of excellence in project management”, Journal of Systems va Management, Vol 38 No 2, pp 30-9 n 28 Kotler P Principles of marketing European Edition: Prentice Hall 2014 47 y International Journal of Management Sciences and Business Research, (6) te re 27 Khedkar, E B (2015) Analysis of Performance Appraisal Systems in Education Sector 29 Liang, T P., Wu, J C H., Jiang, J J., & Klein, G (2012) The impact of value diversity on information system development projects International Journal of Project t to Management, 30(6), 731-739 ng 30 Lindsjørn, Y., Sjøberg, D I K., Dingsøyr, T., Bergersen, G R., & Dybå, T (2016) hi Teamwork quality and project success in software development: A survey of agile ep development teams Journal of Systems and Software, 122, 274–286 w doi:10.1016/j.jss.2016.09.028 n 31 Lombardo, M.M., Ruderman, M.N and McCauley, C.D (1988), “Explanations of success lo ad and derailment in upper-level management positions”, Journal of Business and Psychology, y th Vol 2, pp 199-216 ju 32 Longenecker, C and Fink, L (2017), "Lessons for improving your formal performance yi process", Strategic pl appraisal HR Review, Vol 16 No 1, pp 32-38 ua al https://doi.org/10.1108/SHR-11-2016-0096 n 33 Maley, J (2013) Hybrid purposes of performance appraisal in a crisis Journal of va Management Development, 32(10), 1093-1112 n ll fu 34 Moradi, T., Mehraban, M A., & Moeini, M (2017) Comparison of the perceptions of oi m managers and nursing staff toward performance appraisal Iranian Journal of Nursing and nh Midwifery Research, 22(2), 128 at 35 Mumford, M., Espejo, J., Hunter, S.T., Bedell-Avers, K.E., Eubanks, D.I and Connelly, S z (2007), “The sources of leader violence: a comparison of ideological and non-ideological z ht vb leaders”,The Leadership Quarterly, Vol 18 No 3, pp 217-23 jm 36 Nazimoglu, Ö., & Özsen, Y (2010) Analysis of risk dynamics in information technology k service delivery Journal of Enterprise Information Management, 23(3), 350-364 gm doi:http://dx.doi.org/10.1108/17410391011036102 om l.c 37 Nixon, P., Harrington, M and Parker, D (2012), "Leadership performance is significant to project success or failure: a critical analysis", International Journal of Productivity and Management, Vol 61 2, pp 204-216 n https://doi.org/10.1108/17410401211194699 No a Lu Performance n va 38 Noori, H (1991) TQM and its building blocks: learning from world-class organizations “Charismatic leaders and destructiveness: an historiometric study”, The Leadership Quarterly, Vol 6, pp 529-55 48 y 39 O’Connor, J., Mumford, M., Clifton, T., Gessner, T and Connelly, M (1995), te re Optimum 22 (3),31±38 40 Padilla, A., Hogan, R and Kaiser, R.B (2007), “The toxic triangle: destructive leaders, susceptible followers, and conducive environments”, The Leadership Quarterly, Vol 18 t to No 3, pp 176-94 ng 41 Paton, N (2009), “Companies hanging onto their CEOs”, Management Issues, 14 May hi 42 Pikkarainen, M., Haikara, J., Salo, O., Abrahamsson, P., Still, J., 2008 The impact of agile ep practices on communication in software development Empirical Software Engineering, w vol 13, pp 303–337 n lo 43 Reed R, Lemak DJ, Mero NP Total quality management and sustainable competitive ad advantage Journal of quality management 2000 Mar 1;5(1):5-26 y th 44 Reger, R K., Gustafson, L T., DeMarie, S M., & Mullane, J V (1994) Reframing the ju organization: why implementing total quality is easier said than done Academy of yi pl Management Review, 19, 565±584 ua al 45 Riaz W and Tanveer A Marketing mix, not branding Asian Journal of Business and n Management Sciences.2012;1(11);43-52 va 46 Roberts, G E (2003) Employee performance appraisal system participation: A technique n ll fu that works Public Personnel Management, 32(1), 89-98 oi m 47 Samarakone, P (2010) Improving performance appraisals using a real-time talent nh management system: The advantages of a real-time talent management system Human at Resource Management International Digest, 18(4), 35-37 z 48 Schaubroeck, J., Walumbwa, F.O., Ganster, D.C and Kepes, S (2007), “Destructive leader z ht vb traits and the neutralizing influence of an ‘enriched’ job”, The Leadership Quarterly, Vol jm 18 No 3, pp 236-51 k 49 Scott, S G., & Einstein, W O (2001) Strategic performance appraisal in team-based gm organizations: One size does not fit all Academy of Management Perspectives, 15(2), 107- om l.c 116 50 Seawright, K W., & Young, S T (1996) A quality definition continuum Interfaces, 26 a Lu (3), 107±113 n 51 Sharp H., Robinson H., 2010 Three “C”s of Agile practice: Collaboration, co-ordination 49 y Management, Vol 32 No 2, pp 111-26 te re search for project success factors: a multivariate typological approach”, R&D n 52 Shenhar, A.J., Tishler, A., Dvir, D., Lipovetsky, S and Lechler, T (2002), “Refining the va and communication, XP2010, pp 61–85 DOI:10.1007/978-3-642-12575-1 53 Singh, P (2015) Performance appraisal: Participation of employees International Journal of Education and Management Studies, 5(3), 264 t to 54 Tepper, B (2000), “Consequences of abusive supervision”, Academy of Management ng Journal, Vol 42, pp 100- hi 55 Toor, S., & Ogunlana, S (2009) Ineffective leadership Engineering, Construction and ep Architectural Management, 16(3), 254–272 doi:10.1108/09699980910951663 w 56 Vardiman, P D., Houghton, J D., & Jinkerson, D L (2006) Environmental leadership n lo development Leadership & Organization Development Journal, 27(2), 93–105 ad doi:10.1108/01437730610646606 y th 57 Wright, R P (2004) Mapping cognitions to better understand attitudinal and behavioral ju responses in appraisal research Journal of Organizational Behavior: The International yi pl Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(3), ua al 339-374 n 58 Zaccaro, S.J., Kemp, C and Bader, P (2004), “Leader traits and attributes”, in Antonakis, va J.,Cianciolo, A.T and Sternberg, R.J (Eds), The Nature of Leadership, Sage Publications, n ll fu Thousand Oaks, CA, pp 101-24 oi m 59 Employee turnover rate report https://vietnamnews.vn/society/536372/employee- at nh turnover-rate-reached-alarming-high-report.html z z ht vb k jm om l.c gm n a Lu n va y te re 50