(Luận văn) role of internal communication in responding to people’s complaints at the office of people’s council and people’s committee of district 8th, hcmc

UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to International School of Business ng hi ep w n lo ad ju y th NGUYỄN HOÀNG CẨM TÚ yi pl n ua al n va ROLE OF INTERNAL COMMUNICATION IN RESPONDING TO PEOPLE’S COMPLAINTS AT THE OFFICE OF PEOPLE’S COUNCIL AND PEOPLE’S COMMITTEE OF DISTRICT 8TH, HCMC ll fu oi m at nh z z ht vb k jm gm om l.c MASTER OF BUSINESS ADMINISTRATION n a Lu n va y te re Ho Chi Minh City – Year 2018 UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to International School of Business ng hi ep w n lo ad ju y th NGUYỄN HOÀNG CẨM TÚ yi pl n ua al n va ROLE OF INTERNAL COMMUNICATION IN RESPONDING TO PEOPLE COMPLAINTS AT THE OFFICE OF PEOPLE’S COUNCIL AND PEOPLE’S COMMITTEE OF DISTRICT 8TH, HCMC ll fu oi m at nh z z ht vb k jm gm om l.c MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: PROF TRAN HA MINH QUAN n a Lu n va y te re Ho Chi Minh City – Year 2018 CONTENTS t to CHAPTER 1: PROBLEM IDENTIFICATION ng 1.1 Introduction about the Office: …………………………………………… hi 1.1.1 About the Office of People’s Council and People’s Committee of ep district 8th, HCMC:…………………………………………………………………… w 1.1.2 About human resource and structure of the Office:……………………6 n lo 1.1.3 About the receiving and responding of people’s complaints in the ad y th Office:………………………………………………………………………………… ju 1.2 Problem identification:…………………………………………………… yi 1.2.1 Evaluation satisfaction level of people in HCMC:…………………… pl ua al 1.2.2 Symptom of Organization:……………………………………………10 n 1.2.2.1 Duplicated messages/phones:…………………………………… 11 n va 1.2.2.2 Negative feedbacks:………………………………………………12 ll fu 1.2.3 The initial problem:………………………………………………… 13 oi m 1.2.3.1 Responding time is not on the appointment time :……………… 14 nh 1.2.3.2 Responding results are not completed when meeting deadlines: 16 at 1.2.3.3 Responding results have not been unity among channels:……… 20 z z 1.2.4 Core problem:……………………………………………………… 23 vb ht 1.2.4.1 Barriers of problems:…………………………………………… 23 gm CHAPTER 2: PROBLEM JUSTIFICATION k jm 1.2.4.2 The core problem:……………………………………………… 25 l.c 2.1 The existence of problem:……………………………………………… 31 om 2.2 The importance of problem:…………………………………………… 32 a Lu 2.2.1 Lack of motivation and commitment of employees:………………… 32 n 2.2.2 Low job satisfaction:………………………………………………….33 2.3.1 Main causes of problem: ……………………………………………36 2.3.1.1 Lack of mutual information and knowledge cooperation: …………37 y 2.3 Cause validation:……………………………… ……………………… 36 te re 2.2.4 Work pressure: ……………………………………………………….35 n va 2.2.3 Low job performance: ………………………………………………34 2.3.1.2 Lack of providing information for needs of employees: ………… 37 2.3.2 Links between core problem and two main causes; and evaluation….40 t to CHAPTER 3: DESIGN SOLUTION ng 3.1 Suggest solutions:……………………………………………………… 41 hi 3.1.1 Set up common link information systems: …………………………41 ep 3.1.2 Assign work, divide benefit equally and effectively: ………………41 w 3.1.3 Merge current three (3) groups into a new teamwork: ……………….42 n lo 3.2 Solution evaluation:………………………………………………………44 ad y th 3.3 Action plan: ………………………………………………………………45 ju CHAPTER 4: SUPPORTING INFORMATION: yi 4.1 Problem identification – Symptom of organization: ……………………47 pl ua al 4.2 Initial problem: … ………………………………………………………50 n 4.3 Barriers of problem:…………………………………………………… 56 n va 4.4 The existence of problem: ……………………………………………… 57 ……………………………………………………………62 oi nh LIST OF TABLE m REFERENCES ll fu 4.5 The importance of the problem:………………………………………… 58 at Table 1: evaluate level of solving people’s problem:………………………… z z Table 2: The statistic duplicated and negative feedback messages/phones:… 10 vb ht Table 3: The rate of duplicated messages/phones for years:……………… 12 k jm Table 4: The rate of negative feedbacks for years:………………………….13 gm Table 5: Activities of communication:……………………………………… 27 l.c Table 6: Main objectives of internal communication: ……………………… 28 om Table 7: Teamwork quality construct:……………………………………… 42 a Lu LIST OF FIGURE n Figure 1: The initial cause – effect map:…………………………………… 30 n va Figure 2: The cause – effect map:…………………………………………… 39 y te re EXECUTIVE SUMMARY t to The receiving and responding to people’s complaints at the Office has been ng existed some problems due to affect product’s quality negatively and views of people hi towards the state This research finds out some problems which are related to internal ep communication among departments of Office of People’s Council and People’s w Committee of district 8th, Ho Chi Minh city Based on data from in depth interview and n lo survey questionnaires for five (5) respondents including that are two (2) staffs and ad y th three (3) managers of the Office who work about receiving and responding to people’s ju complaints as expertise and concurrent tasks, this research finds out two (2) main yi causes as: lack of mutual information and knowledge cooperation; lack of providing pl ua al information for needs of employees From that, the writer suggests solutions, action n plan to relate around internal communication at Office to improve current existences n va and enhance positive views of people towards the local state ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re CHAPTER I: PROBLEM IDENTIFICATION 1.1 Introduction about the Office of People’s Council and People’s t to Committee of district 8th ng 1.1.1 About the Office of People’s Council and People’s Committee of hi district 8th ep People’s Committee of district 8th is organized and operated on the principle of w democratic centralism and has responsibility to implement the Constitution, the laws, n lo the written decisions of the higher level State and resolutions of People’ Council of ad y th district 8th, promotes the right of mastery of the people, strengthen of social legislation, ju prevent and fight against bureaucratism, irresponsibility, arrogance, authoritarianism, yi corruption, wastefulness and other negative manifestations at the offices, among State pl ua al employees and within the local administrative apparatus It is located number 4, Duong n Quang Dong street, ward 5th, district 8th, Ho Chi Minh City, with twelve (12) n va committee divisions, sixteen (16) People’s Committee of wards and eighteen (18) oi m management state of the local state ll fu departments without the schools and traditional markets to support it to implement nh The Office of People’s Council and People’s Committee of District 8th is also at located the same above address, and one of twelve (12) committee divisions to assist z z the top of managers of People’s Council and People’s Committee about all steering, vb ht operating activities of Council, Committee and Chairman of Committee; ensures k jm facilities, tangible equipment to serve council and committee’s working, including that l.c 1.1.2 About human resource and structure of Office: gm the receiving and checking resolution the complaints, problems of local people om Human resource: there are sixty - six (66) people, such as forty - five (45) civil five (5) top of mangers of People’s Committee, a manager of People’s Council and y te re Office n employees who are not officials and their incomes are paid from operating fund of va four (4) mangers of Office (a Chief, deputies of chief); and twenty-one (21) n a Lu servants who are paid annual salary form government salary fund including that have Chief of Office manages general activities and assigns official people at departments Deputies of Chief manages some specific sectors and general of some of seven departments of Office depending on assignment of Chief t to Structure of Office: there are seven (7) departments, such as: ng Citizen reception department hi Receiving documents and returning results department ep Synthesis and planning department w Accounting department n lo Security department ad y th Clerical and storage department ju Information technology department yi 1.1.3 About the receiving and responding of citizen’s complaints in the pl ua al Office: n Receiving channels and execution time: People’s Committee of District 8th n va has main four (4) direct or indirect channels to receive and respond complaints, ll fu problem of citizen and execution time as: oi m - Receiving letters directly in Citizen reception department Execution time is nh maximum thirty (30) days and 45 days for complex case that is classify when just at receiving them z z - Receiving complaints or problem from hotline of People’s Committee of vb k jm complex case that is classify when just receiving them ht District 8th (19007208) Execution time is maximum ten (10) days and 20 days for gm - Receiving citizen complaints or problem from People’s Committee of HCMC l.c as hotline 0888 247 247 or mail address: duongdaynong@tphcm.gov.vn Execution om time is maximum ten (10) days and 20 days for complex case that is classify when just - Receiving people’s complaints directly from meeting of People’s Council n a Lu receiving them y is classify when just receiving them te re of year Execution time is maximum thirty (30) days and 45 days for complex case that n va once every half of year and meeting of Fatherland Front Committee once every quarter Handling units: The receiving and tracking, urging the other agencies to solve complaints, problem of citizen in district 8th is main responsibility of Office and this is t to assigned to three (3) committee departments of Office to such as: ng The Citizen reception department receives and tracks complaints, problem from hi letters of people directly ep The Synthesis and planning department receives and tracks complaints, problem w of people though focusing meeting of People’s Council and Fatherland Front n lo Committee ad y th Information technology department receives and tracks complaints, problem of ju people from hotline of District 8th, hotline of HCMC yi Handling process: each channel has been separated implement process, pl Transfer commitee divisions to solve n Receive results n va Receive, select complaints ua al however, it has quite similarly functions as: Respond to citizen ll fu oi m Firstly, departments of office will receive people’s complaints though four nh channels; then, supporting managers steer specific committee divisions to solve; the at next step is to urge and receive responding information from committee divisions; and z z the last step will answer results to citizens Each step has a specific execution time ht vb which bases on complex level of information jm Handling human resource: there are eight (8) employees to to this task, as: k gm Manager: Chief manages the citizen reception department; a deputy chief l.c manages the synthesis and planning department; other deputy chief manages the om information technology department a Lu Staffs: five (5) staffs as: three (3) staffs are in the citizen reception department, n a staff is in the synthesis and planning department who are civil servants of office, and n te re servant va a staff is in the information technology department who contracts annual, is not civil y 1.2 Problem identification 1.2.1 Evaluation satisfaction level of people in HCMC: In now, the state of HCMC focuses on reforming public administration’s activities to serve effectively rather than steering It uses PAPI index (Vietnam t to Governance and Public Administration Performance Index) which shows level of ng people satisfaction with governance and public administration performance to know hi and give some more effective ways to improve its activities better to meet people ep demands It shows five kinds of index as Participation at Local Levels, Transparency, w Vertical Accountability, Control of Corruption, Public Administrative Procedures, n lo Public Service Delivery (1), include to have indexes related to evaluate level of ad y th solving people’s problem as: Participation at Local Levels, Transparency and Vertical ju Accountability yi Participation at Local Levels index measures people’s understanding of their pl ua al participation rights, opportunities and the quality of village head elections, and the n extent to which citizens participate in and voluntarily contribute to local infrastructure n va projects ll fu Transparency index measures people’ “rights to know” about state policies that oi m affect their everyday life and livelihoods nh Vertical Accountability based on three subdimensions: the frequency and at effectiveness of citizen interactions with local authorities, the proactiveness of local z z governments in responses to citizen proposals or complaints, and the coverage and ht vb effectiveness of People’s Inspection Boards Participation at Transparency gm City/province k No jm Compare between HCMC and big cities in VN Accountability l.c Local Levels Vertical HCMC 4.7 5.75 4.92 Ha Noi 5.34 5.08 Da Nang 5.27 6.02 5.82 Can Tho 5.79 5.94 5.69 om n a Lu 4.26 n y te re (source: PAPI 2016 – www.papi.org.vn) va Table 1: Evaluate level of solving people’s problem (1) This table shows that Ho Chi Minh City is biggest city in Vietnam, but has all three (3) indexes quite low if comparing with others three (3) big other cities as Ha Noi, Da Nang, Can Tho, even there are two (2) indexes under point five (5) (average point), including that as: Participation at Local Levels index is lowest and others are t to low, lower than Da Nang, Can Tho are With general view, evaluation with contents ng about HCMC is period of medium point Additional, at meeting about building hi developing plan in HCMC in 2017, chairman of People’s Committee of HCMC ep Nguyen Thanh Phong (2) suggested all government agencies need to focus on w implementing administrative reform, effective solutions to improve PAPI index to n lo push HCMC to be top five (5) ad y th 1.2.2 Symptom of organization: ju Although the administrative reform and resolving people’s complaints of local yi state have been improved significantly for recent two (2) years, they have not still pl ua al made satisfactions of managers of Office and residents According to Mr Nguyen Nha n Kha, Chief of Office, shared that local residents have still not satisfied about the n va receiving and solving complaint’s people of district 8th ll fu Based on report data, in depth interviews with five (5) respondents (3 managers oi m and employees of Office), the resolving people’s complaints has shown big nh weakness to make resident’s dissatisfaction and it is also organization’s symptom with at two (2) specific expressions as: z z + Duplicated messages: Receive the same contents of resident’s complaints, vb ht problem which they did before in the different channels, even the same channels k jm + Negative feedbacks: Receive negative feedbacks about responding contents, Focus HCMC district 8th meetings Channel of Citizen reception om Hotline of l.c department 6.73% 24 10.3% 19 6.53% 11 3.52% 15 6.44% 2.4% n 21 va 77 12.52% n a Lu messages/phones Hotline of Duplicated gm time though some channels Total complaints for 2016 - 2017 56 9.1% y messages/phones te re Negative feedback 615 312 10 233 291 4.2 Initial problems: Can you share your comments about some reasons lead to negative, t to duplicated resident’s reflections? ng - Mr Kha: For last three years, People’s Committee of District 8th has focused hi on improving the implementing administrative reform, the resoluting local citizen’s ep complaints However, the existences of negative resident’s reflections are as: w responding late or no responding when catching deadlines, having response with n lo contents are not final, and sometimes, responding results have not been unity among ad y th channels of Office ju - Mr Trong: most of negative resident’s reflections mention to responding yi time which is later than appointment time is, even not to reply or the contents are not pl ua al the same among channels n - Mr Tam: responses are not on time, not make dissatisfaction of people ll fu residents n va and are not unity among channels are some elements to make dissatisfaction of oi m How are responses not on time? Can you give me some details more? nh - Mr Kha: the rate that the office has still unanswered or answered late to at residents when meeting deadline takes average high proportion z z Some complex cases, especial is related to urban, repairing infrastructure factor vb ht often take about 70% of total complaints, need to have more time to solve The k jm execution regular time about 20 days to 45 days is too short to implement effectively gm because there are many regular steps, procedures needed to implement, such as l.c checking the field, setting up treatment plan, estimating budget, conducting work; in om some situations, when meeting deadlines, all steps have not been implemented, the rate for this situation takes about 25% for total number of duplicated and negative n a Lu office has had no data, results from committee divisions to answer people Average district 8th’s jurisdiction When meeting appointment time, district 8th has not received 50 y People’s Committee of HCMC because responsibility for implementation is beyond te re Some complex cases wait steers, finance resources of departments of HCMC, n va feedbacks of residents any information by higher level states, so, we can answer nothing to residents The rate for similar cases takes about 15% of total duplicated and negative feedbacks t to - Staffs of departments urban and repairing infrastructure factor have been ng under pressure of working overload because most of complaints is related in this hi factor This has made more burden to them and depending on urgency, priority of ep complaints, they would be given priority, others would need more time to solve w - Mr Trong: It is shown though details: n lo The first, most of complex complaints are related in urban and repairing ad y th infrastructure factor account for high proportion, about 70% in total complaints are ju responded lately because execution regular time is too short to solve, therefore, to need yi more time to solve some regular steps, procedures It makes more burden to the urban pl ua al management office, so, based on urgency, need, priority of complaints would be given n priority; others would need more time to solve This rate takes about 25% in total n va duplicated and negative feedbacks ll fu The second, some complaints that are beyond local state’s responsibilities must oi m wait responses of higher level states, units; many of them have not been answered on nh time; so, the office has not had data, information to answer residents The rate takes at about 13% – 15 % of total duplicated and negative feedbacks z z Last but not least, staffs of departments urban and repairing infrastructure factor vb ht have been under pressure because of working overload; over 70% people’s complaints k jm was in this field, it has made more burden to them who must work this task gm concurrently; depending on urgency, priority of complaints, it will solve before, others l.c will need more time to solve Besides, even my staff and I often have the same - Mr Tam: The waiting for answers to resolve complaints by department of 51 y check work results of committee divisions lead to not complete or delay deadlines te re people on time Additional, I have been under working overload too much to urge, n often takes more time than 20 – 45 days as regular time So, we can not respond to va HCMC, People’s Committee of HCMC that is beyond responsibility of district 8th n a Lu being able to covering all tasks in the same periods of time om feelings; we sometimes accept not to complete or delayed deadline because of not - Mrs Tram Anh: This task is one of some my concurrent works I have sometimes been work overload because of covering many tasks (both expertise and t to concurrent tasks) in the same period of time; moreover, execution time for this task is ng time-limited that is too short to solve Sometimes, I can not have enough time to work, hi have to accept to lack of concentrating in concurrent jobs, even ignore reminder to ep committee divisions when meeting deadlines w Beside that the waiting responses of higher level states for complaints which n lo solving responsibility is beyond local jurisdiction When meeting deadlines, I can not ad y th answer to people if I have not received any responses by higher level states ju Can you give me more reasons which the office has still answered to people yi on time but the results not complete and need to more time to solve? pl ua al - Mr Kha: The office still tries to respond results, information to people on n time, including that average over 30% in total complaints is complex complaints what n va are implementing and need more time to solve, so, we try to answer latest information ll fu (but no final results) to people on time and will continue to answer for next time For oi m me, there are main reasons lead to that: nh Regular execution time is too short to solve as I just gave above We need to at have more time than 20 – 45 days as regular time for complex cases Average rate for z z this situation takes about 30% in duplicated and negative feedbacks vb ht The waiting for answers to resolve complaints by department of HCMC, k jm People’s Committee of HCMC that are beyond responsibility of district 8th The office gm will try to respond to people about latest information on time when receiving l.c responses to people by them and will continue to send next information in the next om time Average rate for this situation takes about 30% in duplicated and negative a Lu feedbacks n Additional, I recognize that some my employees must work professionally and Last but not least, there are staffs who work this task as professional work not to meet job requirements effectively as I would expect 52 y been clearly specified in terms of expenditures as regulated te re than others but no gain any bonus, benefits However, operation cost of Office has n va concurrently lead to decrease working motivation because they must work more tasks - Mr Trong: The execution time is as receiving, solving and responding to people about complaints, problem to be maximum from twenty (20) days to forty-five t to (45) days (depending on each channel) is too short to finish on time Depending on ng urgency, priority of complaints, they will are solve before Average rate for this hi situation takes about 30% in duplicated and negative feedbacks ep Beside that the office must wait responses of department of HCMC, People’s w Committee of HCMC to resolve complaints that are beyond jurisdiction of district 8th n lo and will try to answer people for latest information on time when receiving responses ad y th to people by higher level states and still continued to send next information to people ju in the next time Average rate for this situation also takes about 30% in duplicated and yi negative feedbacks pl ua al Additional, staffs of departments urban and repairing infrastructure factor have n been under pressure because of working overload; over 70% people’s complaints was n va in this field, it has made more burden to them who must work this task concurrently; ll fu depending on urgency, priority of complaints, it will solve before, others would need oi m more time to solve Besides, even my staff and I often have the same feelings; we nh sometimes accept not to complete or delayed deadline because of not being able to at covering all tasks in the same periods of time, and used to be complaints about that by z z top managers; therefore, sometimes, I feel lack of work motivation and accept vb ht ignorance in concurrent job k jm - Mr Tam: The execution time of total complaints which is in hotline of local gm and HCMC channels to be too short, the committee divisions need more time to solve l.c Staffs of committee divisions are still required to complete professional work on urban om development, so, depending on urgency, priority of complaints would be given a Lu priority n To wait responses of department of HCMC, People’s Committee of HCMC to n va resolve complaints that are beyond jurisdiction of district 8th and will try to answer results of committee divisions before meeting deadlines lead to not complete or delay deadlines Sometimes, I neglect this task in order to focus on my main responsibilities 53 y Beside that I have been under working overload too much to urge, check work te re people for latest information on time - Mrs Tram Anh: The execution time for some complex complaints which often takes about a haft of total complaints which are in channel of People’s Council t to and Fatherland Front Committee to be too short, the committee divisions need more ng time to solve We are still required to complete professional work on urban hi development, so, depending on urgency, priority of complaints would be given ep priority w Beside that waiting responses of department of HCMC, People’s Committee of n lo HCMC to resolve complaints that are beyond jurisdiction of district 8th and will try to ad y th answer people for latest information on time ju Moreover, when meeting the same deadlines for some tasks, I used to have yi overload for work because I am under pressure to covering professional works and pl ua al concurrent tasks better; I, sometimes, accept not to complete or delay deadlines and n even accept complaints from managers of office and top managers by that Additional, ll fu motivation to work better n va the office has not had any benefits, bonus for my concurrent tasks and I have felt lost oi m - Mr Tu: The execution time is too short for complex complaints to solve by nh staffs of committee divisions who always require more time to because they must at complete professional work and depending on urgency, priority, complaints would be z z given priority vb ht To wait responses of department of HCMC, People’s Committee of HCMC to k jm resolve complaints are beyond jurisdiction of district 8th and will try to answer people gm for latest information on time l.c How about responding results are not unity among channels? om - Mr Kha: Responding results are not unity among channels is weakness in a Lu this task, for example, this channel has just completed the answer for people’s petition n clearly, but others are duplicated messages need to settling time more, or even give a n va bit different contents, specific different schedule time of repairing infrastructure, urban transferring to committee divisions, solving, and responding to people, but they have specific, separate operation procedures, and work operate completely independently, 54 y All four channels have quite similar functions from receiving complaints, te re field Main reasons make to this issue are: not link, communicate information, knowledge, responding results together Sometimes, product’s results are uneven, different However, I am too busy to think t to how to overcome this drawback ng Another reason as discussed before, no gaining benefits or bonuses for hi concurrent tasks leads to decrease working motivation of my staffs because operation ep cost of Office has been clearly specified in terms of expenditures as regulated w Moreover, some my staffs have adapted job requirements effectively as I would n lo expect, specific, three fifth (3/5) the expertise employees work ineffectively, ad y th inflexibility in solving ways and collect working knowledge, understanding passively; ju two (2) deputies of Chief, a staffs who work concurrently have not focused on solving yi complaints deeply, sometimes complete later than deadline Working skills of pl ua al employees have not had consistent among staffs together, in some situations, they n support top managers to steer to be wrong functions and tasks of committee divisions ll fu answer residents n va lead to waste working time to again or get dissatisfactory results, extend time to oi m - Mr Trong: There are channels, but being divided to departments to nh However, in term of function, they are similarly, but operating independently, not at linking information I can not find out effective ways to connect, share information z z among them together Beside that some committee divisions sometimes transfer vb ht contents solved non-uniformity to the Office because they have not been uniformly k jm assigned, civil servants also work concurrently This leads to uniform among channels gm and the non-uniform qualities to make dissatisfaction of people Moreover, I l.c sometimes accept not to complete or delay deadline because of work overload, not om being able to covering all tasks in the same periods of time, used to be complained and complaints being tracked Beside that, I recognize my staff works inflexibility, not 55 y complaints in order to review responding contents, and reduce the number of te re functions, so, I can not apply responding results before being done for duplicated n this task There is no link information among channels although they have similar va - Mr Tam: Responding results are not unity among channels has existed in n of work motivation and accept ignorance in my concurrent job a Lu appreciated as low job performing by top managers From that, sometimes, I feel lack take initiative In some cases, I don’t also have enough time to complete all, and accept to ignore some tasks to complete works that are more priority Additional, some t to committee divisions sometimes transfer contents solved non-uniformity lead to reflect ng no content consistency with other channels reflected before Moreover, with the same hi idea of Mr Trong, I sometimes accept not to complete or delayed deadline, even ep ignore this task in order to focus on main responsibility because of work overload, not w being able to covering all tasks in the same periods of time, used to be complaints and n lo appreciated as low job performing by top managers and feel lack of work motivation ad y th - Mr Tu: the sharing information among departments has not mentioned in any ju regular papers, steers of Office’s managers, and there are no linking tools, so, it is yi hardly to share information to others Therefore, sometimes, I recognize that there are pl ua al still responding results are not unity among channels n - Mrs Tram Anh: I used to hear my mangers’ complaints about the unity in n va responding results of channels However, review responding results of channels is ll fu difficult in order to remove duplicated complaints before, reduce the number of oi m complaints being tracked because it is not mentioned in any regular papers, steers of nh Office’s managers and there are not any linking tools, systems Moreover, because I at must cover many tasks, even sometimes, I have felt overload for work, I can not z z enough time to all and it impact negatively to get job performance of my expertise vb ht work Additional, getting more concurrent task don’t make me to rise income and I k jm have felt be sad because the benefit is unfair among staffs, specific, employees of gm citizen reception department who are expertise officials for this task have been l.c supported some benefits (fund from People’s Committee of HCMC), but others (like om me) are not to cause less motivation to work actively and make instability in the work Do you can recruit more labor to reduce overload for some employees and n a Lu 4.3 Barriers of problem: Department of Home Affairs of Ho Chi Minh City, the Office does not select personnel actively with professional criteria It is hard to join the recruitment, rotation 56 y Affairs of Ho Chi Minh City and district 8th though some exams which are operated by te re Mr Kha: The recruitment personnel carried out by the Department of Home n va transfer work to others committee divisions or wards? and training civil servants in the local state In some of professional criteria, I can not apply in order to recruit is not done and additional, the training courses was always t to short time which are operated a few days ng Beside that, the office has been facing to reduce labor year by year because of hi following Decree number 108/2014/ND-CP dated 20th November, 2014 of the ep government Regulation on personnel reduction is applied from 2015 to 2021, so, w recruiting more labor is hardly to proactively n lo Additional, I know some employees have worked more tasks than others but ad y th they are not gained benefits because the office’s expenditure has been regulated and ju the solving resident’s complaints (eliminated channel Receiving letters directly of yi Citizen reception department) are not regulated any bonuses, benefits Beside that the pl ua al reducing labor force for several years (regulated in Decree number 108/2014/ND-CP n dated 20th November, 2014 of the Government Regulation on personnel reduction is n va applied from 2015 to 2021), and take extra tasks to help elderly labors or labors who ll fu have not meet job requirements as manager’s expectations for some tasks are reasons oi m to increase more tasks for some employees without benefits, bonus nh Mr Trong: I used to propose to recruit more personnel to decrease working at overload for my staff’s work, but it is not accepted because of this regulatory barrier in z z Decree number 108/2014/ND-CP dated 20th November, 2014 of the Government vb ht Regulation on personnel reduction is applied from 2015 to 2021 k jm 4.4 The existence of problem: gm How long has lack of linking, sharing information among channels existed in l.c the office? om Mr Kha: When setting up each channels, the linking, sharing information a Lu among channels have not established n Survey questionnaire: 57 y 3.75 te re strongly disagreement for respondents Its result is average point was approximately n when comparing to other areas from (5) point scale as is strongly agreement to is va The writer makes a suggestion about considering level of attention of this task Survey questionnaire has questions about the sharing, tracking, link information, knowledge, tasks among channels for all respondents, as: t to ng No Strongly Item hi agree Agree Neutral Disagree Strongly disagree ep The office use common w link communication n lo systems among ad y th departments of office ju The office has regulation in any papers, steers yi pl between channels n ua al about sharing information impacts to your job oi nh does influence to at z m The sharing information ll performance fu n va The sharing information z cooperation among vb ht departments jm The sharing information k does influence to gm l.c product’s quality om 4.5 The importance of the problem: Strongly Agree I understand the goals of disagree y Strongly te re agree Neutral Disagree n Items va No n motivation and commitment of employees for all respondents, as: a Lu The writer does survey questionnaires has 13 questions which are related to organization 58 t to I understand how my job ng contributes to the hi organizational goals work and the company’s I can see a link between my w ep n lo goals ad My team help me how to y th I have the appropriate yi ju complete my work pl ua al amount of information to n make correct decisions oi m nh help this organization be ll great deal of extra effort to fu I am willing to put in a n va about my work z When something z at successful vb ht unexpected comes up in my jm work, I was helped k I am extremely glad that I l.c gm enthusiastically om chose to work here rather a Lu than one of the other jobs I n was considering at the time va I think this is a good place te re n I joined y to work 59 10 I work in a well managed organization t to 11 I would accept any type of ng job assignment in order to hi keep working for this ep organization Changing my career would w 12 n lo be difficult for me to ad I would leave my ju 13 y th now yi profession if I could pl n support? ua al How you feel about the receiving and solving people’s complaints that you n va Mr Kha: Honestly, I have not satisfied about job performance of my oi m expectation ll fu employees, my deputies and even me, because results of working not catch my nh Mrs Tram Anh: the sharing information and cooperation among departments at have not been interested in order to change working procedure to reduce amount of z z workload, and there are not any bonus for concurrent jobs, even the benefit was unfair vb ht among employees, specific employees of citizen reception department who are jm expertise officials have been supported some benefits, but others are not, although k l.c to work actively and make instability in the work gm nature of works was similar, even these are concurrent tasks to cause less satisfaction a Lu of my team, including to have my staff and I om Mr Trong: For this task, I honestly have not satisfied about job performance n Mr Tam: I really have not satisfied about job performance of staff and even I burden to others in department 60 y solving ways and collect working knowledge, understanding passively and make more te re and a staff of Information technology department work ineffectively, inflexibility in n Mr Kha: Two thirds (2/3) numbers of staffs of Citizen reception department va How you consider about work results of your team in this task? Mrs Tram Anh: Sometimes, I can not complete all tasks both main responsibilities and concurrent work as expected to lead to delay some deadlines t to Beside that, I used to support top manager to be wrong functions of committee ng functions due to must cover many tasks and don’t have enough time to research, learn hi more in my work ep Mr Tam: Actually, I have not still appreciated my staff because she only w contacts, receives people’s complaints though hotline of district 8th, and does not work n lo more in some steps because she always supports top manager to be wrong functions of ad y th committee functions, so, I must make instead of her work ju Do you share what pressure you have in your work? yi Mr Kha: I often have pressure that must face with reducing labor force yearly pl ua al while job requirement, performance is rising n Mrs Tram Anh: I am sometimes sad and feel pressure, even stress when used n va to be reprimanded by Chief of Office, top managers of district 8th, because responding ll fu contents that I supported were slightly different with others although also receiving nh responds of others oi m results from committee divisions, however, I am not able to catch the last people’s at Mr Tam: I am really stress when recognizing some of sum numbers of z z citizen’s reflection messages, phones have just answered after urging and tracking for vb ht two (2) weeks are also answer in the other channels before with the same content k jm om l.c gm n a Lu n va y te re 61 REFERENCES t to The Viet Nam Governance and Public Administration Performance Index (PAPI) 2016: Measuring Citizens’ Experiences［homepage on the internet］ c2017［cited ng hi ep 2017 March 24］ Available from: http://papi.org.vn/eng/wpcontent/uploads/2017/04/PAPI2016_Report_Final_ENG-1.pdf Năm 2017, TPHCM tập trung cải cách hành chính, cải thiện số cạnh tranh［ w n homepage on the internet］ c2016 ［cited 2016 december 30］ Available from: http://tphcm.chinhphu.vn/nam-2017-tphcm-tap-trung-cai-cach-hanh-chinh-cai-thienchi-so-canh-tranh lo ad y th ju Parasuraman, S., Purohit, Y S., Godshalk, V M., & Beutell, N J Work and family variables, entrepreneurial career success, and psychological well – being Journal of Vocational Behavior 1996; 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