Human resource management in baria vung tau post and telecommunications

I flO cm MINH • ~ CITY UNIVERSITY OF FOREIGN LANGUAGES INFORMATION TE~HNOLOGY SCHOOL OF FOREIGN LANGUAGES I ~ I GRADUATION PAPER , , I ~UMAN~~$Ou~t~ ~~~~~~.~@~M ~N~~ ~~AVUN~1AU : , '~-~~'FIiC~r~"l~IS'A~M" , 1,~,,~.l~h.,_&!l~ ~~~Il'ir~@N~ ~~~ ",-~b\J:IQj~u' t ;,~.,.,;' U I ~~ ~ ~~ .::i~~ .= ~~~~ ::::~.~ -' js;;;:l\~i ~ ! , = " -,~ ~: ui ! ~ t :1 '! ~~ ;,;. , : I TV Dq i Hqc Huffi! 1111111111111111111111111111 101000421 i I: Advisor: :1 /$f5 ('ilk flJ1p fJiiim Jfl1111Jt Jifljl Student: JJ/n fiIlp 'ilJI,;rnq J1l;r11 _ Class: ~ , I '(,j.l' , HCMC, July 2000 I I I I.:J _~ ~-~ ~ _- HO _ _., _ - - .- cm MINH _ _ - _ -.- _._-_._-,-~ ~- - , ,~._ ~~- - - - CITY UNIVERSITY OF FOREIGN LANGUAGES - INFORMATION TECHNOLOGY I I SCHOOL OF FOREIGN LANGUAGES GRADUATION PAPER HUMAN RESOURCe ~,t~,NAGEMENT I IN BA RIA VUNG TAU , , INS ,1l1:LJ~ ;~I,I."ATIO !I'il~4-.11 ~ , \~ ~_ - :: ! I I I i I \ \ i , \, Advisor: /fib ('lk fIlip Student:Pl1 jiim Jflunjt cf/lIlA 'ilJIri fIllprnq Jflnn _Class: l/fijl!l1ill2 HCMC, July 2000 , /-.::- _.I _ _ _ _ _ _ _ _ _ _ _ _ \ / ; \ -_ _ ] -_._-_ _- _ _._ ._ _ • - ~ • ACKNOWLEDGEMENTS ,~ ; • _0."":,,,,_ ' _ / _ _ _ _ _ _" _ _ _ _ _ _ _ _ _ _ _ _ _" _ i i This paper could not have been done without a great I deal of II invaluable advice and help from my professors, relatives and friends Firstly, my special thanks go to Board of Directors of Ba Ria-Vung Tau Post and Telecommunications !I who gave me opportunities to understand profoundly about human resource management Especially, I would like to thank all staffs in human resource department of this organization for their help in providing a lot of information and materials And, additional special thanks to Ba Ria- Vung Tau Investment and Development Construction Company who had completed my questionaire Bank, so that I could have a general view and comparison of human resource status and its needs, ect Secondly, I am also grateful to Ms Le Thi Kim Dung, my advisor, for her invaluable suggestions and comments on this paper Thirdly, I wish to give a special thanks to Mr Huynh The Cuoc, the president of Ho Chi Minh City University of Foreign Languages and Information Technology, for his material and spiritual support I would like • to thank all professors and lecturers of Foreign Language Department of Ho Chi Minh Technology, City University of Foreign especially English Department Languages and Information I i including Dean Luong Thi Ly I and Vice Dean Le Thi Thu Hang for their instructions and advice And as the final acknowledgement, /-.~._ ~ promptly encouragement ) me their favorite ideas ! ~~J ~ • I want to thank my family for their and my friends who enthusiastically I I shared with I I j / ~ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _" / I I / _' / Nhi}.n Xet Cua Cd Quan No'i Sinh Vien Thl/c Ti}.p Kinh gii'i: TRUONG D~I HOC DAN L~P NGO~I NGU TIN HOC • A' ~ ••• THANH PHO HO CHI MINH KS til thang nam 2000 sinh vien Vii Thi Thanh Van Mn th1,l'ct~p t~i Boo Di~n Bit Ria Vung Tau Mtlm hiSu cac va'n d€ co lien quan nhiim phl)c Vl) cho d€ titi lu~n van to't nghi~p Trong qua trlnh thl!c t~p, sinh vien va Thi Thanh Van dii chap hitnh to't mQi nQi quy va quy che' lam vi~c cua cae ddn vi khac m6i Mn la'y so'li~u va tham khao D€ tai "Quan Tri Nhan 51! d Boo Di~n Ba Ria Vang Tau" la ke't qua cua mQt qua mnh tlm toi nghien cuu va danh gia mQt each khachquan va dffy tam huye't Do'i voi Bu'u Di~n tinh Ba Ria Vang Tau, d€ tai la mQt cong vi~c ra't co nghIa dS chung Wi nhln l~i va danh gia v€ each quan 1'1 cua '1 rnInh nhUng nam qua, nha't la nhung d€ xua't, kie'n nghi cua sinh vien d phffn cuo'i d€ tai Tuy day chua I phai la tie'ng noi cua ngu'ai lam quan 1'1 nhan ll!c nhung nhung '1 kie'n v[n duc;1c chung toi thl!c sl! ghi i:lh~n Trong qua trlrih tim hiSu t~i Boo Di~n Bit Ria Vang Tau, sinh vien va Thi Thanh Van dii bie'tke't hc;1pch~t che voi cac phong ban chUc nang nhu PhOng Nhan 51!, PhOng Ky Thu~t Boo,Cillnh Vi€n Thong, Cong Ty Boo Chinh va Phat Hanh Bao Cill.: dS co duc;1cnhung thong tin thl!C te' can thie't phl)c Vl) cho d€ tai Hdn nua co cung dii thS hi~nduc;1c phong each lam vi~c khoa hQc vi~c xii' 1'1 va danh gia nhung thong , tin dua Tuy nmen, de tai chua thl!c sl! hoan cmnh nhung cang la sl! co' gllng IOn cua sinh vien ph~m vi thai gian ra't h~n hypo Xin tran trQng kinh chao Viing Tau, 30 thang 06 nam 2000 BOO BIEN BA RJA VUNG TAu ~ Appreciation Of The Office For Trainee Practising TO: HOCHIMINH UNIVERSITY OF FOREIGN LANGUAGES AND INFORMATION TECHNOLOGY Student Vu Thi Thanh Van has practised In Ba Ria-Vung Tau Post since February, 2000 for her graduation paper During practising period, she has properly executed all rules and regulations every time coming to our office and other sub-offices for reference and data collection The subject" Telecommunications" Human Resource Management in Ba Ria-Vung Tau Post And is a result of seeking and studying process as well as an objective and full heartfelt evaluation With Ba Ria-Vung Tau Post, this subject is a very meaningful work for us to review and evaluate our management in recent years, especially her recommendations and suggestions in the conclusion of the subject Although they are not opinions of those who major in human resource management, they are highly appreciated Miss Thanh Van has closely combined with all functional departments boards such as Human Resource Department Department, research Postal-Telecommunications and Technical Postal And Newspaper Distribution Company, ect during her study and process in order to get practical necessary information for the subject Moreover, she has also performed very scientifically in processing and evaluating all present information Anyway the subject has not been perfect yet, but that was the student's strong effort within a short time Vung Tau, 30th June, 2000 BA RIA-VUNG TAU POST AND TELECOMMUNICATIONS ACKNOWLEDGEMENTS ABSTRACT Page I INTRODUCTION III FRAMEWORK OF PAPER VI CHAPTER I: OVERVIEW OF HUMAN RESOURCE MANAGEMENT Pages 1-14 IN AN ENTERPRISE I THE HISTORICAL FOUNDATIONS AND THE FACTORS INFLUENCING HUMAN RESOURCE MANAGEMENT II DEFINITION What is management? What is human resource ? What is human resource management? III THE ROLES OF HUMAN RESOURCE MANAGEMENT Policy initiation and formulation Advisory role ~ : Service role Control role IV THE FUNTIONS OF HUMAN RESOURCE MANAGEMENT Determining Human Resource needs Planning Human Resource Recruitment and Selection 3.1 Definition of recruitment 3.2 Definition of selection Orientation Training and development 10 5.1 What is training? 10 5.2 What is development? 10 Compensation Performance 11 appraisaL 11 Providing personal services 12 V HUMAN RESOURCE OBJECTIVES 13 13 Social responsibility Profit containment 13 Organisational effectiveness 13 Quality of work life 14 Personal objective 14 CHAPTER II: AN ANALYSIS ON HUMAN RESOURCE MANAGEMENT BA RIA-VUNG TAU POST AND TELECOMMUNICATIONS OF Pages 15-43 I SITUATION OF VIETNAMESE ECONOMY II A QUICK GLIMPSE TELECOMMUNICATIONS OF BA RIA-VUNG TAU POST AND HISTORY III HUMAN RESOURCE MANAGEMENT View point ofmanager"on 16 17 IN BA RIA-VUNG TAU'POST 20 human resource management 20 Recruitment in Ba Ria-Vung Tau Post 20 2.1 Recruiting principles 21 2.2 Recruiting process 21 2.3 The criteria for recruiting each of Hierarchy's position 24 2.4 The results of performing the recruitment 25 Training and Development 26 3.1 Training and Development purposes and mottoes 3.2 Training and Development requirements 26 for each of Hierarchy's position 27 3.3 Training methods 28 3.4 The rights and responsibilities' of employees 31 3.5 The results of performing training and development in 1999 , 33 Compensation 33 4.1 General principles 33 4.2 Compensation content 34 4.3 The results of performing the compensation from the report of year 1999 37 Health and Labour Insurance 37 5.1 Labour insurance department 37 5.2 Health department 39 5.3 The results of performing the health and labour insurance at the end of 1999 40 Performance evaluation 41 Planning for year 2000 41 CHAPTER Ill: ASSESSMENT AND CONCLUSION Pages 44-53 I ASSESSMENT OF HUMAN RESOURCE MANAGEMENT IN BA RlA-VUNG TAU POST AND TELECOMMUNlCA TIONS 45 Recruiting 46 Training and Development 49 Compensation 50 Health and Labour Insurance 50 Performance evaluation 51 n CONCLUSION AND RECCOMMENDA TIONDS 52 FIGURES Figure 19 Figure 20 Figure 21 Figure 32 Figure 33 Figure 35 Figure 37 Figure 41 Figure 43 Figure 10 47 APPENDIX 55 REFERENCES 62 Advisor: z~ ~ 91~ ~1/1/1/1Y1/1/1/1"wy1"/I/I/I/lYI/IYI/lYIYI/lYI/I/IYI/lYI/.I/IY'/IYIYI/I/I/I/I/'/1/IYI/I/I/I'7I/I/I/IYIYI/I/I/.I/I'/I'/I/I/IYIYI/IYI/I/IYI/I/I/I/I/I/I/I/IY1/1/17 increase The most dangerous thing is that it creates political infighting and cliques because the priority policy is not always equal It also destroys the incentive of present employees in case of selecting for manager's position because they think that the company does not pay attention to their effort Some disadvantages of interview method are that the information may not be true and are exaggerated For example, an applicant who sounded so confident in the letter may communicate nervously and lack of ability in the personal interview Besides, the interviewer may not have exact assessment because he is affected by factors causing rating bias First of all is the similarity effect It means the interviewer praises the applicant higher when that person has something similar to the interviewer Second is the likability effect That means when the interviewer likes the interviewee's appearance, clothes or non-verbal behavior, he might have higher evaluation Third, the stereotype effect has negative effect when the interviewer does not like the type of interviewee And the last one is information favorability effect this means the employer has the trend to pay much attention to negative information from the applicant So, he may have the negative evaluation about the applicant In oder to have a good result in the interview process, the interviewer must take great care to avoid any form of effect In addition, the examination method requires an accurate planning program and a talent manager who understands problems of the company, the situation and the environment of the company, the data related to the position or the required job, ect in order to recruit the right person to the right job -Page 48- Graduation Paper r"w/I/IYI/I/I/lYIYI/I/I/I'/I"'w/I"w/I/I/I/,,,w/.IYI/I/I,,w,w,W,I'I/I/I/I4'/I/I/I/I/.I/14IT/lYI/I/I"w/I/I -v-#7I:WAr/JI?I4I/IIfI/lYI/I/I'/IIWYI/I.wNII'7J111171/1/lhII"/I/I/1Y1Y TRAINING AND DEVELOPMENT The company has carried out many training programs for both present and new employees And the main reason for training is to improve the knowledge of new machines So, the Post focuses on training the engineers and workers The Post also has the policy for training abroad On searching recently, it has sent from two to four staffs to study overseas every year and it sent employees for coaching or attending in a training course at the Posts and Telecommunications Institute of Technology in Ho Chi Minh city In general, the Post had good programs for training and development We can easily understand the coaching method providing an immediate transfer of knowledge because this method requires the instruction of a supervisor who has had much experience Furthermore, it allows trainees to observe and model behavior of their coworkers; It is also a practical method because employees can produce and earn while they are learning This method is good but it requires a very good supervisor to give exact instructions, or the supervisor might be an expert but he is inadequate at transferring their knowledge to other because he does not have teaching skill And during the training period, errors and damages to equipment might occur Besides, the Post pays much attention to send staffs to take part in a training course for a specified time It gives employees uninterrupted periods of study and help them to get away from job pressure With such good study environment, the employee has a favourable chance to concentrate on new ideas However, the lecture may be not closely matched the real situations encountered on the job or even be out of date So, it is not a completely good method for employees r/l/I/I/IY,,,w/IYIXIt!W4'/IAI/I/I'Al/IYIAl'/I-fI/lYliW/I/lYlYl/liW/I/I7I/IAI''w/I/I/I/l/I/I/I/I/I/I/#'I/lYI7I/.1/1/1/1"/I'/I/I/I/I/I/I4I/I/I/I/I/I/I/I/I/.I/I/I'/I/1'/, HRM in Ba Ria-Vung Tau Post and Telecommunications -Page 49- l Advisor:~~'~~~ "/1/1/1/''''/1/1/1/1/1/1/1/1/1/1'#/1/1/1/1/1/1/1/1/1/1/1/1/1/1/1/1/1/1/1/1/1/1/1/1/"'.1'/1/1/1/1/1/1/1/1/1/1/1/.1/1/1/1/1/1/1/1/1/1/1/1/I/I/I/I/I/I/I/I/I/I/lhI? COMPENSATION The human resource department set out a clear compensation pay grade is still low, the Post has high allowances salary of one employee system Although the and benefits In 1999, the average is VND 1,768,775 per month In comparison with the whole province, the Post is considered as one of pay leaders This attracts many people to work for the Post in recent years The result is that the number of employees is gradually replacing people with high degree with low skill, and the Post has been operating more efficient than in the past and gets more revenue However, salary is not paid according to piecework payment but is paid according unfairness compensation to revenue of each unit It might lead to between units So, it does not encourage the staffs to work hard and they only want to work in the unit that easily brings much profit This compensation is based on the government's stipulation, so it is sometimes inflexible and unreasonable HEALTH AND LABOUR INSURANCE The Post has health care booklet for each staff and has medical box for each unit and post office Medical examination quarterly, and annual protecting equipment is done annually Also, the Post has set up monthly, plan for labour are delivered insurance Labour equipment and personal quickly from the beginning of month So, there has been no accident in the Post in recent years However, the health service is still poor There is only one doctor and one nurse in the Post taking care all employees had a particular Student: ~~ health department cfT~ ~ yet and lacks of modem medical It has not equipment -Page 50- Graduation Paper '/I/l/I/I/~I/I/I/I/I/.I/IYIYI/I/I/I/I/,I/I/I/IYI/IYIA#'/I/I/IYI/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I/I"'/I/I/I/I/I/I/I/I/I/I/I/I/I}'I/I/I/I/I/I/I/I/I/I/I/I'/I/I/I/IX Moreover, the control of implementing labour safety sometimes is not close and effective s PERFORMANCE EVALUATION The Post does not have a particular program for performance evaluation However, monthly and yearly assessment of each unit aims at encouraging employees to work hard, setting the plan for commending and rewarding or acting disciplinary and finally, making projects for future The appraisal is done by the supervisor and applied by work standard method, so it has the strengths and the weaknesses as follows: First, the supervisor directly knows the performance of his or her subordinates and is responsible for his or her unit, so he or she is the most suitable one to appraise employees Next, the strong points of work standard method are its objectivity and it can be applied to all kinds of work However, the weaknesses of this evaluation to the supervisor are that he only directly emphasizes some certain angles Besides, the performance appraisal often goes with the decision of reward or discipline, so maybe it is not objective The work standard method is often applied to producing work, and to get its objective angle, the standards must be clear and the staffs must understand how those standards was set up HRM in Ba Ria-Vung Tau Post and Telecommunications -Page 51- Advisor: Z ~'~!l1U?f? '-'1'/171/1/17'/1/1/1/1/1'/1/1/1'/1/1/1>#/'''/1/1/1/1/1;#/,*,'/1/1/171/1/1/1'71/I4IIT/1/1/I/I/I/I/I;W/I/I/I/'/I'/IYI/I/I/I/I.4I/I/l/I/I/I/I/I/I/I/1/1/I/I/I/.l/I/I/I/I/ II CONCLUSION AND RECOMMENDATIONS David and Keith (1996) stated that "Human resource department exists to help people and organizations reach their goals In doing so, it faces many challenges arising from the demands of the employees, the organization and society The business environment is particularly turbulent because of the growing diversity of the workforce Many challenges are also resulted from fierce competition, employee's satisfaction and changing opportunities Within these constraints, the human resource department contributes to the organization's "bottom line", both in term of ethical and social responsibilities This study attempted to evaluate the human resource management situation of Ba Ria-Vung Tau Post and Telecommunications at present This helps us have a general view of human resource management of a state-run enterprise in Vietnam, then we can conclude the strengths and the weaknesses to perfect the human resource management system of such similar enterprises better and more effective It was found that the human resource department focuses on five main functions including planning, recruitment and selection, training and development, compensation, and health and safety The Post always plans projects from one to three years Then, the human resource department is responsible to recruit and select employees The methods are basically through interview and examination Afterward, according to the skill and ability of each employee, the Post will send them for training and development to adapt to new Student: ~ ~ ciTkA ~ l' )f" -Page 52- C,Av Graduation Paper "'~.tI/I/lYI/I'/I/"'.tI/.I~"/IYI/.I/I'/I/I/14IT/1/1'4'/l/I/fI/1Y1Y1'/1Y14Ir/1/1/""'/IYI/I/I/I/I'/I/I/I/I/.I.tI/IAl'YI/I/l/I/lY14I"/I/I/ltW/I/I/IYI/lYIYI/I/I/IYIYI/I/I/I';; technology and industry Therefore, the Post has operated higher and more effective It is evaluated as one of state-run enterprises getting high turnover in the province In addition, the compensation is managed strictly and reasonably The health and safety of employees are concentrated on and implemented suitably to the Labour Law It is possible !hat the performance appraisal is one of the most important factors that are very necessary to the human resource management However, it seems that the Post has not paid much attention to this The performance evaluation is implemented simply So, it is the big weakness that needs to be improved in human resource management of the Post At the present time, the human resource management not only plays the most important role but also brings high efficiency in management and operation of a company Employees are the most valuable resource of a company Therefore, they must be treated well To state-run enterprises, the management of employees is more difficult because public-sector managers have to face with many constrains such as legislated purposes, no competition, weak incentive systems, and organizational inflexibility In order to rectify and make changes to the company's structure is not an ease In oder to help the Post manage the human resource management system more perfect, some recommendations are given as follows: 1) Orientation for new employ~es should be applied to reduce cost of the Post 2) A job description is really necessary for each employee in the Post to be more understanding of functions, duties and responsibilities contained in their job 3) Some types of interview, which are more exact in employee selecting decision such as situational interview and unstructured interview, should be taken into account HRM in Ba Ria-Vung Tau Post and Telecommunications -Page 53- ,l Advisor: S?; ~'~:!l1~ '/1/1/1'/1/.171/1/1'/1/1/1/1/1/1/1'/1/1/1/1/1/1/1/171/1/1/1/.171/1/1/1/1/1/1/1/1/1'/1/1/1/1/1/1/1/1/1'/1/1/1/1/1/1/7/1/1/1/171/1/1/1/1/1/1/1/1/1'/1/1/1/1/1'/1/1/1/1";; 4) The employees often the same jobs every day This will cause lack of motivation and enthusiasm The Post should delegate some more challenging tasks or apply job rotation method 5) The policy for recruiting staff's relatives should be considered and should have higher requirements 6) On an investigation, the training courses for present employees at the Posts and Telecommunications mstitute of Technology are complained because the number of trainees is so much One class contains over 100 trainees The school should divide the class into small classes in oder to help employees gain good result after fmishing the course 7) The human resource department should have clear performance appraisal program for each individual to manage employees better 8) Management by objectives (MBa) is a good approach in which both supervisor and employee set goals and decide activities of the company together effectively The Post should suggest this to the General Company to be taken into its human resource management system 9) The government should let state-run enterprises get looser in justifying and operating their company so that they can manage it easier and more effective With present competitive market, the brain drain is the most serious problem for all enterprises If state-run enterprises not have reasonable and flexible human resource management policy, they will loose talent and excellent employees Therefore, these suggestions should be taken into account by Ba Ria- Vung Tau Post and Telecommunications to make it more confident when entering the new millennium •Page 54- • Graduation Paper IWJIIP.I/.I'/I/I/JIII'7IYI4#',w/I/JIII'7I/IY14Ir'/1/I/lYIYI/I/I/I/I/I/I/l7lYi/l/I/I/I/I/I/i/i/i'71717i/1-W'/I'/I/I/I/I/I/IYI/IYI/,I4#''{#/I/I/.I/I/I/I7I7I7I7'/lfl'/I/I/l/IYIYIYI/1/ APPENDIX QUESTIONAIRE Dear Sir or Madam, My name is Vu Thi Thanh Van and I am a senior student of Ho Chi Minh City University of Foreign Languages and Information Technology now The purpose of this paper is to study the human resource Telecommunications management of Ba Ria-Vung Tau Post and I would be very grateful if you could spend a little time to look through and take a few minutes to fill this questionnaire Your answer is very important and helpful for my graduation paper Thank you for your assistance The questionnaire is as followed: I) When did your enterprise operate? 2) What is the function, objective of your enterprise? 3) How many employees are there in your enterprise? 4) Is there a particular human resource department in your enterprise? DYes DNo HRM in Ba Ria-Vung Tau Post and Telecommunications -Page 55- l ~.~:!l1~ Advisor: ~ '/IYI'/IYI/I/I',w •./I/7/1/I/IAr,W/.I/I/I/I/I/I/I/I4IWI/I/I/14I'/I/IYI/I7I/1/1'/171/1/1'/1/1/1/1/1'/1/1/1/1/1/1/1/1/1/1/1/1/1/1'/14171/,#/,#/1/1/1/1/I/I"/'/I/'/I/I/~ Wlf yes, the human resource department is operated for: DHuman resource planning DRecruitment and Selection DOrientation DTraining and Development DCompensation DOthers 5) What is your view onhuman resource management? DExtremely important DImportant DRather important DNot important 6) How long your enterprise's projects take place? DShort-term DMiddle-term Student: ~ ~ r2TkA ~ -Page 56- Graduation Paper '/I4IWI'/IYI/I/IYI/I/I/I/.IYliW/I/I'/I'/I/lAlYIYI/I/,IYIYIYI/I/I7I/#/I4IY1/1/,,,,,w/l/1/1/1/1/1/IYI/I/I/I7liW/I'/I/I/I/I/IYI/.IYI/I/I/I/I/I/liW/I/I/I/,lYI/.IYI/I/1X DLong-term 7) Are planning and development of the whole Post discussed in your enterprise? DYes DNo 8) Does your enterprise have orientation program for new employees? DYes DNo