Thực trạng phát triển nguồn nhân lực tại khu công nghiệp bắc thăng long và nam thăng long cơ sở xây dựng chương trình phát triển nguồn nhân lực toàn diện cho các khu công nghiệp ở việt nam

Thai Nguyen University Socialist Republic of Vietnam Southern Luzon State University Republic of Philippines HUMAN RESOURCE DEVELOPMENT (HRD) PRACTICES IN BAC THANG LONG AND NAM THANG LONG INDUSTRIAL PARKS: BASES FOR A COMPREHENSIVE HRD PROGRAM FOR INDUSTRIAL PARKS IN VIETNAM A Research Proposal Presented to the Faculty of Graduate School Southern Luzon State University, The Philippines and Thai Nguyen University, Socialist Republic of Vietnam In Partial Fulfillment of The Requirements for the Degree Doctor in Business Administration PHAM HAI HUNG (JO) August, 2013 Tai ngay!!! Ban co the xoa dong chu nay!!! APPROVAL SHEET In partial fulfillment of the requirements for the degree Doctor in Business Administration, this research entitled :"Human resource development (HRD) practices in Bac Thang Long and Nam Thang Long industrial Parks: bases for a comprehensive HRD program for industrial Parks in Vietnam” has been submitted by Pham Hai Hung - Jo, and is hereby recommended for oral examination PROF CONRADO L ABRAHAM Research Adviser Approved by the Oral Examination Committee, in partial fulfillment of the requirements for the degree Doctor in Business Administration offered by Southern Luzon State University, Republic of the Philippines in collaboration with Thai Nguyen University, Socialist Republic of Vietnam Dr……………………… ………………… Member Dr……………………… ………………… Member Dr……………………… ………………… Member Dr……………………… ………………… Member Dr……………………… ………………… Chairman Accepted in partial fulfillment of the requirements for the degree Master in Business Administration SOUTHERN LUZONG STATE UNIVERSITY Dean i ACKNOWLEDGMENT In grateful recognition and sincerest thanks for the encouragement, guidance and unselfish sharing of their knowledge, time, effort and skills, and for the untiring motivation that leads to the completion of this study, the Researcher acknowledges the following: The deep thanks to DR CECILIA N GASCON, Ph D President of the Southern Luzon State University in the Republic of the Philippines, for her untiring effort and belief that this collaboration is possible thus enabling us to pursue the DBA degree; Sincere thanks to DR NGUYEN THANH HAI, Vice Director of the International Training Center, Thai Nguyen University of the Socialist Republic of Vietnam who was always available to help me during the years; PROF CONRADO L ABRAHAM for his selfless guidance and assistance in helping me to stay on the right track; ITC staff, for providing the necessary research materials; Thanks to Managers and Employees of Bac Thang Long and Nam Thang Long Parks, my Respondents, for their patience and cooperation in answering the questionnaire and for other data given; Especial thanks to my Family and Friends, for the love and supports in one way or the other And to all who have contributed to make this study a success ii ABSTRACT Human Resources Development (HRD) as a theory is activities for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement Bac Thang Long and Nam Thang Long industrial parks are two large industrial Zones in Hanoi with a hundred of companies are operating; the companies in there have achieved great successes in their business so far However, the companies are also facing challenges related to human resources For that reason the study: "Human resource development (HRD) practices in Bac Thang Long and Nam Thang Long industrial Parks: bases for a comprehensive HRD program for industrial Parks in Vietnam” was conducted The study aims to identify aspects of the real situation of human resource development in Bac Thang Long and Nam Thang Long industrial Parks The study answered the questions of What is the profile of the respondents at both industrial Parks in terms of: Age, Gender, Educational level, Position; What are the human resource development practices of the foreign companies and Vietnam companies in terms of Training; Which of the HRD practices were perceived to be acceptable and common among group of respondents; What HRD program can be developed as bases of implementing HRD practices in industrial parks From analysis, training and development proposal along with a comprehensive HRD program iii TABLE OF CONTENTS Page No Chapter 1: INTRODUCTION 1.1 Background 1.2 Statement of the Problem 1.3 Objectives of the Research…………………………………………………… 1.4 Significances of the Research .5 1.5 Scope and Delimitation 1.6 Definition of terms Chapter 2: LITERATURE REVIEW AND RELATED STUDIES 2.1 Literature Review 2.2 Review of Related Studies 20 2.3 Conceptual Framework .22 Chapter 3: RESEARCH METHODOLOGY .23 3.1 Research Design .23 3.2 Locale of the study .23 3.3 Data collection method 23 3.4 Population, Sample and Sampling Technique 24 3.5 Research Instrument 26 3.6 Procedures for conducting the survey 26 3.7 Statistical Treatment 27 Chapter 4: PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA 28 4.1 Profiles of respondents 28 4.2 Perceptions on training………………………………………………………….33 4.3 Comprehensive HRD Program 50 Chapter SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 57 5.1 Summary of Findings 57 5.2 Conclusion 59 iv 5.3 Recommendation .60 BIBLIOGRAPHY 63 QUESTIONNAIRE .65 RESEARCHER CV 71 v LIST OF TABLES Page No Table 2.1 Comparison among training, education and development…………………… Table 3.1 Distribution of the respondents 24 Table 3.2 Description of the Respondents 25 Table 4.1 Trainees of training program 37 Table 4.2 Training Needs Assessment .39 Table 4.3 Training methods .42 Table 4.4 Training Time 43 Table 4.5.Training contents for managers 45 Table 4.6 Training budget 47 Table 4.7 Criteria of training evaluation 49 Table 4.8 A sample of job description .51 Table 4.9 A sample of evaluation test 54 Table 4.10 Summary of comprehensive HRD program 55 LIST OF FIGURES Page No Figure 2.1 Changing role of training Figure 2.2 The needs assessment process 14 Figure 2.3 Presents conceptual framework 21 vi LIST OF CHARTS Page No Chart 4.1 Gender structure of managers group 28 Chart 4.2 Age structure of management group 29 Chart 4.3 Education levels of management group 30 Chart 4.4 Gender structures of employees 31 Chart 4.5 Age structure of employees 31 Chart 4.6 Education levels of employees 32 Chart 4.7 Purpose of training program in Vietnam companies 33 Chart 4.8 Purpose of training program in foreign companies 34 Chart 4.9 Trainees of training program in Vietnam companies 35 Chart 4.10 Trainees of training program in foreign companies 35 Chart 4.11 Training needs assessment in Vietnam companies 38 Chart 4.12 Training needs assessment in foreign companies 38 Chart 4.13 The training methods in foreign companies 40 Chart 4.14 The training methods in Vietnam companies 41 Chart 4.15 Training content for employees in foreign companies 44 Chart 4.16 Training content for employees in Vietnam companies 44 Chart 4.17 The effectiveness of training in Vietnam companies 48 Chart 4.18 The effectiveness of training in foreign companies 49 vii Chapter INTRODUCTION To develop an economy that requires the resources: capital, science - technology, natural resources and manpower; to grow rapidly and sustainably it should be based on three basic elements: apply new technologies, development of modern infrastructure and improve the quality of human resources The socio-economic development depends on many factors, and conditions, but most remain largely dependent on human factors, compare with other resources, the human resource is more dominant Therefore, more than any other resources, human resource always occupies the central location and play leading role in socio-economic development of the country, especially in the promoting period of industrialization modernization and international economic integration The exploitation and utilization of human resource effectively is extremely important issue, human resource should promote the diversity and abundance of Eastern cultural traditions such as hospitality, the talent, intellectual, science However so far, the important potentials have not been exploited fully, properly and may have not used effectively Today, when the world enters the intellectual economic, the problem of talent is a critical issue, because talented people are the nucleus of intellectual economy Although talented people at any time is always important, but nowadays it is even more important than ever, To take a short-cut and leader in the development it must have advanced human resource, not to forget talented people and not to waste human resource Therefore, countries should actively plan, create sources, training and retraining of human resources to develop most effectively For Vietnam, is in the modernization and industrialization process, many industrial zones and export processing zones have been established and attracted millions of employees working inside that promoted the country‟s economic growth However, the industrial zones are facing some difficulties; one of them regards to human resource, workforce has not satisfied requirements yet, because of low trained percentage, Government's report in 2009 said: "The quality of human resources of Vietnam today is low; the percentage of trained labor reaches only a bout 38%." Therefore, if it would be trained that will be the resources with strong impact on growth and economic development of the country For company, in the strong competitive environment, many companies have paid attention to training and human resource development, because human resource is the basis for existence and development of the company Through training that can provide skilled staff for the company to accomplish tasks given and also increase productivity Moreover, along with advance in technique – technology requires company has to train a team of hiskilled, hi-tech and creative staff to handle complex problems which they can not before Beside, in market economy, companies compete by using knowledgeable, highly skilled and creative human resource in production That makes human resource development in companies increased rapidly as today 1.1 Background of study Bac Thang Long and Nam Thang Long industrial Parks are located in Hanoi city, since found they have gained a lot of successes but also cope with challenge of human resource Chapter SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS From the output presented in the preceding chapter, this portion presents the summary of findings and recommendations of the study 5.1 Summary of findings - Profile of the respondents The Manager group is a young group showed by the number of 57 % of respondents is in the age range of from 31 to 40 with the domination is male accounting for 65% of the total respondent They also have a very strong educational background with 40 out of 40 respondents possess Bachelor degrees in which 15% got Master degrees The employee group is also a young group and dominated by male with 61% are from 30 and under and 55% males respectively They also have strong educational qualification with 211 out of 330 respondents have vocational degrees accounting for 64% 31 out of 330 respondents having bachelor degree accounting for 9% and 72 out of 330 respondents who have high school degree accounting for 22% - Perception on training All companies provided training program for employees + Purpose of training: There are no big differences in both types of companies when respondents of both considered “improving employees‟ performance” to be the first purpose of training and “developing an organization” is the second purpose + Trainees of training: there is a big difference between Vietnam and foreign companies In choosing trainees for training, foreign companies pay much attention to 57 employees who produce directly products and decide on quality of products and productivity Conversely, Vietnam companies pay much less attention to workers but pay attention to managers In the survey with managers, workers were chosen as the first priority with weighted mean of 4.20, next trainees groups were engineers and specialists, meanwhile managers were placed at 4th position with weighted mean of 3.7 + There are similarities in training needs assessment given by respondent Most of answers said based on the production and business plan with 91% for Vietnam companies and 89% for foreign companies The result of survey on managers showed that Production and operation plan was also the first basis for assessing the training needs with very high agreement (weighted mean of 4.35), coming next to technology changes with weighted mean of 4.12 + Training methods: On – the job training and coaching are the training methods that both of Vietnam and foreign companies most frequently used with 91%, 64% for Vietnam companies and 87%, 79% for foreign companies A survey was implemented on managers‟ opinion and three methods were agreed to be applied for employees including on the job training, coaching and self –study + Content of training: All the surveyed companies have training program for managers/potential managers And surveyed managers emphasized the necessary subjects for them in that there were three basic subjects which were leading according to survey: management and leadership skills with weighted mean of 4.85, foreign language with weighted mean of 4.75, computer application skills with weighted of 4.32 Beside, Business legal issues, 58 finance management, human resource management were also necessarily equipped for managers/ potential manager (agree level) + Training budget: According to the result of survey managers strongly agreed the training budget from 5% - 8% of company‟s wage fund + Evaluation of training: a huge difference between two types of companies 71% of respondents in surveyed Vietnam companies answered that companies did not conduct the evaluation of training Meanwhile, 67% of respondents in foreign companies answered their companies conducted the evaluation of training One more difference is effectiveness of training in surveyed companies presented that foreign companies have a better effectiveness of training than Vietnam companies 5.2 Conclusion The dissertation on Human resources development (HRD) Practices in Bac Thang Long and Nam Thang Long industrial Parks: bases for a comprehensive HRD program for industrial Parks in Vietnam has fulfilled the following works: Review the theories on Human Resource Development Analyze the reality on training in Bac Thang Long and Nam Thang Long industrial parks in the aspect of training needs assessment, trainees, training methods, training time, training budget, training contents, training evaluation Identify the acceptable and common applications between Vietnam companies and foreign companies on training and development in Bac Thang Long and Nam Thang Long industrial parks 59 Give recommendations of human resource development for companies operating in industrial parks in Vietnam with specific training and development topics with supporting solutions Develop a comprehensive human resource development program for industrial parks in Vietnam 5.3 Recommendation - There should be the human resource department in each company, where all areas of human resource management can be implemented In order to build an effective human resource development program, not only the main activities of HRD but also some related activities such as recruitment and selection, job design, compensation and performance appraisal must be well carried out - Allocating training budget Budget for training and development in the surveyed companies is still in small number and is not, to some extent, in hand of the human resource department Therefore, it is difficult for the department in proactively holding training and development programs So, the budget could be with the immediate supervisor if it is specifically designated as education and as part of the budget to be taken from training Training budget must be regulated and allocated in planed and strategy of company in cooperating with other departments Company has to emphasizes on human resource development, but high effectiveness on training and meeting the employees‟ needs for their performance and company‟s business - Selecting learners for training programs 60 The organization, especially the HR department must identify the employees to be trained for competence on their present job, as contrasted with those who are being educated and developed for advancement - Selecting training methods Most of the companies in industrial parks applied job-related training methods, which are inexpensive But in order to choose the appropriate training method for the companies, the first step is to identify the type of learning outcome that the companies want training to influence Then, the next step is to consider the extent to which the method facilitates learning and transfer of training, the cost related to development and the use of the method, and its effectiveness - Training contents Training content for managers is one of the most widely offered and important forms of HRD It should be deliberate, long term, specific to the organization, and tied to the organization‟s strategic plan to be responsive to the needs of the organization and those of the individuals being developed Management development program should be through needs analysis, which includes investigation of what managers in organization and the skills they need to perform effectively But, right now, providing soft-skills and regularly updated subjects for manager is urgent because they are lacking For employees, annually conduct survey on employees‟ need related to their job to identify what they are lacking and what they need to develop their skill, so that can avoid wasted investments on training and development - Evaluation of training Evaluation of training and development is needed It can be evaluated base on costbenefit model Education and development are difficult to evaluate Yet, the criterion for evaluation is whether the employee is placed on the job for which he is prepared 61 However, training evaluation should not be used as a weapon to support the need for additional training or to deprecate the efforts of the existing program Rather, it must be developed as a diagnosis tool to help all those concerned understand the relationship of the investment in training to the expected results The evaluation is not considered as it might be in industrial Parks In surveyed companies, the companies little to evaluate the training The result also showed that the effectiveness of training is still not high, especially in Vietnam companies Therefore, companies should regularly evaluation on training during process of training and after training; evaluation test should be used for analysis From the result of training evaluation, the leaders adjust shortcomings, mistake or ineffectiveness in time to take highest effective 62 BIBLIOGRAPHY Books Beardwell, I., Holden, L 1994 Human Resource Management London: Pitman Publishing DeSimone, R.L and Harris, D.M., 1998 Human Resource Development Second Edition The Dryden Press New York: Marcourt Brace College Publishers Harris, M F., 1964 Education, Manpower and Economic Growth: Strategies of Human Resource Development New York: Mc Graw-Hill Nadler, L and Nadler, Z., 1989 Developing Human Resources Third Edition San Francisco: Jossey-Bass Publishers Jon M Werner and Randy L Desimone Human Resource Development Publisher: En Joyner Wright, P.C., Mondy, R.W and Noe, R.M 1996 Human Resource Management Canada: Prentice Hall Canada Inc Patrick J Montana and Bruce H Charnov (2000), Training and Development Management, Barron's Educational Series pp 225 Le Thanh Ha, 2011 Human Resource Management Publisher: Labor and Social Affaires Phillips, J.J., 1997 Return on Investment: In training and performance improvement programs Houston: Gulf Publishing Company 10 Ejia, L.G, Balkin, D.B and Cardy, R 1995 Managing Human Resources United State : Prentice Hall Inc- A Simon & Schuster Company 63 Magazines and Newspapers Janice A Miller, SPHR and Diana M Osinski Training Needs Assessment Reviewed July 2002 Xuan Ngoc November 2011 Low investment for Human Resource Development in Vietnam Vnexpress Journal Finney, M I., Nov 1996 Degree that Make a People Difference Human Resource Magazine Nguyen Huu Lam, 2010 Future of Vietnamese - Japanese Bilateral Economic and Human Resources Exchange Nguyen Thi Minh Phuoc, 2011 Human Resource Development: Experiences of some foreign countries Hoang Viet Khang, 2010 Development and Human Resource Development in Vietnam Ministry of Planning and Investment Vo Xuan Tien, 2010 A number of issues on the Training and Development of human resource Journal of science and technology No 5(40) 64 QUESTIONNAIRE The purpose of this survey is to study the Human Resource Development (HRD) practices in Bac Thang Long and Nam Thang Long industrial Parks I would be very pleasant if you could spend few minutes on filling this questionnaire Your feedback is very important and your answers will be kept in strict confidential Thank you Instruction: Please circle your answer SECTION A Which of the following age category are you? 30 - Under 30 41- 50 31- 40 51- 60 Please indicate your gender Male Female Your position in your company is: Director Technicians/specialist Vice director Engineer Unit head (vice head of unit) Worker Office staff Other Education level Vocational school University Secondary school Master degree High school Doctoral degree Which type of company are you working for? 65 Vietnam company Foreign company SECTION B I PART I (FOR MANAGERS AND EMPLOYEES) Does your company provide training program: - For new employees? Yes No - For existing employees? Yes No Training and development are perceived by your company to: Improve the employee’s performance in their job, thus improving the performance of the company, Allow employees to achieve promotion and follow a chosen career path, thus leading to job satisfaction Allow employees to acquire professional and further education qualifications (longterm training) Develop an organization in order to adapt with changes Others (please specify)……………………………………………………………… What type of employees usually received training? Managers, supervisors Office staff Engineers Workers Specialists, technicians Others The determination of training needs is based on: The demand of employees Technology changes Strategy of the board of director Others (Please specify)…………………… Production and operation plan (Market, product expansions…) 66 What subjects for employees need to focus on? Training how to work in a team English training Technical skills training Communication training Computer application skills Presentation skill training Human relation at work What are methods of training used? On-the-job training Job rotation (job instruction training) Coaching videotapes) Computer aided instruction Others………………………… Self-study (using manual, Is the valuation of training conducted in your company? Yes No If yes, is the valuation of training efficient in your company? Very low Low Medium High Very high PART II (FOR MANAGERS) Please tick the box which corresponds to your answer The scale below gives you the range of your answer Rank Interval Verbal interpretation 4.20– 5.00 Strongly agree 3.40– 4.19 Agree 2.60 – 3.39 Uncertain 1.80 – 2.59 Disagree 1.00 – 1.79 Strongly Disagree 67 What type of employees should be received training? Item Q1 Managers, supervisors Q2 Engineers Q3 Specialists Q4 Office staff Q5 Workers 5 The determination of training needs to be based on: Item Q1 The demand of employees Q2 Strategy of the board of director Q3 Production and operation plan (market, product expansions…) Q4 Technology changes What are methods of training should be used in your company? Item Q1 On -the job -training ( job instruction training) Q2 Coaching Q3 Computer aided instruction Q4 Job rotation Q5 Self-study Q6 Others 68 A training course takes time of: Item Q1 - months Q2 – months Q3 - months Q4 – 12 months Q5 Longer than year 5 5 What are criteria used to evaluate training effectiveness: Item Q1 Satisfaction of trainees to training program, trainers, facility for training Q2 Knowledge and skills achievement after training Q3 Certificate achievement Q4 Productivity and quality improvement Ratio of company‟s wage fund for training and development should be given: Item Q1 1% - 4% Q2 5% - 8% Q3 9% - 12% Q4 13% -16% Q5 Over 16% 69 Management development program in your company is designed to develop potential executive/ managers for the future which need focus on: Item Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 General knowledge of management Marketing management Financial management Production management Human Resource management Project evaluation Business legal issues Foreign language Negotiation skill Management and leadership skills Computer application skills 70 CURRICULUM VITAE I INDIVIDUAL INFORMATION Surname and name: Pham Hai Hung English name: Jo Date of birth: October 16th, 1976 Sex: Male Place of birth: Ha Noi Address: Phu Son commune - Ba Vi district, Ha Noi city Cell phone: 0936.1581.82 E-mail : hungpham_76@yahoo.com.vn Professional of qualification: Master of Public Administration Occupation: teacher 10 11 Office: Insurance faculty of The University of Labor and Social Affaires (ULSA) Governing office: the University of Labor and Social Affaires II TRAINING BACKGROUND Time of training Name of university 1997 - 2001 Hanoi National University 2005-2008 National Academic of Public Administration 2009 - present Studying in Southern Luzon State University and Thai Nguyen University Faculty Business Administration Type of training Formal Degree/ Certificate Bachelor Formal Master Formal Doctor III WORKING BACKGROUND 2002 - now Lecturer of The University of Labor and Social Affaires 71