Chuyên đề tốt nghiệp: Improving the human resource development and control activities at Mi Group Trading Company Limited

INTRODUCTION OF MI GROUP TRADING CO., LTD

Foundation and developIme€n( - 5 5 + s1 HH ni, 5 1.2 Vision, Mission and Core Value c S2 1112211131151 1511 xe+ 6 1.3 Company SfTUCẦUF€ Q -G ST TH HH HH 7 1.4 Core business activities 5

In short, Mi Group Company, is described through some basic information in Table 1.1 below:

Table 1.1 Basic information about Mi Group

Company English Name Mi Group Trading Company Limited

Company Vietnamese Name Cong ty TNHH Dich vu Mi Group

Head office: No.1, Alley 37 Tran Quoc Hoan Street, Dich Vong Hau Ward, Cau Giay District, Hanoi, Vietnam.

Mi Group Trading Co., Ltd is a multifaceted business ecosystem with a system of education, omni-channel sales, advertising and marketing communication, and technology The company aims to construct an integrated shopping and service complex using 4.0 technology to meet young people's needs for real-world learning and experience.

Mi Group was founded in 2016 by a group of energetic young people with aspirations to devote their lives to the cause of community education For Mi Group, every employee makes a substantial contribution to the long-term development of the company.

2016 — 2019: the initial "bricks" were built, gradually creating a strong foundation for the growth of Mi Group During that period, Mi Group functioned as a startup company, with the most valuable resource being its people They have coordinated countless community classes and guided many other young on their path to knowledge.

Tran Thị Hong Nhung — 11194089 — Business English 61A

2019 — 2020: Mi Group has achieved a breakthrough in expanding the commercial operations, building retail, multi-platform business, and achieving certain successes despite going through challenging times and dealing with the pandemic Under this time, Mi Shopping and Mi Education projects were launched.

2021 — 2022: Launching the Mi Agency and Mi Media projects, which offer marketing services to both private individuals and small company types.

11/2022 — now: Carrying out digital transformation, utilizing technology to manage fields and reshaping business operations in a more contemporary way. Establishing CTI Group — “Creativity to Innovation”

1.2 Vision, Mission and Core Value

Mi Group aims to become the leading trade, and service firm in the region by consistently creating and establishing an ecosystem of top-of-the-line goods and services that enhance the quality of life for Vietnamese consumers.

Mi Group is focused on developing into a multi-platform business organization using Industry 4.0 technology and offering the greatest and most cutting-edge products to the public; constantly researching and keeping up with modern trends to ensure that clients can conveniently and affordably enjoy cutting-edge products from around the world; and providing a comfortable and active workplace environment for employees.

“Positivity — Inheritance — Action — Quantity — Creativity — Fairness” with the slogan “/f you have a dream, let us go with you”.

Positive: Consistently working with a high-energy attitude toward good values,creating a healthy work environment, and fostering improved community thinking.

Inheritance: Inheriting the accomplishments of the past, following a plan, and attempting to solve issues at work as rapidly as possible.

Action: Taking initiative, finishing tasks on schedule, and keeping your attention on the task at hand.

Quantity: Being transparent about all work-related results and digitizing reporting and objectives from which to develop action plans that are appropriate.

Creativity: Creating a competitive edge for the entire system, updating it, fixing problems, and upgrading in accordance with new standards.

Fairness: Treating all members of the organization fairly is the cornerstone of the business' ongoing success and inspires workers to work hard.

With 50-100 employees, Mi group divides the organization into departments based on their functions as shown in Figure 1.1 below:

Figure 1.1 Mi Group’s Organizational Structure (The author)

A functional organizational structure is one in which staff members are grouped according to their areas of specialization and the project manager has little control over how work is assigned and resources are used (ProjectManagement Institute, 2013).

This organizational structure aids Mi Group's specialization since employees perform few cross-functional tasks and exclusively concentrate on their own specializations.

For technical employees, their responsibilities include analyzing and diagnosing technical problems; Managing, implementing, and inspecting technical activities to guarantee work productivity, safety, quality, and efficiency while working closely with other teams of the company .

Promoting the company's operations and goals is the responsibility of the marketing department It serves as the company's public face The duties of the marketing department involve conducting customer and market research; monitoring and administering social media; engaging with prospects, customers, investors, and the general public

The sales department oversees the administration of the company's sales plan's implementation, the development and management of product distribution channels, and the creation and management of sales contracts; constructs a professional sales approach; trains salespeople on product knowledge and selling skills

The HR department is in charge of ensuring that the company's human resources—both its current and potential employees—are effective.

The following are some of HR's responsibilities at Mi Group:

Recruiting: HR staff members are responsible for the hiring process, which entails creating job descriptions, disseminating recruiting materials, screening resumes, conducting interviews, and more.

Developing and controlling human resource: encompasses performance management, career development for employees, and the development and upholding to policies and procedures.

Managing employee-employer relations: In order to ensure that everyone's desires and expectations are satisfied, HR promotes the flow of information from one side to the other.

Compensation and benefits: HR activities include developing compensation scale and structure; shortlisting health insurance providers, negotiating costs, and reaching the best deal for the employees that also fits the company's budget

Currently, Mi Group is concentrating on the following two primary business activities:

Mi Group is dedicated to provide the best overall marketing services including SEO overall, website design, social media administration, digital marketing, etc They want to assist businesses in connecting with thousands of potential clients, enhancing brand awareness, boosting sales, and generating profits for the firm.

Mi Group has established itself as a dependable online retailer by offering the greatest and most cutting-edge goods along with first-rate customer support.Every second, they work towards assuring the safety and comfort of customers.They continually do research and keep up with contemporary trends to give clients access to cutting-edge products that are more affordable.

LITERATURE REVIEW che 10 2.1 Definitions of Human Resources Management (HRM), Human Resources

Elements of Human Resource Development and Human Resource Control 13 2.4, Previous 085

e Elements of Human Resources Control

Eisenhardt (1985) stated that strict staffing, training, development, and extensive socialization are characteristics of input control Flamholtz et al (1985) and Flamholtz (1996) argued that the four essential components of a HRC are planning, measurement, feedback, and evaluation According to Duong Cong Doanh, Le Thu Hang (2018), following activities need to be controlled including: recruitment, training and development, assessment and evaluation, compensation and benefits, performance appraisals, discipline policies, payroll & HR Systems.

To analyze, the author gathered and chose four relavant processes from Mi Group They are recruitment, training and development, evaluation and assessment, compensation and benefits.

Tran Thị Hong Nhung — 11194089 — Business English 61A a Recruitment

HR planning, according to DeCenzo and Robbins (2010), is the process of determining present and perspective HR needs for a company to accomplish its goals and projecting future demand and supply for a firm Additionally, HR planning involves determining which roles within the company to fill as well as how to do so (Desseler and Al Ariss, 2012).

DeCenzo and Robbins (2010) added that HR recruitment is the process of finding potential applicants foractual or anticipated organizational vacancies Also, the recruitment aim is to provide a strong pool of qualified candidates to fill positions in a company Providing efficient strategies for enticing an increasing number of candidates is another objective of recruitment, according to Parsa (2021).

Nguyen Ngoc Huyen (2018) stated that the following concerns need to be controlled in HR recruitment process: recruitment sources, recruitment policies, job descriptions, standards for hiring, recruitment advertising, selection process, etc By doing this, it is possible to guarantee that the company has a sufficient number of high-quality human resources and the right organizational setup in order to accomplish its goals and tasks in the present or the future. b Training

Since numerous industries and enterprises continue to implement new technology, it is essential to sustain current staff development (Zhang, 2016) By supporting staff members in finding and enrolling in suitable or necessary training courses relevant to their existing occupations or in acquiring skills and abilities that will allow them to do new positions, HR information systems can be used to support staff development (Beulen, 2009).

In the short term, training has to support transformation in the form of job evolution, potential growth, and career management In the long term, training aids in employee adaptation and coincides with a change in culture In order for an organization to fulfill its mission and vision, training and development are crucial.

From the standpoint of enhancing the quality of human_resources comprehensively, training is a key issue that has a direct and significant contribution to the enterprise's HR quality Therefore, Duong Cong Doanh (2018) pointed out some risks regarding HR training & development that need to be

Tran Thị Hong Nhung — 11194089 — Business English 61A controlled, including: failure to utilize and develop qualified employees; formal training with unguaranteed quality at high expenses; etc. c Evaluation and assessment

One of the most significant aspects affecting workers’ effectiveness is employee evaluation (Borovyh & Molodchik, 2019) Sidin and colleagues (2003) emphasized the need of selecting pertinent and significant criteria for each evaluation process Roberts (2003) emphasized the importance of employee participation in the assessment process.

Performance evaluation have two primary objectives: first, to recognize personnel who reach organizational goals; and second, to pinpoint missed objectives and create action plans to guarantee they are attained going forward. (Rafikul Islam, 2006) A further assumption made by Beulen (2009) was that employee evaluation is used to evaluate employees’ performance and give feedback on past, present, and expected future performance.

As a result, it's important to monitor the evaluation's regularity and seriousness, the clarity of evaluation criteria, and how it influences the employee's subsequent work outcomes, etc. d Compensation and benefits

According to Cascio (1995), compensation consists of both direct cash payments and indirect payments in the form of benefits and incentives for employees This is done to encourage workers to aspire for greater productivity levels Employee remuneration is divided into two categories, according to Dessler (2006): direct payments (salaries, bonuses, commissions, etc.), and indirect payments (insurance or travel ticket paid by employers, etc.) Ivancevich (2007) asserts that the goal of compensation and benefits is to develop a reward system for both employees and employers An employee who is commited to his work and driven to perform well is the desired result.

Duong Cong Doanh (2018) identified a number of issues with compensation and benefits that need to be controlled, including the payment of wages and benefits in violation of established regimes and rules and inadequate, inaccurate, and late salary calculations, which may impact negatively on job performance of emloyess. e Elements of Human Resource Development

According to Henrietta Lake's (2008) research findings, policies, recruitment, training, managing work efficiency, and timely information management are internal factors that have an impact on HR management and development From Shaghayegh Vahdat's research (2012), the elements of the human resource development in Iranian hospitals include: Organizational development, performance management, evaluation, and social welfare system For human resources in the enterprise, the policy for attracting human resources, recruitment and training procedures, compensation procedures, work environments, and technology are some of these elements (Nguyen Thanh Vu, 2015)

The author identified four elements of human resource development from the literature studies and practices at Mi Group: planning and recruitment, training, assessment, and compensation and benefits. a Planning and Recruitment

An organization with precise and scientific human resource planning will draw in more competent candidates, and build a qualified workforce, which indicates a higher level of input quality This contributes to creating favorable conditions for the human resources development at the enterprise Also, it has a direct impact on the needs and strategies for developing an organization's human resources. b Training

The enterprise's ability to improve the quality of its human resources in a comprehensive manner is directly and significantly impacted by this core issue. The goal of education and training tools is to assist staff in identifying their professional development opportunities (Beulen, 2009) The employees of the enterprise will be genuinely excited and inspired to study correctly when the training policy to increase the qualifications of the enterprise is targeted towards all sorts of employees with a reasonable quantity and reasonable expenses, etc. Also, they'll discover the most scientific method of learning to actually improve themselves This has a favorable impact on the development of human resources. c Assessment

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Cronbach’s Alpha reliability analysis of measurement scales

For each scale utilized in the research model, the reliability analysis findings are shown in the tables below.

The four observed variables on the recruitment scale are designated as RC1 through RC4 The analysis's findings demonstrate that all items' corrected item- total correlations are higher than 0.3; this scale's Cronbach's alpha is 0.696 > 0.6.

As a result, it guarantees adequate reliability for the exploratory factor analysis.

Table 4.1 The results of reliability analysis of Recruitment scale

Scale Mean Scale Corrected Cronbach's Items if Item Variance if Item-Total Alpha if Cronbach's

Deleted Item Correlation Item Alpha

(Source: The author’s data processing with the support of SPSS20)

According to the analytical findings from Table 4.2, The corrected item-total correlations are higher than 0.3 and the scale's Cronbach's Alpha coefficients are larger than 0.6 The reliability test results show that the scale is trustworthy and suitable for use in further analysis.

Table 4.2 The results of reliability analysis of Training scale

Scale Mean Scale Corrected Cronbach's Cronbach's

Items if Item Variance if Item-Total Alpha if Alpha

Deleted Item Deleted | Correlation | Item Deleted P

(Source The author’s data processing with the support of SPSS20)

4.1.3 Scale of Assessment and Evaluation

Based on the analytical outcome from Table 4.3, Cronbach's Alpha for this scale is greater than 0.6 and the Corrected item - Total correlations are greater than

0.3 The findings demonstrate the reliability of the Assessment and Evaluation scale, which can be persuasively applied in quantitative analysis of this study.

Table 4.3 The results of reliability analysis of Assessment and Evaluation scale

4.1.4 Scale of Compensation and Benefits

Based on the analysis results, all corrected item-total correlation coefficients are above 0.3, and Cronbach's Alpha is 0.629 (>0.6) These findings indicate that the Compensation and Benefits scale has passed the reliability test and can be further analyzed.

Table 4.4 The results of reliability analysis of Compensation and Benefits scale

4.2 Validity analysis of measurement scales

After examining the reliability of the scales, the author determined their validity to make sure that these scales accurately captured the element that they are intended to measure with EFA When using the Cronbach Alpha scale reliability test, we examine the relationship between all observed variables within the same group or component, rather than the relationship between all observed variables across all components EFA, on the other hand, considers the link between variables in all distinct groups when assessing the two crucial types of validity for the scale: convergent validity and discriminant validity.

4.2.1 Exploratory factor analysis with observed variables of the scales of human resource development and control activities

Table 4.5 KMO and Bartlett's Test of independent variables (Final)

Kaiser-Meyer-Olkin Measure of Sampling Adequacy 650

Bartlett's Test of Approx Chi-Square 290.483

Sig 0.5) and the significance level of Bartlett's Test is less than 0.05 These results indicate that the sample size in the study is adequate.

Table 4.6 Total Variance Explained of independent variables (Final) wed: Extraction Sums of Squared

Component % of Cumulat % of Cumulat Total | Varian Total ce ive % Variance ive %

It can be observed from the outcomes of the EFA of the scale in Table 4.6 that there are 4 components with an eigenvalue greater than 1 The component, respectively, accounts for 27.958%, 12.538%, 8.911%, and 7.942% The total variance explained is 57.348%, which is sufficient because it exceeds 50%.

Table 4.7 Rotated Component Matrix* of independent variables (Final)

AEl 745 AE3 682 RCI 720 RC2 712 RC4 709 RC3 518

CB2 748 CBI 690 CB4 536 AE4 522 CB3 510 TR3 790 TR4 706 TR2 S77

The results of the EFA test are presented in Table 4.7 The factor loadings of the observed variables were found to be greater than 0.5, and one variable was loaded in two components, according to the findings of the factor analysis From

16 observed variables in the first EFA analysis, the author caried out 2 EFA analyses and excluded 1 observed variables (TR1) So in the final analysis, 15 observed variables converged and differentiated into 4 components.

4.2.2 Exploratory factor analysis with observed variables of the scales of effectiveness of human resource development and control

Table 4.8 KMO and Bartlett's Test of dependent variables

Kaiser-Meyer-Olkin Measure of Sampling Adequacy .616

Bartlett's Test of Approx Chi-Square 14.116

Sig 0.5; the sig value is very small (< 0.05), so the analysis is suitable.

Table 4.9 Total Variance Explained of dependent variables

Initial Eigenvalues Extraction Sums of Squared

Component Loadings Total % of Cumulat | Total % of Cumulat

Table 4.9 indicates that the observed variables of the effectiveness of human resource development and control scale converge on one component with the total variance explained as 52.452% (>50%) It shows that this major factor explains 52.452% of the variation of the set of observed variables for the scale.

Table 4.10 Component Matrix* of dependent variables

1 EFI /60 EF3 17 EF2 694 Extraction Method: Principal Component

Based on these results, the author can conclude that the scale is valid,indicating that it can accurately measure the intended concept Therefore, the author can use this scale to assess the effectiveness of HR development and control.

Analyzing human resource development and control activities and the

effectiveness of human resources development and control

In this part, the author analyzes the value range of the variables by examining the minimum value, maximum value, average value, and standard deviation.

4.3.1 Employees’ assessment about human resource development and control activities

Table 4.11 Employees’ assessment about human resource development and control activities at Mi Group

Deviation RCI 65 2 5 3.52 640 RC2 65 2 5 3.35 717 RC3 65 2 5 3.48 687 RC4 65 2 5 3.49 710 TRI 65 2 5 3.57 637 TR2 65 1 5 3.34 815 TR3 65 1 5 3.43 809 TR4 65 1 5 3.01 749 AEI 65 2 5 3.48 687 AE2 65 2 5 3.46 752 AE3 65 2 5 3.35 779 AE4 65 2 4 3.29 678 CBI 65 2 4 3.52 562 CB2 65 2 4 3.45 560 CB3 65 3 5 3.74 ATT CB4 65 3 5 3.75 501

The processing results provided in Table 4.11 indicate that, on a scale of 1 to 5, the average value of factors influencing the development and control of human resources at Mi Group company runs from 3.01 to 3.75, and the standard deviation ranges from 0.477 to 0.815.

The HR manager and HR staff members responsible for HRD and HRC activities all believe that all components are important, especially the recruitment and training process The input recruitment process needs to be more closely

Tran Thị Hong Nhung — 11194089 — Business English 61A controlled in terms of the quality of candidates Effective recruitment strategies need to be used to ensure that the organization hires the right people who align with its values and goals Providing relevant and high-quality training opportunities improves employee job satisfaction by enabling them to develop the skills and knowledge they need to perform their jobs effectively and efficiently.

Findings indicate that generally the employees have neutral assessments of variables affecting human resource development and control at Mi Group.

When it comes to recruiment, based on the results in Table 4.11, company representatives undervalue the variable RC2 (mean value is 3.35) As a result, the business needs to concentrate on creating a hiring procedure that takes the employee's profession into account.

The lowest mean values for the training variables are 3.34 (TR2) and 3.01 (TR4), which indicates that most respondents are dissatisfied with the efficiency of training programs and the timing and location of training As a result, in the near future, the business should concentrate on revamping employee training programs and choosing the most suitable times and locations for training.

Employees' evaluation for variables AE4 and AE3 are the lowest, according to the results displayed in the above table (mean values are 3.29 and 3.35, respectively) T hus in job assessment needs to set a clear scope and standard in the near future The business must put its attention on comprehending and analyzing the evaluation's outcomes in order to improve employee performance.

Finally, it can be seen that employees feel relatively satisfied with the company’s compensation policies, specifically, the following perspectives

“Compensation and benefits are reasonable” (CB3), and “Compensation and benefits motivate me” (CB4) Nonetheless, given that the standard of living is rising, employees of the corporation still desire larger salaries and benefits than they currently receive.

4.3.2 Employees’ assessment about effectiveness of human resource development and control

Table 4.12 Employees’ assessment about effectiveness of human resource development and control at Mi Group

The majority of employees probably had a generally positive assessment of the Mi Group's human resource development and control, based on the average score of about 3.4 points.

All participating HR staff membersin the survey agreed that the current HRD and HRC activities have not been entirely effective in motivating employees These HR professionals may have observed a lack of employee engagement or low levels of productivity, indicating the need for more comprehensive and tailored strategies.

4.4 Analyzing the impact of HR development and control’s components on the effectiveness of HR development and control at Mi Group

In the research model suggested in chapter 2, the author identified four key elements that can influence the quality of effectiveness of human resource development and control, including: (i) Recruitment; (i) Training; (iii) Assessments and Evaluation; and (iv) Compensation and Benefits The following equation is used in an analytical model by the author to conduct a regression in order to ascertain the impact of each of these elements on the effectiveness of human resource development and control:

EF = B0 + B1*RC + B2*TR + B3*AE+ BP4*CB +e (1) in which: e Dependent variables: Effectiveness of HR development and control (EF). e Independent variables: Recruitment (RC), Training (TR), Assessment and

Evaluation (AE), Compensation and Benefits (CB). e BO: the intercept e £1, B2, P3, B4: the coefficients e c: the residual

The following tables show the results of equation (1).

Table 4.13 Summary of Regression analysis

Model R R Adjusted | Std Error of Durbin-

Square | R Square | the Estimate Watson

Tran Thị Hong Nhung — 11194089 — Business English 61A a Predictors: (Constant), AE, TR, CB, RC b Dependent Variable: EF

R square is a measure of how much the independent variables contribute to the dependent variable The R square is 0.545, which indicates a 54.5% model fit. The adjusted R square is 0.510, which means that the factors account for 51% of the change in the dependent variable "Effectiveness of human resource development and control (EF)," with the remaining 49% being determined by factors not included in the model and the indeterminate error In addition, the data in this table include Durbin-Watson value for assessing the phenomenon of first- order series autocorrelation As DW = 1.823 falls between 1.5 and 2.5, the results support the assumption of first-order series autocorrelation (Yahua Qiao, 2011).

Table 4.14 ANOVA test of the Linear Regression

Model Sum of df Mean F Sig.

Residual 6.876 60 115 Total 13.094 64 a Dependent Variable: EF b Predictors: (Constant), AE, TR, CB, RC the linear regression model statistically significant, fits the data set and suitable to

By looking at the ANOVA's sig value, it can be seen that sig < 0.05 makes use.

The significance of the regression coefficients of the independent variables is assessed using the Sig value in the table The significance level for the statistical

Tran Thị Hong Nhung — 11194089 — Business English 61A hypothesis testing is set at 5% As all of the Sig values in the table above are less than 0.05, it can be concluded that all of these variables are statistically significant and have an impact on the dependent variable EF The dependent variable is positively impacted by each of these independent variables, as seen by their positive regression coefficients In addition, it can be inferred that "Compensation and Benefits" receive the highest rating or affect HR development and control effectiveness the most.

The equation is formed as follows:

EF = 0.242*RC + 0.163*TR + 0.241*AE + 0.325*CB

(1) EF: Effectiveness of human resource development and control

The hypotheses are concluded as follows:

Table 4.16 Summarize the conclusions about the main hypotheses

HI: There is a positive correlation between Recruitment (RC) A ccepted and HR development and control

There is a positive correlation between Training (TR) and HR Accepted development and control

In conclusion, the development and control of human resources at Mi Group Company are positively correlated with the four aforementioned components.

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Due to the fact that it serves as the foundation for rewards like assisting managers in implementing fair pay, performance evaluation aims to promote a fair working environment The following has to be improved by the business in order to increase the effectiveness of performance appraisals:

The evaluation process must to be transparent and equitable to all employees.

Alang Tho (2013) asserts that the performance evaluation should guarantee impartiality and broad employee engagement The organization should set evaluation standards that are specific to each job role, as well as to the general objectives and business development plan The business should also keep up with and vigorously communicate the evaluation procedure to every employee so that

Tran Thị Hong Nhung — 11194089 — Business English 61A they are aware of it for their particular role As a result, employees will see that the evaluation process is fair, and each one will also desire to perform their task well in accordance with the evaluation criteria.

Employees need to be informed about assessment and evaluation outcomes.

According to the findings’ result, the human resources manager at Mi Group should put into practice a transparent and impartial approach to evaluating employee performance Along with listing possible prospects, it should also include information on the employees' qualifications for advancement, skill gaps, requirements for professional development Employee evaluation has been identified by Borovyh & Molodchik (2019) as one of the most important aspects influencing workers' effectiveness Therefore, employees’ individual development plans should be used as a vehicle for feedback and continual improvement, and the organization should honestly compare current performance to future potential Moreover, the organization should inform the employees about the outcomes of the performance evaluation process in a clear and concise manner.

Compensation and Benefits should be suitable and reasonable for employees’ contribution.

One of the key factors that affects employees' decisions to work for an organization is compensation According to the aforementioned survey, the enterprise's salary does not fully satisfy the majority of its employees As a result, the salary structure needs to be improved in order to better reflect employees' efforts Remuneration policies, in accordance with Alang Tho (2013), ought to support the company's goals and be motivating as well as competitive among individuals within the company Employees are also very concerned about the benefits system, which demonstrates the care that firms have for their workforce and helps to bolster their spiritual well-being.

Compensation and Benefits should be built more attractive.

Businesses must publish rules describing their bonus program so that employees are aware of it and can set objectives to work for the success of the company Kreitner, Kinicki, Cole, Digby, and Koziol (2010) presented that even modest accomplishments can serve as stepping stones to bigger successes.

Therefore, to motivate devoted employees, the following types of bonuses, such as periodic bonuses, creative bonuses, KPI bonuses, etc., should be put into practice Companies should enhance non-financial rewards as well, such as giving employees certificates of recognition and praise and _ publishing their accomplishments on company bulletin boards When individuals feel treated with respect and dignity at work and believe that decisions regarding their salary and other benefits are handled honestly, they are more driven to work.

Additionally, the business needs to be creative when it comes to rewarding and recognizing employees Kinicki and the colleagues (2010) also stated that goals are what an individual trying to accomplish Therefore, the business should concentrate on providing employees with the opportunity to learn and grow, creating an environment where they can apply what they have learned at work, and establishing a career development path for them in the long run.

For every company, human resources are always the most crucial resource. Additionally, the development and control of human resources are issues that many firms struggle with In accordance with the stated research purposes, this study is to investigate the variables influencing human resource development and control activities at Mi Group company The paper provides an overview of earlier research on human resource development and control By doing so, the author was able to pinpoint the research gaps that served as the basis for the model of this study The research presents the research findings, displays the research model, draws conclusions, and offers tactical suggestions for the business to improve human resource development and control The study can also serve as a reliable starting point for future investigations into the effectiveness of human resource development and management for Vietnamese startups.

This paper establishes and demonstrates four elements of human resources development and control activities at Mi Group company The author's analysis and practical study have proven: Recruitment (RC), Training (TR), Assessment and evaluation (AE), and Compensation and benefits (CB) all have a positive relationship with HR development and control In detail, Mi Group’s employees rated the 2 most important elements relating to effectiveness of HR development and control in the company: Recruitment, and Compensation and Benefits.

The recruitment process is appropriate for the Mi Group company, which may improve the standard of HR and HR development and control In any business, training and development are crucial, especially in the current technological era. They must improve and keep up to date with emerging technology Yet, in order for employees to train and carry out their task more efficiently, the organization should adjust the training schedule and location to suit their preferences.

Furthermore, the study provesa favorable correlation between evaluation and the effectiveness of HR development and control An organization needs to conduct assessments and evaluations fairly and regularly, so employees will feel they are working in an ideal workplace atmosphere, are judged fairly, and receive the company's support and listening The thesis's findings show that AE activities are quite effective to develop and control employees.

Besides, it has been demonstrated that compensation and benefits have a very positive relationship with the effectiveness of HR development and control The rationale is that in order for employees to satisfied and comfortable at work, they also need to have a source of income and emotional support, which makes managing human resources simpler and increases productivity.

Last but not least, the research has proposed some solutions to enhance the development and control of human resources at Mi Group Co., Ltd., including the remarkable following suggestions: e The recruitment procedure should be should be tailored specifically for each job position. e Regular and appropriate training sessions should be held, followed by evaluation. e The evaluation process must to be transparent and equitable to all employees. e Compensation and Benefits should be suitable and reasonable for employees’ contribution.

Despite the fact that this study provides some conclusive findings and advances our understanding of the variables that influence the control and development of human resources, there are a number of limitations that need to be considered.

First, the study only focuses on a small number of employees due to constraints on research conditions, such as time, any conclusions made from participant responses could be biased The study's findings may have some limitations because this may not accurately represent the total workforce in the organization and instead of including long-term estimates, the findings are limited to the company's timeframes from the end of 2020 to 2022 The result might be more comprehensive and accurate if the study is expanded to include more participants and larger sample sizes.

Moreover, the scope of this study is restricted to the four primary internal elements of HR development and control The development and control of human resources are impacted by additional elements, though New elements that properly

Tran Thị Hong Nhung — 11194089 — Business English 61A complement the human resource development model of startups can be discovered and exploited through further study.

Last but not least, just the questionnaire approach was used owing to time constraints, therefore the results may not be thorough and in-depth.

Given the aforementioned constraints, the author would suggest some recommendations for further research in the hopes that they will serve as a guide for those who want to broaden and enhance this research in the future.

First, by gathering more information from more respondents, future researchers can broaden the study's scope More participants should be included in the study's research than just 65, in order to ensure that the findings are more objective.

Second, in order for the research findings to be more detailed and comprehensive, other studies should take into account the effect of other elements on the effectiveness of HR development and control.

Last but not least, it would be preferable for future research to use other research methodologies, such as in-depth interviews with managers, to have a greater understanding of the elements as well as the recommendations to enhance the effectiveness of HR development and control.

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