Improve employee competency of technical department by multitasking work at samsung display vietnam co , ltd = nâng cao năng lực nguồn nhân lực bộ phận kỹ thuật bằng cách Đa tác vụ

INTRODUCTION

Research Rationale

In today's rapidly evolving technological landscape, the pervasive influence of technology significantly alters our daily functioning, leading to an increase in multitasking Defined as the ability to manage multiple tasks with distinct goals, multitasking involves processing two or more information tasks simultaneously (Adler & Benbunan-Fich, 2019; Kirschner & Bruyckere, 2021) This includes activities such as reading emails, chatting on mobile devices, or engaging in conversations, where each task requires equal attention and cognitive processing (Ruthruff et al., 2013).

In the era of Industry 4.0, the cultivation of high-tech human resources has become a focal point for companies worldwide Skilled and knowledgeable personnel are essential for driving the growth of individuals, organizations, and nations alike.

Vietnam boasts a significant labor force, ranking as the third most populous country in Southeast Asia with a population of 97,757,118 in 2020 Nearly 58% of this population, or 54.56 million individuals, are of working age, with the highest labor force participation observed in the 25-29 age group However, the country's human resource quality remains low on the international scale, facing a shortage of skilled and highly technical workers Only 11.39 million individuals, representing 20.87% of the workforce, possess professional and technical qualifications through various training levels, including elementary, intermediate, college, and university degrees.

In the last decade, the percentage of trained workers in the workforce has significantly risen, yet 76.9% of labor force participants still lack specialized training Currently, those with a college degree or higher represent 20.92% of the total workforce.

Foreign direct investment (FDI) is crucial for the development of many countries, particularly in developing nations like Vietnam A primary concern for FDI enterprises is the quality of the labor force in Vietnam, highlighting the importance of human resources in attracting investment.

The 2021 competitiveness index survey indicates that foreign direct investment (FDI) enterprises perceive the current labor quality as generally adequate, yet it remains at an average level This suggests that graduates entering FDI companies often require extensive training to meet the specific demands of the industry.

It typically takes 6 months to a year to acclimate to a new job, after which ongoing training becomes essential for skill enhancement As automation increasingly supplants manual labor, mastering advanced techniques alongside foundational skills is crucial for professional growth in today's evolving job market.

Samsung Display Vietnam Co., Ltd., a fully Korean-invested company, prioritizes its core value of respecting people Since 2014, the company has expanded its production from one factory to three, leading to a significant increase in its workforce This growth has resulted in a diverse employee base, encompassing various ages, regions, and educational backgrounds.

Samsung Display Vietnam Company is actively advancing its technology and machinery while diversifying its automation equipment As a result, there is a growing demand for high-quality and diverse skilled human resources.

The company and its technical department are currently grappling with significant challenges in human resources due to a shortage of qualified employees This scarcity has led to unforeseen consequences for the organization, as several employees have chosen to leave for opportunities with foreign-invested firms.

Many employees express dissatisfaction with their monotonous routine tasks, which can hinder their ability to find new job opportunities During the COVID-19 pandemic, Samsung Display Vietnam's technical department experienced significant downtime as numerous employees fell ill and were unable to work, leaving remaining staff struggling to manage the workload of their absent colleagues.

Samsung Display Vietnam Company recognizes the significance of multitasking and has invested in training its workforce to enhance this skill This approach is particularly advantageous for the technical department, which oversees equipment operation and maintenance As technology evolves, technical staff must not only manage and repair equipment but also acquire skills in areas like robotics, electricity, PLC, and vision systems By fostering multitasking abilities, the company aims to boost employee self-efficacy and enhance overall factory performance.

This article explores the enhancement of employee competency in the technical department at Samsung Display Vietnam Co., Ltd It examines the current state of capacity-building initiatives for technical staff, evaluates the outcomes achieved, and identifies the challenges faced by the company Additionally, it proposes effective strategies and solutions aimed at further developing technical human resources, benefiting both Samsung Display Vietnam and foreign-invested manufacturing firms in Vietnam, ultimately contributing to the nation's economic growth.

Objectives of the Study

The study was conducted to assess the multitasking related issues at the department of technique at Samsung Display Vietnam CO., LTD

1 Determine the profile of the respondents in terms of their genders, ages, education attainments, work experiences and job positions

2 To determine the basic understanding about the multitasking work by the employees at the department of technique at Samsung Display Vietnam CO., LTD

3 To determine the perceptions of the employees on the training activities provided at this Department

4 To determine the significantly different perceptions on multitasking issues between the groups of employees at this Department

5 To identify the strengths and weaknesses about these training programs

6 To propose recommendations to enhance the multitasking activities at the department of technique at Samsung Display Vietnam CO., LTD.

Scopes of the study

For time scope: The data of the study was collected during the fourth quarter of 2023 The analysis, discussion and recommendation were completed in the first quarter of 2024

For space scope: The primary data was gathered at the department of technique at Samsung Display Vietnam CO., LTD

For content scope: The study was conducted to analyze the multitasking related issues The study was divided into 2 relatively separate parts:

Part 1: In this part, the study focused on identifying the basic understanding by the employees about the multitasking issues at the department of technique at Samsung Display Vietnam CO., LTD

Part 2: The study concentrated on the training programs: on-the-job training and off- the-job training at the department of technique at Samsung Display Vietnam CO., LTD

Respondents of the study: The respondents of the study consisted of randomly selected customers from the department of technique at Samsung Display Vietnam CO., LTD

The study involved 260 employees from various divisions of Samsung Display Vietnam Co., Ltd., including 50 managers, who served as respondents.

5 and more than 200 staff were selected from out of about 700 employees currently working for this department

For methodology: The researcher made use of descriptive research in this study

Frequency and percentage distributions were used to identify the respondents’ profile with regard to their specific characteristics

Mean values were used to measure the assessment on the basic understanding about multitasking work and the training programs at this department

F-tests and T-tests were used to determine if there were significant differences between the employees’ perceptions on the variables related to multitasking issues and their demographic profiles

LITERATURE REVIEW

Review of Literature

Multitasking, the ability to perform multiple tasks at once or quickly switch between them, has gained significant attention recently, despite being a long-standing concept Understanding the nature of multitasking is essential for academic research and development, as it raises questions about its validity, potential as a trend, and its role as an evolving human skill.

In today's complex world, multitasking is an essential skill that helps individuals thrive Despite advancements in cognitive science, the mechanisms of multitasking remain unclear A promising approach is the production composition theory, part of the ACT-R framework, developed by Taatgen and Lee This theory provides valuable insights into the cognitive processes involved in multitasking and has been effectively used to explore skill acquisition in various areas, such as language learning and the differences in how individuals acquire complex skills.

Research on dual-task performance reveals key insights into multitasking abilities A notable finding indicates that while tasks can interfere with one another, individuals can consciously prioritize one task over another (Wickens & Gopher, 2017) Furthermore, the effectiveness of multitasking is significantly affected by an individual's proficiency in each task (Allport, Antonis, & Reynolds, 2019) High proficiency in one task enables individuals to perform it alongside others with minimal impact on overall performance, illustrating the importance of skill in multitasking scenarios.

7 driver may effortlessly converse while driving, whereas a novice driver may struggle with the same dual-task scenario

In the 21st century, multitasking has become a common practice in modern workplaces, as highlighted by Lin et al (2020) This concept, which includes dual tasking and task switching, has been extensively studied over the years Although many professionals may not be considered 'digital natives' as defined by Prensky (2021), they have adapted to the demands of multitasking driven by their exposure to digital technologies.

The modern lifestyle, marked by pressures from both work and home, has resulted in many individuals effectively juggling multiple tasks at once This multitasking behavior is evident in various environments such as classrooms, workplaces, and households According to Duggan, Johnson, and Sorli (2017), real-life task switching is complex, as people frequently alternate between different tasks without fully completing any single one before moving on to another.

Analyzing daily time allocation offers crucial insights into societal behavior, yet inconsistencies in tracking time usage, especially with multitasking—often described as simultaneous, overlapping, or concurrent activities—can obscure a full understanding of how individuals utilize their time Recognized under various terms, such as secondary activities and polychronic time use, multitasking remains an important aspect of time management (Ironmonger, 2019).

Research shows that multitasking is common, with about 95% of people engaging in it daily (Hungerford, 2017) Studies indicate that individuals often participate in multiple activities at once for approximately one third of their day (Bittman & Wajcman, 2000; Floro & Miles, 2001; Hungerford, 2017; Ruuskanene, 2004) This behavior can effectively extend the average waking day by up to seven hours (Kenyon, 2008).

Multitasked activities, such as childcare and caregiving responsibilities, play a vital role in shaping individuals' quality of life and opportunities These tasks, which also encompass domestic chores, are far from trivial and have significant implications for both personal well-being and societal dynamics.

1997), passive leisure activities (Baron, 2008), communication tasks (Baron, 2008), social networking activities and online engagements (Kenyon, 2018)

Research shows that multitasking is often categorized as a secondary activity, leading to its underreporting when focusing solely on primary activities This oversight distorts our understanding of how much time is spent on multitasking, resulting in an inaccurate depiction of its prevalence in daily life Recognizing multitasking is crucial, as it significantly impacts well-being, inequality, and societal disadvantage Studies indicate that multitasking is unevenly distributed among the population, with demographic factors such as age, culture, education level, employment status, gender, household composition, and income influencing multitasking tendencies (Floro and Miles, 2020).

Multitasking research highlights significant gender disparities in unpaid caregiving work, revealing its impact on women's leisure time and overall well-being Studies indicate that multitasking can lead to the contamination of leisure, contributing to stress (Bittman and Wajcman, 2020; Sullivan, 2017; Floro and Miles, 2018) However, there is also evidence of positive contamination, where multitasking enhances certain experiences (Floro and Miles, 2020; Ruuskanene, 2019) Furthermore, perceived busyness from multitasking may elevate social status and encourage greater participation in activities, potentially mitigating social exclusion (Sullivan, 2008).

(Kenyon and Lyons, 2007) However, the differential distribution of multitasking abilities raises implications for equality, especially if increased activity participation through multitasking is desirable and lacks negative effects

Multitasking significantly influences our understanding of changing time use, particularly in light of evolving gender roles, work structures, and the rise of information and communication technologies (ICTs) Research indicates that while primary activity data often shows substitution effects, such as a decline in social networking due to Internet use, these effects diminish when multitasking is considered Instead, multitasking data suggest an increase in overall activity participation, challenging the idea that adding new activities requires sacrificing others This indicates that activities can coexist without displacing one another Furthermore, the rise of multitasking reflects broader societal changes, highlighting its importance in analyzing contemporary time use patterns.

Debates on multitasking among youth reveal varied perspectives on its effects Some researchers, like Foehr (2016), argue that frequent multitasking can enhance performance in multitasking and attentional skills In contrast, Watson and Strayer (2018) question whether these skills genuinely make youths effective multitaskers Additionally, Carr (2018) warns that constant device usage may lead to reduced attention spans and poor information processing Overall, the implications of prolonged multitasking remain contentious and warrant further exploration.

10 multitasking may lead to heightened stress and anxiety levels, ultimately diminishing creativity and problem-solving abilities

Professionals today are significantly influenced by multitasking, a trend that has emerged with the latest generations entering the workforce, who are accustomed to technology such as web browsers, laptops, and smartphones (Geck, 2016) Multitasking is often seen as a fundamental aspect of modern work life (Freude & Ullsperger, 2010) The demands for time and productivity lead many professionals to believe that managing multiple tasks at once can enhance efficiency and save time (Lin et al., 2020) Research by Lin et al (2020) has highlighted specific career fields that necessitate multitasking skills, revealing the varying requirements across different job clusters.

Fields like "Business Management and Administration," "Finance," and "Human Services" demand strong multitasking skills, whereas areas such as "Architecture and Construction," "Information Technology," "Law," "Public Safety," "Corrections and Security," and "Transportation, Distribution, and Logistics" typically involve less multitasking.

In recent years, multitasking has become more prevalent both at work and at home, largely due to increased work pressures and time constraints Many individuals juggle multiple responsibilities simultaneously, such as watching television while completing household chores, in an effort to maximize productivity and manage their busy lives.

Related Studies

Multitasking has become a prevalent behavior in modern society, with individuals often juggling tasks such as monitoring cell phones, browsing social media, and surfing the web in various environments like restaurants, classrooms, and workplaces (Carrier et al., 2018) While multitasking can help achieve multiple goals and engage in diverse activities (Sanbonmatsu et al., 2013), it also poses significant challenges, as managing several attention-demanding tasks at once can lead to errors As fast-paced lifestyles continue to evolve, the belief that effective multitasking is possible has become commonplace, impacting both personal and professional settings (Ophir, Nass, & Wagner, 2019).

Multitasking has become an unavoidable aspect of the modern workplace, as highlighted by Goodrac (2019), who emphasizes that workers are expected to be readily available and responsive to higher authorities The burden of managing continuous workflow from frequent task switching lies with the employees, who must maintain productivity amid a myriad of responsibilities For example, improving the ability to quickly transition between tasks can empower educators to effectively handle an overwhelming influx of information and ideas.

Reckin (2016) highlights that multitasking is often overrated, leading to increased stress, reduced creativity, and a greater decline in cognitive function than illicit drug use The constant task-switching hampers effective concentration, as the human brain can only focus on two tasks at once before cognitive abilities deteriorate This overload negatively impacts creativity and problem-solving skills Additionally, Rovick (2017) found that multitasking can lower IQ, as individuals struggle to manage multiple tasks in a bid to enhance productivity.

Multitasking can lead to elevated heart rates and heightened stress levels, ultimately reducing efficiency and worsening existing issues rather than enhancing productivity.

A study by Paridon & Kaufmann (2020) emphasizes the need to minimize multitasking in the workplace to reduce errors, accidents, and mental strain Additionally, the American Psychological Association (2006) argues that multitasking is not a commendable skill, as it results in higher error rates, decreased information retention, and changes in brain function.

A study by Walker (2019) reveals that multitasking, once viewed as a strength of Millennials, is now undermining workforce efficiency and increasing the risk of obesity and substance abuse Additionally, research by Sanbonmatsu et al (2021) highlights that those who consider themselves skilled multitaskers often engage in this behavior more frequently, driven by a desire for excitement and challenge, or simply enjoyment, despite the likelihood of reduced productivity.

Szalai (2021) emphasized that incorporating multitasking into studies enhances our understanding of daily behaviors and provides a more accurate representation of time use and perception Despite its potential benefits, the integration of multitasking in research has faced obstacles, including methodological difficulties in data recording and analysis (Ironmonger, 2017) and theoretical challenges in framing it within traditional clock time concepts (Adam, 2016) Recently, however, researchers have begun to systematically capture and analyze multitasking data.

Multitasking is prevalent across various age groups, particularly among the younger generation engaged in online activities (Rosen, 2017) Research highlights the negative impact of multitasking in educational settings, with Alkahtani et al (2016) demonstrating a correlation between laptop multitasking in class and lower academic performance, reflected in diminished college GPAs Similarly, Bellur et al (2015) found that frequent multitaskers tend to achieve lower GPAs Technology's pervasive presence in daily life, marked by constant notifications tailored to personal preferences, has led to self-inflicted distractions (Armstrong, 2021).

Conceptual Framework

The Input-Process-Output Model guided this research, focusing on the respondents' profiles, including gender, job position, age, educational attainment, and work experience Additionally, it examined their perceptions of multitasking issues related to basic understanding, as well as on-the-job and off-the-job training implemented in the technique department at Samsung Display Vietnam Co., Ltd.

The second frame, which is Process, shows the process of collecting data and processing data needed for the study

The third frame, known as the Output, highlights the study's objective: enhancing employee competency within the technical department at Samsung Display Vietnam CO., LTD.

Improved the employee competency at the department of technique at Samsung Display Vietnam CO., LTD

DESIGN AND METHODOLOGY

Research Design

In this study, the researcher employed a descriptive research design to analyze the phenomenon of multitasking issues at Samsung Display Vietnam CO., LTD in Thai Nguyen province Descriptive research focuses on detailing specific situations by collecting data on relevant variables, including their frequency, distribution, and central tendency To enhance understanding of these variables, measures of variability, such as standard deviation, were calculated Primary data was gathered through structured survey questionnaires, which aimed to assess the personal characteristics of respondents and their ratings on multitasking-related variables.

These questionnaires were rated with 5-point Likert scale ranging from: 1 – Strongly Disagree; 2 – Disagree; 3 – Somewhat Agree; 4 – Agree; 5 – Strongly Agree

Survey questionnaires (draft) Pilot survey

Identified strengths and weaknesses of multitasking issues Revised questionnaires

Population, Sample Size and Sampling Technique

There are some 700 employees working at the department of technique at

Samsung Display Vietnam CO., LTD, so the researcher made use of Slovin’s formula: n = N/(1+N.e 2 )

Where: n is the sample size

A total of 260 employees were selected as respondents for the study, divided into two groups: managers and staff The selection of managers and staff was based on their proportional representation within the overall employee population.

All of the managers and staff were listed based on their names following alphabetical letters The respondents were chosen with the number e.g 1 , 3, 6

….until 260 respondents were chosen for the study.

Research Instrument

The study utilized a comprehensive survey questionnaire divided into three sections: the first section captures the demographic profiles of respondents, the second explores their understanding of multitasking challenges within the Technical Department at Samsung Display Vietnam Co., Ltd., and the third assesses the effectiveness of both on-the-job and off-the-job training programs implemented by the company.

Table 3.1: Measurement of the variables for questionnaire

Content Variables/ Factors Scales/ code

5) Less than 3 years = 1; From 3 to 5 years = 2; More than 5 = 3

Respondents’ points of views of the multitasking issues

5 – Strongly Agree (SA) Respondents’ perceptions on the training activities

Proposed factors and variables related to multitasking issues and training activities at Samsung Display Vietnam CO., LTD

Code Factors and variables Sources

According to Carrier (2018), multitasking can be beneficial for companies, as it allows employees to efficiently manage multiple tasks simultaneously It is believed that each employee has the capability to perform various tasks effectively at the same time.

MUL_4 I prefer doing parts of some projects rather than doing the whole project

Impacts of multitasking on firm performance

PER_1 Multitasking increases the productivity Goodrac (2019) PER_2 Multitasking improves the product quality Goodrac (2019)

PER_3 Multitasking reduces the lead time Researcher PER_4 Multitasking reduces the down time Researcher PER_5 Multitasking responds quickly to the changes of customers

PER_6 Multitasking creates the advantages of competition Researcher

Impacts of multitasking on labor effectiveness

Multitasking is an effective strategy for reducing labor costs and addressing labor shortages According to research, it also helps decrease employee absenteeism and turnover rates, contributing to a more stable workforce.

Impacts of multitasking on Employee well-being

COM_1 Multitasking makes me satisfied with the work Wagner (2019) COM_2 Multitasking improves the working conditions and working environtment

Multitasking enhances knowledge and skills, allowing employees to collaborate effectively in teams It fosters better workplace relationships and contributes to increased income and other compensations Furthermore, multitasking plays a crucial role in personal promotion and self-development.

Perceptions on on-the-job training in terms of job rotation

JOR_1 The employees are introduced about the objectives of job rotation

JOR_2 The employees are introduced thoroughly before new tasks assigned

JOR_3 The employees are given job rotation they like to do Reckin (2016) JOR_4 The employees are encouraged to rotate their jobs Reckin (2016)

Perceptions on off-the-job training in terms of coaching

COA_1 The employees receive feedbacks from trainers during job rotation

COA_2 Trainers give fine practical lessons Rovick (2017) COA_3 Trainers are friendly and enthusiastic Researcher COA_4 Trainers give good theoretical lessons Rovick (2017)

Perceptions on on-the-job training in terms of job instructions

JOI_1 Employees are given fine job orientation Researcher JOI_2 The employees are given tour around the workplace Researcher JOI_3 The employees are instructed in detail about the machinery

JOI_4 The employees are instructed in detail about the regulation of safety

Perceptions on on-the-job training in terms of committee assignments

CAS_1 The employees have chances to participate in seminars of problems

CAS_2 The employees are motivated to take part in solving problems

CAS_3 There are rewards for those who do well Paridon (2020) CAS_4 Experts and experienced ones come to help solve problems

Perceptions on off-the-job training in terms of lectures

LEC_1 The employees are allowed to take part in classes organized by the divisons, departments

LEC_2 The employees are often trained to update the knowledge

LEC_3 Employees are provided with new skills Walker (2019)

LEC_4 The employees are often motivated to raise questions during the training courses

Perceptions on off-the-job training in terms of further studies

FUR_1 Employees are encouraged to join classes Szalai (2021) FUR_2 The employees are given financial supports Szalai (2021) FUR_3 The employees are given time during the training courses

FUR_4 Employees are given pay rises after the courses Researcher

Perceptions on off-the-job training in terms of simulations

SIM_1 The employees are trained in good simulation areas Rosen, 2017 SIM_2 The employees are trained with real machine Rosen, 2017 SIM_3 The employees are trained by experts and experiened ones

SIM_4 All of the employees have chances to attend classes of simulation

Data Gathering Procedure

To collect essential data for the analysis, structured questionnaires were utilized These questionnaires were designed in Vietnamese to ensure clarity, as many respondents had limited proficiency in English and might struggle with the variables presented in that language.

The questionnaires were distributed to chosen employees with assistance from the human resources department If a respondent declined to complete the questionnaire, an alternative participant was selected to take their place.

The survey would not be finished until the researcher gathered enough questionnaires which were valid enough for the analysis

The secondary data for this research was sourced from a range of books in both Vietnamese and English This diverse collection of related studies informed the study's rationale and objectives.

Some websites were retrieved to collect the necessary data and information These websites also contained useful ideas for preparing the questionnaires

Data Processing and Data Analysis

To analyze the data and information, the researcher conducted the following statistical treatments as follow:

The study utilized frequency and distribution analysis to establish the profile of respondents based on their specific characteristics, allowing for a straightforward examination of the data.

A distribution provides a summarized grouping of data divided into mutually exclusive categories, highlighting the frequency of occurrences within each category It effectively organizes unstructured information, such as election results, regional income, product sales over time, and student loan amounts for graduates Various graphs, including histograms, line charts, bar charts, and pie charts, can be utilized to represent frequency distributions, which apply to both qualitative and quantitative data.

Mean values were utilized to evaluate the fundamental understanding of multitasking challenges and perceptions regarding training programs, including both on-the-job and off-the-job training, at the Department of Technique in Samsung Display Vietnam Co., Ltd.

The mean of a dataset is commonly defined as the mathematical average of all its values, calculated by summing the values and dividing by the total number of terms For a continuous variable, the mean, also referred to as the mean value, is determined by integrating the product of the variable and its probability as defined by the distribution The mean value is represented by the lowercase Greek letter alpha (α).

One-way ANOVA is a statistical method used to compare the means among different teams to determine if there are significant differences between them This analysis specifically tests the null hypothesis, which posits that all group means are equal.

Ho: à1 = à2 = à3 = … = àk where à = group mean and k = number of groups If the one-way ANOVA returns a statistically significant result, we accept the alternative hypothesis (H1),

23 which is that there are at least two group means that are statistically significantly different from each other.

RESEARCH RESULTS

Demographics of the respondents

Table 4.1: Computed table of frequency and percentage of the respondents’ profile

From 3 to 5 years 123 47.3 more than 5 62 23.8

Source: Gathered and calculated by researcher

As can be seen from table 4.1, the male employees dominate the workforce at the department of technique at Samsung Display Vietnam CO., LTD with nealy 94

25 percent It can be due to the nature of the tasks at this department where male employees are hired to do technical work

Over 80% of employees at Samsung Display Vietnam CO., LTD are under 35 years old, with nearly 70% falling between the ages of 26 and 35 This indicates that the workforce in the technical department is significantly younger compared to employees at other companies.

Nearly 75% of employees at Samsung Display Vietnam Co., Ltd hold college degrees, with approximately 30% possessing university bachelor's degrees in engineering Only 7% have master's degrees, indicating that the technical roles within the company are well-suited for graduates from three-year college programs, particularly for blue-collar technical tasks.

Over three-fourths of the workforce has less than five years of experience, which is understandable given the company's relatively short history of around ten years.

Approximately 20 percent of employees hold managerial positions, including roles such as team leaders, supervisors, division leaders, and department heads Typically, these managers possess greater experience and advanced education qualifications.

Basic understanding about multitasking

4.2.1 Roles of multitasking at the department of technique at Samsung Display Vietnam CO., LTD

Table 4.2: Perceptions on multitasking work at the department of technique at

Samsung Display Vietnam CO., LTD

CODE Multitasking work Mean Std

Multitasking is a valuable skill that allows employees to efficiently handle multiple tasks simultaneously, benefiting both individual performance and the overall productivity of the company Many believe that with the right approach, each employee can excel in managing various responsibilities at once.

MUL_4 I prefer doing parts of some projects rather than doing the whole project 4.28 0.80

Table 4.2 reveals that employees at the Technical Department of Samsung Display Vietnam CO., LTD have a positive perception of multitasking, with all four variables averaging over 4.20 This indicates that employees believe multitasking is beneficial for the department and express a willingness to handle multiple tasks simultaneously Overall, the findings suggest that employees are eager to engage in multitasking within their roles.

Multitasking can be effectively implemented in the technical department at Samsung Display Vietnam CO., LTD Engaging in a single task for extended periods can lead to boredom and decreased motivation among employees To enhance job satisfaction and maintain enthusiasm, employees may seek variety in their roles.

4.2.2 Impacts of multitasking on firm performance

Table 4.3: Impacts of multitasking on firm performance by respondents

CODE Firm performance Mean Std

PER_1 Multitasking increases the productivity 4.05 0.77 PER_2 Multitasking improves the product quality 4.26 0.66

PER_3 Multitasking reduces the lead time 4.57 0.58

PER_4 Multitasking reduces the down time 4.51 0.60

PER_5 Multitasking responds quickly to the changes of customers 4.69 0.46

PER_6 Multitasking creates the advantages of competition 4.33 0.67

Table 4.3 presents the perceptions of the employees on how multitasking impacts firm peformance at the department of technique at Samsung Display Vietnam CO.,

The data indicates that nearly all items received ratings of 4 and 5, suggesting that employees at Samsung Display Vietnam Co., Ltd believe multitasking enhances product quality Additionally, it may contribute to reducing lead time in production and minimizing downtime caused by insufficient personnel to operate machinery and equipment.

Multitasking enables companies to swiftly adapt to changing customer demands for different products or services, enhancing their competitive edge in the industry against rivals.

4.2.3 Impacts of multitasking on labor effectiveness

Table 4.4: Impacts of multitasking on labor effectiveness

CODE Labor effectiveness Mean Std

EFF_1 Multitasking reduces costs of labor 4.22 0.75

EFF_2 Multitasking solves the shortage of labor 4.34 0.66 EFF_3 Mutiltasking reduces the absence of employees 4.24 0.81 EFF_4 Multitasking solves the turnover of labor 4.20 0.74

Table 4.4 shows the points of views of the employees at the department of technique at Samsung Display Vietnam CO., LTD with the impacts of multitasking on the labor effectiveness

The data presented in the table reveal that all four variables associated with labor effectiveness have mean scores exceeding 4.20, indicating a strong consensus on these statements This suggests that multitasking could be an effective strategy for reducing labor costs, a significant challenge for many firms.

Multitasking can effectively address the labor shortage challenges faced by Samsung Display Vietnam Co., Ltd., particularly during the global Covid-19 pandemic.

Multitasking may reduces the absence of the employees at this department because multitasking makes the work more interesting which makes the employees feel more comfortable at work

Multitasking can significantly lower labor turnover rates within this department, addressing a critical challenge faced by many firms in Vietnam today High labor turnover is a persistent issue that companies strive to mitigate, making effective multitasking an essential strategy for improving employee retention.

4.2.4 Impacts of multitasking on employee well-being

Table 4.5: Impacts of multitasking on employee well-being

CODE Employee well-being Mean Std

COM_1 Multitasking makes me satisfied with the work 4.32 0.54

COM_2 Multitasking improves the working conditions and working environtment 4.14 0.66

COM_3 Multitasking helps me improve knowledge and skills 4.26 0.52 COM_4 Multitasking enables the employees to do tasks in teams 4.30 0.67 COM_5 Multitasking improves the relationships at work 4.22 0.57

COM_6 Multitasking improves the incomes 4.37 0.68

COM_7 Multitasking improves other compensations 4.44 0.71

COM_8 Multitasking helps me in promotion and self- development 4.39 0.63

Table 4.5 shows the impacts of multitasking on employee well-being at the department of technique at Samsung Display Vietnam CO., LTD

Employees in this department exhibit a strong consensus regarding the positive influence of multitasking on their well-being, with an overall mean score of 4.32 indicating very high agreement.

The very high means of these items ranging from 4.14 to 4.44 show that the employees think that multitasking is very beneficial to the well-being of the

29 employees Multitasking shows its roles to the well-being by making the employees feel more satisfied at work which is one of the most important things for any worker

Multitasking also helps the employees to enhance their knowledge and skills as well as to do taks in teams which may improve their relationships at work

Improving income in this department can be achieved through enhanced multitasking Employees believe that effective multitasking leads to increased productivity, ultimately boosting their earnings.

Improved compensation packages at Samsung Display Vietnam CO., LTD, including bonuses, holidays, and medical care, are linked to enhanced multitasking abilities among employees These better rewards are likely to foster greater loyalty among staff, contributing to a more dedicated workforce.

Perceptions of the respondents on the training activities at the department of

4.3.1 Perceptions on on-the-job training

Table 4.6: Perceptions on on-the-job training in terms of job rotation by respondents

JOR_1 The employees are introduced about the objectives of job rotation 3.65 2.42

JOR_2 The employees are introduced thoroughly before new tasks assigned 3.69 2.85

JOR_3 The employees are given job rotation they like to do 3.62 2.23 JOR_4 The employees are encouraged to rotate their jobs 3.65 2.46

Table 4.6 illustrates the perceptions of respondents regarding on-the-job training through job rotation at Samsung Display Vietnam Co., Ltd Notably, the mean rating from the management group significantly exceeds that of the staff group, indicating that managers are more favorable towards the job rotation process.

30 rotation implemented by this department while the staff show their disagreements with this factor

Job rotation is a vital strategy for enhancing employee multitasking abilities, enabling them to perform various tasks within their department When employees are skilled in multiple areas, they experience increased confidence in their roles Additionally, focusing on a single task can lead to fatigue and discomfort, making job rotation a beneficial practice for overall workplace satisfaction.

In manufacturing companies, particularly in mass production, employees often perform a single task for many years, sometimes until retirement, while managers typically experience greater job rotation compared to blue-collar workers.

The data indicates a significant disparity in satisfaction levels regarding on-the-job training activities between managers and staff at Samsung Display Vietnam CO., LTD Managers express satisfaction with high scores averaging 3.40 and above, while staff, predominantly graduates from three-year colleges, report dissatisfaction with scores below 2.60 This trend is not isolated to Samsung Display but reflects a broader issue across numerous Vietnamese firms.

Table 4.7: Perceptions on on-the-job training in terms of coaching by respondents

COA_1 The employees receive feedbacks from trainers during job rotation 3.65 2.49

COA_2 Trainers give fine practical lessons 3.27 2.58 COA_3 Trainers are friendly and enthusiastic 3.62 3.19 COA_4 Trainers give good theoretical lessons 3.46 3.23

Coaching is essential for effective on-the-job training, equipping employees with the necessary knowledge and skills to enhance their qualifications Successful businesses prioritize coaching sessions to continuously improve employee competency and performance in the workplace.

Table 4.7 reveals that managers at Samsung Display Vietnam CO., LTD report a mean coaching score of 3.50, significantly higher than the staff's score of 2.87 This indicates that managers receive more effective coaching compared to their staff counterparts Staff members express dissatisfaction regarding the lack of feedback from trainers and feel that the practical lessons in coaching sessions are inadequate However, both managers and staff agree on the trainers' friendliness and the quality of theoretical lessons provided during the coaching courses.

Table 4.8: Perceptions on on-the-job training in terms of job instructions by respondents

JOI_1 Employees are given fine job orientation 3.48 3.14 JOI_2 The employees are given tour around the workplace 3.92 3.31

JOI_3 The employees are instructed in detail about the machinery 4.08 3.27

JOI_4 The employees are instructed in detail about the regulation of safety 3.85 3.62

The data in Table 4.8 reveals a notable disparity between the satisfaction levels of two groups regarding on-the-job training Managers reported a mean satisfaction score of 3.83, indicating a strong level of contentment with the job instructions provided In contrast, staff members rated their satisfaction at a mean of 3.33, suggesting a more moderate level of satisfaction with this aspect of their training.

For all of the four items related to job instructions, the manager group show their agreements with the work implemented by the department of technique at

Samsung Display Vietnam CO., LTD when they give the means ranging from 3.48 to 4.08

The staff group's feedback on the four items indicates a neutral stance, with satisfaction ratings between 3.14 and 3.31 However, both groups express satisfaction specifically regarding the instructions related to workplace regulations and safety.

In conclusion, for factor ―job instruction‖, the department of technique at Samsung Display Vietnam CO., LTD has carried out good on-the-job training for the employees

Table 4.9: Perceptions on on-the-job training in terms of committee assignments by respondents

CAS_1 The employees have chances to participate in seminars of problems 3.88 2.54

CAS_2 The employees are motivated to take part in solving problems 3.87 2.52

CAS_3 There are rewards for those who do well 3.25 2.58

CAS_4 Experts and experienced ones come to help solve problems 3.46 3.19

Table 4.9 reveals a significant disparity in perceptions of on-the-job training between managers and staff regarding committee assignments The data indicates that managers express satisfaction, with mean ratings between 3.25 and 3.88, while staff members demonstrate dissatisfaction, reflected in mean ratings below 2.60 This considerable gap highlights differing views on the effectiveness of training initiatives within the organization.

With regard to item CAS_4, both groups seem quite satisfied with being trained by experienced experts concerning to on-the-job training in terms of committee assignments

4.3.2 Perceptions on off-the-job training

Table 4.10: Perceptions on off-the-job training in terms of lectures by respondents

CODE Lectures (classroom training) Mean

LEC_1 The employees are allowed to take part in classes organized by the divisons, departments 3.42 3.00

LEC_2 The employees are often trained to update the knowledge 3.33 2.43

LEC_3 Employees are provided with new skills 3.15 2.50

LEC_4 The employees are often motivated to raise questions during the training courses 3.25 2.23

Table 4.10 highlights differing perceptions of off-the-job training lectures among employees, revealing that managers express satisfaction with a mean score of 3.29, whereas staff members report dissatisfaction with a mean score of 2.54.

Data indicates that managers have greater access to classroom training compared to staff members In fact, highly qualified employees are more likely to participate in additional training opportunities than blue-collar workers, a trend observed in many companies in Vietnam and globally.

Managers at Samsung Display Vietnam CO., LTD have greater opportunities to participate in training classes organized by the technical department compared to staff members Typically, these classes are designed for managers, who subsequently provide on-the-job training for their teams.

While certain staff members can participate in departmental training courses, not all employees have equal opportunities to enhance their knowledge and skills essential for their roles.

Samsung Display Vietnam CO., LTD conducts annual classroom training courses for its employees in the technique department However, these sessions often limit opportunities for staff to engage with lecturers, hindering their ability to ask questions and receive feedback from facilitators.

Table 4.11: Perceptions on off-the-job training in terms of further studies by respondents

FUR_1 Employees are encouraged to join classes 2.88 2.55 FUR_2 The employees are given financial supports 2.73 2.18

FUR_3 The employees are given time during the training courses 3.08 2.54

FUR_4 Employees are given pay rises after the courses 2.21 2.11

Both groups exhibit significant dissatisfaction with off-the-job training, particularly concerning the aspect of "further studies," as indicated by the low mean scores provided by employees for this factor.

Significant differences of perceptions on multitasking between groups of

4.4.1 Significant differences of perceptions on multitasking related contents between groups of employees

Table 4.13: T-test for Equality of Means between the respondents’ genders and their perceptions on multitasking related contents Group Statistics

COM (Employee well-being) Male 244 4.30

Table 4.13 highlights significant differences in perceptions of multitasking among employees in the technical department at Samsung Display Vietnam CO., LTD, based on gender Specifically, the factor "MUL" shows a significance level below 0.05, indicating that female employees have a higher perception of multitasking issues compared to their male counterparts.

For the three remaining factors, the Sig are all higher than 0.05 meaning that there are no significant differences between the points of views by the employees on

37 the impacts of multitasking on firm performances, labor effectiveness and employees well-being

Table 4.14: T-test for Equality of Means between the respondents’ job position and their perceptions on multitasking related contents Group Statistics

COM (Employee well-being) Manager 244 4.40

Table 4.14 presents the T-test for Equality of Means between the respondents’ job position and their perceptions on multitasking related contents

Despite the varying means between female and male employees, with females reporting lower scores, the significance levels exceed 0.05 Therefore, we conclude that there are no significant differences in employee perceptions of multitasking issues based on their job positions.

Table 4.15: F-test for Equality of Means between the respondents’ ages and their perceptions on multitasking related contents

Table 4.15.a Test of Homogeneity of Variances

Test of Homogeneity of Variances

Table 4.15.b ANOVA and Robust Tests of Equality of Means

ANOVA Robust Tests of Equality of Means

Between Groups 533 MUL(Multitasking work) Welch 486

Groups 094 PER (Firm performance) Welch 073 EFF (Labor effectiveness)

Between Groups 943 EFF (Labor effectiveness) Welch 942 COM (Employee well- being)

Between Groups 038 COM (Employee well-being) Welch 082

According to Levene Statistic presented in Table 4.15.a, the Sigs are all higher than 0.05, so we use the data presented in ANOVA in table 4.15.b

The analysis indicates that there are no significant differences in employee perceptions of multitasking issues at the Technical Department of Samsung Display Vietnam Co., Ltd, regardless of age, as all significance values exceed 0.05.

The factor of employee well-being at Samsung Display Vietnam CO., LTD shows a significant difference in perceptions based on age, with a significance level of 0.038, which is below the 0.05 threshold.

The Post Hoc tables in the Appendix reveal significant differences in perceptions between individuals aged over 35 and those aged 26 to 35, with the older group exhibiting the highest mean scores.

Table 4.16: F-test for Equality of Means between the respondents’ education attainment and their perceptions on multitasking related contents

Between Groups 945 MUL(Multitasking work) Welch 939

Between Groups 217 PER (Firm performance) Welch 271 EFF (Labor effectiveness)

Between Groups 631 EFF (Labor effectiveness) Welch 607 COM (Employee well- being)

Between Groups 690 COM (Employee well- being) Welch 686

According to Levene Statistic presented in Table 4.16.a, the Sigs are all higher than 0.05, so we use the data presented in ANOVA in table 4.16.b

The analysis reveals that all four factors have significance values exceeding 0.05, indicating no significant differences in employee perceptions regarding multitasking issues within the Technical Department at Samsung Display Vietnam Co., Ltd, based on their educational backgrounds.

Table 4.17: F-test for Equality of Means between the respondents’ work experience and their perceptions on multitasking related contents

Betwee n 470 COM (Employee well- being) Welch 413

According to Levene Statistic presented in Table 4.17.a,

- The Sigs of factors ―multitasking work and employee well-being‖ are lower than 0.05, so we use the data presented in Robust Tests in table 4.17.b;

- The Sigs of factors ―Firm performance and Labor effectiveness‖ are higher than 0.05 so we use the data presented in ANOVA in table 4.17.b;

The ANOVA and Robust Tests indicate that all significance values exceed 0.05, leading to the conclusion that there are no significant differences in employee perceptions regarding multitasking issues within the technical department at Samsung Display Vietnam Co., Ltd, regardless of their work experiences.

4.4.2 Significant differences of perceptions on on-the-job training between groups of employees

Table 4.18: T-test for Equality of Means between the respondents’ genders perceptions on on-the-job training Group Statistics

Table 4.18 illustrates the significant differences in perceptions of on-the-job training among employees in the technical department at Samsung Display Vietnam CO., LTD, categorized by gender Notably, all four factors related to on-the-job training show significance levels exceeding 0.05, indicating a lack of statistically significant differences in perceptions based on gender.

42 are no significant differences between the points of views by the employees on on-the- job training activities at this department

Table 4.19: T-test for Equality of Means between the respondents’ job position perceptions on on-the-job training Group Statistics

Table 4.19 highlights significant differences in perceptions of on-the-job training among employees at Samsung Display Vietnam CO., LTD, categorized by job position Notably, the factor "JOI" shows a significance level below 0.05, indicating that employees' perceptions of on-the-job training vary significantly based on their roles Specifically, managers tend to have a more favorable view of on-the-job training compared to staff members.

The analysis reveals that the significance levels for the three remaining factors exceed 0.05, indicating that there are no significant differences in employee perspectives on on-the-job training within the technique department at Samsung Display Vietnam Co., Ltd., based on their job positions.

Table 4.20: F-test for Equality of Means between the respondents’ ages and their perceptions on on-the-job training

Groups 000 JOR (Job Rotation) Welch 000

Groups 000 JOI (Job Instructions) Welch 000 CAS (Committee assignments)

Between Groups 000 CAS (Committee assignments) Welch 000

The Sigs of factor ―JOI (Job Instructions)‖ is lower than 0.05, so we use the data presented in Robust Tests in table 4.20.b;

The Sigs of three remaining factors are higher than 0.05 so we use the data presented in ANOVA in table 4.20.b;

The ANOVA and Robust Tests indicate significant differences in employee perceptions of on-the-job training at Samsung Display Vietnam CO., LTD, with all significance values below 0.05, particularly in relation to their ages.

According to the Post Hoc tables in the Appendix, employees aged 26 to 35 exhibit the highest levels of satisfaction with on-the-job training, particularly regarding job rotation.

The employees aging over 35 are the most satisfied with on-the-job training in terms of coaching

The employees aging over 35 are the most satisfied with on-the-job training in terms of job instructions

The employees aging over 35 are the most satisfied with on-the-job training in terms of committee assignments

Table 4.21: F-test for Equality of Means between the respondents’ education attainment and their perceptions on on-the-job training

The Sigs of factors ―JOI (Job Instructions); COA (Coaching) and CAS (Committee assignments)‖ are lower than 0.05, so we use the data presented in Robust Tests in table 4.21.b;

The Sig of the remaining factor ―JOI (Job Instructions)‖ is higher than 0.05 so we use the data presented in ANOVA in table 4.21.b;

The ANOVA and Robust Tests indicate significant differences in employees' perceptions of on-the-job training at Samsung Display Vietnam Co., Ltd., with all significance values below 0.05 This suggests that education attainment plays a crucial role in shaping these perceptions among employees in the technical department.

According to the Post Hoc tables in the appendix, employees with university degrees express the highest level of satisfaction regarding on-the-job training, particularly in relation to job rotation.

The employees owning university degrees are the most satisfied with on-the-job training in terms of coaching

The employees owning master degrees are the most satisfied with on-the-job training in terms of job instructions

The employees university degrees are the most satisfied with on-the-job training in terms of committee assignments

Table 4.22: F-test for Equality of Means between the respondents’ work experience and their perceptions on on-the-job training

All of the Sigs of factors are lower than 0.05, so we use the data presented in Robust Tests in table 4.22.b;

The Robust Tests indicate that all significance values are below 0.05, confirming significant differences in employees' perceptions of on-the-job training within the technical department at Samsung Display Vietnam Co., Ltd, based on their work experiences.

AND SUGGESTIONS

Conclusion

Based on the thorough analysis presented in chapter 4, the author comes to some basic conclusions as the following:

5.1.1 With regard to the profile of the employees working at the department of technique at Samsung Display Vietnam CO., LTD

The male employees dominate the total labor force at the department of technique at Samsung Display Vietnam CO., LTD with more than 93 percent

The employees are quite young with more than 80 percent aging under 35 The employees have good qualification All of the employees own college degrees, unniversity and master degrees

Due to the new establishment of the firm, most of the employees have worked for the department of technique at Samsung Display Vietnam CO., LTD for less than 5 years

The number of managers account for some 20 percent of the total workforce

5.1.2 With regard to the basic understanding about the multitasking related issues

The employees want to multitask at the department of technique at Samsung Display Vietnam CO., LTD

The employees think that multitasking has positive impacts on the firm’s performance

The employees think that multitasking has positive impacts on the labor effectiveness

Multitasking has positive impacts on the employees’ well-being

5.1.3 With regard to to the on-the-job training programs

The staff are dissatisfied with the job rotation at the department of technique at Samsung Display Vietnam CO., LTD

The staff do not agree with the coaching activities implemented by this department

The managers and the staff are quite satisfied with the job instructions

The staff are quite dissatisfied with their committee assignments

5.1.4 With regard to the off-the-job training

The staff are dissatisfied with classroom training conducted by the department of technique at Samsung Display Vietnam CO., LTD

The staff do not think that they have good supports from the department to get further studies

Both manager and staff show their low satisfaction levels with simulation courses carried out by the department.

Recommendation

To improve employee competency in the Technical Department at Samsung Display Vietnam Co., Ltd., several strategic suggestions can be implemented, prioritizing the effective use of limited resources.

To ensure effective job rotation at Samsung Display Vietnam CO., LTD, it is essential to educate staff about its objectives When employees understand the significance of job rotation, they are more likely to embrace the opportunity to multitask within the technical department, enhancing overall productivity and engagement.

Leaders should prioritize understanding employees' preferences for job rotations, as aligning tasks with their interests enhances job satisfaction and performance When employees are assigned roles they are passionate about, they are more likely to excel in their work.

The employees are also motivated to rotate their jobs within the department so that they can do different tasks effectively in the case they are require to do

The trainers should give more and regular feedbacks during and after the coaching sessions so that the employees feel happy and enjoy the courses provided

The employees should also be provided with useful practical lessons at coaching lessons so that they can apply the knowledge and skills at work

The staff at Samsung Display Vietnam CO., LTD should be provided with equal opportunities to participate in problem-solving seminars, as currently, the technical department does not offer these chances to all employees.

The department should motivate and encourage the staff to join he solving problems which is believed to be very useful for the tasks at work

There should be fine rewards for those who do well at on-the-job training courses to motivate them do more efforts during the training programs

To ensure the workforce is equipped with essential skills for contemporary tasks, it is crucial for the department to regularly engage qualified experts to conduct training sessions for employees Additionally, leveraging the knowledge of seasoned senior staff can serve as a valuable resource for enhancing departmental performance.

To enhance the effectiveness of training classes at Samsung Display Vietnam CO., LTD, employees should be encouraged to actively engage by asking questions and interacting with facilitators Fostering strong relationships between instructors and participants can lead to improved training outcomes It is essential for all employees to participate in the training sessions organized by the technical department to maximize their learning experience.

The department should encourage employees to pursue further studies to enhance their knowledge and skills for evolving job responsibilities Supporting employees who enroll in additional courses with time off and tuition assistance is essential for fostering professional development.

Rewarding employees who complete a course can significantly enhance their motivation to learn Financial incentives not only foster loyalty to the company but also ensure that their increased qualifications positively impact their departmental tasks.

Samsung Display Vietnam Co., Ltd's technical department should invest in enhancing simulation sites to boost work effectiveness Hiring qualified experts from technical institutes will ensure that employees receive high-quality training and lectures.

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Nguyen Ngoc Tan, an MBA student, is conducting research for his master's thesis titled "Improving Employee Competency in the Technical Department through Multi-Tasking at Samsung Display Vietnam CO., LTD." He kindly requests participation in a survey, assuring that all responses will remain confidential and used solely for research purposes Your insights will significantly contribute to the success of this study For further inquiries, please contact Mr Tan at 0942522228.

3 Education attainment:  College  University  Master

4 Work experiences:  Less than 2 years  3 - 5  More than 5 years

B Respondents’ perceptions realted to multitasking work at technical department at Samsung Display Vietnam CO., LTD

Please put a circle at the statements which you think are the best choices ranging from:

CODE Multitasking work Levels of

MUL_1 I want to do many tasks at the same time 1 2 3 4 5

MUL_2 I think multi-tasking is good for the company 1 2 3 4 5

MUL_3 I believe each employee can do many tasks well at the same time 1 2 3 4 5

MUL_4 I prefer doing parts of some projects rather than doing the whole project 1 2 3 4 5

2) Impacts of multitasking on firm performance

CODE Firm performance Levels of

PER_1 Multitasking increases the productivity 1 2 3 4 5

PER_2 Multitasking improves the product quality 1 2 3 4 5

PER_3 Multitasking reduces the lead time 1 2 3 4 5

PER_4 Multitasking reduces the down time 1 2 3 4 5

PER_5 Multitasking responds quickly to the changes of customers 1 2 3 4 5

PER_6 Multitasking creates the advantages of competition 1 2 3 4 5

3) Impacts of multitasking on labor effectiveness

CODE Labor effectiveness Levels of

EFF_1 Multitasking reduces costs of labor 1 2 3 4 5

EFF_2 Multitasking solves the shortage of labor 1 2 3 4 5

EFF_3 Mutil-tasking reduces the absence of employees 1 2 3 4 5

EFF_4 Multitasking solves the turnover of labor 1 2 3 4 5

4) Impacts of multitasking on Employee well-being

CODE Employee well-being Levels of

COM_1 Multitasking makes me satisfied with the work 1 2 3 4 5

COM_2 Multitasking improves the working conditions and working environtment 1 2 3 4 5

COM_3 Multitasking helps me improve knowledge and skills 1 2 3 4 5

COM_4 Multitasking enables the employees to do tasks in teams 1 2 3 4 5

COM_5 Multitasking improves the relationships at work 1 2 3 4 5

COM_6 Multitasking improves the incomes 1 2 3 4 5

COM_7 Multitasking improves other compensations 1 2 3 4 5

61 COM_8 Multitasking helps me in promotion and self-development 1 2 3 4 5

II On the job training

1) Perceptions on on-the-job training in terms of job rotation

CODE Job Rotation Levels of

JOR_1 The employees are introduced about the objectives of job rotation 1 2 3 4 5

JOR_2 The employees are introduced thoroughly before new tasks assigned 1 2 3 4 5

JOR_3 The employees are given job rotation they like to do 1 2 3 4 5

JOR_4 The employees are encouraged to rotate their jobs 1 2 3 4 5

2) Perceptions on off-the-job training in terms of coaching

COA_1 The employees receive feedbacks from trainers during job rotation 1 2 3 4 5

COA_2 Trainers give fine practical lessons 1 2 3 4 5

COA_3 Trainers are friendly and enthusiastic 1 2 3 4 5

COA_4 Trainers give good theoretical lessons 1 2 3 4 5

3) Perceptions on on-the-job training in terms of job instructions

CODE Job Instructions Levels of

JOI_1 Employees are given fine job orientation 1 2 3 4 5

JOI_2 The employees are given tour around the workplace 1 2 3 4 5

JOI_3 The employees are instructed in detail about the machinery 1 2 3 4 5

JOI_4 The employees are instructed in detail about the regulation of safety 1 2 3 4 5

4) Perceptions on on-the-job training in terms of committee assignments

CODE Committee assignments Levels of

CAS_1 The employees have chances to participate in seminars of problems 1 2 3 4 5

CAS_2 The employees are motivated to take part in solving problems 1 2 3 4 5

CAS_3 There are rewards for those who do well 1 2 3 4 5

CAS_4 Experts and experienced ones come to help solve problems 1 2 3 4 5

III Off the job training

1) Perceptions on off-the-job training in terms of lectures

The employees are allowed to take part in classes organized by the divisons, departments 1 2 3 4 5

LEC_2 The employees are often trained to update the knowledge 1 2 3 4 5

LEC_3 Employees are provided with new skills 1 2 3 4 5

The employees are often motivated to raise questions during the training courses 1 2 3 4 5

2) Perceptions on off-the-job training in terms of further studies

CODE Further studies Levels of

FUR_1 Employees are encouraged to join classes 1 2 3 4 5

FUR_2 The employees are given financial supports 1 2 3 4 5

FUR_3 The employees are given time during the training courses 1 2 3 4 5

FUR_4 Employees are given pay rises after the courses 1 2 3 4 5

3) Perceptions on off-the-job training in terms of simulations

SIM_1 The employees are trained in good simulation areas 1 2 3 4 5

SIM_2 The employees are trained with real machine 1 2 3 4 5

SIM_3 The employees are trained by experts and experiened ones 1 2 3 4 5

SIM_4 All of the employees have chances to attend classes of 1 2 3 4 5

Thank you for your time filling the survey questionnaire!

Mean Difference (I-J) Std Error Sig

Upper Bound under 25 years old

* The mean difference is significant at the 0.05 level

Upper Bound college 167 4,3428 ,48972 ,03790 4,2680 4,4176 2,75 5,00 university 74 4,3480 ,44725 ,05199 4,2444 4,4516 3,25 5,00 master 19 4,3816 ,44385 ,10183 4,1677 4,5955 3,50 5,00

66 university college ,00516 ,06632 ,997 -,1512 ,1615 master -,03361 ,12214 ,959 -,3215 ,2543 master college ,03876 ,11498 ,939 -,2323 ,3098 university ,03361 ,12214 ,959 -,2543 ,3215

PER college university ,06348 ,04772 ,380 -,0490 ,1760 master -,07343 ,08274 ,649 -,2685 ,1216 university college -,06348 ,04772 ,380 -,1760 ,0490 master -,13691 ,08789 ,266 -,3441 ,0703 master college ,07343 ,08274 ,649 -,1216 ,2685 university ,13691 ,08789 ,266 -,0703 ,3441

EFF college university ,05628 ,07922 ,758 -,1305 ,2430 master -,06997 ,13735 ,867 -,3937 ,2538 university college -,05628 ,07922 ,758 -,2430 ,1305 master -,12624 ,14590 ,663 -,4702 ,2177 master college ,06997 ,13735 ,867 -,2538 ,3937 university ,12624 ,14590 ,663 -,2177 ,4702

COM college university -,04141 ,04994 ,685 -,1591 ,0763 master -,03270 ,08659 ,924 -,2368 ,1714 university college ,04141 ,04994 ,685 -,0763 ,1591 master ,00871 ,09198 ,995 -,2081 ,2255 master college ,03270 ,08659 ,924 -,1714 ,2368 university -,00871 ,09198 ,995 -,2255 ,2081

Upper Bound less than 2 years

Bound Upper Bound MUL less than 2 years

3-5 less than 2 years -,01480 ,06945 ,975 -,1785 ,1489 more than 5 -,07399 ,07384 ,576 -,2480 ,1001 more than

3-5 less than 2 years -,08959 ,05005 ,175 -,2076 ,0284 more than 5 -,02164 ,05321 ,913 -,1471 ,1038 more than

3-5 less than 2 years ,04163 ,08321 ,871 -,1545 ,2378 more than 5 ,03442 ,08846 ,920 -,1741 ,2430 more than

3-5 less than 2 years ,06362 ,05232 ,445 -,0597 ,1869 more than 5 ,03391 ,05562 ,815 -,0972 ,1650 more than

JOR college university -,18571 ,07894 ,051 -,3718 ,0004 master -1,07974 * ,13686 ,000 -1,4024 -,7571 university college ,18571 ,07894 ,051 -,0004 ,3718 master -,89403 * ,14538 ,000 -1,2367 -,5513 master college 1,07974 * ,13686 ,000 ,7571 1,4024 university ,89403 * ,14538 ,000 ,5513 1,2367

COA college university -,05235 ,04988 ,546 -,1699 ,0652 master -,65797 * ,08648 ,000 -,8618 -,4541 university college ,05235 ,04988 ,546 -,0652 ,1699 master -,60562 * ,09186 ,000 -,8222 -,3891 master college ,65797 * ,08648 ,000 ,4541 ,8618 university ,60562 * ,09186 ,000 ,3891 ,8222

Upper Bound college 167 2,5913 ,51217 ,03963 2,5131 2,6696 1,50 4,75 univers ity 74 2,7770 ,67561 ,07854 2,6205 2,9336 1,50 4,50 m as ter 19 3,6711 ,54040 ,12398 3,4106 3,9315 2,75 4,75

Total 260 2,7231 ,62851 ,03898 2,6463 2,7998 1,50 4,75 college 167 2,9341 ,32723 ,02532 2,8841 2,9841 2,25 3,75 univers ity 74 2,9865 ,41564 ,04832 2,8902 3,0828 2,00 4,00 m as ter 19 3,5921 ,36525 ,08379 3,4161 3,7681 2,75 4,00

Minim um Maxim um JOR

JOI college university -,12421 ,05474 ,062 -,2532 ,0048 master -,49299 * ,09490 ,000 -,7167 -,2693 university college ,12421 ,05474 ,062 -,0048 ,2532 master -,36878 * ,10081 ,001 -,6064 -,1311 master college ,49299 * ,09490 ,000 ,2693 ,7167 university ,36878 * ,10081 ,001 ,1311 ,6064

CAS college university -,19975 * ,05541 ,001 -,3304 -,0691 master -,89143 * ,09606 ,000 -1,1179 -,6650 university college ,19975 * ,05541 ,001 ,0691 ,3304 master -,69168 * ,10204 ,000 -,9322 -,4511 master college ,89143 * ,09606 ,000 ,6650 1,1179 university ,69168 * ,10204 ,000 ,4511 ,9322

Mean Differen ce (I-J) Std Error Sig

Upper Bound JOR less than 2 years

3-5 less than 2 years ,06114 ,08002 ,725 -,1275 ,2498 more than 5 -,71112 * ,08508 ,000 -,9117 -,5106 more than 5 less than 2 years ,77226 * ,09376 ,000 ,5512 ,9933

Upper Bound les s than 2 years

3-5 less than 2 years ,17016 * ,05659 ,008 ,0368 ,3036 more than 5 -,23446 * ,06017 ,000 -,3763 -,0926 more than 5 less than 2 years ,40462 * ,06631 ,000 ,2483 ,5609

LEC college university -,19504 * ,06617 ,010 -,3510 -,0390 master -,83604 * ,11473 ,000 -1,1065 -,5656 university college ,19504 * ,06617 ,010 ,0390 ,3510 master -,64100 * ,12187 ,000 -,9283 -,3537 master college ,83604 * ,11473 ,000 ,5656 1,1065 university ,64100 * ,12187 ,000 ,3537 ,9283

FUR college university -,07054 ,05868 ,453 -,2089 ,0678 master -,47684 * ,10174 ,000 -,7167 -,2370 university college ,07054 ,05868 ,453 -,0678 ,2089 master -,40629 * ,10807 ,001 -,6611 -,1515 master college ,47684 * ,10174 ,000 ,2370 ,7167 university ,40629 * ,10807 ,001 ,1515 ,6611

SIM college university ,00020 ,05201 1,000 -,1224 ,1228 master -,30421 * ,09018 ,002 -,5168 -,0916 university college -,00020 ,05201 1,000 -,1228 ,1224

Upper Bound college 167 2,5719 ,44171 ,03418 2,5044 2,6393 2,00 4,25 university 74 2,7669 ,54006 ,06278 2,6418 2,8920 2,00 4,25 master 19 3,4079 ,47295 ,10850 3,1799 3,6359 2,75 4,50

Bound Upper Bound LEC less than 2 years

,03390 ,06926 ,876 -,1294 ,1972 more than 5 -,50744 * ,07363 ,000 -,6810 -,3339 more than 5 less than 2 years

Upper Bound less than 2 years

Tiêu đề	Improving The Employee Competency Of Technical Department By Multi-Tasking Work Management At Samsung Display Vietnam Co., Ltd
Tác giả	Nguyễn Ngọc Tân
Người hướng dẫn	PGS.TS. Nguyễn Ngọc Thắng
Trường học	Đại Học Quốc Gia Hà Nội
Chuyên ngành	Quản Trị Kinh Doanh
Thể loại	Luận Văn Thạc Sĩ
Năm xuất bản	2024
Thành phố	Hà Nội

Định dạng
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