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Setting up a Human Resource Management Strategy for YMVN, expecting to contribute to the success of the Company strategyXÂY DỰNG CHIẾN LƯỢC QUẢN TRỊ NGUỒN NHÂN LỰC CHO CÔNG TY MOTO YAMAHA VIỆT NAM GÓP PHẦN THÀNH CÔNG CHO CHIẾN LƯỢC CÔNG TYChapter I: Theory review to set up a Human Resource Management StrategyChapter II: Setting up a Human Resource Management Strategy in Yamaha Motor Vietnam Co., Ltd. Chapter III: Solutions to implement Human Resource Management Strategy at Yamaha Motor Vietnam Co., Ltd.
XÂY DỰNG CHIẾN LƯỢC QUẢN TRỊ NGUỒN NHÂN LỰC CHO CÔNG TY MOTO YAMAHA VIỆT NAM GÓP PHẦN THÀNH CÔNG CHO CHIẾN LƯỢC CÔNG TY SETTING UP A HUMAN RESOURCE MANAGEMENT STRATEGY FOR YMVN, EXPECTING TO CONTRIBUTE TO THE SUCCESS OF THE COMPANY STRATEGY PREAMBLE Reason for choosing the subject: Today, the modern business environment has been making the strictest challenges of all in comparison with what the businesses used to cope with Each change in the business environment make further pressure so that the businesses must change, initiatively get familiar with new technologies, new products, new services to meet the higher and higher demand of the customers The added value of the improvement in defining competition advantage requires the organizations to attract, train and maintain the amount of staffs with best quality As time go by, and despite the change in the environment, the people in the organization themselves have to create the ability to maintain the competition advantage In the past, strategic competition advantage may be reached through seeking better environment, receiving cheaper finance sources or marketing new products, or discover new technologies which have not ever been known about Beside the work of approaching cheaper capital resources, products of higher quality, new technology, since the late 1990s, the change in business environment has set up many more requirements, which focus more on the factor of human resource This fact requires new approach to human resource management, in which the business must have strategies on human resource management, or, human resource management in strategic direction ~1~ Human resource strategy plays a very important role in the success of the overall strategic target of a business It contributes to the success of the company on the aspects of: work quality, ability to renovate, productivity, etc These are key factors bringing success to the enterprise However, not every enterprise can succeed in planning and building up strategies on human resource Success or failure also depends on the appropriation of the strategy with the vision The question is that: how to have a human resource strategy appropriate with the general strategy of the enterprise Yamaha Motor Vietnam Company Limited (YMVN) is one of the major enterprises operating in producing motors in Vietnam market In competing with the other enterprises in Vietnam, the Company has to suffer from a huge competition pressure from such competitors as Honda, Suzuki, SYM, etc The Company also has to make a strategy for itself As a functional department which takes charge of Human resource management, Personnel Department also needs to build up an appropriate strategy, meeting the requirements of production, catching the development of the enterprise and help the enterprise achieve the targets set up The Group chose the subject: Setting up a Human Resource Management Strategy for YMVN, expecting to contribute to the success of the Company strategy The target of the research: Basing on the knowledge obtained through many subjects, especially the subject Strategy and Human resource Management, the whole group has set up a Human Resource Management Strategy for YMVN There are many issues mentioned on Human resource Management: recruitment, training, assessment, wages, etc and according to the procedure of building strategy, the group has given an overall human resource strategy for the Company to ensure: • The Company has assigned correct work to correct persons • The Company has personnel with good skills, having good opinions and attitude in work ~2~ • The staffs and officers working here all have chance to develop in their occupation Researching method The methods applied in the subject include: Study through documents and books to have theoretic analysis on building strategies in general and in building human resource strategy in detail Besides, research practically and compare to have reasonable arguments and effective proposals for building human resource strategies The group has asked for consultancy by some experts in the field of human resource management who lecture or work on the field: 1/ Ass Prof Dr Vu Hoang Ngan – Lecturer in Economics and Human resource Development Faculty of National Economy University 2/ Mrs Nguyen Thi Huyen Chi – HR General Manager - Ford Vietnam Limited 3/ Mrs Dinh Nhu Quyen – HR Manager - Toyota Vietnam Company 4/ Mr Nguyen Van Lam – Former HR Manager - Panasonic Electronic Vietnam Company We have together discussed to find the answer which strategy should be carried out first, which one should follow, what is the priority order? The assessment and priority settings are based on our results of meeting with company leaders and experts from specialized field Experts and business leaders as well have the common opinion: the threats and weakness of business should be preferably solved firstly; they are red alerts which the company needs to put at top priority The next priority is the strategies for taking advantages and upholding the company’s strength And to have an overall assessment, the scorecard for all strategies should be set for favorable comparison and selection ~3~ - Award of point for each strategy which eliminates one threat or improves one weak point of the company - Award of 0.5 point for each strategy which takes advantage or upholds one strong point of the company The total score of the strategy shows its efficiency to affect and support business strategies as well as its importance against company’s matters Project structure: Beside the preamble, conclusion, list of references, the report includes chapters: Chapter I: Theory review to set up a Human Resource Management Strategy Chapter II: Setting up a Human Resource Management Strategy in Yamaha Motor Vietnam Co., Ltd Chapter III: Solutions to implement Human Resource Management Strategy at Yamaha Motor Vietnam Co., Ltd ~4~ CHAPTER I THEORY REVIEW TO SET UP A HUMAN RESOURCE MANAGEMENT STRATEGY In this chapter, we examine the strategic management & strategic human resource management This chapter also examines whether it is possible to speak of different ‘models’ of HR strategy and the degree to which these types of HR strategy systematically vary between organizations As for the question of whether there is a positive association between different HR strategies and organizational performance, we are of the opinion that, given the importance and volume of the research surrounding this issue, the topic warrants an extended discussion In the chapter, we address a number of questions, some essential to our understanding of what the specific meanings of strategic management & strategic human resource management are, how to manage the strategy, which levels of strategy there are… 1.1 Strategic management: 1.1.1 Specific meaning of strategic management: ~5~ The word ‘strategy’, deriving from the Greek noun strategies, meaning ‘commander in chief’, was first used in the English language in 1656 The development and usage of the word suggests that it is composed of stratus (army) and agein (to lead) In a management context, the word ‘strategy’ has now replaced the pattern of more traditional term – ‘long-term planning’ – to denote a specific decisions and actions undertaken by the upper echelon of the organization in order to accomplish performance goals Somebody defines strategic management as ‘that set of managerial decisions and actions that determines the long-run performance of a corporation’ The others take a similar view when they define strategy as ‘an action a company takes to attain superior performance’ (14, P.38-39) Generally: Strategic management is a coordinated series of actions which involve the deployment of resources to which one has access for the achievement of a given purpose 1.1.2 Process of strategic management: In the descriptive and prescriptive management texts, strategic management appears as a cycle in which several activities follow and feed upon one another The strategic management process is typically broken down into five steps: mission and goals environmental analysis strategic formulation strategy implementation strategy evaluation Figure 1.1 illustrates how the five steps interact At the corporate level, the strategic management process includes activities that range from appraising the organization’s current mission and goals to strategic evaluation ~6~ The first step in the strategic management model begins with senior managers evaluating their position in relation to the organization’s current mission and goals The mission describes the organization’s values and aspirations; Goals are the desired ends sought through the actual operating procedures of the organization and typically describe short-term measurable outcomes Environmental analysis looks at the internal organizational strengths and weaknesses and the external environment for opportunities and threats The factors that are most important to the organization’s future are referred to as strategic factors and can be summarized by the acronym SWOT – Strengths, Weaknesses, Opportunities and Threats ~7~ ~8~ Strategic formulation involves senior managers evaluating the interaction between strategic factors and making strategic choices that guide managers to meet the organization’s goals Some strategies are formulated at the corporate, business and specific functional levels The term ‘strategic choice’ raises the question of who makes decisions and why they are made The notion of strategic choice also draws attention to strategic management as a ‘political process’ whereby decisions and actions on issues are taken by a ‘power-dominant’ group of managers within the organization Child affirms this interpretation of the decision-making process when he writes: When incorporating strategic choice in a theory of organizations, one is recognizing the operation of an essentially political process, in which constraints and opportunities are functions of the power exercised by decisionmakers in the light of ideological values Strategy implementation is an area of activity that focuses on the techniques used by managers to implement their strategies In particular, it refers to activities that deal with leadership style, the structure of the organization, the information and control systems, and the management of human resources Influential management consultants and academics emphasize that leadership is the most important and difficult part of the strategic implementation process Strategy evaluation is an activity that determines to what extent the actual change and performance match the desired change and performance The strategic management model depicts the five major activities as forming a rational and linear process (14, P.39-41) 1.1.3 Hierarchy of strategy Another aspect of strategic management in organization concerns the the multidivisional business level to which strategic issues apply Conventional wisdom identifies different levels of strategy – a hierarchy of strategy (Figure 1.2): corporate business ~9~ functional Corporate-level strategy Corporate-level strategy describes a corporation’s overall direction in terms of its general philosophy towards the growth and the management of its various business units Such strategies determine the types of business a corporation wants to be involved in and what business units should be acquired, modified or sold This strategy addresses the question, ‘What business are we in?’ Devising a strategy for a multidivisional company involves at least four types of initiative: Establishing investment priorities and steering corporate resources into the most attractive business units Initiating actions to improve the combined performance of those business units with which the corporation first became involved Finding ways to improve the synergy between related business units in order to increase performance Making decisions dealing with diversification ~ 10 ~ Figure 3.1: Pool of training Source: HR report of YMVN in Y08 CSR meeting in Singapore - Setting up a various schedule of training for multi choices: this will be provided for trainees’ conveniences in their private schedule arrangement & for efficiency & effectiveness In a big company with many divisions & many branches, the problem of time arrangement of training courses is understandable Then we should think to the solution of multi choices, it might meet the diversified trainees Replacing a fixed & limited choices with a small number attendants, a full class will be expected when we applying this way -Opening Japanese class: Nature languages may be used to reconcile linguistic difficulties at the enterprise such as opening Japanese classes for Vietnamese staffs which are training by Japanese teachers and interpreters in the enterprise This way will make Vietnamese staffs and Japanese experts feel more interesting in new roles It will be a form of effective and appropriate training which will bring much better results than staffs is let to attend classes in the foreign centers ~ 74 ~ - Examining & assessing after-training results: It is noted that result supervision and test of positive influences after training is required to carry out so that performance of the training course can create its primary meaning Some actions should be carried out after training like: The surveys of trainers by trainees, feedback forms of the division management whose staffs have been joined will be summarized by HR for the result reports & trainer assessment Lastly, all evaluation we’ve done is for a better training courses quality Some solutions mentioned above is the proposals for Yamaha appropriate training, which we think that they are not only effective in skillful employee possession but efficient in motivation purpose & retaining talents also 3.3.3 Professional recruitment: Recruitment is the next prior in the personnel strategy of Yamaha What is it essential to for this strategy? -Improving recruitment procedures: Recruitment process and some recruitment jobs of YMVN is required to improved immediately such as selecting records, reading and summary the resume so that they can adequate with scale and scope of a large company Applicant registration is required to restructured through e-recruitment method This method not only assists to shorten performance time of selecting, summarizing and making a list of applicants ….but also show that it is an advanced and professional recruitment method in working To achieve those objectives mentioned above, the Company should be contained technology methods: To reduce unnecessary tasks in data selection and summary, the Company should sigh up a recruitment email This email will automatically reply with a message that thank you for paying attention to our recruitment, your record will be read and you will be received notice of examination schedule from in the earlier time… as soon as ~ 75 ~ any email or record is sent to the Company’s the recruitment email With this way, communication between the Company and any applicants will be easier and saver It also saves time for the resume receiver and makes data copy and process easier Recruitment-incharge-of staff may make a list of applicants quickly by copying data lines which need to summarize in stead of typing Also, the automatic email shows the Company’s pro in recruitment by advanced technology method Indeed, technology not only saves time in Yamaha recruitment, but also brings effectiveness in attracting attention of brilliant candidates and making them submit their record From expense analysis mentioned above, newspaper and magazine-by-recruitment is not clearly effective Solution for this problem is to stop recruit through advertisements in newspapers and magazines because the source of information is ineffective, and unnecessary to continuously keep it Information channels through internet & internal information channel is essential to uphold because of its economy and efficiency -Preparing bank of tests: In organization of recruitment, although there are hundreds of recruitment positions, Yamaha has not designed professional exam questions which show competencies of recruiter Completing a exam question bank is required to carry out so that the recruiter can be more positive in its own recruitment -Training skills and preparing knowledge for recruitment supporters: are the objective that Yamaha should achieve A recruitment supporters are the representatives of the Company, and the face of the Company when he/she contacts candidates A recruitment performer shows his/her knowledge, culture and qualification in interviews in order to create success in the Company recruitment - Improving welcome procedures: Not only recruitment, induction is required to carry out sufficiently, even if he/she contact new staff before hand over to appropriate divisions Only when new staffs have sufficient knowledge, recruitment is considered ~ 76 ~ to complete Orientation for new staffs is essential, it is basis to have good behavior at the job - Outsourcing recruitment services if needed: this will be considered for high level management recruitment or difficult-to-recruit positions It may provide us an appropriate assurance that this will be an actually professional recruitment system We can learn some from them during their operation, we can have a various choices from their resume bank they are owning and we can get their support if head-hunting needed 3.3.4 Effective assessment: The next objective of human resource administration is effectiveness of assessment Objective of assessment is to support, encourage and stimulate staffs to complete his/her tasks better, and identify and develop his/her potential competences Although assessment is extremely important, to achieve that significant objectives, Yamaha needs to implement the following solutions:: -Reviewing regularly job description: this job should be done regularly for adjustment It should not be ignore Because it is the foundation for managerial levels to assess the tasks which the staff takes on, whether the tasks are done well or not, whether the tasks meet with the standards or not, whether the tasks done are satisfied with the requirements or not, job description, from time to time, will be changed and adjusted in accordance with actuality and the current demand Therefore, job description is play an important role in providing fair and accurate assessment -Setting up a new process of assessment with feedback: Yamaha’s the current assessment cycle is one way assessment method By accident, this self-loses its true meaning At Yamaha, all staffs self-assess by filling information in forms and submit them to Division Head But all staffs not receive any response from the division management such as the management’s assessments to each individual, which improvement or effort he acknowledges and which achievement of staff should be rewarded Therefore, they not know what their deficiency is, where? How? And ~ 77 ~ how they can effort to overcome those deficiencies Yamaha is required to change its own assessment cycle by response assessment - Training assessment skills: Besides of unsuited process of assessment, even the skills of assessment should be improved How to assess for fairness, avoiding the average & the shortage of motivation… should be reminded to every managers for improvement This will be a short meeting with concrete guides or some notices sent to all managers before the assessment period Those are like the ways to train evaluation skills for the managers - Giving obvious objectives or standards of the jobs: Unclear objectives cause assessment difficult More clear objectives are, more fair results of assessments are More clear objectives are, more easier assessments is implemented Clear objectives will also make staffs feel comfortable when they receive results of assessment For this reason, results of assessment have positive impacts and are meaningful - Applying the new methods of assessment: Yamaha can apply one or all of the following ways: the independent assessment party which we expect for an objective evaluation, 3600 assessment system for full & multi-direction comments; or balanced scorecard method also Nowadays, the balanced scorecard has become an effective one However, in Yamaha, this method has not been applied This method should be used early so that all staffs have orientation and feel self-confident in their job To so, it is required to held a conference, offer appropriate and united quantitative objectives from the top of management to all heads of divisions through the company, and then, assessment will be really effective 3.3.5 Close industrial relations: The next objective of Yamaha is to establish a closed employment relationship The closed employment relationship mentioned in this document is relationship between workers and the company management, and representative of workers is trade union organization … ~ 78 ~ - Continue maintaining a good relations between Trade Union & the management: In Yamaha, relationship between Trade Union organization and leader of the company has gained some achievements Leader of the Company highly appreciates contributions of Trade Union organization in the company This is an advantage of Trade Union when negotiating, this relation should be continuously cultivated -Supporting to enhance the role of Trade Union: Trade Union organization needs to participate actively in various activities to connect workers and staffs with the company, and then, Trade Union organization will be actually paid attention in conferences of the management of the company Besides, role of Trade Union organization is still unclear in meetings for purposes of salaries and new policies Generally, the management will determine without opinions from Trade Union organization Difficulties are arisen in application of new policies Role and opinions of Trade Union organization in meetings for purpose of establishing new policies will support the management in identifying matters earlier, to have comprehensive assessment before matters identified in point of view of performer of that policy Employment relationship in the company closely connected will assist to communicate policies of the company faster, and then, two parties will achieve a result of win – win in negotiations quickly In additions, closed connection not only assists to negotiate interests of workers and staffs effectively but also to prevent the company from unnecessary obstacles, not well consequences of strikes, resignation and so on 3.3.6 Smooth communication: - Developing & maintaining orientation & induction procedures: For the target of smooth communication, the first thing Yamaha should is continuing developing and maintaining orientation for new staff These are useful for not only newcomers but also the business The procedure that Yamaha is performing at present is: introducing history of the company, business cultures, remarks in behaviors and relations….These will be important orientations like its name that help ~ 79 ~ new staff understand more, grasping more and have a general view of the company which they are going to start their new career It is brought in great pride of the company, the family that they have been just admitted as a new member, understand this culture and behave following such a common way…Those forms of transmitting information gently are one of way that Yamaha should continue choosing and develop - Issuing necessary HR publications: The next solution that Yamaha should complete early is to issue the handbook This staff note includes necessary guides of administrative formalities of company: how to travel on business, how expenses for the trip, how are leaves, sick leaves that require what documents they have to hand in and complete, where forms are, to whom, … This is necessary information, the staff always bring it with them as their own handbook which they can look up anything they want This helps both so company and labour don’t have to spend time on papers several times for unclear mistakes that other companies usually face Besides handbooks, other necessary publications should be also published early: Code of Ethics and Labour Rules There were labour breaks before only for the company hadn’t clear rules So, the company have spent a lot of time to consider events happened and other companies’ regulations so that Yamaha’s has completed content, including all rules of all aspects, only that can Yamaha avoid unexpected breaks What about content of the Ethics? With desire of staff of company have quality and good morality that why it is necessary to complete this book of Ethics Also the way to convey our staff: what they should and how they should behave to be possible for moral standards of all fields and situations The way of transmitting information to staff through publications is an effective one that Yamaha should apply -Policies control & management: ~ 80 ~ About other company policies, they are secret information, if they are published, is it possible? Yamaha shouldn’t print generally their policies, they should be informed concretely to apartments but not printing into full series Apart from human resources and leaders store and save other staff can inform human apartment according to guides in their handbook, forms accessing links into data area to download, if anyone need to look up more they can go to Human apartment to look for directly It must ensure that everyone can reference easily policies systematically Also, it should develop a hotline for administrative formalities if staff ask for help or in any trouble All of these ensure staff to get anything they want but still keep it secret if necessary Policies related to Law should also update exactly and quickly So what should we do? In order to avoid mistakes, a procedure of updating changes or setting up new should be established To ensure that all changes will be applied exactly both of content and time -Maintaining the information-receiving system: The next thing is keeping system of admitting complaints, feedbacks from staff in company The way company performing is completely possible and it should be maintained well: there are many forms for people to send information Such as calling leaders directly, post mail or email or even letter of Suggestion Box which only Deputy General Director has the key to open Those ways are convenient for workers when they want to complain or provide any sensitive information, it is always secret and to right receiver Receiving information is a solution for smooth communication, processing information will be the second solution The more quickly the information is processed, the best it is The aim is how to shorten time as much as possible from receiving to solving up that information Only that staff have belief on and have confidence in the management about sensitive information Continuing maintaining and developing many forms of conveying information in business, such as website, email and intranet, publications, internal communication ~ 81 ~ sheets…Such many forms will help business receive and transmit information quickly and on schedule Above are targets and solutions which are provided to gain those aims However, those solutions brings in effects or not depending on mainly controlling and assessing regularly and if necessary, it may be bring out adjustments to be possible 3.4 Implementation & evaluation of actions: The followings are some forms of evaluating/assessing suggested to apply for HRM strategy: 3.4.1 Survey: The result of survey which collect staffs’ ideas is often used commonly in evaluating Human Resource Management Strategy Firstly, the survey table includes questions related to problems of strategy which is being performed in company: about system of share information, working condition, training and employment…The result is in comparison with previous one, although effect is higher or lower, it must be considered reasons and causes of the problem in order to have possible solutions for the next steps: Maintaining, adjusting or applying and looking for solutions to replacing The next, the result of survey must be analysed deeply and carefully If the solution is applied during a long time, this problem must be done for every concrete stage in order to en sure that new programs or policies are brought out to aim quickly to improve and ensure the competitive strategy at first is the most effective The form of survey may be on paper or email or even website to access and fill in On the survey sheet, we can suggest for ideas to assess about the importance of strategy which we are applying beside that we ask for ideas about the effects of that strategy Attached following is a sample HR strategy Survey that is downloaded from the website www.opm.gov, the group hope it is a format that we can readjust so that it ~ 82 ~ is possible with each strategy, each sample of business in fact, we can apply and redo so that we can apply effectively depending on each concrete condition Apart from this, is there other way to assess effects of the strategy? The answer is yes We can use other measures to assess 3.4.2 Analyse Report data by indicators: All figures are certain meanings, if we can analyze and assess exactly Each solution needs a mode of measure, we can provide some modes of measures and then the company can choose which form is the most possible for the strategy in factual situation of company (Table 3.2) As above table, we can assess strategy through results of feedback by figures For example, a strategy of employment applied, expense total of employment in ~ 83 ~ comparison with the previous one, each position, how much company saved? Or how long for choosing 100 files shortened in comparison with previous… In order to assess strategy Effective retaining, we can assess the effect of turnover percentage In comparison between before and after the strategy, we can find uses and effects of their solutions to keep staff stay Or others, we can consider this through quantity of staff enjoying with company’s regulations and policies Similarly, when we assess the effect of training, how many the staff take part in training, how positive their feedback is The effect of the training is realized immediately because it expresses concretely and clearly through reports at meetings All figures can speak and we shall exploit them to have effective information when we assess our strategies To sum up all measures of human strategies that the group bring out for YMVN to apply and assess the strategies CONCLUSION ~ 84 ~ The business environment with a lot of changes has been putting pressure on enterprises, asking them for their own business strategies Consequently, functional strategies have been set up for maximal support Business strategies should take the centre stage in order to further enhance the competitiveness of the enterprise that is constituted by all the resources being owned by it The group together with enterprise leaders examined the issue seriously and then developed a functional strategy for the company’s human resources in order to meet personnel requirements in the new context It can be affirmed that with such a right strategy and the consensus from senior managers to all the staff and employees of the company, the group feels confident that YMVN will achieve successes in its personnel strategies, effectively use the human resources, and maximally satisfy the demand derived from its mission Due to time limitation as well as the capacity of each group member, either the report may not thoroughly deal with all the personnel issues or our strategic solutions may not be sufficient and really appropriate So, we are looking forward to your comments and corrections Thank you ~ 85 ~ APPENDIX List of Lecturers who help our Group complete this Report: 1/ Ass Prof Dr Vu Hoang Ngan – Lecturer in Economics and Human resource Development Faculty of National Economy University 2/ Mr Asano Masaki – General Director of YMVN 3/ Mr Trinh Van Cuong – 1st Deputy General Director of YMVN 4/ Mr Tang Kin Hoong – 2nd Deputy General Director of YMVN 5/ Mrs Nguyen Thi Huyen Chi – HR General Manager - Ford Vietnam Limited 6/ Mr Nguyen Van Lam – Former HR Manager of Panasonic Electronic Vietnam 7/ Mrs Dinh Nhu Quyen – HR Manager of Toyota Vietnam Company Ltd ~ 86 ~ REFERENCES Vietnamese source: Tran Kim Dung (2005), Human Resource Manager, Statistics publisher Doan Gia Dung, Discussion about integrate strategy of Human Resource and strategy of Company , Economic University – Da Nang University Le The Gioi , Nguyen Thanh Liem, Tran Huu Hai (2009), Strategy Management, Statistics publisher Group to work (2007), For strong development of Motor industry in Vietnam, Publishers of social labor Nguyen Huu Than (2007), Management Personnel, Publishers of social labor English source: Brian E Becker and Mark A Huselid (1999), Overview: Strategic Human resource Management in five leading firms, John Wiley & Sons Inc David G Allan (2008), Retaining talent, Society for Human Resource Management Foundation Elaine D Pulakos (2005), Selection Assessement Methods, Society for Human Resource Management Foundation Elaine D Pulakos (2004), Performance Management, Society for Human Resource Management Foundation 10 Erik Brandt & Patrick Kull (2007), Talent Management, Master thesis in Business Administration, Internationella Handelshogskolan 11 Gregory John Lee (uamp.wits.ac.za/sebs/ /2007/03 reading_2_hrm_strategy.doc), Reading 2: Strategy and HRM ~ 87 ~ 12 Madita Feldberger (2008), Modern Human Capital Management Master thesis, School of Management Blekinge Institute of Technology 13 Lee Dyer & Richard A Shafer (1998), From Human Resource Strategy to Organizational Effectiveness: Lessons from Research on Organizational Agility, Cornell University ILR School 14 John Bratton & Jeffrey Gold 3rd edition (2003), Human resource management: theory & practice, Chapter II P.37-P.71 15 Raymond A Noe (2009), Learning system design, Society for Human Resource Management Foundation 16 Robert L Heneman (2007) Implementing Total Rewards Strategy, Society for Human Resource management Foundation 17 Patrick M Wright (2008), Human Resource Strategy, Society for Human Resource Management Foundation 18 Zorlu Senyucel (2009), Managing the Human Resource in the 21st Century, download at www.bookboon.com 19 Salary Survey 2008 – Navigos Group 20 Websites: - http://www.workinfo.com - http://www.mpi.gov.vn - http://www.provenmodels.com - http://www.marketingteacher.com - http://tutor2u.net - http://www.accel-team.com - http://www.BookBoon.com - http://www.opm.gov ~ 88 ~ [...]... FOR YAMAHA MOTOR VIETNAM Co., Ltd 2.1 General about Yamaha Motor Vietnam Co., Ltd (YMVN) 2.1.1 Establishment and Development history of YMVN Yamaha Motor Company Limited (YMC) of Japan set its official representative office in Vietnam in Ho Chi Minh City since 1993 and in Hanoi since 1995 The both representative offices of YMC in Vietnam have step by step study the demand and ~ 31 ~ ability of Vietnam... produce, assemble and consume motors with Yamaha brand; supply motor parts, spare parts and motor maintenance, repair services Company name: Yamaha Motor Vietnam Co., Ltd (YMVN) Head office and Factory: Trung Gia commune, Soc Son district, Hanoi Branch in Hanoi: 67 Ngo Thi Nham, Hai Ba Trung, Hanoi Branch in Ho Chi Minh city: 38 Truong Quoc Dung, District 10, Ho Chi Minh city With 9 other branches in... and assembling into complete motors, and to the final step of strict quality control, a Yamaha motor is accepted for ex-work 2.1.3 Production &Business results: The lines of high quality and good-looking motors have been being in the mind of thousands of consumers throughout the country of Vietnam At the moment, the Company is producing the following kinds of motor: - Moped motors including such models... engines But at the moment, in the first years, the major field of investment of the company is: produce and deal in products of motorbike with Yamaha brand: import and produce domestically motor parts, assemble high quality motors in Vietnam, meeting the demand of the domestic motor market 2.1.2 Organization structure: ~ 33 ~ Figure 2.2: Organization chart of YMVN Source: Organization chart of YMVN (updated... accounting for 24% Before having license, the Joint Venture parties have researched the market in Vietnam carefully In 1994, Yamaha Showroom – Vinafor in HCMC has opened, setting the landmark of start of Yamaha in the Southern region Then, Yamaha Showroom – Vinafor in Hanoi and Yamaha Showroom – Vinafor in Da Nang city were opened in 1995 In January 1998, YMVN (YMVN) has been granted with Business License No... diverse a particular society is and the impact of diversity management, government action such as legislation) etc… The internal environmental analysis involves an audit of all internal policies and procedures In so doing, the quality and quantity of resources available are assessed There are hundreds of resources looked at in the corporate strategy, including: • skills and ability levels of the workforce... Chi Minh city: 38 Truong Quoc Dung, District 10, Ho Chi Minh city With 9 other branches in cities and provinces throughout the country Website: www .yamaha- motor.com.vn + Some major events of the Company: ~ 32 ~ Since the establishment, Yamaha Motor Vietnam has continuously developed and expanded its operation and achieved many successes That is shown through the following events (Figure 2.1): Figure... using products with Yamaha brand in the whole country • Finance – Accounting Department: directly managed by the Company Vice Director General, advice on finance for the Director General, communicate with other departments on accounting, finance, wage ~ 35 ~ Besides, there are Committees taking charge of other important issues, such as: Environment Committee, Quality Committee, Safety Committee, and... requiring companies to undertake a certain level of affirmative action This is an external event, possibly involving aspects both of opportunity and threat As regards the internal capability for compliance, one organization may find it easy to comply Their ability to comply (perhaps they already have a multicultural workforce, which is in this case a strength) nullifies any threat from the legislation... really values quality and service we not only have to retrain staff, we must also review the organization, reward, appraisal and communications systems The pay and reward system is a classic problem in this area Frequently organizations have payment systems which are designed around the volume of output produced If ~ 25 ~ we then seek to develop a company which emphasizes the product's quality we must change