Role of internal communication in responding to people’s complaints at the office of people’s council and people’s committee of district 8th, HCMC

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business NGUYỄN HOÀNG CẨM TÚ ROLE OF INTERNAL COMMUNICATION IN RESPONDING TO PEOPLE’S COMPLAINTS AT THE OFFICE OF PEOPLE’S COUNCIL AND PEOPLE’S COMMITTEE OF DISTRICT 8TH, HCMC MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2018 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business NGUYỄN HOÀNG CẨM TÚ ROLE OF INTERNAL COMMUNICATION IN RESPONDING TO PEOPLE COMPLAINTS AT THE OFFICE OF PEOPLE’S COUNCIL AND PEOPLE’S COMMITTEE OF DISTRICT 8TH, HCMC MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: PROF TRAN HA MINH QUAN Ho Chi Minh City – Year 2018 CONTENTS CHAPTER 1: PROBLEM IDENTIFICATION 1.1 Introduction about the Office: …………………………………………… 1.1.1 About the Office of People’s Council and People’s Committee of district th , HCMC:…………………………………………………………………… 1.1.2 About human resource and structure of the Office:……………………6 1.1.3 About the receiving and responding of people’s complaints in the Office:………………………………………………………………………………… 1.2 Problem identification:…………………………………………………… 1.2.1 Evaluation satisfaction level of people in HCMC:…………………… 1.2.2 Symptom of Organization:……………………………………………10 1.2.2.1 Duplicated messages/phones:…………………………………… 11 1.2.2.2 Negative feedbacks:………………………………………………12 1.2.3 The initial problem:………………………………………………… 13 1.2.3.1 Responding time is not on the appointment time :……………… 14 1.2.3.2 Responding results are not completed when meeting deadlines: 16 1.2.3.3 Responding results have not been unity among channels:……… 20 1.2.4 Core problem:……………………………………………………… 23 1.2.4.1 Barriers of problems:…………………………………………… 23 1.2.4.2 The core problem:……………………………………………… 25 CHAPTER 2: PROBLEM JUSTIFICATION 2.1 The existence of problem:……………………………………………… 31 2.2 The importance of problem:…………………………………………… 32 2.2.1 Lack of motivation and commitment of employees:………………… 32 2.2.2 Low job satisfaction:………………………………………………….33 2.2.3 Low job performance: ………………………………………………34 2.2.4 Work pressure: ……………………………………………………….35 2.3 Cause validation:……………………………… ……………………… 36 2.3.1 Main causes of problem: ……………………………………………36 2.3.1.1 Lack of mutual information and knowledge cooperation: …………37 2.3.1.2 Lack of providing information for needs of employees: ………… 37 2.3.2 Links between core problem and two main causes; and evaluation….40 CHAPTER 3: DESIGN SOLUTION 3.1 Suggest solutions:……………………………………………………… 41 3.1.1 Set up common link information systems: …………………………41 3.1.2 Assign work, divide benefit equally and effectively: ………………41 3.1.3 Merge current three (3) groups into a new teamwork: ……………….42 3.2 Solution evaluation: ………………………………………………………44 3.3 Action plan: ………………………………………………………………45 CHAPTER 4: SUPPORTING INFORMATION: 4.1 Problem identification – Symptom of organization: ……………………47 4.2 Initial problem: … ………………………………………………………50 4.3 Barriers of problem:…………………………………………………… 56 4.4 The existence of problem: ……………………………………………… 57 4.5 The importance of the problem:………………………………………… 58 REFERENCES ……………………………………………………………62 LIST OF TABLE Table 1: evaluate level of solving people’s problem:………………………… Table 2: The statistic duplicated and negative feedback messages/phones:… 10 Table 3: The rate of duplicated messages/phones for years:……………… 12 Table 4: The rate of negative feedbacks for years:………………………….13 Table 5: Activities of communication:……………………………………… 27 Table 6: Main objectives of internal communication: ……………………… 28 Table 7: Teamwork quality construct:……………………………………… 42 LIST OF FIGURE Figure 1: The initial cause – effect map:…………………………………… 30 Figure 2: The cause – effect map:…………………………………………… 39 EXECUTIVE SUMMARY The receiving and responding to people’s complaints at the Office has been existed some problems due to affect product’s quality negatively and views of people towards the state This research finds out some problems which are related to internal communication among departments of Office of People’s Council and People’s th Committee of district , Ho Chi Minh city Based on data from in depth interview and survey questionnaires for five (5) respondents including that are two (2) staffs and three (3) managers of the Office who work about receiving and responding to people’s complaints as expertise and concurrent tasks, this research finds out two (2) main causes as: lack of mutual information and knowledge cooperation; lack of providing information for needs of employees From that, the writer suggests solutions, action plan to relate around internal communication at Office to improve current existences and enhance positive views of people towards the local state CHAPTER I: PROBLEM IDENTIFICATION 1.1 Introduction about the Office of People’s Council and People’s Committee of district th 1.1.1 About the Office of People’s Council and People’s Committee of district th th People’s Committee of district is organized and operated on the principle of democratic centralism and has responsibility to implement the Constitution, the laws, the written decisions of the higher level State and resolutions of People’ Council of th district , promotes the right of mastery of the people, strengthen of social legislation, prevent and fight against bureaucratism, irresponsibility, arrogance, authoritarianism, corruption, wastefulness and other negative manifestations at the offices, among State employees and within the local administrative apparatus It is located number 4, Duong th th Quang Dong street, ward , district , Ho Chi Minh City, with twelve (12) committee divisions, sixteen (16) People’s Committee of wards and eighteen (18) departments without the schools and traditional markets to support it to implement management state of the local state th The Office of People’s Council and People’s Committee of District is also located the same above address, and one of twelve (12) committee divisions to assist the top of managers of People’s Council and People’s Committee about all steering, operating activities of Council, Committee and Chairman of Committee; ensures facilities, tangible equipment to serve council and committee’s working, including that the receiving and checking resolution the complaints, problems of local people 1.1.2 About human resource and structure of Office: Human resource: there are sixty - six (66) people, such as forty - five (45) civil servants who are paid annual salary form government salary fund including that have five (5) top of mangers of People’s Committee, a manager of People’s Council and four (4) mangers of Office (a Chief, deputies of chief); and twenty-one (21) employees who are not officials and their incomes are paid from operating fund of Office Chief of Office manages general activities and assigns official people at departments Deputies of Chief manages some specific sectors and general of some of seven departments of Office depending on assignment of Chief Structure of Office: there are seven (7) departments, such as: Citizen reception department Receiving documents and returning results department Synthesis and planning department Accounting department Security department Clerical and storage department Information technology department 1.1.3 About the receiving and responding of citizen’s complaints in the Office: Receiving channels and execution time: People’s Committee of District th has main four (4) direct or indirect channels to receive and respond complaints, problem of citizen and execution time as: - Receiving letters directly in Citizen reception department Execution time is maximum thirty (30) days and 45 days for complex case that is classify when just receiving them - Receiving complaints or problem from hotline of People’s Committee of th District (19007208) Execution time is maximum ten (10) days and 20 days for complex case that is classify when just receiving them - Receiving citizen complaints or problem from People’s Committee of HCMC as hotline 0888 247 247 or mail address: duongdaynong@tphcm.gov.vn Execution time is maximum ten (10) days and 20 days for complex case that is classify when just receiving them - Receiving people’s complaints directly from meeting of People’s Council once every half of year and meeting of Fatherland Front Committee once every quarter of year Execution time is maximum thirty (30) days and 45 days for complex case that is classify when just receiving them Handling units: The receiving and tracking, urging the other agencies to solve th complaints, problem of citizen in district is main responsibility of Office and this is assigned to three (3) committee departments of Office to such as: The Citizen reception department receives and tracks complaints, problem from letters of people directly The Synthesis and planning department receives and tracks complaints, problem of people though focusing meeting of People’s Council and Fatherland Front Committee Information technology department receives and tracks complaints, problem of th people from hotline of District , hotline of HCMC Handling process: each channel has been separated implement process, however, it has quite similarly functions as: Receive, select complaints Firstly, departments of office will receive people’s complaints though four channels; then, supporting managers steer specific committee divisions to solve; the next step is to urge and receive responding information from committee divisions; and the last step will answer results to citizens Each step has a specific execution time which bases on complex level of information Handling human resource: there are eight (8) employees to to this task, as: Manager: Chief manages the citizen reception department; a deputy chief manages the synthesis and planning department; other deputy chief manages the information technology department Staffs: five (5) staffs as: three (3) staffs are in the citizen reception department, a staff is in the synthesis and planning department who are civil servants of office, and a staff is in the information technology department who contracts annual, is not civil servant 1.2 Problem identification 1.2.1 Evaluation satisfaction level of people in HCMC: In now, the state of HCMC focuses on reforming public administration’s activities to serve effectively rather than steering It uses PAPI index (Vietnam Governance and Public Administration Performance Index) which shows level of people satisfaction with governance and public administration performance to know and give some more effective ways to improve its activities better to meet people demands It shows five kinds of index as Participation at Local Levels, Transparency, Vertical Accountability, Control of Corruption, Public Administrative Procedures, Public Service Delivery (1), include to have indexes related to evaluate level of solving people’s problem as: Participation at Local Levels, Transparency and Vertical Accountability Participation at Local Levels index measures people’s understanding of their participation rights, opportunities and the quality of village head elections, and the extent to which citizens participate in and voluntarily contribute to local infrastructure projects Transparency index measures people’ “rights to know” about state policies that affect their everyday life and livelihoods Vertical Accountability based on three subdimensions: the frequency and effectiveness of citizen interactions with local authorities, the proactiveness of local governments in responses to citizen proposals or complaints, and the coverage and effectiveness of People’s Inspection Boards Compare between HCMC and big cities in VN No Table 1: Evaluate level of solving people’s problem (1) (source: PAPI 2016 – www.papi.org.vn) This table shows that Ho Chi Minh City is biggest city in Vietnam, but has all three (3) indexes quite low if comparing with others three (3) big other cities as Ha - Mrs Tram Anh: This task is one of some my concurrent works I have sometimes been work overload because of covering many tasks (both expertise and concurrent tasks) in the same period of time; moreover, execution time for this task is time-limited that is too short to solve Sometimes, I can not have enough time to work, have to accept to lack of concentrating in concurrent jobs, even ignore reminder to committee divisions when meeting deadlines Beside that the waiting responses of higher level states for complaints which solving responsibility is beyond local jurisdiction When meeting deadlines, I can not answer to people if I have not received any responses by higher level states Can you give me more reasons which the office has still answered to people on time but the results not complete and need to more time to solve? - Mr Kha: The office still tries to respond results, information to people on time, including that average over 30% in total complaints is complex complaints what are implementing and need more time to solve, so, we try to answer latest information (but no final results) to people on time and will continue to answer for next time For me, there are main reasons lead to that: Regular execution time is too short to solve as I just gave above We need to have more time than 20 – 45 days as regular time for complex cases Average rate for this situation takes about 30% in duplicated and negative feedbacks The waiting for answers to resolve complaints by department of HCMC, th People’s Committee of HCMC that are beyond responsibility of district The office will try to respond to people about latest information on time when receiving responses to people by them and will continue to send next information in the next time Average rate for this situation takes about 30% in duplicated and negative feedbacks Additional, I recognize that some my employees must work professionally and concurrently lead to decrease working motivation because they must work more tasks than others but no gain any bonus, benefits However, operation cost of Office has been clearly specified in terms of expenditures as regulated Last but not least, there are staffs who work this task as professional work not to meet job requirements effectively as I would expect 52 - Mr Trong: The execution time is as receiving, solving and responding to people about complaints, problem to be maximum from twenty (20) days to forty-five (45) days (depending on each channel) is too short to finish on time Depending on urgency, priority of complaints, they will are solve before Average rate for this situation takes about 30% in duplicated and negative feedbacks Beside that the office must wait responses of department of HCMC, People’s Committee of HCMC to resolve complaints that are beyond jurisdiction of district th and will try to answer people for latest information on time when receiving responses to people by higher level states and still continued to send next information to people in the next time Average rate for this situation also takes about 30% in duplicated and negative feedbacks Additional, staffs of departments urban and repairing infrastructure factor have been under pressure because of working overload; over 70% people’s complaints was in this field, it has made more burden to them who must work this task concurrently; depending on urgency, priority of complaints, it will solve before, others would need more time to solve Besides, even my staff and I often have the same feelings; we sometimes accept not to complete or delayed deadline because of not being able to covering all tasks in the same periods of time, and used to be complaints about that by top managers; therefore, sometimes, I feel lack of work motivation and accept ignorance in concurrent job - Mr Tam: The execution time of total complaints which is in hotline of local and HCMC channels to be too short, the committee divisions need more time to solve Staffs of committee divisions are still required to complete professional work on urban development, so, depending on urgency, priority of complaints would be given priority To wait responses of department of HCMC, People’s Committee of HCMC to th resolve complaints that are beyond jurisdiction of district and will try to answer people for latest information on time Beside that I have been under working overload too much to urge, check work results of committee divisions before meeting deadlines lead to not complete or delay deadlines Sometimes, I neglect this task in order to focus on my main responsibilities 53 - Mrs Tram Anh: The execution time for some complex complaints which often takes about a haft of total complaints which are in channel of People’s Council and Fatherland Front Committee to be too short, the committee divisions need more time to solve We are still required to complete professional work on urban development, so, depending on urgency, priority of complaints would be given priority Beside that waiting responses of department of HCMC, People’s Committee of th HCMC to resolve complaints that are beyond jurisdiction of district and will try to answer people for latest information on time Moreover, when meeting the same deadlines for some tasks, I used to have overload for work because I am under pressure to covering professional works and concurrent tasks better; I, sometimes, accept not to complete or delay deadlines and even accept complaints from managers of office and top managers by that Additional, the office has not had any benefits, bonus for my concurrent tasks and I have felt lost motivation to work better - Mr Tu: The execution time is too short for complex complaints to solve by staffs of committee divisions who always require more time to because they must complete professional work and depending on urgency, priority, complaints would be given priority To wait responses of department of HCMC, People’s Committee of HCMC to resolve complaints are beyond jurisdiction of district th and will try to answer people for latest information on time How about responding results are not unity among channels? - Mr Kha: Responding results are not unity among channels is weakness in this task, for example, this channel has just completed the answer for people’s petition clearly, but others are duplicated messages need to settling time more, or even give a bit different contents, specific different schedule time of repairing infrastructure, urban field Main reasons make to this issue are: All four channels have quite similar functions from receiving complaints, transferring to committee divisions, solving, and responding to people, but they have specific, separate operation procedures, and work operate completely independently, 54 not link, communicate information, knowledge, responding results together Sometimes, product’s results are uneven, different However, I am too busy to think how to overcome this drawback Another reason as discussed before, no gaining benefits or bonuses for concurrent tasks leads to decrease working motivation of my staffs because operation cost of Office has been clearly specified in terms of expenditures as regulated Moreover, some my staffs have adapted job requirements effectively as I would expect, specific, three fifth (3/5) the expertise employees work ineffectively, inflexibility in solving ways and collect working knowledge, understanding passively; two (2) deputies of Chief, a staffs who work concurrently have not focused on solving complaints deeply, sometimes complete later than deadline Working skills of employees have not had consistent among staffs together, in some situations, they support top managers to steer to be wrong functions and tasks of committee divisions lead to waste working time to again or get dissatisfactory results, extend time to answer residents - Mr Trong: There are channels, but being divided to departments to However, in term of function, they are similarly, but operating independently, not linking information I can not find out effective ways to connect, share information among them together Beside that some committee divisions sometimes transfer contents solved non-uniformity to the Office because they have not been uniformly assigned, civil servants also work concurrently This leads to uniform among channels and the non-uniform qualities to make dissatisfaction of people Moreover, I sometimes accept not to complete or delay deadline because of work overload, not being able to covering all tasks in the same periods of time, used to be complained and appreciated as low job performing by top managers From that, sometimes, I feel lack of work motivation and accept ignorance in my concurrent job - Mr Tam: Responding results are not unity among channels has existed in this task There is no link information among channels although they have similar functions, so, I can not apply responding results before being done for duplicated complaints in order to review responding contents, and reduce the number of complaints being tracked Beside that, I recognize my staff works inflexibility, not 55 take initiative In some cases, I don’t also have enough time to complete all, and accept to ignore some tasks to complete works that are more priority Additional, some committee divisions sometimes transfer contents solved non-uniformity lead to reflect no content consistency with other channels reflected before Moreover, with the same idea of Mr Trong, I sometimes accept not to complete or delayed deadline, even ignore this task in order to focus on main responsibility because of work overload, not being able to covering all tasks in the same periods of time, used to be complaints and appreciated as low job performing by top managers and feel lack of work motivation - Mr Tu: the sharing information among departments has not mentioned in any regular papers, steers of Office’s managers, and there are no linking tools, so, it is hardly to share information to others Therefore, sometimes, I recognize that there are still responding results are not unity among channels - Mrs Tram Anh: I used to hear my mangers’ complaints about the unity in responding results of channels However, review responding results of channels is difficult in order to remove duplicated complaints before, reduce the number of complaints being tracked because it is not mentioned in any regular papers, steers of Office’s managers and there are not any linking tools, systems Moreover, because I must cover many tasks, even sometimes, I have felt overload for work, I can not enough time to all and it impact negatively to get job performance of my expertise work Additional, getting more concurrent task don’t make me to rise income and I have felt be sad because the benefit is unfair among staffs, specific, employees of citizen reception department who are expertise officials for this task have been supported some benefits (fund from People’s Committee of HCMC), but others (like me) are not to cause less motivation to work actively and make instability in the work 4.3 Barriers of problem: Do you can recruit more labor to reduce overload for some employees and transfer work to others committee divisions or wards? Mr Kha: The recruitment personnel carried out by the Department of Home th Affairs of Ho Chi Minh City and district though some exams which are operated by Department of Home Affairs of Ho Chi Minh City, the Office does not select personnel actively with professional criteria It is hard to join the recruitment, rotation 56 and training civil servants in the local state In some of professional criteria, I can not apply in order to recruit is not done and additional, the training courses was always short time which are operated a few days Beside that, the office has been facing to reduce labor year by year because of following Decree number 108/2014/ND-CP dated 20th November, 2014 of the government Regulation on personnel reduction is applied from 2015 to 2021, so, recruiting more labor is hardly to proactively Additional, I know some employees have worked more tasks than others but they are not gained benefits because the office’s expenditure has been regulated and the solving resident’s complaints (eliminated channel Receiving letters directly of Citizen reception department) are not regulated any bonuses, benefits Beside that the reducing labor force for several years (regulated in Decree number 108/2014/ND-CP dated 20th November, 2014 of the Government Regulation on personnel reduction is applied from 2015 to 2021), and take extra tasks to help elderly labors or labors who have not meet job requirements as manager’s expectations for some tasks are reasons to increase more tasks for some employees without benefits, bonus Mr Trong: I used to propose to recruit more personnel to decrease working overload for my staff’s work, but it is not accepted because of this regulatory barrier in Decree number 108/2014/ND-CP dated 20th November, 2014 of the Government Regulation on personnel reduction is applied from 2015 to 2021 4.4 The existence of problem: How long has lack of linking, sharing information among channels existed in the office? Mr Kha: When setting up each channels, the linking, sharing information among channels have not established Survey questionnaire: The writer makes a suggestion about considering level of attention of this task when comparing to other areas from (5) point scale as is strongly agreement to is strongly disagreement for respondents Its result is average point was approximately 3.75 57 Survey questionnaire has questions about the sharing, tracking, link information, knowledge, tasks among channels for all respondents, as: No Item The office use common link communication systems among departments of office The office has regulation in any papers, steers about sharing information between channels The sharing information impacts to your job performance The sharing information does influence to cooperation among departments The sharing information does influence to product’s quality 4.5 The importance of the problem: The writer does survey questionnaires has 13 questions which are related to motivation and commitment of employees for all respondents, as: No Items I understand the goals of organization 58 I understand how my job contributes to the organizational goals I can see a link between my work and the company’s goals My team help me how to complete my work I have the appropriate amount of information to make correct decisions about my work I am willing to put in a great deal of extra effort to help this organization be successful When something unexpected comes up in my work, I was helped enthusiastically I am extremely glad that I chose to work here rather than one of the other jobs I was considering at the time I joined I think this is a good place to work 59 10 I work in a well managed organization 11 I would accept any type of job assignment in order to keep working for this organization 12 Changing my career would be difficult for me to now 13 I would leave my profession if I could How you feel about the receiving and solving people’s complaints that you support? Mr Kha: Honestly, I have not satisfied about job performance of my employees, my deputies and even me, because results of working not catch my expectation Mrs Tram Anh: the sharing information and cooperation among departments have not been interested in order to change working procedure to reduce amount of workload, and there are not any bonus for concurrent jobs, even the benefit was unfair among employees, specific employees of citizen reception department who are expertise officials have been supported some benefits, but others are not, although nature of works was similar, even these are concurrent tasks to cause less satisfaction to work actively and make instability in the work Mr Trong: For this task, I honestly have not satisfied about job performance of my team, including to have my staff and I Mr Tam: I really have not satisfied about job performance of staff and even I How you consider about work results of your team in this task? Mr Kha: Two thirds (2/3) numbers of staffs of Citizen reception department and a staff of Information technology department work ineffectively, inflexibility in solving ways and collect working knowledge, understanding passively and make more burden to others in department 60 Mrs Tram Anh: Sometimes, I can not complete all tasks both main responsibilities and concurrent work as expected to lead to delay some deadlines Beside that, I used to support top manager to be wrong functions of committee functions due to must cover many tasks and don’t have enough time to research, learn more in my work Mr Tam: Actually, I have not still appreciated my staff because she only th contacts, receives people’s complaints though hotline of district , and does not work more in some steps because she always supports top manager to be wrong functions of committee functions, so, I must make instead of her work Do you share what pressure you have in your work? Mr Kha: I often have pressure that must face with reducing labor force yearly while job requirement, performance is rising Mrs Tram Anh: I am sometimes sad and feel pressure, even stress when used th to be reprimanded by Chief of Office, top managers of district , because responding contents that I supported were slightly different with others although also receiving results from committee divisions, however, I am not able to catch the last people’s responds of others Mr Tam: I am really stress when recognizing some of sum numbers of citizen’s reflection messages, phones have just answered after urging and tracking for two (2) weeks are also answer in the other channels before with the same content 61 REFERENCES The Viet Nam Governance and Public Administration Performance Index (PAPI) 2016: Measuring Citizens’ Experiences［homepage on the internet［ c2017［cited 2017 March 24［ Available from: http://papi.org.vn/eng/wpcontent/uploads/2017/04/PAPI2016_Report_Final_ENG-1.pdf Năm 2017, TPHCM tập trung cải cách hành chính, cải thiện số cạnh tranh［ homepage on the internet［ c2016 ［cited 2016 december 30［ Available from: http://tphcm.chinhphu.vn/nam-2017-tphcm-tap-trung-cai-cach-hanh-chinh-cai-thienchi-so-canh-tranh Parasuraman, S., Purohit, Y S., Godshalk, V M., & Beutell, N J Work and family variables, entrepreneurial career success, and psychological well – being Journal of Vocational Behavior 1996; 48; 275-300 Malone TW, Crowston K What is coordinatation theory and how can it help design cooperative work system Sloan School of Management, Massachusetts st Institute of Technology ed Cambrigde 1990 John C Meyer Organizational communication assessment Management Communication Quarterly 2002; 15(3); 472-479 Ana Tkalac Vercˇicˇ, Dejan Vercˇicˇ, Krishnamurthy Sriramesh Internal communication: Definition, parameters, and the future Public Relations Review 2012; 38; 223-230 Enrique Claver-Corte s,,́ Patrocinio Zaragoza-Sa eź and Eva Pertusa-Ortega Organizational structure features supporting knowledge management processes Journal of knowledge management 2007; 11(4); 45-57 Christopher M Harris Strategic human resource management at the crossroads: relationships among human resource capital, overlapping tenure, behaviors, and performance The university of Texas at Arlington 2009 Government of the Socialist Republic of Viet Nam Decree number 108/2014/ND-CP regulation on personnel reduction［internet［ 2014 ［cited 2014 November 20［ Available from: http://moj.gov.vn/vbpq/lists/vn%20bn%20php%20lut/view_detail.aspx?itemid=2939 10 P Subba Rao Human resource management Founding Professor of Business Administration, School of business, The University of Papua New Guinea, Papua New Guinea, Australia 2009 11 Vài suy nghĩ xây dựng nguồn nhân lực hành thời kỳ mới［ 62 homepage on the internet［ c2015［cited 2015 december 2［ Available from: http://tcnn.vn/Plus.aspx/vi/News/125/0/1010070/0/21494/Vai_suy_nghi_ve_xay_dung _nguon_nhan_luc_hanh_chinh_trong_thoi_ky_moi 12 Elise W Kail Internal communication: effectiveness in a Texas Public School District ProQuest LLC 2015; 1-204 13 Alessandra Mazzei Promoting active communication behaviors through internal communication Corporate Communications: An International Journal 2010; 15(3); 221-234 14 Chauder, A Successful communication SuperVision 2004; 11; 15 Jana Hola Internal communication in the small and medium sized enterprises E+M Ekonomie a Management 2012; 3; 32-45 16 Philip J Kitchen, Finbarr Daly Internal communication during change management Corporate Communications: An International Journal 2002; 7(1); 46 – 53 17 Hargie, O.D.W., Tourish, D Assessing the effectiveness of communication in organisations: The communication audit approach Health Services Management Research; 6(4); 276-283 18 Jones, D The interpretive auditor Reframing the communication audit Management Communication Quarterly 2002; 15(3); 466 - 471 19 Tony Proctor, Ioanna Doukakis Change management: the role of internal communication and employee development Corporate Communications: An International Journal; 8(4); 268 – 277 20 Candace White, Antoaneta Vanc & Gena Stafford Internal Communication, Information Satisfaction, and Sense of Community: The Effect of Personal Influence Journal of Public Relations Research; 22(1): 65-84 21 Judy Gray Improving the measurement of communication satisfaction Management Communication Quarterly 2004; 17(3): 425-448 22 Hecht, M.L Measures of communication satisfaction Human Communication Research 1978b; 4(4): 350-368 23 Smith PC, Hulin C, Kendall L The measurement of satisfaction in work and st retirement: a strategy for study of attitudes ed Chicago: Rand McNally & Co 1969 24 Perlow, L., & Williams, S Is silence killing your company? 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Office of People’s Council and People’s Committee of district th 1.1.1 About the Office of People’s Council and People’s Committee of district th th People’s Committee of district is organized and. .. state of the local state th The Office of People’s Council and People’s Committee of District is also located the same above address, and one of twelve (12) committee divisions to assist the top