The personnel recruitment of small and medium enterprises in Ha Noi area in the international integration period = công tác tuyển dụng nhân lực tại các doanh nghiệp vừa và nhỏ trên địa bàn Hà Nội trong thời kỳ hội nhập

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN THANH TÙNG THE PERSONEL RECRUITMENT OF SMALL AND MEDIUM ENTERPRISES IN HANOI AREA IN THE INTERNATIONAL INTEGRATION PERIOD CÔNG TÁC TUYỂN DỤNG NHÂN LỰC TẠI CÁC DOANH NGHIỆP VỪA VÀ NHỎ TRÊN ĐỊA BÀN HÀ NỘI TRONG THỜI KỲ HỘI NHẬP LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2018 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN THANH TÙNG THE PERSONEL RECRUITMENT OF SMALL AND MEDIUM ENTERPRISES IN HANOI AREA IN THE INTERNATIONAL INTEGRATION PERIOD CÔNG TÁC TUYỂN DỤNG NHÂN LỰC TẠI CÁC DOANH NGHIỆP VỪA VÀ NHỎ TRÊN ĐỊA BÀN HÀ NỘI TRONG THỜI KỲ HỘI NHẬP Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: TS TRỊNH NGỌC HUY Hà Nội - 2018 DECLARATION The author confirms that the research outcome in the thesis is the result of author‟s independent work during study and research period and it is not yet published in other‟s research and article The other‟s research result and documentation (extraction, table, figure, formulaand other document) used in the thesis are cited properly and the permission (if required) is given The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business, and the laws for above-mentioned declaration Hanoi, date of …… / …… /…… ACKNOWLEDGEMENT I hereby certify that I am the sole author of this thesis and no part of this thesis has been published or submitted for publication I certify that, my thesis does not violate anyone‟s copyright Additionally, all ideas, quotations, or material from the work of other people included in my thesis, published or otherwise, are fully acknowledged with the standard of references I declare that this is a true copy of my thesis The content of this thesis has been approved by the committee of Vietnam National University, Hanoi – Hanoi School of Business (HSB) This thesis has not been submitted for a higher degree to any other University or Institution In order to finish this project successfully, I have received many helps, supports and guidance from many people who I would like to thank sincerely First of all, I would like to thank all the professors of MBA program, especially Dr Trinh Ngoc Huy – my suporvisor Then I would like to thank deeply the respondents and interviewees who allowed me to gather enough data for this research Finally, I would like to express my thanks to my family, my colleges and my fellow friends who created convenient conditions and give me encouragement and understanding for me to complete this degree I sincerely thank you! Hanoi, date of …… / …… /…… MỤC LỤC ABBREVIATION i LIST OF FIGURES ii LIST OF TABLES iii INTRODUCTION 1 Rationale Aims of research 3 Objects of research Scope of research Research methodology Thesis structure CHAPTER I THEORETICAL BACKGROUND ON RECRUITMENT AND SELECTION 1.1 Literature review of recruitment and selection in SMEs 1.2 Small and medium sized enterprises 10 1.3 Employee Recruitment 12 1.4 Recruitment process 14 1.4.1 Employee recruitment 15 1.4.2 Employee selection 26 1.5 Recruitment in small and medium enterprises 30 1.5.1 Limited resources 31 1.5.2 Formality of HRM 32 1.5.3 Source of candidate 33 1.5.4 Selection practices 33 1.5.5 Challenges facing SMEs in recruitment and selection 34 1.6 Impact of recruitment and selection 34 1.6.1 Positive impacts of recruitment and selection practices 34 1.6.2 Negative impacts of poor recruitment practices 36 1.7 Proposed model 37 CHAPTER 2: RECRUITMENT AND SELECTION PRACTICE IN SMALL AND MEDIUM SIZED ENTERPRISES 39 2.1 Overview of SME in Vietnam 39 2.2 Description of data 44 2.2.1 Survey methodology 44 2.2.2 Description of sample 45 2.3 Recruitment practices in SMEs 47 2.3.1 Human resource planning and recruitment policy 47 2.3.2 The use of job analysis 49 2.3.3 Multiple source of candidates 53 2.4 Selection practices in SMEs 55 2.4.1 The use of application screening and preliminary interviews 55 2.4.2 Use of selection tests 57 2.4.3 The use of interviews 60 2.4.4 Reference check 62 2.5 The impact of recruitment practice on employees attitude and performance 64 2.5.1 Reliability analysis of dependent variables 64 2.5.2 Reliability analysis of recruitment and selection variables 66 2.5.3 Multiple regression analysis 67 CHAPTER 3: IMPLICATIONS AND SUGGESTIONS TO IMPROVE RECRUITMENT AND SELECTION PRACTICES IN VIETNAM SMEs 72 3.1 The role of small and medium sized enterprise in Vietnam 75 3.2 Human Resource Challenges facing SMEs in Vietnam 76 3.2.1 Human Resource Planning 76 3.2.2 Job analysis 77 3.2.3 Recruitment and selection 77 3.3 Summary of research findings 78 3.3.1 Human resource planning 78 3.3.2 Job analysis 79 3.3.3 Sources of candidates 79 3.3.4 Use of preliminary screening 80 3.3.5 Use of delection test 80 3.3.6 Use of interviews 80 3.3.7 Reference check 81 3.4 Suggesttions for SMEs in improving recruitment and selection practices 81 3.4.1 More attention should be paid on HR planning 81 3.4.2 Establish recruitment policy 82 3.4.3 Conduct thorough job analysis 86 3.4.4 Ultilize multiple sources of candidates 89 3.4.5 Conduct effective selection interview 92 3.4.6 Doing proper reference check 94 3.5 Limitations 96 CONCLUSTION 97 REFERENCE 98 APPENDIX QUESTIONNAIRE IN VIETNAME 106 ABBREVIATION SME Small and medium sized enterprise HR Human Resource HRM Human Resource Management GSO General Statistical Office WTO World Trade Organization TPP Trans-Pacific Partnership GDP Gross Domestic Product i LIST OF FIGURES Figure 1.1 Recruitment and selection process 14 Figure 1.2 Research model .37 Figure 2.1 Size of enterprises in Vietnam 40 Figure 2.2 Total number of SMEs by year .41 Figure 2.3 Allocation of SMEs in Vietnam by industry 42 Figure 2.4 Size of the enterprises in the sample 45 Figure 2.5 Types of the firms in the sample by ownership 46 Figure 2.6 Distribution of firms in the sample by industry 46 Figure 2.7 The implementation of HR planning by SMEs 48 Figure 2.8 How often does your company use formal job analysis 49 Figure 2.9 The availability of job descriptions and job specification 50 Figure 2.10 The use of job descriptions and job specifications for recruitment and selection .52 Figure 2.11 The use of multiple source of candidates .53 Figure 2.12 Uses of preliminary screening by SMEs 56 Figure 2.13 Use of reference check with candidate-nominated referees 63 Figure 2.14 Use of reference check with candidate-nominated referees 64 Figure 3.1 Link between HR planning and organization‟s mission 82 ii LIST OF TABLES Table 2.1 Presents details of the average income of workers in SMEs by type of ownership and economic activity 42 Table 2.2 The availability of recruitment and selection policy .48 Table 2.3 ANOVA with firm characteristics as factors and dependent variable: How often does your company use formal job analysis 50 Table 2.4 ANOVA with firm characteristics as factors dependent variable: the availability of job descriptions and job specifications 51 Table 2.5 ANOVA with firm characteristics as factors and dependent variable use of JD and JS for selection and recruitment .52 Table 2.6 ANOVA of dependent variables with firm characteristics as factors 54 Table 2.7 Adoption of selection tests by SMEs .58 Table 2.8 ANOVA of dependent variables with firm characteristics as factors 58 Table 2.9 Adoption of selection interview by SMEs .60 Table 2.10 Reliability of dependent variables 65 Table 2.11 Reliability analysis of independent variables 66 Table 2.12 Results of regression analysis 67 Table 2.13 Results of regression analysis 68 Table 2.14 Results of regression analysis 69 iii on the job (the good and maybe even the not so good) before you find out … perhaps the hard way - Plan your questions carefully SMEs need to think back to the core skills (the job description) as well as the core competencies and key success measures (the performance profile) that they had created for the job.If during your interview you asked the candidate questions around communication, decision-making and time management, you should then ask the referee (ideally the candidate‟s former boss) exactly the same questions The questions you ask should prompt the candidate‟s former supervisor to talk about the candidate‟s actual past experiences and behaviour – ideally in more than just a 2minute quick call - Ask one hypothetical question One question that can be asked at the very end of every conversation with a referee is something along the lines of “So would you ever re-employ [insert name here]?” This should be the only hypothetical question in the entire discussion But the answer to this question can speak volumes After all, there is a huge difference between “Um … yeah … I guess so”, “Yes … yes I would”, and “I‟d have her back in a heart beat” - Take detailed notes But it‟s still important to take notes during your calls with past employers You never know when you might need to refer back to some of the comments further down the track (e.g., during performance reviews).If one of the two reference checks is glowing and the other is mediocre or even negative, you should try to conduct a third check just to ensure you iron out any disparity - Beware of fake referees You wouldn‟t believe how many so-called professional candidates out there will provide fake referees Make sure you‟re really talking to a previous employer Do your due diligence If a candidate gives you the details of a past boss, check them out on LinkedIn, and ideally call them on a land line at the organisation Better 95 still, after you‟ve spoken to them, connect with them on LinkedIn and thank them for taking the time to speak to you You‟ll quickly find out if you actually spoke with an „imposter‟ - Don‟t put words in their mouth Once again while you might be keen to make an offer to a rock star candidate (and this definitelyapplies to all you recruiters out there too!) try to avoid manipulating the conversation to go in your favour 3.5 Limitations There have been some limitations identified This research is exploratory As such, prior to the introduction of the proposed constructs and the paradigm, it would be envisaged that this model would be further tested and evaluated The research has been limited by the fact that, even though the original survey was forwarded to SMEs in Ha Noi, responses were only obtained from three areas of suburban areas This sample is relatively small in comparison to the number of survey instruments that were distributed However, based on quantitative research standards, it is within the acceptable level The alpha results confirm that there were sufficient numbers to provide sustainable exploratory results As this research project has been confined by time, the design has not been longitudinal It could be possible that differing results could be expected over an extended time period 96 CONCLUSTION SMEs play a very important role in stabilizing and developing the Vietnamese (in general) and Hanoi (especially) socio-economy In the process of international economic integration, Vietnamese enterprises in general and especially SMEs - with their weaknesses are increasingly difficult to overcome many challenges in order to survive and develop Human resource development is an important way to help SMEs realize their development goals and overcome the challenges of economic integration Implementing this solution requires the great effort of every business owner as well as the need of support from the State and international organizations The research investigates the current status of recruitment and selection activities of SMEs in Hanoi The data were collected by means of self-administered questionnaires directed to HR managers of SMEs in the region of Hanoi capital The final data consisted of 148 responses Survey results suggested that recruitment and selection in SMEs in Hanoi was still underdeveloped Specifically, the use of HR planning and the availability of recruitment policy was still limited among Vietnamese SMEs Recruitment from internal sources as well as the variety of external source was another weakness in staffing among SMEs in Hanoi Regarding selection, SMEs in Hanoi did not pay enough attention to preliminary screening which could help reduce hiring cost and save time The use of personality test was also very limited Although selection interview was still the most popular method of selection, only few firms ultilized situational-based and behavioral based questions Finally, reference check was unpopular among SMEs in Hanoi The research also provides some 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Oxford, Blackwell 105 APPENDIX.QUESTIONNAIRE IN VIETNAME Mã số: …………… Kính gửi anh/chị! Tôi ……… Hiện tại, thực đề tài nghiên cứu “Tuyển dụng nhân doanh nghiệp nhỏ vừa khu vực Hà nội thời kỳ hội nhập ” mong muốn tìm hiểu thực tiễn vấn đề để phục vụ cho luận văn tốt nghiệp Kính mong anh/chị dành chút thời gian để trả lời cho số câu hỏi Cũng xin lưu ý câu trả lời anh/chị sở để đánh giá thực trạng vấn đề nghiên cứu nên mong nhận câu trả lời chi tiết trung thực anh/chị Mọi thông tin liên quan phục vụ cho mục đích nghiên cứu đề tài bảo mật hoàn toàn Trân trọng cảm ơn hợp tác giúp đỡ anh/chị! Giải thích từ ngữ phạm vi đề tài: - Tuyển dụng nhân sự: - Doanh nghiệp nhỏ vừa: - Hội nhập kinh tế quốc tế: 106 PHẦN THÔNG TIN CHUNG VỀ DOANH NGHIỆP Câu 1.1: Lĩnh vực hoạt động công ty anh/chị? Công nghiệp xây dựng Thương mại dịch vụ Nông lâm thủy sản Khác Câu 1.2: Số năm thành lập công ty anh/chị? Dưới năm Từ đến 10 năm Trên 10 năm Câu 1.3: Quy mô lao động công ty anh/chị? Dưới 10 người Từ 10 đến 200 người Từ 200 đến 300 người Câu 1.4: Cơng ty anh/chị có phận Nhân riêng hay khơng? Có Khơng Câu 1.5: Cơng ty anh/chị có người làm cơng tác nhân (có or khơng có phận nhân riêng)? Dưới 05 người Từ05 đến 10 người Trên 10 người 107 PHẦN CÔNG TÁC TUYỂN DỤNG CỦA DOANH NGHIỆP Câu 2.2: Anh/chị cho biết nhận địn sau đây? Lập kế hoạch nhân sách tuyển dụng Cơng ty thực công tác lập kế hoạch nhân Cơng ty chúng tơi có sách tuyển dụng nhân rõ ràng Cơng tác phân tích cơng việc Cơng ty tơi tiến hành phân tích cơng việc Ở cơng ty chúng tơi có mơ tả cơng việc yêu cầu người thực công việc Bản mô tả công việc yêu cầu người thực công việc dùng để tuyển mộ tuyển chọn Nguồn ứng viên Chúng sử dụng ứng viên nhân viên nhân viên cũ Công ty sử dụng dịch vụ tuyển dụng để tăng cường nguồn tuyển Công ty sử dụng nhiều nguồn ứng viên Sử dụng công cụ sàng lọc tuyển dụng Công ty sử dụng sàng lọc tuyển dụng qua CV đơn ứng tuyển Cong ty sử dụng vấn qua điện thoại để sàng lọc ứng viên Sử dụng kiểm tra tuyển chọn Kiểm tra số thông minh Đánh giá lực Luôn Thường xuyên Thỉnh thoảng Đôi Hiếm 5 Luôn Thường xuyên Thỉnh thoảng Đôi Hiếm 5 Luôn Thường xuyên Thỉnh thoảng Đôi Hiếm 5 Luôn Thường xuyên Thỉnh thoảng Đôi Hiếm Luôn 5 Thường xuyên 4 Thỉnh thoảng 3 Đôi Hiếm 1 108 2 Đánh giá tính cách Sử dụng vấn tuyển dụng Phỏng vấn q trình cơng tác Phỏng vấn dựa tình Phỏng vấn đánh giá lực Tham chiếu thông tin ứng viên Chúng tham chiếu thông tin ứng viên từ người ứng viên giới thiệu Chúng tham chiếu thông tin ứng viên từ người khác người ứng viên giới thiệu Luôn 5 Luôn Thường xuyên 4 Thường xuyên Thỉnh thoảng 3 Thỉnh thoảng Đôi Hiếm 1 Hiếm 2 2 Đơi 2.3 Anh/chị cho biết khó khăn mà anh/chị gặp phải cơng tác tuyển dụng nhân công ty Thãy nêu tối đa 05 khó khăn …………………………………………………………………………………… …………………………………………………………………………………… …………………………………………………………………………………… …………………………………………………………………………………… …………………………………………………………………………………… 2.4 Anh chị cho biết ngun dẫn đến tình trạng công tác tuyển dụng nhân công ty chưa đạt mức hiệu mong muôn Hã nêu tối đa nguyên nhân …………………………………………………………………………………… …………………………………………………………………………………… …………………………………………………………………………………… …………………………………………………………………………………… …………………………………………………………………………………… Xin chân thành cảm ơn kính chúc anh/chị sức khỏe, thành công! 109