Solutions to enhance performance appraisal effectiveness at joint stock commercial bank for investment and development of vietnam sogiaodich 1 branch

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - ĐỖ THỊ BÍCH NGỌC SOLUTIONS TO ENHANCE PERFORMANCE APPRAISAL EFFECTIVENESS AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAMSOGIAODICH BRANCH MỘT SỐ GIẢI PHÁP NÂNG CAO HIỆU QUẢ CỦA HOẠT ĐỘNG ĐÁNH GIÁ THÀNH TÍCH NGÂN HÀNG TMCP ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH SỞ GIAO DỊCH LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2020 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - ĐỖ THỊ BÍCH NGỌC SOLUTIONS TO ENHANCE PERFORMANCE APPRAISAL EFFECTIVENESS AT JOINT STOCK COMMERCIAL BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAMSOGIAODICH BRANCH MỘT SỐ GIẢI PHÁP NÂNG CAO HIỆU QUẢ CỦA HOẠT ĐỘNG ĐÁNH GIÁ THÀNH TÍCH NGÂN HÀNG TMCP ĐẦU TƯ VÀ PHÁT TRIỂN VIỆT NAM – CHI NHÁNH SỞ GIAO DỊCH 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: PGS.TS LÊ ANH TUẤN HÀ NỘI - 2020 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, formula, and 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 Management, and the laws for above-mentioned declaration Date………………………… i TABLE OF CONTENTS DECLARATION i TABLE OF CONTENTS ii LIST OF TABLE vi LIST OF FIGURES .vii INTRODUCTION CHAPTER LITERATURE REVIEW AND THEORETICAL BACKGROUND ON PERFORMANCE APPRAISAL .7 1.1 Definition of key terms 1.2 Purposes of performance appraisal .8 1.3 Benefit of performance appraisal 11 1.4 Method of performance appraisal 13 1.4.1 Behavior Anchored Rating Scales (BARS) 13 1.4.2 Trait Scales 13 1.4.3 Management by Objectives (MBO) 14 1.4.4 Essay Method 14 1.4.5 Ranking 14 1.4.6 Paired Comparisons 14 1.4.7 Forced Distribution 15 1.5 Multi-source performance appraisal 15 1.5.1 Self appraisal 15 1.5.2 Peer appraisal 16 1.5.3 Subordinate appraisal 17 1.6 Bias in performance appraisal 18 1.6.1 Rater and ratees personal characteristics 19 1.6.2 Other rater biases in performance appraisal 24 1.6.3 Bias Effects on PA 29 1.7 Uses of Performance Appraisal 30 ii 1.7.1 Linking performance appraisal with pay 30 1.7.2 Linking performance appraisal with career development .31 1.8 Factors determining PA effectiveness 35 1.8.1 Performance appraisal objective 35 1.8.2 Performance criteria 37 1.8.3 Period of PA 38 1.8.4 Fairness in P.A 39 1.8.5 Linking PA to compensation and reward 40 1.8.6 Rater accuracy 40 1.8.7 Performance Appraisal Feedback 41 1.9 The analysis framework for the thesis 44 CHAPTER 2: ASSESSING THE SITUATION OF PERFORMANCE APPRAISAL IN COMMERCIAL JOINT STOCK BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – SOGIAODICH I BRANCH .45 2.1 Introduction of the Commercial Joint Stock Bank for Investment and Development of Vietnam, Sogiaodich branch 45 2.1.1 BIDV - History and Development 45 2.1.2 BIDV‘s Organization Structure 48 2.1.3 BIDV‘s Main Business Lines 51 2.2 Introduction about Sogiaodich Branch 52 2.2.1 History and development 52 2.2.2 Organizational Structure 53 2.2.3 Situation of Workforce in BIDV SGD1 54 2.3 Human resource activities at BIDV SGD1 56 2.3.1 Human resource planning 56 2.3.2 Employment recruiment 59 2.3.3 Training and developing human resources: 61 2.4 Status of performance appraisal at BIDV SGD1 62 2.4.1 Period of performance appraisal 62 2.4.2 Performance criteria 63 iii 2.4.3 Uses of performance appraisal 64 2.5 Survey results 66 2.5.1 Demographic characteristics of sample 66 2.5 Achievements and drawbacks of current P.A system at BIDV SGD 75 2.5.1 Achievement 75 2.5.2 Drawbacks 76 CHAPTER 3: PROPOSAL ON SOLUTIONS TO ENHANCE PERFORMANCE APPRAISAL AT COMMERCIAL JOINT STOCK BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – SOGIAODICH I BRANCH .78 3.1 Strategic orientation of BIDV 78 3.2 New challenges for HRM at BIDV 79 3.2.1 Higher demand for quality of human resources 79 3.2.2 Change in corporate cultural values 80 3.2.3 Change in workers' perceptions 81 3.2.4 Training and career development activities are changing .82 2.3.5 Higher complexity of Compensation and Benefit system 83 3.3 Requirement for performance appraisal at BIDV and SGD1 84 3.4 Solutions to improve Performance Appraisal Effectivenes at BIDV SGD1 .85 3.4.1 Raising awareness on job performance evaluation .85 3.4.2 Perform job analysis to standardize job titles 85 3.4.3 Determine the evaluation objectives 88 3.4.4 Clarify performance criteria 89 3.4.5 Adjustment of PA cycle 91 3.4.6 Selection and training of raters 92 3.4.7 Building effective PA feedback channels 93 3.5 Some recommendations 93 3.5.1 Paying attention to developing human resources of the banking industry 93 3.5.2 Recommendations on Policies for training human resources in the banking and finance industry in general and BIDV in particular 94 CONCLUSION 95 iv REFERENCE 97 APPENDIX v LIST OF TABLE Table 2.1: Workforce at BIDV SGD1 54 Table 2.2: Workforce in BIDV SGD1 by gender 55 Table 2.3: Workforce in BIDV SGD1 by age group 55 Table: 2.4: Workforce by education level 56 Table 2.5: Gender survey result 67 Table 2.6: Ages survey result 67 Table 2.7: Working experience survey result 68 Table 2.8: Working position survey result 68 Table 2.9: Educational background survey result 69 Table 2.10: Understanding about the purposes of PA 69 Table 2.11: Perception about the period of PA 70 Table 2.12: Perception about evaluation criteria 71 Table 2.13: Fairness in performance appraisal 72 Table 2.14: Raters knowledge and skills in performance appraisal .73 Table 2.15: Perception about the use of PA 74 Table 2.16: Perception about PA feedback 75 vi LIST OF FIGURES Figure 1.1: Analysis Framework 44 Figure 2-1: BIDV‘s Organizational Structure 49 Figure 2-2: BIDV‘s Governance Structure 51 vii INTRODUCTION Research Rationale The success of every organization, public or private, depends largely on the availability and quality of well-motivated human resource Organizations are now more focused on the need to get more from their employees if they are to achieve organizational objectives Financial motivation and other forms of motivation in the form of rewards and recognitions are used by organizations to achieve higher productivity Most companies are able to meet set targets or even exceed because they have attractive reward and recognition systems for employees (Maund, 2001) Performance appraisal systems began as simple methods of income justification That is, appraisal was used to decide whether or not the salary or wage of an individual employee was justified (Armstrong, 1988) The process was linked to outcomes If an employee's performance was found to be less than ideal, a cut in pay would follow If their performance was better than the supervisor expected, a pay rise was in order Performance appraisal results are used either directly or indirectly to help determine reward outcomes That is, the appraisal results are used to identify the best performing employees who should get the majority of available merit, pay increases, bonuses, and promotions Also, appraisal results are used to identify the poorer performers who need training demoted or dismissed Accurate appraisals are crucial for the evaluation of recruitment, selection, and training procedures that lead to improved performance Appraisal can determine training needs and occasionally, counselling needs It can also increase employee motivation through the feedback process and may provide an evaluation of working conditions, thus, improving employee productivity, by encouraging the strong areas and modifying the weak ones When effective, the appraisal process reinforces the individual‘s sense of personal worth and assists in developing his/her aspirations Performance appraisal is good because it makes employees to work hard and fulfill their responsibilities hence, contribute to the overall performance of the organisation But, unless performance appraisal is performed effectively, it may not Performance evaluation systems are usually set up by three basic elements: Performance criteria; Measure job performance; Feedback evaluation results The objective-based evaluation method is suitable with BIDV, which focuses on efficiency and creativity at work In addition, BIDV should have annual review tables for the purpose of: Create a two-way communication channel between employees and managers, opportunities for managers to assess employee competencies based on employee self-awareness, acknowledging contributions and sincere suggestions on the points to be overcome; provide feedback to employees on the level of their performance compared to the standard template and compared to other employees; help employees adjust and correct mistakes during the work process; create opportunities for employees to set personal aspirations and career orientations and plans for personal development in the short / long term The assessment also provides information on the basis of training, salaries, bonuses, staff transfers, and organizational restructuring based on which managers assess the quality of work and staff planning of his unit In addition to evaluating the quantity, quality, progress and qualifications in work items, additional items of personal assessment and other comments are required as follows: - Outstanding achievements: These are individual achievements recorded by the Division, units or outstanding achievements made in year - Unfinished work: are the tasks assigned in the year but have not been completed due to some subjective and objective reasons (specify the reasons why not completed) - Personal strengths and weaknesses: To point out the strengths of the division leader to promote, and weaknesses to be overcome - The existing expertise (diplomas, certificates) and expected further development - Known and applied work-related processes 90 - Next 1-year plan: Helping employees to plan the overall job in the next year, which can outline the roadmap for solving the problem in the near future - Work plan: Main tasks to be implemented in the next 01 year - The next learning and development plan includes: short-term plan; long- term plan; knowledge intended to be updated or further developed 3.4.5 Adjustment of PA cycle According to the opinions obtained from the survey results, the current yearly evaluation cycle at BIDV is relatively long and monthly is quite short The assessment results are the basis for determining additional income for employees working at bank Every months, the bank makes an advance for this additional income for employees This advance is usually based on the previous year's personnel assessment results By the end of the year when there are results of personnel assessment, at this time, the Bank can determine and adjust this part of income Therefore, the aspirations of most employees are to have a quarterly review cycle The adjustment of the quarterly review cycle has enabled the branch to be accurately grounded in determining remuneration regimes, while helping other personnel management tasks such as recruitment, training and human development there is regular reference information and so will be implemented more effectively If the system of personnel evaluation criteria is completed as proposed above, it is feasible to adjust the quarterly review cycle + Performing periodic performance assessments on a monthly basis Every month, each department leader conducts an assessment and comments on the progress of performance and service attitude of employees to customers in order to respond in time so that employees can improve their achievements + Quarterly, summarize the evaluation results (as a result of months) on the job aspects and classify the level of job completion to serve as a basis for payment of additional income, as a basis for the determination planning, appointment and staff rotation 91 + Year-end general assessment: Year-end achievement results are summarized by quarterly results and comprehensive assessment of working capacity in the year 3.4.6 Selection and training of raters According to the requirements and aspirations of employees in the company, it is ncessary to build an additional information channel for the main assessors This is not too expensive, the company should facilitate employees to self-assessing of themselves, but should not let employees evaluate managers because they will cause unnecessary psychological disturbance The company has a hotline and a suggestion box, employees who are not satisfied with the way the superior can work directly send comments to the Board of Directors In this way, the company will create trust for employees because their opinions are heard and created by the company is also involved in the assessment of work achievements The professional qualifications and knowledge of raters must be very firm to be able to evaluate the work results of laborers fairly and accurately On the other hand, the evaluator must be objective, avoid biased or errors Therefore, the assessor is the decisive factor in the assessment process at the Company, so it is necessary to focus on the selection and training of the assessors in the most appropriate and effective way The problem of assessors who are not skilled is the main reason that makes the assessment ineffective In order to help the assessors in the company gain an understanding of the evaluation system, the purpose of the assessment and the evaluation skills to obtain consistency in the assessment results, it is necessary to train the assessors In order to train the assessors to develop more effectively, the management board should assign the HR department to organize short training courses after each assessment cycle so that even the new employees can know how to it Training schedule should be arranged appropriately to minimize the absence of subjects who need to participate in training In addition, the training content should also be designed in a short, easy-to-understand manner, updating changes (if 92 any) in the process and method of assessment for the purpose of the trip assessment These contents should also be briefly summarized in writing and sent to assessment personnel so that they can better understand or still know how to conduct the work when there is a reason for absence at the training 3.4.7 Building effective PA feedback channels The evaluator needs to understand that feedback is a formal conversation together to find the best solution to the problems that exist and give specific goals for the next period between them and each employee that they manage At the moment, the company only encourages, not an official document to force the departments to respond to information for employees in the evaluation process This is a great shortcoming in the process of the company's assessment of the pẻomance, making it difficult for workers to understand why their assessment results are like that? And there is doubt about the truthfulness of the assessment results, loss of trust, reduction in motivation and efficiency Therefore, the manager should respond to the evaluation results for his employees as follows: After the senior manager has completed the evaluation, the manager should have a formal discussion with the workers at the end of the evaluation period In this discussion, the head of the department will inform the evaluation results to each employee and comments on the aspects that the employee has done and has not been able to The manager should create conditions for employees to present their questions and recommendations It is recommended to report the results of the CPR to the whole company so that all employees can compare their results with other colleagues At that time, workers will know whether they and their colleagues are really evaluated fairly 3.5 Some recommendations 3.5.1 Paying attention to developing human resources of the banking industry Develop professional standards, apply practice certificates to a number of core positions in the banking industry; vigorously renew cadre work; - Enhancing cooperation between training units and employers in the banking sector; 93 - Focusing on training high-quality human resources to meet the development requirements of the banking industry and international economic integration, especially leading leaders and experts to achieve the regional level and international Fostering and training a team of experts in the fields of Banking such as monetary policy, management of foreign exchange reserves, payment, inspection, banking supervision, analysis and forecast , risk management Training cadres to grasp scientific and technological advances and apply them to practical practices of the industry, at the same time equip and train new skills for existing staff, ensuring professional cadres of The State Bank is capable of applying information technology, advanced working methods, has capacity to propose, advise on policy formulation, and perform state management of monetary, credit and banking activities goods, in accordance with the requirements of the economy in the context of extensive international economic integration and the strong development of science and technology; enhance the autonomy and responsibility of individuals; to build a contingent of information technology personnel at credit institutions, with good professional qualifications and high professionalism, meeting the needs of administration, operation and mastering of modern technology systems 3.5.2 Recommendations on Policies for training human resources in the banking and finance industry in general and BIDV in particular Introduce the banking and finance industry and introduce the industry into the education system right from the high school level according to the admission counseling program Students can have the opportunity to talk, talk about finance and banking in order to have clear career development directions in the future by taking entrance exams to specialized universities or participating in training programs specialized in banking Invest in training programs at training institutions Investing in scholarships for overseas training or inviting famous foreign professors to cooperate in teaching and working for the banking and finance major 94 Providing training and consulting services Extensive organization of training courses and retraining of human resources for units of the banking and finance industry, especially training courses or improving management capacity for subjects managing banks and training courses on how to Modern management measures for banks In addition, it also provides advisory and support functions for banks in the domestic and international financial human resource information system At present, there is no state unit that can provide banks with a complete and practical information system on financial and banking human resources as the basis for making investment, development or investment decisions reaching out to the international market Development of Occupational Competency Standards: The capacity dictionary for the banking and finance industry will identify what knowledge, competencies and attitudes are necessary for each job group in the banking and finance industry as well as to prepare for future development Based on this set of standards, training institutions will draw up appropriate training curricula as well as orient the desired human resources to participate in the banking sector with necessary and sufficient conditions as well as proactive learning to join and grow in this area CONCLUSION Performance Appraisal is a human resource management activity that is part of a series of management activities of the enterprise, which is closely related to other human resource management activities In fact, when the Vietnamese economy is now integrated with the world economy, the competition in the market is even more fierce than ever In the process of operation and development, especially in the period of international integration, businesses in general and BIDV in particular operate more actively to gain a high position in the market The fluctuation of the environment will be larger and more complex This requires creating a comprehensive transformation to meet the trend of the times Recognizing the importance of PA with the content presented above will help BIDV find reasonable solutions in its operations, from planning to implementing the 95 development strategy of the Bank It is the basis to contribute to improving the operational capacity, competitive position and facility to promote the brand of the Bank in domestic and international markets PA is a fundamental element to promote and ensure the Bank achieves high efficiency and sustainable development objectives in the context of international integration and context PA will also have a very important impact on the innovation and development of the Company in the coming time when contributing to orienting strategic thinking, creating a unique identity in each unit's activities, creating the spirit and an effective working environment, creating a common consensus of management and all employees, thereby building long-term competitiveness and sustainable development for the Company The thesis has solved the set objectives 96 REFERENCE Vietnamese Nguyễn Hữu Thân (2008), Quản trị nhân (Tái lần thứ 9), NXB Lao động – Xã hội, Hà Nội Trần Xuân Cầu Mai Quốc Chánh (2008), Giáo trình Kinh tế nguồn nhân lực, NXB Đại học Kinh tế Quốc dân, Hà Nội Trần Kim Dung (2011), Quản trị nguồn nhân lực (Tái lần thứ 8), NXB Tổng hợp TP Hồ Chí Minh, TP Hồ Chí Minh Nguyễn Vân Điềm & Nguyễn Ngọc Quân (2012), Giáo trình Quản trị nhân lực, NXB Đại học Kinh tế Quốc dân, Hà Nội Trần Thị Thu Vũ Hoàng Ngân (2013), Giáo trình Quản lý nguồn nhân lực tổ chức công, NXB Đại học Kinh tế Quốc dân, Hà Nội Đào Thị Thanh Thủy (2015), Đánh giá công chức theo kết thực 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Trân trọng kính mời anh/chị tham gia vào khảo sát “Đánh giá thành tích Ngân hàng TMCP Đầu tư Phát triển Việt Nam – Chi nhánh Sở giao dịch 1” khuôn khổ luận văn thạc sĩ chuyên ngành Quản trị kinh doanh Khoa Quản trị kinh doanh - Đại học Quốc gia Hà Nội Với mục đích nghiên cứu tất câu trả lời thông tin anh/chị cung cấp giữ bí mật tuyệt đối, khơng sử dụng vào mục đích khác ngồi mục đích nghiên cứu khoa học Vì vậy, mong anh/chị giành thời gian để trả lời cách đầy đủ xác vào vấn Anh/chị trả lời cách khoanh trịn vào lựa chọn phát biểu sau với quy ước điểm thang đo sau: 1: Hồn tồn khơng đồng ý; 2: Không đồng ý; 3: Không ý kiến; 4: Đồng ý; 5: Hoàn toàn đồng ý PHẦN I: CÁC YẾU TỐ ẢNH HƯỞNG ĐẾN ĐÁNH GIÁ THÀNH TÍCH CÔNG TÁC Mục tiêu đánh giá Đánh giá nhằm mục đích xác định tiền lương hàng tháng Mục tiêu đánh giá truyền thông rộng rãi đến nhân viên Tôi hiểu rõ mục tiêu đánh giá thành tích cơng tác Chu kỳ đánh giá Chu kỳ đánh giá phù hợp Thời điểm đánh phù hợp Sự kết hợp đánh giá ngắn hạn dài hạn hợp lý Tiêu chí đánh giá Các lĩnh vực đánh giá phù hợp Các tiêu chí đánh giá rõ ràng cụ thể Trọng số cho tiêu chí phù hợp Sự cơng đánh giá 10 Quy trình đánh giá phù hợp 11 Việc kết hợp phương pháp đánh giá phù hợp 12 Kết đánh giá đáng tin cậy 13 Quy trình đánh giá đảm bảo công công lý Người đánh giá 14 Người đánh giá đào tạo trước tiến hành đánh giá 15 Người đánh giá hiểu rõ công việc làm 16 Người đánh giá hiểu rõ cách thức đánh giá phù hợp Sử dụng kết đánh giá 17 Kết đánh giá sử dụng để trả lương 18 19 Kết đánh giá sử dụng khen thưởng nâng bậc lương Kết đánh giá sử dụng để định bổ nhiệm Thông tin phản hồi 22 Tôi nhận thông tin phản hồi kết đánh giá 23 24 Tôi nhận thông tin hướng khắc phục phát triển kỹ Tơi có tiếng nói liên quan đến kết đánh giá thân PHẦN II THÔNG TIN CÁ NHÂN Xin anh/chị vui lịng cho biết thơng tin cá nhân sau (đánh dấu ―x‖ vào ô anh/chị muốn lựa chọn): Giới tính: Tuổi:  Nam 40 tuổi  Từ 40 đến 50 tuổi Thời gian công tác:   < 01 năm Từ đến năm Bộ phận làm việc:  Khối quản lý Khách hàng   Khối tác nghiệp Khối trực thuộc Trình độ học vấn:  THPT  Cao đẳng  Sau đại học  Nữ  < 30 tuổi  Từ 30 đến  Từ 50 tuổi trở lên  Từ đến năm  Từ năm trở lên  Khối quản lý rủi ro  Khối quản lý nội  Trung cấp  Đại học Xin chân thành cảm ơn, chúc anh/chị nhiều sức khỏe, hạnh phúc thành đạt! ... situation of performance appraisal in Joint Stock Commercial Bank for Investment and Development of Vietnam – Sogiaodich1 Branch - Chapter 3: Proposal on solutions to enhance performance appraisal. .. PROPOSAL ON SOLUTIONS TO ENHANCE PERFORMANCE APPRAISAL AT COMMERCIAL JOINT STOCK BANK FOR INVESTMENT AND DEVELOPMENT OF VIETNAM – SOGIAODICH I BRANCH .78 3 .1 Strategic orientation of BIDV ... SOGIAODICH I BRANCH .45 2 .1 Introduction of the Commercial Joint Stock Bank for Investment and Development of Vietnam, Sogiaodich branch 45 2 .1. 1 BIDV - History and Development 45 2 .1. 2