Factors affecting labor productivity of employees in ho chi minh city power corporation

- 1- RESEARCH PROJECT (BMBR5103) FACTORS AFFECTING LABOR PRODUCTIVITY OF EMPLOYEES IN HOCHIMINH CITY POWER CORPORATION Student’s Full Name Student’s ID Intake Advisor’s Name& Title : NGUYEN BICH TRAM : CGS00019883 : SEPTEMBER, 2015 : Dr BUI PHI HUNG (DBA) February, 2017 - 2- Advisor‟s assessment Advisor‟s signature - 3- ACKNOWLEDGE The research project of “Factors affecting labor productivity of employees in EVNHCMC” is the result of the process to learn, study, and apply knowledge gained during learning the MBA program, organized by Open University Malaysia (OUM) links with Hochiminh City University of Technology (HUTECH) The author expect that the research project will contribute to enhance human resource management of Hochiminh City Power Corporation This result is not only my efforts, but also with the help of my lecturers from HUTECH, my classmates, and my co-workers in the company First I would like to thank Dr Hung Bui who guided me during this project and the course of Business Research Method I appreciated his advice, supports and knowledge during my MBA study Also, I would like to thank all my colleagues who joined in the survey throughout past several months I am grateful to my friends and students in the class of MBAOUMK19A for their discussion, supports in lessons and projects Finally, thank my parents, my younger brother and my sweet-heart for thier tender loving care as well as encourging me during this long journey Once a gain, thank all for your help Hochiminh City, February, 2017 - 4- TABLE OF CONTENTS Acknowledge Abbreviation List of Tables, Figures and Charts Abstract CHAPTER – INTRODUCTION 1.1 Reason for conducting the study 1.2 Objectives of the research 10 1.3 Subject of the research 11 1.4 Research model 15 1.5 Research questions 15 1.6 Research method 16 1.7 Contribution 16 1.8 Research structure 16 CHAPTER – LITERATURE REVIEW AND 18 HYPOTHESES 2.1 Theory of Labor Productivity 18 2.2 Theory of Oganizational Culture 19 2.3 Theory of Oganizational Structure 21 2.4 Theory of Staff Empowerment 22 2.5 Theory of Motivation 23 2.6 Studies in Vietnam 24 - 5- 2.7 Review of previous studies 24 2.8 Development of hypotheses 24 CHAPTER – METHOLOGY 25 3.1 Measures 25 3.2 Research method 32 3.3 Sampling 32 3.4 Data collect procedure 33 3.5 Method to analyze collected data 33 CHAPTER –ANALYSIS AND RESULTS 34 4.1 General statistics of the researched sample 34 4.2 Verifying reliability 38 4.3 Descriptive statistics 38 4.4 Correlation 39 4.5 Regression analysisand hypothesis testing 40 CHAPTER - DISCUSSION 43 5.1 Research results 43 5.2 Recommendations 44 5.3 Contributions 48 5.4 Limitation and further research 48 REFERENCES 50 ANNEX1 - Questionnaire Survey Form 53 - 6- ABBREVIATION OCU : Organizational Culture OST : Organizational Structure SEM : Staff Empowerment SMO : Staff Motivation LPR : Labor Productivity EVN : Vietnam of Electricity EVNHCMC : Hochiminh City Power Corporation SPSS : Statistical Package for Social Sciences Sig : Observed significance level 10 KSA : Knowledge Skill Ability 11 KPI : Key Performance Indicator 12 VND : Vietnam Dong - 7- LIST OF TABLES, FIGURES AND CHARTS Chart 1.1.Organization Chart of Hochiminh City Power Corporation 13 Table 1.1 Financial Results‟ Hochiminh City Power Corporation in 2012-2014 14 Figure 1.1 Research Model 15 Table 3.1 Measures of Organizational Culture 25 Table 3.2 Measures of Labor Productivity 26 Table 3.3 Measures of Organizational Structure 28 Table 3.4 Measures of Staff Empowerment 29 Table 3.5 Measures of Staff Motivation 30 Table 4.1 General information of researched sample 35 Chart 4.1 Statistics of Sex ratio of researched sample 36 Chart 4.2 Statistics of working time of researched sample 36 Chart 4.3 Statistics of average income of researched sample 37 Chart 4.4 Statistics of position of researched sample 37 Table 4.2 Reliability of measures 38 Table 4.3 Descriptive Statistics 39 Table 4.4 Correlations 40 Table 4.5 Model Summary 41 Table 4.6 Coefficients 41 - 8- ABSTRACT The aim of this study was to investigate factors which affect on labor productivity of employees in Hochiminh City Power Corporation The study analyzes whether or not there is a significant relationship between factors such as: (i) organizational culture,(ii) organizational structure, (iii) human resource empowerment, and (iv)employee motivation and labor productivity in the company Two hundred and seventy five (275) responses to questionnaire survey forms were collected from employees who are working in Hochiminh City Power Corporation The study uses SPSS software to analyze collected data The findings of the study show that there is a positively significant relationship between organizational culture, organizational structure, human resource empowerment, and employee motivation and key construct – labor productivity The study offers the company proposals to improve productivity of employees to the company Finally, the study also provides basic directions for further studies in this field Keywords: Labor Productivity; Organizational Culture; Organizational Structure; Staff Empowerment; Motivation - 9- CHAPTER INTRODUCTION This chapter will introduce the reason for conducting the study, the objectives of the research, the subject of the research, the research model, the statement of the research questions, the research method, the contribution of the study, and the research structure 1.1 Reasons for conducting the study: Human resources is one of the important valuable assets of an business organization Human capital is regarding to employees‟ set of skills and knowledge that are developed during investments in education, training, and various experiences (Becker Management responsibilities and the main purpose of managers in any organization is effective and efficient use of different resources and assets such as workforce, capital, materials,energy, and information To this end, efficient use of human resources (labor productivity) is ofgreat importance because humans, unlike other organizational resources, are capable of reasoningand free will, and the manager cannot simply use these capabilities More importantly, humanresources are not only an organizational resource, but also the only driving force for other factors.This becomes even more important in the service organizations, since humans are the only asset anddriving force for the related service in those organizations However, if the person is motivated,capable, and productive, he.she can efficiently and optimally utilize other resources and fulfill a variety of productivity roles, and finally, this process might lead to organization's productivity Otherwise, passive and unmotivated manpower lead to recession and underdevelopment (Hariri,2009) The most important factor in improving the efficiency of any organization and any country is human resource This factor has turned into an important and fundamental component in explaining the differences in productivity and growth in different countries Organizations that have had great success and countries that are among the most advanced and developed nations, - 10- have paid great attention to this issue (Mouhamad Karim Bahadori, 2013) An increase in labor productivity leads to competitiveness in world markets When the competitiveness increases, it leads to an increase in production and more revenue and finally national prosperity (Ghorbani Kia, 2012)., 1993) One of the major problems in all sectors and levels of society, especially human resources, is lack of efficiency and productivity In other words, the culture and attitude toward productivity is still not pervasive in society and fundamental and effective efforts are needed in this area Regarding the importance of labor productivity, especially the productivity of managers, experiences of successful firms indicate that productivity belongs to firms that have accepted human capitals as their most important capital, and consequently have invested on training and education and also have considered incentives for their employees (Mahdavinejad, 2012) The major aim of this dissertation is to identify antecedents that affect labor productivity significantly But this study will focus, primarily, on four factors those are between organizational culture, organizational structure, human resource empowerment, and employee motivation A lot of work has been done over the world on the antecedents of labor productivity, but, in Vietnam, there is very few researches were conducted That the reason why the author choose this topic to the research in the electrical industry in Vietnam 1.2 Objectives of the study: The objective of this research is to get an insight into the relationship between the four antecedents of labor productivity, including organizational culture, organizational structure, human resource empowerment, and employee motivation, and their impact on the productivity of the employees in Hochiminh City Power Corporation - 46- - Rightly evaluate training demand This is needed to improve or supplement KSAs for employees so that they can new duties/jobs, or get promotion - Training plan, method, and content must match with real jobs Training methods may be: + On job training: this kind of training is suitable for workers who are operating, maintaining, and repairing and operating electrical networks of the company; or other staffs + Periodical training: this is applied to all employees in training of safe and labor protection regulations, regulations of preventing and fighting fire, environmental protection, labor regulations of the company, and other necessary requirements + Short-term training : it may last one orseveral weeks, but not more than months for the purpose of improving simple skills for employees, such as communication skill, procurement certificate, electrical project supervision certificate, etc + Long-term training:this training may take larger months, such as: accounting certificates, foreign trading certificate, college, university, postgraduate, doctor, etc + Other special training: this kind of training is applied to talent employees, or specialized engineers in the company, such as ASEAN engineering program, Smart-grid training, Advance Metering Infrastructure training, etc (iv)Workplace environment: Currently, EVNHCMC has provided a safe and clean workplace conditions for labors Any worker who is working in dangerous and hazard areas is equipped safe and protection facilities The company has also followed strictly regulations of laboring safety and protection issued by the Vietnamese Government These has made its employees feeling safe when working, and contribute to increase their job satisfaction - 47- (v) Supervisor: Supervisors, senor mangers, and/or leaders in EVNHCMC should be interest in the feelings of subordinates Superior needs to comprehend strengths, weaknesses, and hobbies of subordinate and its staffs As a consequence, employees always highly appreciate superior‟s interest to them, and try their best to perform their tasks better Furthermore, superior should recognize and evaluate rightly staffs‟ efforts and contribution to performance duties well Unfairness,partial and bias must be avoid when superior appraises the performance of subordinates Staffs only admire their leaders once leaders/superiors are competent and have deeply professional knowledge in doing their jobs Hence, managerialpersonnel should continuously learned to improve their professional knowledge and leadership skills (vi) Cooperation and communication: The good cooperation between the individual and colleagues as well as cooperation between functional departments would be a factor to impact the level of job satisfaction of employees, and increase their commitment to EVNHCMC.Top managers need to build a good working environment for employees All labors from leaders to electrical workers in the firm should be willing to share and help each other, and toward common goals of the organization In addition, EVNHCMC also need to create conditions for employees be more familiar by arranging appropriate office space, organizing birthday parties for staffs; or hanging out outside working hours, for example: volunteer activities, charity activities, weekend sports, etc.) Using webportal to transmit local news will be a good solution to help the company building and developing the image of the company, and organizational culture as well All employees should have chances to access this web portal A forum field needs to be appeared in the web portal to support their demand of interchanging communication in working and life - 48- The transmission of internal messages should be synchronized and consistent with the strategy and objectives of EVNHCMC It is also clear, transparent, and going right to the point, right audience Managers should also pay attention to the attitudes, feelings of recipients Each employee has strengths and weaknesses, hence, focusing on exploiting the strengths shown in the message content is to encourage their creativity Besides communication between leaders and staffs, communication between staffs together also plays an important role in the process of building, developing the corporate culture The communication exchange between employees in a positive manner will contribute to consensus, and mutual agreement to implement the objectives and business plans of the company This also consolidates unity, sharing between all members in the enterprise In contrast, negative communication between the employees may lead the firm to be disunity, factionalism, and depressed 5.3 Contributions: The study contributes to introduce, measure, analyze and test factors which affects productivity of employees to Hochiminh City Power Corporation By empirical results, the study offers four main factors, those are Organizational Culture, Organizational Structure, Staff Empowerment , and Staff Motivation have positively significant impacts on the productivity of employees in EVNHCMC This is the first research about the topic of labor productivity which is done in the company As a consequence, managers and staffs in the company can perceive the importance of key construct – labor productivity, and its antecedents In addition, the study also provides recommendations and solutions in practice to increase the productivity of employees to EVNHCMC 5.4 Limitation and further research: Because there is a limited time and cost to the research, certainly it has several limitations First, the survey sample focuses on the head office and subsidiaries of the company, while there are 24 units belonging to Hochiminh City - 49- Power Corporation In what extend, the researched sample may not represent for larger sample which covers all subsidiaries in the company This is a concept to make further study Second, the result of the study determines four factors, which are Organizational Culture, Organizational Structure, Staff Empowerment , and Staff Motivation, affect the commitment of employees to EVNHCMC On the other hand, many previous researches which were conducted in the world has confirmed more factors as antecedents of organizational commitment, such as: work environment, job security, participation in decision making, organizational justice, leadership, corporate brand, etc Consequently, future studies can focus on such factors to help the company understanding deeply and widely about labor productivity, and from that enhances human resource management of the company - 50- REFERENCES Ansari Renani Gh., & Sabzi Ali Abadi, S (2009) Prioritizing Organizational Factors Affecting Labor Productivity Improvement in Small Industries, Commercial Investigations Monthly, 29, 49-64 Askarian, M (2009) The Concept of Culture Studies, Bimonthly Human Development Policy, 6(24) Bahadori M.K., Teymour-Zade, E., & Masteri Farahani H (2013) Affective Factors on the Increase in Labor Productivity in a Healthcare Organization, Military Medicine Magazine, 15 (1), 75-86 Boroomand Z., & Moosavi S.A (2008) Investigating the Effect of Restoring the Organizational Structure in the Productivity of Electricity Distribution of Tehran Organization, Electricity Industry Monthly Journal, 159, 37-43 Ghahremani Kia F (2012) Investigating the Affective Factors on Improving Labor Productivity, Social Security Journal, 36 and 37 Hatami S., & Dastar, H (2012) Disclosing the Role of Learning in Labor Productivity Using Empowerment, Two Monthly Magazine of Human Resources Management Studies of Imam Hossein University, 4(1), 27-53 Khademi Zare, H., Fakhrzad, M.B., & Akrami, M.K (2010) Prioritizing Motivational Factors with the Goal of Increasing Productivity, Management and Human Resources of Oil Industry Journal Khaghani, M (2003) The Effect of Motivation on Organization Productivity, Fourth Conference on Quality and Productivity in Electricity Industry Mahdavi Nezhad H., & Jarjar-Zade A.R (2010) Measuring the Labor Productivity in Welfare Industrial Organizations of Khuzestan, Ravesh Journal, 22, 16-18 Moghadasi, A (2010) Organizational Plans for Causing Motivation, Monthly Printing and Advertisement, 10 Monavarian A., & Bakhtayi A (2006) Identifying Organizational Culture Based on Denison Model, Fourth International Conference of Management Monavarian A., Askari, N., & Mostafa, A (2007) Structural and Conceptual Aspects of Sciencebased Organizations, First National Conference of Science Management Mozafar H (2007) Investigating the Compliance of Organizational Structure with Purposeful Goals in IRIB Organization, Rahbord Monthly Magazine, 44 - 51- Pazire, E (2011) Employee Motivation, Musts and Must Nots, Nasaji-e-Emrooz Journal, 126.Rahnavard F., & Khodabakhsh M (2011) Structural Model of Improving Laborer‟s Productivity, Public Administration Journal, 32 (7), 81-94 Salehi Sedghiani, J., Mohammadi Moghadam, A., & Habib-Zade Ashab, R (2009) Investigating the Significant Organization Factors on the Labor Productivity of State Police Command Staff of Lorestan Province, Social Order Journal, 1,1 Tartari, M., & Athari, A (2012) Employee Empowerment, Internal Magazine of Budget and Planning Association of Mashhad Ferdowsi University, 46, Vaezi R., & Sabzikaran E (2007) Investigating the Relationship Between the Organizational Structure and Employee Empowerment of National Oil Products Distribution of Iran Employees, Tehran Region, Evolution Management Journal, 2(3) Zahedi, Sh., Kazemi S.A., Alizade M., & Maleki E (2009) Investigating the Factors Affective on Employee Motivation, Management and Human Resources in Oil Industry Journal, (7) Moorhead, G and Griffin, R W (1995) Organizational Behaviour 4th Edition Boston: Houghton Mifflin Company Robbins, S P (2003) Organizational Behaviour.New Jersey: Prentice Hall Schein, E H (1999) Organization Culture American Physchologist,vol 45, pp.109 ñ 118 Schein, E (1990), “Organizational Culture‟, American Psychologist 45, 109-119 Scott, J T., R Mannion, H T O Davies, and Marsh all M I.(2003), “The Quantitative Measurement of Organizational Culture in Health Care: A Review of the Available Instruments” in Health Services Research 38,3, 923-945 Schein, E (1999), The Corporate Culture Survival Guide, San Franscisco: Jossey-Bass Pettigrew, A (1990), “Organizational climate and culture: Two constructs in search of a role” In Schneider (ed.) Organizational climate and culture, San Francisco: Jossey-Bass, 413-433 Parker, M (1992), “Post-moderns organizations or patmodern organization theory?” Organizational studies,12(1), 1-17 Patrick, H A.(2010), “Organization culture and its impact on diversity openness in the information technology organizational context”, Dimensions, 1(1), 67-72 Bitsani E., (2006), Human Resources Management, Athens: Dionikos(in Greek) 27-35 Hodgetts and Luthans, F (2003), International Management: Culture, Strategy, and Behavior New York: McGraw-Hill/Irwin, Fifth Edition - 52- Hofstede, G (1980), “Motivation, leadership and organization: Do American leadership theories applyabroad?”, Organizational Dynamics, 9, 42-63 Hofstede, G.(1994),Cultures and organisation: Intercultural cooperation and its importance for survival: software of the mind London, England: HarperCollins Chan, L.M., Shaffer, A., Snape, E (2004), „In search of sustained competitive advantage: the impact of organizational culture, competitive strategy and human resource management practices on firm performance‟.International Journal of Human Resources, 15, 17-35 Conger JA, Kanungo RN (1988),"The empowerment process: integrating theory and practice", Academy of Management Review, 13 (3): 471-82 Mohammed R, Pervaiz KA(1998), A Contingency model for empowering contact services employees, Management decision, 36 (10): 686-693 Randolph WA (1995) "Navigating the journey to empowerment", Dynamics, 23 (4): 19-50 customer- Organizational Wellins RS, Byham WC, Wilson JM 1991) Empowered Teams: Creating Self-Directed Work Groups that Improve Quality, Productivity and Participation, Jossey-Bass, San Francisco, CA - 53- ANNEX QUESTIONNAIRE SURVEY FORM I‟m NGUYEN BICH TRAM, a master student in MBA I‟m conducting the study on the labor productivityt of employees in Hochiminh City Power Corporation I hope that you will be pleased to spend time to fill in my survey form I highly appreciate all your answers, and your opinions will be kept in confident strictly If you have any question, please don‟t hesitate to contact me via tramnb.73@gmail.com or my cell phone: 0908 813088 PART 1: ORGANIZATIONAL CULTURE (OCU) The following statements show the level of organizational culture Please circle the answer you think that it is suitable with your circumstance For each statement, please circle one of the numbers from to due to convention: = completely unsatisfied, = unsatisfied, = uncertain, = satisfied, = completely satisfied (Larger the number is, the more agree) ocu In EVNHCMC, there is a clear mission that gives 5 5 meaning and direction to our work ocu In EVNHCMC, people from different parts of the organization share a common perspective ocu In EVNHCMC, work is organized so that each person can see the relationship between his or her job and the goals of the organization ocu In EVNHCMC, when disagreements occur, we work hard to achieve "win-win" solutions - 54- ocu In EVNHCMC, new and improved ways to 5 work are continually adopted ocu In EVNHCMC, all members have a deep understanding of customer wants and needs ocu In EVNHCMC, learning is an important objective in our day-to-day work PART 2: LABOR PRODUCTIVITY (LPR) The following statements show the level of labor productivity Please circle the answer you think that it is suitable with your circumstance For each statement, please circle one of the numbers from to due to convention: = strongly disagree, = disagree, = uncertain, = agree, = strongly agree (Larger the number is, the more agree) lpr I have clear understanding of the goals and 5 5 objectives of my organization plr I have no doubt that what I on my job is really important lpr10 I am encouraged to develop new and more efficient ways to my work lpr 11 The amount of work I am expected to is reasonableThe level of work responsibility is given to me is appropriate lpr12 My job is more challenging and exciting lpr 13 I know what is expected of me during my 5 jon/work done lpr 14 I understand day-to-day objectives of my - 55- department lpr 15 My jod/ responsibility is clearly described lpr 16 I would accept almost any types of job assignment in order to keep working for the company I find that my values and the organization‟s values are very similar lpr17 lpr 18 lpr 19 lpr 20 lpr 21 lpr 22 I could just as well be working for a different organization as long as the type of work was similar I have felt fidgety or nervous as a result of my job I am aware of the specific steps I must take to have a personnel action taken against me reconsidered I will be demoted or removed from my position if I perform my job poorly I will be promoted or given a better job if I 5 5 5 5 perform especially well PART 3: ORGANIZATIONAL STRUCTURE (OST) The following statements show the level of organizational structure Please circle the answer you think that it is suitable with your circumstance For each statement, please circle one of the numbers from to due to convention: = strongly disagree, = disagree, = uncertain, = agree, = strongly agree (Larger the number is, the more agree) ost 23 The goals of this organization are ckearly stated ost 24 The division of labor of this organization is 5 flexible ost 25 The division of labor in this organization is intended to have it reach goal its - 56- ost 26 This organization introduces enough new polices and procedures ost 27 I understand the puroste of this organization ost 28 This organization‟s leadership efforts result in 5 the organization‟s fullfillment of its puroste ost 29 This organization has adewate mechanisms for binding itself together ost 30 This organization favos change the reorities of this organization were understood by its employees ost 31 The structre of my work unit is well designed ost 32 Other work units are helpful to my work unit 5 when never assitance is requested ost 33 The division of labor in this organization actually helps its to reach its goal ost 34 This organization‟s planning and control efforts are helpful to its growth and development ost 35 This organization has the ability to change ost 36 I‟m personally in agreement with the stated goals 5 5 of my work unit ost 37 The leadership norms of this organization has its progress ost 38 The pay scale and benefits of this organization treat each other employee equitably ost 39 The opportunity for promotion exists in this organization - 57- PART 4: STAFF EMPOWEREMNT (SEM) The following statements show the level of powerment of an employee in an organization Please circle the answer you think that it is suitable with your circumstance For each statement, please circle one of the numbers from to due to convention: 1: strongly disagree; 2: not disagree; 3: no ideas; 4: agree, 5: strongly agree (Greater the number is, the more you agree) sem 40 sem 41 sem 42 sem 43 sem 44 sem 45 sem 46 I am allowed to almost anything to a highquality job I am given the opportunity to suggest improvements I participate in setting the goals and objectives for my job I have access to the information I need to make gooddecisions I have the authority to correct problems when they occur I have a lot of control over how I my job I am encouraged to handle job-related problems by myself 5 5 5 sem 47 I can make changes on my job whenever I want sem 48 My supervisor values my suggestions and requests 5 5 sem 49 sem 50 sem 51 sem 52 Decisions are usually made at the level where the best information is available Most employees are highly involved in their work Information is widely shared so that everyone can get the information he or she needs when it's needed Everyone believes that he or she can have a positive impact - 58- PART 5: STAFF MOTIVATION (SMO) The following statements show the level of motivation Please circle the answer you think that it is suitable with your circumstance For each statement, please circle one of the numbers from to due to convention: 1: strongly disagree; 2: not disagree; 3: no ideas; 4: agree, 5: strongly agree (Greater the number is, the more you agree) smo 53 The work itself provides feedback on how well I am 5 5 doing in my job smo 54 My colleagues provide little or no feedback on how well I perform smo 55 My supervisor provides me with regular feedback on my performance smo 56 Most of the time someone else desides what tasks are should next smo 57 My job is flexible enough to allow me to deside with hours I work days smo 58 For most tasks I get to deside who I will work with smo 59 I rarely get to choose the way that an activity is carried out smo 60 My job is one that affects few other colleagues smo 61 If not done well my job will have little impact on the 5 project smo 62 My job allows me to see projects through to completion - 59- smo 63 I often start tasks but then pass them on to colleagues 5 before I finish them smo 64 My job comprises a ralatively small number of different tasks smo 65 In my job I get the chance to work on many interesting projects smo 66 My job does not challenge or steretch me smo 67 I have mastered most of the skills required to perform 5 5 my job smo 68 I often become so engaged in my work that I forgot the time smo 69 My job included the opportunity to work for the good of the wider community (beyond my employer) smo 70 My organization is primarily focused increasing its profits smo 71 I‟m highly motivated to job in testing smo 72 My work environment encorages me to perform my job My job offers me the oppotunity to grow as a person The salary that I receive is commensurate with the job 5 better smo 73 smo 74 that I perform smo 75 I understand my boss‟s efforts to influence me and the other members of the work unit - 60- smo 76 It‟s clear to me whenever my boss is attempting to guide my work efforts PART Please share some features about your job and yourself: Your ostition in company: ………………… Which department/ agency does your ostition belong to? Sex: Male Professional qualification: Training college university Age: ……… Time working in company: < years Female - < 10 years master of degree ≥ 10 years Your average income per month (including amount outside wage): < 3million VNDs million - < million VNDs million - < 12 million VNDs ≥ 12 million VNDs THANK YOU SO MUCH FOR YOUR HELP! ... research is Hochiminh City Power Corporation (i) General information: Hochiminh City Power Corporation (EVNHCMC) is a state enterprise in which the State of Vietnam is owning 100% of the charter... Indicator 12 VND : Vietnam Dong - 7- LIST OF TABLES, FIGURES AND CHARTS Chart 1.1.Organization Chart of Hochiminh City Power Corporation 13 Table 1.1 Financial Results‟ Hochiminh City Power Corporation. .. Training plan, method, and content must match with real jobs Training methods may be: + On job training: this kind of training is suitable for workers who are operating, maintaining, and repairing