Giải pháp nâng cao công tác quản trị nhân sự tại tổng công ty cổ phần xây lắp dầu khí việt nam

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN LONG SOLUTIONS TO IMPROVE THE HUMAN RESOURCE MANAGEMENT CAPACITY AT THE CORPORATION PETROVIETNAM CONSTRUCTION JOINT STOCK CORPORATION GIẢI PHÁP NÂNG CAO CÔNG TÁC QUẢN TRỊ NHÂN SỰ TẠI TỔNG CÔNG TY CỔ PHẦN XÂY LẮP DẦU KHÍ VIỆT NAM LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2018 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN LONG SOLUTIONS TO IMPROVE THE HUMAN RESOURCE MANAGEMENT CAPACITY AT THE CORPORATION PETROVIETNAM CONSTRUCTION JOINT STOCK CORPORATION GIẢI PHÁP NÂNG CAO CÔNG TÁC QUẢN TRỊ NHÂN SỰ TẠI TỔNG CÔNG TY CỔ PHẦN XÂY LẮP DẦU KHÍ VIỆT NAM 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 NGUYỄN NGỌC THẮNG HÀ NỘI - 2018 DECLARATION The author pledges the research findings are the author’s own work results obtained primarily during his work, study and research and have not been published in any research programs by other people I am fully responsible to the Thesis Defence Council, HSB for the above commitments Hanoi, August 14, 2018 Author Nguyen Long TABLE OF CONTENTS DECLARATION .2 LIST OF TABLES LIST OF FIGURES INTRODUCTION .1 CHAPTER 1: THEOTICAL ISSUES OF HUMAN RESOURCE MANAGEMENT .8 1.1 Concept, role, function of Human Resource Management 1.1.1 Concept 1.1.2 Role of Human Resource Management 1.1.3 Functions of Human Resource Management 10 1.2 Main contents of human resource management in enterprises 11 1.2.1 Human Resource Planning 11 1.2.2 Job analysis 12 1.2.3 Labor recruitment process 13 1.2.4 Training and development 15 1.2.6 Treatment policy 17 1.2.7 Labor relation 22 1.3 Factors affecting human resource management 22 1.3.1 Internal factors 22 1.3.2 External factors 23 CONCLUSION OF CHAPTER 25 CHAPTER 2: RESEARCH METHODS 26 2.1 Research methods 26 2.2 Data collection and processing methods 27 2.2.1 Secondary data collection 27 2.2.2 Primary data collection .27 2.2.3 Data processing 28 2.3 Questionnaire design of and survey .29 2.3.1 Preparation of survey questions and questionnaire design 29 2.3.2 Interview .30 2.3.3 Survey 31 2.4 Synthesis, evaluation and conclusion .32 CHAPTER 3: THE ACTUAL STATUS OF HUMAN RESOURCE MANAGEMENT IN PETROVIETNAM CONSTRUCTION JOINT STOCK CORPORATION 33 3.1 Overview 33 3.1.1 The establishment and development history of Petrovietnam Construction Joint Stock Corporation .33 3.1.2 Functions, goals and mission 35 3.1.3 Production and Business activities 36 3.1.4 Current production and business activities 37 3.1.5 Organizational structure 39 3.1.6 Evaluation on the current labor scale and structure 40 3.2 Analysis of the factors affecting Human Resource Management at PetroVietnam Construction Joint Stock Corporation 46 3.2.1 Impact of internal factors 46 3.2.2 Impact of external factors 51 3.3 Actual status of human resource management of PetroVietnam Construction Joint Stock Corporation 54 3.3.1 Human Resource Planning 54 3.3.2 Job Analysis 55 3.3.3 Recruitment procedures 55 3.3.4 Training and development 58 3.3.5 Work performance evaluation .61 3.3.6 Salary and treatment policy .61 3.3.7 Labor relation 65 3.4 Evaluation on Human Resource Management at PetroVietnam Construction Joint Stock Corporation 66 3.4.1 Achievements 66 3.4.2 Limitations and weaknesses 68 CONCLUSION OF CHAPTER 76 CHAPTER 4: SOME RECOMMENDATIONS AND SOLUTIONS TO IMPROVE HUMAN RESOURCE MANAGEMENT CAPACITY IN PETROVIETNAM CONSTRUCTION JOINT STOCK CORPORATION 80 4.1 Orientation and development goals of PVC in the coming time 80 4.1.1 Overall orientation and development goals 80 4.1.2 Development orientation of PVC in the 2016 – 2020 period .83 4.1.3 Human resource development orientations and objectives in the coming time 86 4.2 Some solutions to improve human resource management capacity in PVC in the 2016-2020 period 87 4.2.1 Planning .89 4.2.2 Job analysis 90 4.2.3 Labor recruitment 91 4.2.4 Human resource training and development 94 4.2.4 Work performance evaluation .96 4.2.5 Treatment policy 98 4.2.6 Labor relations 100 4.2.7 Some other solutions 101 4.3 Recommendations 103 CONCLUSION OF CHAPTER .107 CONCLUSION 111 REFERENCES 113 APPENDIX 01 .114 LIST OF TABLES Table 3.1 Production and business result of PVC from 2014 to 2016 .38 Table 3.2 Labor structure of PVC in the 2014 ÷ 2016 period 40 Table 3.3 PVC’s labor structure by qualifications 42 Table 3.4 PVC’s labor structure by gender 43 Table 3.5 PVC’s labor structure by age 44 Table 3.6 PVC’s labor structure by seniority 45 Table 3.7 PVC’s labor structure by region/area .46 Table 3.8 Recruitment and dismissal data .54 Table 2.9 PVC’s average income over the years .62 Table 3.10 Self-Assessment Form 63 Table 4.1 Economic indicators in the 2016 – 2020 period 85 Table 4.2 Proportion of business fields in the 2016 – 2020 period 86 Table 4.4 Job assignment note for the experts 97 LIST OF FIGURES Figure 1.1 Human Resource Planning Process 12 Figure 1.2 Job Analysis Description 13 Figure 1.3 Wage payment system structure in enterprises .18 Figure 1.4 Factors affecting salary 19 Figure 2.1 Research method diagram 26 Figure 3.1 Organizational structure diagram 39 Figure 3.1 Labor structure of PVC in the 2014 ÷ 2016 period 41 Figure 3.2 Recruitment procedures of PVC .56 Figure 3.3 Recruitment procedures of PVC .56 Figure 4.1 Recruitment procedures of PVC in the 2016 - 2020 period 93 LIST OF ABBREVIATIONS PVC : PetroVietnam Construction Joint Stock Corporation PVN : Petrovietnam EPC : Contracts for designing, supplying technological equipment and construction INTRODUCTION Necessity of the topic In the integration and development process, to meet the increasingly fierce competition requirements in the field of petroleum construction, not only companies inside and outside the sector and foreign companies in the field of construction increasingly improve the management quality, modernization; apply scientific technology; change and enhance the combined management quality and mode in their businesses In all the works to improve the business quality, the author is aware of the importance and a special attention to human resources quality improvement and human resources management in the construction sector It is also the key factor that determines the existence and development of not just one sector, including the construction sector An organization with high-quality human resources will always achieve operational effectiveness and organizational goals in the short-term and long-term On the other hand, in the increasingly dynamic globalization and international economic integration trend, the operation environment of the organization is increasingly complicated To survive and develop sustainably, the organizations need to have high-quality human resources Similarly, in the field of construction, a construction company with a team of technicians or highly qualified workers must have a good human resource management system or mechanism PetroVietnam Construction Joint Stock Corporation (PVC) is a construction and installation company in the oil and gas industry and has over 30 years of operation in the specialized construction field of Petroleum From a construction and repair factory owned by Vietxopetro Joint Venture in the 1983 -2007 period, PVC has become a specialized construction and installation corporation in the oil and gas industry to serve the key projects of the oil and gas industry In the 2007 – 2012 period, PVC made great breakthroughs in transforming itself from a newly established unit to a construction corporation which has been assigned to carry out key national projects such as LPG Thi Vai, O Mon Plot B Gas pipelines, Vung Ang The human resources plan must be linked to the development plan of PVC in each period of time in the short, medium and long term HR planning must be aligned with the vision and core values PVC is pursuing But at PVC, there is a shortage of human resources in the current time Recruitment should be considered as an important element in the input in the human resource management process of PVC The recruitment process must be rigorous and staff involved in this process must be well trained and have a certain level of expertise in each area of recruitment Training and development are also a key element in the human resource management process, to be rigorous, to evaluate quality, to create not only theoretical training but also training in the classroom must train in place This is the main source of supply for the next generation Specifically: The number of human resources and human resource quality requirements (such as skills, qualifications, skills, etc., corresponding to the construction sector) to meet the strategic objectives of production and business business + Solutions to be implemented include: recruiting qualified human resources; Training and developing; To hire high qualified personnel inside and outside the oil and gas industry together with the process / regulations on training and technology transfer + Develop specific timelines and progress to implement the steps and solutions in the human resource development strategy + To formulate measures to supervise and organize the implementation according to the schedule and the human resource quality requirements defined in the unit's human resource development strategy  Complete the organizational structure - human resources - training and development of human resources from the professional sections to the management board / board in the following order: Reinforce the training and development of human resources in the PVC system or assign / delegate tasks to the Leaders of the specialized sections, leaders of the Management Board / Executive Board / Branches this Units must assign / 104 assign a leader in charge of developing the recruitment, training and human resource development plan to capture, track and timely propose to the leaders of the Corporation Organizing the training of dissemination of knowledge and professional knowledge for leaders of specialized boards / executive boards / management boards / branches in charge of human resource work This is the core issue for Leaders to assign this task to understand their duties, responsibilities and roles for human resource management of the system Set up a council and develop regulations to assign responsibility for the leaders who are assigned the training and development of human resources This is considered a factor to pay attention to improve the capacity of human resource management of PVC in all areas from the professional expertise of the professional departments to the capacity of staff in the project Strengthening and building the human resource management system from these specialized sections helps PVC leaders to capture and anticipate specific situations so that they can make informed decisions With regard to human resource management, in order to be active in all situations, the PVC period will have to go through on the basis of unit development  Developing training programs for each specific field of construction that PVC is implementing: PVC builds training programs in the fields of management, technical and professional for the field of construction and installation that PVC is implementing in the project key projects, specific Type in the following categories: + Civil engineering construction + The field of construction and installation of marine works, marine works + The field of construction and installation of specialized works of oil and gas such as metal structure, reservoir pipeline, floating drilling rig + The field of construction and installation of electricity projects include: thermal power, hydropower, gas + The field of construction and installation of infrastructure, foundation 105 When building a standardized training system in such areas, PVC is fully capable of working in every task and can confidently compete with construction units not only in the country but also in the country In addition to supplying human resources for PVC, PVC can provide a number of human resources specific to other units in the oil and gas industry  Building and raising awareness of human resource management: Every employee, especially the management team of PVC, must be aware of human resource management as a breakthrough and a foundation for long-term sustainable development for the development of PVC and lifting High competitiveness of PVC for other construction units, inside and outside the oil and gas industry To adopt the following measures: - Defining the responsibilities of leading officials in fruit work 4.4 Recommendations  For PVC: - Improve policies to encourage human resource development, mobilize and regulate the capital structure, promote and well perform the restructuring of PVC - Build a cultural environment that creates a cooperative atmosphere in the whole system of PVC, widely spread the strategic goals of PVC, understand the role of the management level in create a power of solidarity to conduct the set forth solutions - Combine the unit’s benefits with the personal benefits through the reward policy to stimulate members to actively contribute to the overall development of PVC so that everyone is aware that the survival of PVC is the contribution of each individual - Build, maintain and strengthen relations with the leaders of provinces, towns, agencies and investors, contractors in the same field Actively build the image of a leading, spearhead and big business in the Petroleum Construction field - Seek and find out officers with good expertise and talents to enhance the capacity of the managers 106  For PVN: - Focus on supporting all aspects of PVC, especially human resource management - Give financial supports to serve human resource training and development as well as require agencies in the same sector to support PVC in training or cooperation in the field of quality improvement and specialized and highly qualified human resource training - Regularly monitor and evaluate the quality of human resources of PVC, provide solutions and plans so that PVC can catch up with the trend Thereby, PVC plans to deploy and train human resources in line with PVN’s long-term goals and directions CONCLUSION OF CHAPTER The human resources of Petroleum Construction plays a very important role in PVN’s initiative in the construction sector in the future When taking initiative in the construction activities, PVN can take initiative in researching many potential areas of oil and gas PVN will not rely too much on foreign contractors or other 107 domestic contractors From above, it can be seen that the improvement of human resource management as well as the specialized construction field in PVC has a decisive impact on the business efficiency of the whole system PVC’s development depends largely on its staffs Over the past few years, the human resources for production and business has been more developed; however, there have been still many inadequacies that hinder human resource management improvement of PVC Therefore, PVC should pay more attention to its employees and give the top priority to human resource development The research project: “Solutions to improve the human resource management capacity in PetroVietnam Construction Joint Stock Corporation in the 2016-2020 period” was implemented from August 2017 to April 2018 The research objectives of the project is to improve some human resource management functions of PVC PVC’s strengths and weaknesses as well as limitations are also identified; thereby finding out solutions to promote and direct towards the PVC’s overall restructuring goal in the 2016-2020 period successfully The research project is conducted based on the theoretical issues and some collected results through survey, so it is inevitable to avoid many limitations, namely: - The research scope is only the parent company - PVC, so it is not generic about other issues of the overall PVC system - The factors and business environment in the construction field in general and the petroleum construction sector in particular constantly change as well as depend on the State’s policy mechanism and market trend, so the author is unable to provide future forecasts - Some solutions proposed in the thesis are not the best solutions but the author believe they are the first steps to implement and replicate the model throughout the system of PVC It is also the further research direction to improve the human resource management in PetroVietnam Construction Joint Stock Corporation in the coming time The author would like to summarize some main solutions to improve the human resource management capacity in PVC in the 2016-2020 period as follows: 108 Planning: Develop and perfect human resource planning in line with the new situation, always update PVN’s objectives and strategy for PVC In addition, actively monitor the actual situation in PVC from time to time with such specific period as: In the 2016 2018 period, PVN requires PVC to focus on capital recovery at Real estate projects to focus the capital for the implementation of the key thermal power projects PVC needs to make a human resource development plan for this period to employ qualified laborers in finance and accounting, construction economics and civil engineering; In the 2018 -2020 period, PVN requires PVC to focus on finishing the key projects to be put into operation Therefore, PVC needs to make a human resource development plan for this period to employ technology engineers, operation engineers, construction engineers and construction economics, finance and accounting labors to carry out the payment and settlement task; In the 2020- 2022 period, PVN requires PVC to implement specific onshore and offshore petroleum construction projects Therefore, PVC needs to make a professional training and retraining plans for the existing employees and recruit additional employees suitable for the work expected in the period to meet the requirements of PVN Labor recruitment Perfect the suitable mechanism and form of recruitment for each specific period Train and improve the qualifications of officers of the OrganizationPersonnel Department, in collaboration with the senior managers and leading experts, build a suitable labor recruitment model for each specific position Enhance the responsibility of PVC’s Departments/Offices for making the plans and human resource planning for the specific contents that PVC has been implementing; thereby, determining salary scales, payroll and criteria to evaluate the quality of candidates Cooperate with professional recruitment organizations to carry out the recruitment test and evaluate input laborers Apart from the above tasks, the author also proposes the direct interview (two rounds) The 2nd interview will bring more factors to identify candidates and job 109 titles more effectively Beside professional factors, adaptability with many internal working environments is also very important For example, if a candidate applies for the position of a senior manager, in addition to good expertise and rich experience, communication skills with the people inside and outside the organization are also of great interest Thus, in the second direct interview, the author propos that senior managers should directly interview and coordinate with other recruitment departments to make an objective and transparent recruitment decision This method is timeconsuming but the most suitable and potential candidates for the job position can be found out; thereby their capacity may be promoted Work performance analysis and evaluation description: Improve the specific functional regulations for the departments of PVC Develop specific requirements and work contents for each position upon recruitment proposals as well as after recruitment to properly evaluate the quality of workforce Complete the work performance assessment to promote and arrange the monthly salary for each position It is possible to still apply the current evaluation model according to the criteria of PVC, but it must be based on each department/office and it is necessary to make a work quality evaluation form of each department accordingly The salary levels among the development should not be the same, which makes employees dissatisfied Set up a workforce quality assessment council in charge of evaluating the workforce quality in the departments/offices in order to suitable for the reality It is essential to prevent the fact that the laborers are abundant but incapable of doing work Training and development: Based on the actual situation, under the production and business plan of PVC, it is necessary to hold the training classes in order to improve the professional qualifications for staffs to meet the increasingly high requirements of the Construction field Minimize the cost for human resource planning, determine the norms of official laborers of PVC to arrange the financial sources for the human resource training Partner with PVN to get support or sponsorship to bring workers to be 110 improved skills to work on at the projects that PVC will implement and is implementing to improve the quality of labor force Annually, re-evaluate staffs to remove unsuitable or redundant positions to supplement the successors in line with new job targets Treatment policy: The author proposes to add some forms of reward in addition to the existing forms of reward to enhance opportunities and promote the employees’ spirit of enthusiasm and creativity in the work For example: Reward the individuals with outstanding achievements every month or every quarter through commendation on the whole system with banners, slogans, or short clips that are displayed on screen at the offices/departments and construction sites Shorten the time for salary increase for the individuals with outstanding achievements under the regulations Give the individuals with outstanding achievements paid days-off (not more than 02 working days) CONCLUSION In the current economic integration period, we are in a very important period of development The Party and State are speeding up the industrialization and modernization process with the goal of basically making Vietnam become an industrialized country until 2020 It became To accomplish this task, the Party has identified the motto: “Human resource development is a basic element for rapid and 111 sustainable development” General Secretary Nguyen Phu Trong also said: “Human is the core of all organizations, the root of all work and the key to the problems.” Therefore, to make the human factor become a real motivator for promoting this cause, the human resource management must be organized in a rational manner through satisfactory training, retraining and treatment policies Under the guidelines of the Party, the Government, Vietnam Oil and Gas Group as well as in response to the Central Authorities’ requirements for concentrating all resources, human resources, etc to restructure PetroVietnam Construction Joint Stock Corporation in order to perfect the goal of making PVC become is a leading unit and a powerful arm of Petroleum sector in the Petroleum construction and capital construction sectors, one of the key tasks is restructuring of PVC in the streamlined and professional direction by improving the human resource management capacity to select the excellent highly-qualified staffs to meet the increasingly high requirements from the petroleum projects to the civil construction projects in service of the petroleum industry The author also took the actual situation in PVC in recent years into account Especially in 2016, which was considered a turning point for the entire PVC in particular and PVN in general when the problems happened to PVC had a great impact on the image of PVN and PVC Many senior managers of PVN and PVC were involved in legal violations As a result, many senior managers, qualified staffs, key personnel who were in the list of successors of PVN and PVC and talented engineers at the sites were dismissed or dispatched to other non-industry units, even some units were PVC’s competitors and contractors in key projects Therefore, this research topic is also aimed at minimizing brain drain in PVC, particularly, the phenomenon of surfing CVs in large projects and key projects of the oil and gas industry From the above bases, the author has selected “Solutions to improve the human resource management capacity in PetroVietnam Construction Joint Stock Corporation in the 2016-2020 period” as his graduation thesis title The author’s advantage is that he has joined the existing Working Group for improving the 112 human resource management quality in the 2016 - 2020 period since PVC started to encounter many difficulties and inadequacies in the implementation process of the key projects in the industry across the country (2010 - 2015 period) Through the research process and pilot application in the units of PVC, the author has completed the master’s thesis with the following contents: - Theoretical issues have been systematized along with the assessment method of human resource management in PVC - A detailed analysis of the actual status of human resource management in PVC has been made and the conclusions on PVC’s success and limitations in human resource management have been drawn - From the actual status of human resource management of PVC, some specific solutions to improve human resource management have been recommended in this thesis Solutions proposed by the authors consist of long-term and short-term strategies These solutions may be incomplete but also shape a necessary direction in the field of human resource management of PVC at present The author hopes that these solutions will be applied on a pilot basis or widely in reality, thereby they shall be evaluated and further improved Finally, they will contribute to the improvement and enhancement of human resource management capacity in PVC and the overall restructuring of PVC in the 2016-2020 period REFERENCES PetroVietnam Construction Joint Stock Corporation (2014, 2015, 2016), Financial Statements of Parent Company PetroVietnam Construction Joint Stock Corporation (2014, 2015, 2016), Year-end summary report 113 PetroVietnam Construction Joint Stock Corporation (2016), Collective labor agreement Vietnam Oil and Gas Group, “Approval on the Human Resources Training Plan (2016 and 2017) of PetroVietnam Construction Joint Stock Corporation” (Document No 762/DKVN-DTNL dated 21/04/2016 and Document No 308/DKVN-DTNL dated 16/02/2017) Vietnam Oil and Gas Group, “Decision on approving PetroVietnam Construction Joint Stock Corporation’s overall restructuring and reengineering project in the 2016 – 2020 period”.(Document No 1948/DKVN-HDTV dated 21/10/2016) Documents and data on labor situation, salary of PetroVietnam Construction Joint Stock Corporation (2014 – 2016) Tran Kim Dung (2011), Human Resource Management, Ho Chi Minh City General Publishing House Assoc Prof Dr Nguyen Ngoc Thang, “Human Resource and Talent Management”, HSB-MBA11Teaching materials Thang, N N 2009 Human resource training, organizational strategy and firm performance in emerging economies: The case of Vietnam ISBN: 97890-5864-197-7 10 Nguyen Ngoc Thang, Nguyen Viet Loc & Hoang Van Hai 2013 Making management decisions Vietnam National University –Hanoi City Publishing House 11 Nguyen Ngoc Thang 2013 “Human Resource Management in Japanese Style: Lessons for Vietnamese Enterprises”, Journal of Economic Research, 421, 71-76 APPENDIX 01 LIST OF SURVEY OBJECTS/DEPARTMENTS No Sections 114 Total Number of number of surveyed employees employees A Parent Company – Corporation 192 20 01 Board of Director of Corporation 05 01 02 Board of Management of Corporation 05 01 03 Assistant – Secretary Team 05 01 04 Board of Controllers 05 01 05 Corporation office 58 05 06 Organization-Personnel Department 15 02 07 Finance-Accounting-Audit Department 21 02 08 Planning-Investment Department 17 02 09 Restructuring and Debt Settlement Department 15 01 10 Safety - Engineering Department 25 02 11 Economics - Trade Department 26 02 B Project Management Units/Branches 335 15 12 Northern Branch 28 02 13 Southern Project Management Unit 30 02 242 08 14 Thai Binh Thermal Power Plant Project Management Unit 15 PVTex Project Management Unit 15 01 16 Phu Tho Ethanol Project Management Unit 08 01 12 01 527 35 17 Vung Ang Thermal Power Plant Project Management Unit Total  Some specific interview contents: 01 How you assess the management capacity of the Board of Directors and the Board of Management of PVC? 02 When did you work at PVC? For what factors you work in PVC in the long term? 03 How you feel about the growth and promotion opportunities in PVC? 04 Do PVC’s salary and benefit policies meet your needs or satisfy you? 05 How does PVC care about the employee’s life? 115 APPENDIX 02 QUESTIONNAIRE Dear Sir/Madam To improve the human resource management capacity in PVC in the 2016-2020 period for the purpose of implementing the PVC’s overall restructuring project of Vietnam Oil and Gas Group as well as realizing PVC’s development orientation until 2025, I have prepared this questionnaire to have the basis for research Please give serious and honest answers to the following questions (It is not compulsory to write your name/department) You are required to indicate your agreement/ satisfaction level with the questions and mark (X) in the boxes from to 5, specifically: I Questions: Strongly disagree/dissatisfy Disagree/dissatisfy Slightly disagree/dissatisfy Agree/satisfy Strongly agree/satisfy No Contents Level A Leadership 01 Good Qualification, capacity and expertise 02 Equal treatment, caring and enthusiastic instruction in the work 03 Care about the needs and desires of the employees 04 Creation of the best working conditions for employees 05 Reception of opinions of the employees B Job analysis 06 Are you assigned a job suitable for your qualification? 07 Do you understand what you are doing? 08 Do you show your capacity in your job? 09 Does the Corporation give you the flexible conditions and authority to complete your assigned work? 10 Does the Corporation create favorable conditions for the 116 No Contents Level departments to support and coordinate with each other to complete the work? C Training and development 11 Does the Corporation regularly open training courses to improve the employees’ professional skills? 12 Is training knowledge beneficial to your work? 13 Are training methods of the Corporation effective and employees improve their capacity and professional skills? 14 Does the Corporation always create favorable conditions and have specific policies for promotion? 15 Do you understand promotion conditions? 16 Does your job position give you the opportunity to develop your professional skills? 17 Is the Corporation’s promotion policy fair? D Job evaluation 18 Do you think that the job evaluation is close to the actual workload? 19 Does work performance evaluation help you improve the work quality? 20 Do you think the correct work performance evaluation? 21 Do you think the fair work performance evaluation? 22 Is the current work performance evaluation method reasonable? E Salary and treatment policy 23 Are salary, bonus, treatment policies equal to that at other companies (in the same industry)? 24 Are salary and bonus commensurate with the work results? Does current salary and bonus meet your essential needs? 25 Is the salary, bonus and allowance (if any) payment policy fair? 26 Does the current salary and bonus policy meet your necessary 117 No Contents Level living needs? 27 Do the Corporation’s regimes and policies show its care about you? II Personal information: Gender: University Post-graduate 31 - 40 41 - 50 Over 50 - years Over years Seniority at the Corporation: Below months College Age: Below 30 Female Qualification: Intermediate level Male months - year Department/Office: Board of Directors Board of Management Planning-Investment Dept Finance- Accounting Dept Board of Controllers Organization-Administration Safety- Engineering Economics- Trade Other comments on the questionnaire or ideas to improve the human resource management capacity of the Corporation: ……………………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………… Thank you./ 118 ... CORPORATION GIẢI PHÁP NÂNG CAO CÔNG TÁC QUẢN TRỊ NHÂN SỰ TẠI TỔNG CÔNG TY CỔ PHẦN XÂY LẮP DẦU KHÍ VIỆT NAM Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI... KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN LONG SOLUTIONS TO IMPROVE THE HUMAN RESOURCE MANAGEMENT CAPACITY AT THE CORPORATION PETROVIETNAM CONSTRUCTION JOINT STOCK CORPORATION GIẢI PHÁP NÂNG... CƠNGcomapanies CÁCinvestment Financial ĐẦU TƯ TÀI CHÍNH CÁC CÔNG TY LIÊN KẾT CÔNG TY CON CÁC Subsidiaries Member units VIÊN CÁC ĐƠN VỊ THÀNH TỔNG CÔNG TY Affiliated companies DỰ ÁN CÁC TRUNG TÂM/ Branch