Factors affecting job performance at public service delivery agencies in vietnam the case of vietnam institute for building science and technology IBST

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - HOÀNG MẠNH FACTORS AFFECTING JOB PERFORMANCE AT PUBLIC SERVICE DELIVERY AGENCIES IN VIETNAM – THE CASE OF VIETNAM INSTITUTE FOR BUILDING SCIENCE AND TECHNOLOGY (IBST) - MINISTRY OF CONSTRUCTION CÁC YẾU TỐ ẢNH HƢỞNG ĐẾN HIỆU QUẢ CÔNG VIỆC ĐỐI VỚI MỘT ĐƠN VỊ SỰ NGHIỆP CÔNG LẬP: TRƢỜNG HỢP CỦA VIỆN KHOA HỌC CÔNG NGHỆ XÂY DỰNG – BỘ XÂY DỰNG LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2018 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - HOÀNG MẠNH FACTORS AFFECTING JOB PERFORMANCE AT PUBLIC SERVICE DELIVERY AGENCIES IN VIETNAM – THE CASE OF VIETNAM INSTITUTE FOR BUILDING SCIENCE AND TECHNOLOGY (IBST) - MINISTRY OF CONSTRUCTION CÁC YẾU TỐ ẢNH HƢỞNG ĐẾN HIỆU QUẢ CÔNG VIỆC ĐỐI VỚI MỘT ĐƠN VỊ SỰ NGHIỆP CÔNG LẬP: TRƢỜNG HỢP CỦA VIỆN KHOA HỌC CÔNG NGHỆ XÂY DỰNG – BỘ XÂY DỰNG Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƢỜI HƢỚNG 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, 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 ACKNOWLEDGEMENTS I would like to express the deepest appreciation to all teachers at Vietnam National University, Hanoi especially those in HSB- MBA programs for providing me with all the precious knowledge for nearly two years This knowledge does not only help me complete my research paper but it‟s also a valuable source of capital for my work in future I would like to send to Dr Trinh Ngoc Huy a sincere and deepest gratitude because of his caring, thoughtful guidance for the whole time I have conducted the dissertation I would also like to thank all my questionnaire‟s respondents for giving me useful information to conduct the study Without your honest answers and persistent help, this dissertation would not have been possible During the course of the thesis, mistakes are unavoidable due to limited knowledge, experience and time Therefore, I would like to receive the comments from teachers to make the thesis more complete and practical Sincerely, Hanoi, 04/05/2018 Hoang Manh ii TABLE OF CONTENTS DECLARATION i ACKNOWLEDGEMENTS ii TABLE OF CONTENTS iii LIST OF TABLE v LIST OF FIGURE vi INTRODUCTION CHAPTER 1: OVERVIEW OF JOB PERFORMANCE AND FACTORS AFFECTING JOB PERFORMANCE IN ORGANIZATIONS 1.1 Job performance 1.2 Conceptual frameworks of factors affecting job performance 1.3 Public service delivery agencies in Vietnam 13 1.3.1 Public service delivery agencies 13 1.3.2 Human resource and Human resource activities in public service delivery agencies 15 1.3.3 Public non-business units and public employees characteristics in Vietnam 17 1.3.4 Past examples and experiences from some Vietnamese researches 21 1.4 Research frameworks and hypotheses 22 1.5 Methodology 25 1.5.1 Research approach: 26 1.5.2 Research methodology: 26 1.5.3 Research plan: 27 CHAPTER 2: CURRENT SITUATION OF HRM AND JOB PERFORMANCE IN IBST - MINISTRY OF CONSTRUCTION 29 2.1 Overview of Construction Science and Technology Institute – Ministry of Construction 29 2.1.1 History and Development of the organization 29 2.1.2 Functions of the organization 29 iii 2.1.3 Structure of the organization 31 2.1.4 Achievements of the organization 32 2.1.5 Characteristics of Human resource in IBST: 33 2.2 Current situation in IBST– Ministry of Construction 35 2.3 Data results and interpretation: In depth interviews and focus group discussions 40 2.4 Data results and interpretation: Questionnaires 52 2.4.1 Descriptive data 58 2.4.2 Reliability test results 61 2.4.3 EFA (Exploratory Factor Analysis) 65 2.4.4 Variables 68 2.4.5 Regression analysis and Hypothesis testing 68 CHAPTER 3: DISCUSSIONS AND PROPOSAL SOLUTIONS TO IMPROVE JOB PERFORMANCE AT IBST AND OTHER PUBLIC NON-BUSINESS UNITS 73 3.1 Discussions and observations 73 3.2 Proposal recommendations to improve employee job performance at Public service delivery agencies 75 3.2.1 Recommendation for financial policies 75 3.2.2 Recommendations for compensation 76 3.2.3 Recommendations for performance management 77 3.2.4 Recommendations for manager’s leadership 79 3.2.5 Recommendations for training and development 80 3.2.6 Recommendations for improving employee relation 81 3.2.7 Recommendations for improving employee’s job motivation 82 3.2.8 Recommendations for improving job analysis and job description 83 CONCLUSION 85 LIMITATIONS & IMPLICATIONS 86 REFERENCE 87 APPENDIX 92 iv LIST OF TABLE Table: The qualification of public employees in IBST 34 Table 2: Descriptive date of IBST workforce 34 Table : Measurement scale for “Analysis and design of work” factor 54 Table 4: Measurement scale for “Manager‟s leadership” factor 54 Table 5: Measurement scale for “Support from Union‟s activities” factor 54 Table 6: Measurement scale for “Employee relations” factor 55 Table 7: Measurement scale for “Training and development” factor 55 Table 8: Measurement scale for “Compensation” factor 55 Table 9: Measurement scale for “Performance management” factor 56 Table 10: Measurement scale for “Job performance” 56 Table 11: Descriptive frequency of sample 59 Table 12: Mean and Standard Deviation of Observing Measurements 60 Table 13: Cronbach‟s alpha - Analysis and design of work 61 Table 14: Cronbach‟s alpha –Manager‟s leadership 62 Table 15: Cronbach‟s alpha –Support from Union‟s activites 62 Table 16: Cronbach‟s alpha –Employee relations 63 Table 17: Cronbach‟s alpha –Training and development 63 Table 18: Cronbach‟s alpha –Compensation 64 Table 19: Cronbach‟s alpha – Performance management 64 Table 20: KMO and Bartlett's Test 65 Table 21: Total variance explained 66 Table 22: Rotated Component Matrix 67 Table 23: Model Summary 68 Table 24: ANOVA 69 Table 25 Coefficients 70 v LIST OF FIGURE Figure 1: The different between public employees and civil servants 20 Figure 2: Model of factors affecting job performance 25 Figure 3: Structure of IBST 31 Figure 4: Timeline of research 40 Figure 5: Adjusted model of factors affecting job performance 52 vi INTRODUCTION It can be said that between various resources, human resources play a pivotal role in determining the success or failure of an organization In the era of globalization, firms‟ activities are becoming more and more challenging due to the issues of equivalence in technology, financial foundation, materials…, and especially the issue of replication between firms within a similar industry Therefore, in order to create a unique competitive advantage, apart from investing on the renovation of technology and modern equipment, organizations now are focusing more on the importance of human and human resources Job performance is of high relevance at both organizations and individuals‟ level Correspondingly, job performance has been addressed as a multi-dimensional concept and attracts considerable research worldwide In Vietnam, the expansion of the economy recently requires employees that are of higher education, skills and better job behaviors in order to deliver better job performance (Nguyen, 2006) As a result, the issue of exploring factors that affect job performance is one of the most critical subjects in organizations, especially in public sector where there is limited competition between institutes Vietnam Institute for Building Science and Technology (IBST) operates with the model of non-business units under the Ministry of Construction, Hanoi, Vietnam The Institute is a leading research and consulting Institute, which carries the state management duties for Construction Industry With total of 566 employees (2017), IBST is responsible for various functions and has proved to be one of the most effective organizations among public service delivery agencies in Vietnam However, with the purpose of maintaining and enhancing the organization‟s performance, it is of great importance to conduct a research: “Factors affecting job performance at Public Service Delivery Agencies in Vietnam: The case of Vietnam Institute for Building Science and Technology (IBST)- Ministry of Construction” The research aims to identify and measure the level of factors affecting the effectiveness of ISBT employees‟ performance, thus help managers in ISBT and mangers in other public non-business organizations with understanding the underlying causes that are influential to employees‟ performance, as well as suggests recommendations for improvement of Human Resources policies In odder to achieve this research aim, this study has to solve three research objectives as follows: - To deepen the theories related to the factors affecting the effectiveness of employees‟ performance - To measure job performance of IBST employees - To identify and measure factors affecting the effectiveness of IBST employees‟ performance So, the research subject is job performance and factors affecting job performance in IBST The research scope is IBST employees, the study was conducted from November 2017 to May 2018 Bullock, J (2015) International comparison of public and private employees’ work motives, attitudes, and perceived rewards Public Admin Rev, 75: 479–489 doi:10.1111/puar.12356 C W Schmitt & W C A Borman (eds), Personnel Selection in Organizations San Francisco: Jossey Bass, pp 35-70 Cargan, L (2007) Doing social research MD: Rowman and Littlefield Publishers Collis, J & Hussey, R (2003) Business research: A practical guide for undergraduate and postgraduate students (Ed 2nd) Basingstoke, England: Palgrave MacMillan Christian, M S., Garza, A S., & Slaughter, J E (2011) Work engagement: A quantitative review and test of its relations with task and contextual performance Personnel Psychology, 64(1):89-136 Christensen, D.R., Dowling, N.A., Jackson, A.C & Thomas, S.A (2014) Gambling participation and problem gambling severity in a stratified random survey: findings from the second social and economic impact study of gambling in Tasmania Journal of Gambling Studies Denzin, N K & Lincoln, Y S (Ed.) 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Does the factor affect your job performance at IBST? Q2: How you think of “Selection” in IBST? Does the factor affect your job performance at IBST? Q3: How you think of “Recruiting” in IBST? Does the factor affect your job performance at IBST? Q4: How you think of “HR Planning” in IBST? Does the factor affect your job performance at IBST? Q5: How you think of “Training and development” in IBST? Does the factor affect your job performance at IBST? 92 Q6: How you think of “Employee relations” in IBST? Does the factor affect your job performance at IBST? Q7: How you think of “Compensation” in IBST? Does the factor affect your job performance at IBST? Part 2: To find any missing factors that have been ignored Q1: Besides the other factors that have been discussed, can you think of any other relevant factors that can positively or negatively affect you and your colleagues‟ performance? Part 3: To examine how employees define job performance Q1: Please describe job performance in your own definitions Q2: Please define the components of job performance in your own words Part 4: To examine the items of relevant factors to provide in questionnaires Q1: Out of the factors that you find to be relevant, please explain at least attributions to the factor DÀN BÀI PHỎNG VẤN SÂU A GIỚI THIỆU CHUNG Tơi Hồng Mạnh, thực đề tài thạc sỹ nghiên cứu tìm hiểu nhân tố ảnh hưởng đến kết làm việc nhân viên đơn vị nghiệp công lập Viện khoa học công nghệ - Bộ xây dựng Mục tiêu bao quát luận văn nhằm hiểu rõ nhân tố ảnh hưởng mức độ ảnh hưởng nhân tố đến kết làm việc nhân viên, từ xác định vấn đề cần cải thiện giải pháp nhằm nâng cao kết làm việc tổ chức Việc tham gia trả lời vấn sâu hồn tồn tự nguyện anh/chị có quyền dừng tham gia câu hỏi Các liệu thu được ẩn danh sử dụng khuôn khổ nghiên cứu B CÁC CÂU HỎI PHỎNG VẤN SÂU Phần 1: Kiểm tra lại nhân tố từ mơ hình Thu nhận ý kiến nhân tố liên quan nhân tố không liên quan đến kết làm việc nhân viên Viện khoa học cơng nghệ nói riêng doanh nghiệp cơng nói chung 93 Câu 1: Anh/ Chị có ý kiến nhân tố “Đặc điểm cơng việc” Viện? Nhân tố có ảnh hưởng tới kết công việc nhân viên Viện? Câu 2: Anh/ Chị có ý kiến nhân tố “Kế hoạch nhân sự” Viện? Nhân tố có ảnh hưởng tới kết công việc nhân viên Viện? Câu 3: Anh/ Chị có ý kiến nhân tố “Tuyển dụng” Viện? Nhân tố có ảnh hưởng tới kết công việc nhân viên Viện? Câu 4: Anh/ Chị có ý kiến nhân tố “Lựa chọn tuyển dụng lựa chọn công việc” Viện? Nhân tố có ảnh hưởng tới kết công việc nhân viên Viện? Câu 5: Anh/ Chị có ý kiến nhân tố “Mối quan hệ với đồng nghiệp” Viện? Nhân tố có ảnh hưởng tới kết công việc nhân viên Viện? Câu 6: Anh/ Chị có ý kiến nhân tố “Đào tạo phát triển” Viện? Nhân tố có ảnh hưởng tới kết cơng việc nhân viên Viện? Câu 7: Anh/ Chị có ý kiến nhân tố “Lương thưởng” Viện? Nhân tố có ảnh hưởng tới kết công việc nhân viên Viện? Câu 8: Anh/ Chị có ý kiến nhân tố “Quản lý đánh giá suất lao động” Viện? Nhân tố có ảnh hưởng tới kết công việc nhân viên Viện? Phần 2: Gợi mở vấn với mục đích tìm nhân tố có ảnh hưởng chưa khai thác Câu 1: Bên cạnh nhân tố nhắc đến, anh/ chị có bổ sung thêm nhân tố có khả tác động tới kết làm việc anh/chị đồng nghiệp anh/chị Viện khơng? Phần 3: Tìm hiểu khái niệm cách đánh giá kết làm việc nhân viên Câu 1: Xin vui lòng cho biết anh/chị nghĩ suất lao động 94 Câu 2: Xin vui lòng cho biết anh/chị đánh giá suất lao động xem xét dựa tiêu chí Phần 4: Tìm hiểu thành phần tạo thành nhân tố, từ xây dựng bảng hỏi Câu 1: Đối với nhân tố anh/chị cho có ảnh hưởng tới suất lao động cơng chức Viện, xin vui lịng cho biết thành phần giúp biết nhân tố 95 APPENDIX FOCUS GROUP DISCUSSION GUIDELINES A INTRODUCTION - Overview about the researcher - Overview about the objective of the discussion and the objective of the research B DISCUSSION GUIDELINES Part 1: Based on interviews‟ findings, discuss further about the factors that affect job performance at IBST Part 2: Reexamine factors to be excluded: “Recruitment”, “Selection”, “HR Planning” Part 3: Reexamine factors to be added: “Manager‟s leadership”, “Support from Union‟s activities” Part 4: Factor items discussion CÁC VẤN ĐỀ THẢO LUẬN NHÓM A GIỚI THIỆU - Giới thiệu tác giả - Giới thiệu nghiên cứu, mục tiêu nghiên cứu vấn đề nghiên cứu B CÁC VẤN ĐỀ THẢO LUẬN Phần 1: Dựa vào phát từ vấn sâu, thảo luận sâu nhân tố ảnh hưởng đến suất lao động Viện Khoa học công nghệ Bộ xây dựng Phần 2: Thảo luận nhân tố loại bỏ khỏi mơ hình nghiên cứu : “Kế hoạch nhân sự”, “Tuyển dụng”, “Lựa chọn tuyển dụng lựa chọn công việc” Phần 3: Thảo luận nhân tố đưa thêm vào mơ hình nghiên cứu: “Sự lãnh đạo cấp trên”, “Hỗ trợ từ hoạt động Cơng đồn” Phần 4: Thảo luận thang đo 96 APPENDIX Questionnaire “Factors affecting job performance at IBST- Ministry of Construction” To whom it may concern, I am Hoang Manh, currently working on a master's thesis to study the factors affecting the performance of employees of public service delivery agencies such as the Institute for Building Science and Technology - Ministry of Construction The goal of the dissertation is to understand the factors that affect and influence these factors on the performance of employees, thereby identifying the issues that need improvement as well as the solution to improve the performance of your organization Participation in the questionnaire is voluntary and you have the right to stop participation at any time The data obtained will be kept anonymous and are used only in the framework of this study General information:  Male  Female Age  Under 30  31-40  41-50 Education  Under college  College  University  MA/MSc/MBA  PhD Gender  51-60 and over How long have you been working at IBST?  Under year  1-3 years  3-5 years  5-10 years  Over 10 years Please read the following statements and choose the responses accordingly (1= Strongly disagree, 2= Slightly disagree, 3= Neutral, 4= Slightly agree, 5= Strongly agree) Factors Ratings Analysis and design of work 1.1 My job suits my professional abilities 1.2 My works and duties are clearly defined in descriptions 1.3 My job responsibilities are motivationally challenging 97 Manager's leadership 2.1 My manager encourages my work and efforts 2.2 Work ideas and opinions are valued by managers 2.3 Team works are well managed by managers Support from Union's activities The organization's Union is effective place to 3.1 communicate 3.2 My Union helps forming an united organizations 3.3 My Union supports personal issues and situations Employee relations 4.1 I receive the respect I deserve from my colleagues 4.2 My colleagues and me are ready to help each other 4.3 My colleagues are also my friends 5 Training and development I receive adequate trainings and guidance for my 5.1 arranged duties 5.2 There are opportunities for my personal development 5.3 Relevant trainings raise my work motivation Compensation The compensation policies of the organization are fair 6.1 among departments 6.2 I am satisfied with my salary 6.3 My salary is the main source of motivation to work Performance management My works and efforts are appreciated by the 7.1 organization 7.2 I have appropriate job feedbacks from the organization 7.3 My works and efforts are rewarded/ punished fairly 98 On the scale from 1-10 (1= lowest, 10= highest) please rate the following aspects based on YOUR judgement of yourself towards your job Statements Scale (1-10) My self-motivation to work My willing to adapt myself to achieve higher performace My ability to finish all of the assigned tasks My readiness to help my colleagues My readiness to put my team's goals higher than my goal On the scale from 1-10 (1= Not important, 10= Very important) please RATE the IMPORTANCE of the following factors towards your job performance Factors Scale (1-10) Analysis and design of work Manager's leadership Support from Union's activities Employee relations Training and development Compensation Performance management Thank you for your cooperation 99 Phiếu khảo sát “Các nhân tố ảnh hƣởng đến kết làm việc nhân viên Viện Khoa học Công nghệ Xây dựng – Bộ Xây Dựng” Kính gửi Anh/Chị: Tơi Hoàng Mạnh, thực đề tài thạc sỹ nghiên cứu tìm hiểu nhân tố ảnh hưởng đến kết làm việc nhân viên đơn vị nghiệp công lập Viện khoa học công nghệ xây dựng - Bộ xây dựng Mục tiêu bao quát luận văn nhằm hiểu rõ nhân tố ảnh hưởng mức độ ảnh hưởng nhân tố đến kết làm việc nhân viên, từ xác định vấn đề cần cải thiện giải pháp nhằm nâng cao kết làm việc tổ chức Việc tham gia trả lời bảng hỏi hoàn toàn tự nguyện anh/chị có quyền dừng tham gia câu hỏi Các liệu thu được ẩn danh sử dụng khuôn khổ nghiên cứu Thơng tin chung: Giới tính  Nam Độ tuổi  Dưới 30 Học vấn  Nữ  31-40  41-50  51-60  Dưới cao đẳng  Cao đẳng  Đại học  Thạc sỹ  Tiến sỹ trở lên Thâm niên làm việc Viện anh/chị?  Dưới năm  1-3 năm  3-5 năm  5-10 năm  Hơn 10 năm Anh/chị vui lòng cho biết đánh giá ý kiến sau: (1= Rất khơng đồng ý, 2= Không đồng ý, 3= Trung lập, 4= Đồng ý, 5= Rất đồng ý) Nhân tố Đánh giá Đặc điểm công việc Công việc phù hợp với khả chuyên 1.1 môn Công việc nhiệm vụ xác định rõ ràng 1.2 miêu tả 1.3 Cơng việc có tính thử thách thúc đẩy cố gắng Lãnh đạo cấp 2.1 Cấp khuyến khích làm việc nỗ lực 100 công việc Ý tưởng ý kiến công việc cấp 2.2 tôn trọng 2.3 Cơng việc nhóm quản lý tốt cấp Hỗ trợ từ hoạt động Cơng đồn Cơng đồn địa điểm hiệu để cán nhân 3.1 viên giao lưu 3.2 Cơng đồn giúp tạo nên tập thể đoàn kết 5 Cơng đồn hỗ trợ vấn đề cá nhân 3.3 tình hng khác Quan hệ với đồng nghiệp Tôi nhận tôn trọng xứng đáng từ đồng 4.1 nghiệp 4.2 Đồng nghiệp sẵn sàng giúp đỡ lẫn 4.3 Tôi coi đồng nghiệp bạn bè 5 Đào tạo phát triển Tôi nhận đào tạo hướng dẫn đầy đủ 5.1 nhằm thực công việc giao 5.2 Tơi tìm thấy hội để phát triển thân 5 Các đào tạo liên quan đến công việc giúp tăng động 5.3 lực làm việc Lƣơng thƣởng Chính sách lương thưởng cơng 6.1 phòng ban/ đơn vị 6.2 Tôi cảm thấy thỏa mãn với mức lương nhận 6.3 Tiền lương nguồn động lực để tơi làm việc Quản lý đánh giá suất lao động 7.1 Tổ chức đánh giá cao công việc nỗ lực 7.2 Tôi nhận nhận xét phù hợp công việc 101 Kết công việc nỗ lực khen 7.3 thưởng/ kỷ luật công Trên thang điểm từ 1-10 (1= thấp nhất, 10= cao nhất), vui lòng đánh giá tiêu chí sau dựa cảm nhận thân (Ví dụ: Động lực làm việc cao =10, khơng có động lực làm việc=1….) Thang điểm(1-10) Tiêu chí Động lực làm việc thân Sự sẵn sàng thích nghi thân để đạt hiệu suất làm việc cao Khả hoàn thành nhiệm vụ giao Sự sẵn sàng giúp đỡ đồng nghiệp Sự sẵn sàng đặt mục tiêu cúa nhóm cao mục tiêu thân Trên thang điểm từ 1-10 (1= không quan trọng, 10= quan trọng), vui lòng đánh giá quan trọng nhân tố sau suất làm việc thân Nhân tố Thang điểm (1-10) Đặc điểm công việc Lãnh đạo cấp Hỗ trợ từ hoạt động Cơng đồn Quan hệ với đồng nghiệp Đào tạo phát triển Lương thưởng Quản lý đánh giá suất lao động Trân trọng cảm ơn tham gia anh/chị 102 ... VÀ KINH DOANH - HOÀNG MẠNH FACTORS AFFECTING JOB PERFORMANCE AT PUBLIC SERVICE DELIVERY AGENCIES IN VIETNAM – THE CASE OF VIETNAM INSTITUTE FOR BUILDING SCIENCE AND TECHNOLOGY (IBST) ... OVERVIEW OF JOB PERFORMANCE AND FACTORS AFFECTING JOB PERFORMANCE IN ORGANIZATIONS 1.1 Job performance Job performance is one of the most noticed concept that has gained more and more attention for the. .. following model of factors affecting job performance in Public service delivery agencies in Vietnam: Analysis and design of work Training and development Employee relations Job Performance Performance