The possible solutions to attract human resources at ha tien town, kien giang province from 2010 to 2015

MEIHO UNIVERSITY Graduate Institute of Business and Management MASTERS THESIS The Possible Solutions to Attract Human Resources at Ha Tien Town, Kien Giang Province from 2010 to 2015 In partial fulfillment of the requirements for the degree of Masters of Business Administration Advisor: Dr Yi-Cheng Chen Co-advisor: Dr Pham Duy Hieu Graduate Student: Nguyen Thanh Nhan December, 2010 ACKNOWLEDGMENTS First of all, I wish to extend my heartfelt gratitude to Board of rector of University of Industry – Ho Chi Minh City and Meiho University – Taiwan for having enabled me to participate in training programs Master of Business Administration in the last years I also extend my sincere thanks to Ass.Pro Dr Le Van Tan, vice-rector of University of Industry – Ho Chi Minh city; Ass.Pro Vo Phuoc Tan, dean of department of postgraduate training; Dr Nguyen Minh Tuan, dean of department of Business Administration, University of Industry Ho Chi Minh city for your valuable comments which have indeed motivated me to attend all courses and complete this thesis I am deeply grateful to Dr Yi-Cheng Chen, Department of Business Administration, Meiho University, Taiwan (MU Taiwan) and Dr Pham Duy Hieu, Director of Institute of economic and industrial development, University of Industry Ho Chi Minh city, who grant their precious time to timely guide and help me from choosing subjects to fulfilling the thesis I gratefully acknowledge teachers of department of postgraduate training and teachers of department of Business Administration as well as my fellow classmates in EMBA2 in University of Industry Ho Chi Minh city for assistance, supports and encouragements having given to me during the last years Thanks to them, I have learned a lot of knowledge and new skills apart from my professional ones I owe my most sincere gratitude to Rector and members of the Board of Meiho University, Dr Ron Chuen Yeh - dean of department of Business Administration of Meiho University, as well as professors, executive staffs in Meiho University – Taiwan for whole-hearted guidance, welcome and kind hospitality making it really a beautiful and unforgettable impression for me and my classmates during our studying in the University It is a pleasure to express my gratitude to my postgraduate fellows in EMBA, Meiho University, Taiwan for supporting us during courses Lastly, I would like to express my deep and sincere gratitude to my family, my colleagues in Town Ha Tien – Kien Giang, my colleagues in Department of Internal Affairs of Kien Giang province for providing me with information, documents, as well as constructive comments which advantage me in fufiling the thesis Especially, I truly I appreciate awereness, supports, as well as sincere and valuable encouragement of teachers, colleagues and fellows during my srudying Sincerely! II The Possible Solutions to Attract Human Resources at Ha Tien Town, Kien Giang Province from 2010 to 2015 ABSTRACT Ha Tien town is known as a border gate and sea-tourism town of Kien Giang province, which is located in the west-south of Viet Nam Thanks to having many advantages in islands-coast tourism, trading, services and border gate economy and etc., in the past few years, the number of investment projects for Ha Tien has been increasingly developed Besides, being recognized as a town in 1998, Ha Tien seems to be a young one which is in the stage of enhancing investment in urban development and socioeconomic development GDP growth is quite high - over 19% per years Having many opportunities, Ha Tien also has to deal with challenges among which the issue of human resources is considered as the most urgent one which does need answer: How to ensure the demands of socio-economic development Especially, human resources in state organs is the pioneering force and the leading factor in fulfilling strategies for a ready, powerful and stable socio-economic development Human resources plays an important role in the progress of economic development, therefore, the most interested issue in setting targets for socio-economic development in one country, locality or organization is namely the real state of human resources This is a crucial issue for either success or failure Nowadays, under the pressure of the demand of socio-economic development the competitive edge seems to be bigger for every country and locality In accordance with specific human resources requirements, each country and locality has its’ own strategies for enhancing human resources In detail, high quality human resources and talents are the most concerned, since this is regarded as a rare and costly property, and a competitive advantage for development In conclusion, the topic of this paper – Strategies for enhancing human resources in the phase of socio-economic development: a case study of Ha Tien town – Kien giang province, is a pressing issue The study is based on arguments in Viet Nam and elsewhere, policies and laws of Viet Nam, The real state of human resources of Kien Giang province and Ha Tien town, specific characteristics and challenges for human resources in answering the demand of socio-economic development in Ha Tien – Kien Giang The study has started with III collecting documents and policies on human resources and attracting national and foreign human resources; collecting information, trust-worthy documents of state organs, evaluation and comments of leaders of Ha tien, reports of Ha Tien’s People’s Committee and ideas of managers in Ha Tien In order to ensure objectiveness, researchers carried out an interview with 20 leaders in administrative management in state organs and experienced experts of human resources management, results of which were drawn and analyzed so that we found out general solutions for attracting and enhancing human resources for socio-economic development According to the results, in order to enhancing human resources in the phase of socio-economic development Ha Tien such solutions are on demand: (1) Promoting infrastructure investment, creating motivator and competitive advantage to attract investment; (2) Promoting tourism development, cultural-entertainment-spiritual activities in accordance with services for tourism and tourism development; (3) Habitation and housing land Policy; (4) Special financial support policy; (5) Policy of placement, training and employment; (6) Promoting inspection and effectiveness of management Keywords: People’s Committee; Ha Tien; Kien Giang; Viet Nam Photo: Ha Tien - Kien Giang, Vietnam IV The Possible Solutions to Attract Human Resources at Ha Tien Town, Kien Giang Province from 2010 to 2015 Contents ACKNOWLEDGMENTS I ABSTRACT III Contents V Tables VII Figures VIII Chapter1 Introduction 1.1 Location of Ha Tien – Kien Giang, Viet Nam and Reasons for Writing Topic 1.1.1 Overview of Ha Tien – Kien Giang 1.1.2 Reasons for this thesis 1.2 Purpose of Thesis 1.3 Objects and Scope of Research 1.4 Definition Chapter2 Literature Review 10 2.1 Arguments about Human Resources and the Ways of Attracting It 10 2.1.1 The role of human resources 10 2.1.2 The Interrelation between human resources and economic development 11 2.1.3 Strategies of human resources management 12 2.1.4 Attracting human resources 14 2.2 Methods and Experience in Attracting Human Resources in Other Localities in Viet Nam and Overseas 19 2.2.1 Policies on attracting human resources in Da Nang City 19 2.2.2 Policies of human resources attraction in Ha Noi city 20 2.2.3 Policies of attracting human resources in Binh Duong province 21 2.2.4 Methods of attracting human resources in Kien Giang province 22 2.3 Recent Situation of Human Resource of Kien Giang Province and Ha Tien Town 23 2.3.1 Human resources of Kien Giang province 23 2.3.2 Human resource of Ha Tien town of Kien Giang province 34 Chapter3 Research Methodology 37 V 3.1 Research Process 37 3.2 Interview and Survey Method 39 3.2.1 The way to proceed 39 3.2.2 The content of interview and survey question 39 3.2.3 The interview and survey subjects 40 3.2.4 The accuracy and certainty of data 41 3.3 Research Methods 41 Chapter4 Research Results and Analysis 43 4.1 General Survey on Human Resources in Government Agencies at Ha Tien – Kien Giang 43 4.1.1 Review of potential of advantages for socio-economic development in Ha Tien – Kien Giang 43 4.1.2 The major role of human resources in socio-economic development in Ha Tien – Kien Giang 44 4.1.3 The common situation of employing human resources 45 4.1.4 Problems and difficulties in period 2005-2010 45 4.2 Results of the Research 46 4.2.1 Comments and evaluations for the real state of human resources 47 4.2.2 Human resources management 49 4.2.3 Challenges and difficulties in attracting human resources 51 4.2.4 Orientations for enhancing human resources on demands of socio-economic development 53 4.3 Analyzed results 55 4.3.1 Comments and evaluations for human resources (annex 4.3.1; table 4-27) 55 4.3.2 Human resources management (annex 4.3.2; table 4-28) 61 4.3.3 Challenges, difficulties in attracting human resources (annex 4.3.3; table 4-29) 66 4.3.4 Orientations for strengthening human resources on demand for socio-economic development (annex 4.3.4; table 4-30) 74 Chapter5 Solutions, Recommendations and Conclusions 79 5.1 Conclusions 79 5.2 Solutions to Attract and Enhance Human Resources 81 References 88 Attachment 90 APPENDIX B – VIETNAMESE QUESTIONNAIRE 94 VI Tables Table 2-1 AREA – Population And Population Density 2008-2009 Divided Into Districts, Villages, Cities 24 Table 2-2 Average Population by Sex and Urban, Rural Areas 25 Table 2-3 Average Population 2008 by Age Group and Sex 26 Table 2-4 Average Population Divided into District-Towns-Urban Areas .27 Table 2-5 Average Population by Sex and Districts, Towns, Urban Areas .28 Table 2-6 Urban And Rural Average Population by Districts, Towns, Urban Areas 29 Table 2-7 Balance Inhabitants of Human Resource 30 Table 2-8 Social Labor Force Working in National Economy 31 Table 2-9 Labor Working in Government Agenciesby Branches of Economy .32 Table 2-10 Population and Labour in Ha Tien Town 2006 – 2009 34 VII 19 20 21 22 23 24 25 26 Every year hundreds of students who study in large universities in HCM City, Can Tho City…, or even overseas graduate, but they not turn back and work in their hometown The town has no financial policy to support excellent domestic students in order that there is commitment to attract employers to work in town after graduation There are not many policies to train and improve professional skills for officials and civil servants in town In such conditions, there must be a good policy in order to strengthen the human resources of high qualifications, and well meet the requirements of the socio-economic development The town should have special financial policy to attract talented people The Town should have housing and landing policy for longtermed officials and civil servants who complete their duties well, and the ones from other places as well in order that they feel convenient and comfortable to stay and work here Working environment, suitable jobs with your qualifications, nice colleagues, chances to get promotions, long-termed jobs… are the necessary conditions for human resources to improve Nice leaders, good morality, fair treatment are extremely important factors to attract and keep talented people † † † † † † † † † † † † † † † † † † † † † † † † † † † † † † † † † † † † † † † † PART III: COMMENTS TO IMPROVE HUMAN RESOURCES IN SOCIO-ECONOMIC DEVELOPMENT OF THIS TOWN Please let us know your comments to strengthen human resources of this Town in the period of socio-economic development 2010 – 2015 (including the difficulties and solutions) Thank you very much! ………………………………………………………………………………… ………………………………………………………………………………… …………………… 93 APPENDIX B – VIETNAMESE QUESTIONNAIRE Meiho University Graduate Institute of Business & Management 23 Pingqung Rd, Neipu, PingTung 912, Taiwan BẢNG CÂU HỎI THĂM DÒ Ý KIẾN GIẢI PHÁP THU HÚT NGUỒN NHÂN LỰC CHO THỊ Xà HÀ TIÊN – KIÊN GIANG, GIAI ĐOẠN PHÁT TRIỂN KINH TẾ - Xà HỘI 2010 - 2015 BẢNG CÂU HỎI PHỎNG VẤN Tôi tên Nguyễn Thanh Nhàn, học viên lớp Cao Học Quản trị Kinh Doanh tơi q trình làm luận văn tốt nghiệp Do đó, tơi thực bảng câu hỏi vấn nhằm thu thập liệu cần thiết cho luận văn Ý kiến đóng góp anh chị nguồn tài liệu vô quan trọng luận văn xin tuyệt đối giữ bí mật thơng tin cá nhân anh chị Xin chân thành cám ơn anh chị nhiệt tình giúp đỡ tơi PHẦN I: DỬ LIỆU TỔNG QUÁT Xin vui lòng cho biết giới tính Quý Anh/Chị † † Nữ Xin vui lịng cho biết tình trạng gia đình Q Anh/Chị † Nam Độc thân † Đã có gia đình Xin vui lòng cho biết độ tuổi Quý Anh/Chị † Từ 18 - 30 † Từ 31 - 40 94 † Từ 41- 50 † Trên 50 Xin vui lịng cho biết Q Anh/Chị làm cơng tác quản lý hành Nhà nước năm? † Từ đến năm † Từ đến 10 năm † Từ 10 đến 15 năm †Trên 15 năm Chức danh công việc Quý Anh/Chị nắm giữ † Chủ tịch † Phó Chủ tịch † Trưởng phịng † Phó Phịng † Khác ……… Xin vui lịng cho biết số lượng nhân viên Anh/Chị quản lý † Ít 10 † Từ 10-30 † Từ 30-60 † Trên 60 PHẦN II: CÂU HỎI NGHIÊN CỨU Anh/Chị vui lòng cho biết ý kiến nguồn nhân lực làm việc quan Nhà nước Thị Xã Xin vui lịng đánh dấu vào vng tương ứng với mức độ hài lịng anh chị sau: “1”= Khơng thống hồn tồn; “2”= Không thống nhất; “3”= Không ý kiến; “4”= Thống nhất; “5”= Thống hoàn toàn STT NỘI DUNG 01 Trình độ chun mơn cán bộ, công chức số † quan, đặc biệt cấp sở (Xã, Phường) Thị Xã chưa đạt chuẩn 100% theo quy định † † † † 02 Khả áp dụng công nghệ tin học công việc † chuyên môn quản lý nhà nước cán bộ, công chức chưa nhiều † † † † 03 Trình độ ngọai ngữ cán bộ, cơng chức phần lớn † quan cịn yếu † † † † 04 Ở số lĩnh vực chuyên ngành : Y khoa, Kiến trúc, † xây dựng, công nghệ thông tin… cán bộ, công chức có trình độ đại học trở lên cịn thiếu nhiếu † † † † 05 Khả chuyên nghiệp xử lý công việc cán bộ, † công chức vài quan chưa thật đạt yêu cầu † † † † 06 Ở số ngành kinh tế chủ lực quan trọng : Du lịch, † † † † † 95 xây dựng, đô thị, tài ngun-mơi trường, kinh tế, tài chínhkế hoạch… cịn thiếu nhiều cán bộ, công chức “ giỏi “ để đáp ứng tốt nhu cầu công việc 07 Ở vài quan, mức độ hịan thành cơng việc cán † bộ, công chức chưa thật xuất sắc, số cán bộ, cơng chức cịn quan liêu, thiếu trách nhiệm, khơng hịan thành cơng việc † † † † 08 Thị xã làm tốt công tác kiểm tra, tra quản lý † cán bộ, công chức thực thi công vụ † † † † 09 Độ tuổi trung bình cán bộ, cơng chức Thị Xã cao † so với yêu cầu † † † † 10 Lực lượng cán bộ, cơng chức trẻ kế thừa cịn thiếu chưa † đáp ứng kịp yêu cầu đặt † † † † 11 Công tác quản lý cán bộ, công chức tuyển dụng số † quan chưa chặt chẽ † † † † 12 Nguồn nhân lực có trình độ cao (giáo sư, tiến sỹ, thạc sỹ…) † Thị Xã khơng có nhiều † † † † 13 Thu nhập tiền lương cán bộ, cơng chức cịn thấp, đời † sống cịn gặp nhiều khó khăn † † † † 14 Thị xã cịn gặp nhiều khó khăn thu hút nguồn nhân † lực có trình độ chun mơn cao làm việc quan nhà nuớc † † † † 15 Thị xã chưa có sách cụ thể thu hút nguồn nhân † lực † † † † 16 Điều kiện lương bổng khó cho việc thu hút † người giỏi làm việc Thị x㠆 † † † 17 Điều kiện giao thơng, sinh họat, học tập, giải trí văn hóa – † tinh thần, kinh tế…cịn khó khăn chưa tạo sức hút mạnh để di dân, an cư lạc nghiệp † † † † 18 Thị xã chưa có sách nhà cho cán bộ, cơng chức † nơi khác làm việc † † † † 19 Hàng năm, Thị xã có hàng trăm sinh viên học tập † trường Đại học lớn TP.HCM, TP.Cần Thơ… nước Singapore, Hàn Quốc…nhưng tốt nghiệp trường làm việc Thị xã họăc khơng † † † † 96 20 Thị xã chưa có sách tài để hổ trợ cho sinh † viên giỏi Thị xã học trường Đại học nhằm cam kết tuyển dụng thu hút làm việc Thị Xã trường † † † † 21 Chính sách đào tạo, nâng cao chuyên môn cho cán bộ, công † chức làm việc Thị xã chưa nhiều † † † † 22 Trong điều kiện nay, để tăng cường nguồn nhân † lực có trình độ chun mơn cao, đáp ứng tốt cho phát triển kinh tế - xã hội trước mắt lâu dài cần phải có đột phá lớn sách thu hút đãi ngộ † † † † 23 Thị xã cần có sách đặc biệt tài (lương bổng, † hổ trợ…) để thu hút nhân tài † † † † 24 Thị xã cần có sách nhà ở, đất cho cán bộ, công † chức, viên chức cơng tác lâu năm xun suốt hịan thành tốt công việc; cán bộ, công chức nơi khác cơng tác để tạo gắn bó, phấn đấu lâu dài † † † † 25 Môi trường làm việc, cơng việc bố trí phù hợp với chuyên † môn, sở trường, đồng nghiệp tốt, hội thăng tiến, ổn định lâu dài…cũng điều kiện cần thiết để nguồn nhân lực phát huy tốt tài † † † † 26 Lãnh đạo giỏi, đạo đức tốt, đãi ngộ công bằng, minh bạch † yếu tố quan trọng để thu hút giữ chân nhân tài † † † † PHẦN III: CÁC Ý KIẾN ĐÓNG GÓP ĐỂ TĂNG CƯỜNG NGUỒN NHÂN LỰC TRONG PHÁT TRIỂN KINH TẾ - Xà HỘI CỦA THỊ Xà Xin vui lòng nêu ý kiến đóng góp anh/chị để tăng cường nguồn nhân lực thị xã phát triển kinh tế - xã hội, giai đoạn 2010-2015(bao gồm khó khăn giải pháp đề xuất) ………………………………………………………………………………………… ………………………………………………………………………………………… ………………………………………………………………………………………… Xin chân thành cảm ơn 97 Annex 4.2.1 TABLE 4-1 : Professional skills of officers and civil servants in some agencies, especially in the local level (Village, Ward) of this Town haven’t met the 100% standard Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 20.0 20.0 20.0 Disagree 4.0 4.0 24.0 No idea 4.0 4.0 28.0 12 48.0 48.0 76.0 24.0 24.0 100.0 25 100.0 100.0 agree Completely agree Total Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-2 : Civil servants not have many abilities to apply information technology in administrative management Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 8.0 8.0 8.0 Disagree 8.0 8.0 16.0 No idea 8.0 8.0 24.0 12 48.0 48.0 72.0 28.0 28.0 100.0 25 100.0 100.0 agree Completely agree Total Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-3 : Most of officers and civil servants not have enough foreign language skills Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 12.0 12.0 12.0 agree 36.0 36.0 48.0 Completely agree 13 52.0 52.0 100.0 Total 25 100.0 100.0 Source: As a result of interview surveys, processed with SPSS 18 by the author 98 TABLE 4-4 : Not many officers and civil servants have university degrees in some specialized fields such as medicine, architecture, construction, information technology… Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 36.0 36.0 36.0 Disagree 8.0 8.0 44.0 agree 12.0 12.0 56.0 Completely agree 11 44.0 44.0 100.0 Total 25 100.0 100.0 Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-5 : The professional abilities of officers and civil servants to handle work in some agencies are not as good as required Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 12.0 12.0 12.0 Disagree 12.0 12.0 24.0 No idea 8.0 8.0 32.0 16 64.0 64.0 96.0 4.0 4.0 100.0 25 100.0 100.0 agree Completely agree Total Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-6 : There lacks of good officers and civil servants meeting the demand of work in some important economic sectors such as: tourism, construction, urbanism, environmental resources, economics, planning finance… Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 12.0 12.0 12.0 Disagree 12.0 12.0 24.0 11 44.0 44.0 68.0 32.0 32.0 100.0 25 100.0 100.0 agree Completely agree Total Source: As a result of interview surveys, processed with SPSS 18 by the author 99 TABLE 4-12 : There are not many human resources with high qualifications (Professors, Doctors, Masters) in this Town Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 4.0 4.0 4.0 Disagree 8.0 8.0 12.0 agree 20.0 20.0 32.0 Completely agree 17 68.0 68.0 100.0 Total 25 100.0 100.0 Source: As a result of interview surveys, processed with SPSS 18 by the author Annex 4.2.2 TABLE 4-7 : In some agencies, the level of completed work of officials and civil servants is not really outstanding, a small number of them are bureaucratic, irresponsible, or even not complete their job Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 4.0 4.0 4.0 Disagree 8.0 8.0 12.0 No idea 4.0 4.0 16.0 19 76.0 76.0 92.0 8.0 8.0 100.0 25 100.0 100.0 agree Completely agree Total Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-8 : The town has done good inspection about official management and implement of civil servants Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 28.0 28.0 28.0 Disagree 12.0 12.0 40.0 11 44.0 44.0 84.0 16.0 16.0 100.0 25 100.0 100.0 agree Completely agree Total Source: As a result of interview surveys, processed with SPSS 18 by the author 100 TABLE 4-9 : The average of officials and civil servants in this Town is higher than required Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 20.0 20.0 20.0 Disagree 24.0 24.0 44.0 No idea 16.0 16.0 60.0 agree 28.0 28.0 88.0 Completely agree 12.0 12.0 100.0 25 100.0 100.0 Total Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-10 : The young officials and civil servants have less experiences and not meet the requirements Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 8.0 8.0 8.0 Disagree 12.0 12.0 20.0 16 64.0 64.0 84.0 16.0 16.0 100.0 25 100.0 100.0 agree Completely agree Total Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-11 : Official management and recruitment in some agencies are not as good as expected Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 16.0 16.0 16.0 Disagree 12.0 12.0 28.0 No idea 12.0 12.0 40.0 14 56.0 56.0 96.0 4.0 4.0 100.0 25 100.0 100.0 agree Completely agree Total Source: As a result of interview surveys, processed with SPSS 18 by the author 101 Annex 4.2.3 TABLE 4-13 : The income of officials and civil servants is still low, they also meet some difficulties in their lives Frequency Valid Percent Valid Percent Cumulative Percent Disagree 4.0 4.0 4.0 agree 36.0 36.0 40.0 Completely agree 15 60.0 60.0 100.0 Total 25 100.0 100.0 Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-14 : This Town finds it difficult to attract human resources with high qualifications to turn back to work in state agencies Frequency Valid Completely disagree Percent Valid Percent Cumulative Percent 8.0 8.0 8.0 agree 12 48.0 48.0 56.0 Completely agree 11 44.0 44.0 100.0 Total 25 100.0 100.0 Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-15 : This Town does not have specific policies to attract human resources Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 12.0 12.0 12.0 Disagree 12.0 12.0 24.0 No idea 8.0 8.0 32.0 11 44.0 44.0 76.0 24.0 24.0 100.0 25 100.0 100.0 agree Completely agree Total Source: As a result of interview surveys, processed with SPSS 18 by the author 102 TABLE 4-16 : Income condition is now an important factor to attract specialized people to work in this Town Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 4.0 4.0 4.0 Disagree 12.0 12.0 16.0 agree 36.0 36.0 52.0 Completely agree 12 48.0 48.0 100.0 Total 25 100.0 100.0 Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-17 : It is traffic, living, learning conditions, cultural - spiritual entertainment, economic difficulties that not have a strong attraction for immigrants, permanent home business Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 12.0 12.0 12.0 Disagree 28.0 28.0 40.0 No idea 4.0 4.0 44.0 11 44.0 44.0 88.0 12.0 12.0 100.0 25 100.0 100.0 agree Completely agree Total Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-18 : The town has no housing policy for civil servants from other provinces to work here Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 20.0 20.0 20.0 Disagree 20.0 20.0 40.0 agree 36.0 36.0 76.0 Completely agree 24.0 24.0 100.0 25 100.0 100.0 Total Source: As a result of interview surveys, processed with SPSS 18 by the author 103 TABLE 4-19 : Every year hundreds of students who study in large universities in HCM City, Can Tho City…, or even overseas graduate, but they not turn back and work in their hometown Frequency Valid Disagree Percent Valid Percent Cumulative Percent 4.0 4.0 4.0 agree 11 44.0 44.0 48.0 Completely agree 13 52.0 52.0 100.0 Total 25 100.0 100.0 Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-20 : The town has no financial policy to support excellent domestic students in order that there is commitment to attract employers to work in town after graduation Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 4.0 4.0 4.0 Disagree 8.0 8.0 12.0 No idea 4.0 4.0 16.0 13 52.0 52.0 68.0 32.0 32.0 100.0 25 100.0 100.0 agree Completely agree Total Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-21 : There are not many policies to train and improve professional skills for officials and civil servants in town Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 24.0 24.0 24.0 Disagree 20.0 20.0 44.0 10 40.0 40.0 84.0 16.0 16.0 100.0 25 100.0 100.0 agree Completely agree Total Source: As a result of interview surveys, processed with SPSS 18 by the author 104 Annex 4.2.4 TABLE 4-22 : In such conditions, there must be a good policy in order to strengthen the human resources of high qualifications, and well meet the requirements of the socio-economic development Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 4.0 4.0 4.0 No idea 4.0 4.0 8.0 agree 12 48.0 48.0 56.0 Completely agree 11 44.0 44.0 100.0 Total 25 100.0 100.0 Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-23 : The town should have special financial policy to attract talented people Frequency Valid Percent Valid Percent Cumulative Percent Completely disagree 4.0 4.0 4.0 No idea 8.0 8.0 12.0 agree 11 44.0 44.0 56.0 Completely agree 11 44.0 44.0 100.0 Total 25 100.0 100.0 Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-24 : The Town should have housing and landing policy for long-termed officials and civil servants who complete their duties well, and the ones from other places as well in order that they feel convenient and comfortable to stay and work here Frequency Valid No idea Percent Valid Percent Cumulative Percent 4.0 4.0 4.0 agree 10 40.0 40.0 44.0 Completely agree 14 56.0 56.0 100.0 Total 25 100.0 100.0 Source: As a result of interview surveys, processed with SPSS 18 by the author 105 TABLE 4-25 : Working environment, suitable jobs with your qualifications, nice colleagues, chances to get promotions, long-termed jobs… are the necessary conditions for human resources to improve Frequency Valid Percent Valid Percent Cumulative Percent agree 12 48.0 48.0 48.0 Completely agree 13 52.0 52.0 100.0 Total 25 100.0 100.0 Source: As a result of interview surveys, processed with SPSS 18 by the author TABLE 4-26 : Nice leaders, good morality, fair treatment are extremely important factors to attract and keep talented people Frequency Valid Percent Valid Percent Cumulative Percent No idea 4.0 4.0 4.0 agree 20.0 20.0 24.0 Completely agree 19 76.0 76.0 100.0 Total 25 100.0 100.0 Source: As a result of interview surveys, processed with SPSS 18 by the author Annex 4.3.1 :COMMENTS AND EVALUATIONS FOR HUMAN RESOURCES TABLE 4-27 Questions Questions Questions Questions N Questions Questions Questions 12 Valid 25 25 25 25 25 25 25 Missing 3.52 1.447 3.80 1.190 4.16 1.281 3.20 1.871 3.36 1.150 3.72 1.370 4.40 1.118 Mean Std Deviation Minimum Maximum Source: As a result of interview surveys, processed with SPSS 18 by the author 106 Annex 4.3.2 : Human resources management TABLE 4-28 Questions.7 Questions.8 Questions.9 Questions.10 Questions.11 N Valid Missing Mean Std Deviation Minimum Maximum 25 25 25 25 25 3.76 879 3.08 1.552 2.88 1.364 3.68 1.145 3.20 1.225 Source: As a result of interview surveys, processed with SPSS 18 by the author Annex 4.3.3 : Challenges, difficulties in attracting human resources TABLE 4-29 Question s.13 Questio ns.14 Question s.15 Questio ns.16 Question s.17 Questio ns.18 Questio ns.19 Questio ns.20 Questio ns.21 Valid 25 25 25 25 25 25 25 25 25 Missing Mean Std Deviation Minimum Maximum 4.52 714 4.20 1.080 3.56 1.325 4.12 1.166 3.16 1.313 3.24 1.535 4.44 712 4.00 1.041 3.04 1.513 5 5 5 5 N Source: As a result of interview surveys, processed with SPSS 18 by the author Annex 4.3.4 : Orientations for strengthening human resources on demand for socio-economic development TABLE 4-30 Questions 22 N Valid Missing Mean Std Deviation Minimum Maximum Questions 23 Questions 24 Questions 25 Questions 26 25 25 25 25 25 4.28 891 4.24 926 4.52 586 4.52 510 4.72 542 Source: As a result of interview surveys, processed with SPSS 18 by the author 107 ... II The Possible Solutions to Attract Human Resources at Ha Tien Town, Kien Giang Province from 2010 to 2015 ABSTRACT Ha Tien town is known as a border gate and sea-tourism town of Kien Giang province, ... Committee; Ha Tien; Kien Giang; Viet Nam Photo: Ha Tien - Kien Giang, Vietnam IV The Possible Solutions to Attract Human Resources at Ha Tien Town, Kien Giang Province from 2010 to 2015 Contents... Human Resources at Ha Tien Town, Kien Giang Province from 2010 to 2015 Chapter1 Introduction 1.1 Location of Ha Tien – Kien Giang, Viet Nam and Reasons for Writing Topic 1.1.1 Overview of Ha Tien