THE UNIVERSITY OF FINANCE AND MARKETIN G

SOME SOLUTIONS TO IMPROVE HUMAN

RESOURCE MANAGEMENT IN DAI PHAT
DAT

LECTURER: MR. CHU QUANG PHE

STUDENT: TRUONG LE QUYEN VU
NGUYEN THI LAN PHUONG
CLASS: 10DTA

Ho Chi Minh City, March 15, 2014

THE UNIVERSITY OF FINANCE AND MARKETIN G

SOME SOLUTIONS TO IMPROVE HUMAN

RESOURCE MANAGEMENT IN DAI PHAT
DAT

LECTURER: MR. CHU QUANG PHE

STUDENT: TRUONG LE QUYEN VU
NGUYEN THI LAN PHUONG
CLASS: 10DTA

Ho Chi Minh City, March 15, 2014

 ACKOWLEDGEMENT
During the study at the University of Finance and Marketing, Ho Chi Minh City as
well as the Foreign Language Department, I have been provided and communicated all
the professional and valuable knowledge by teacher, I can summarize the knowledge
that I have learned and it is also opportunity to learn a lot of new knowledge when
applying to subjects performing. At the same time I also derive practical experience.
Through this internship report, we would like to thank sincerely and deeply Mister Chu
Quang Phe who has dedicated to guide us throughout the process to implement the
project. Though he is busy in work but he has always spent precious time to analyze
and explain for us to understand the problem, help us have enough practical knowledge
and confidence to complete this report.
Besides, we also thank Administrative Department as well as Dai Phat Dat Joint Stock
Company and a number of officers in the company that provide and support data so
you can complete the project "Some solutions to improve human resource management
in Dai Phat Dat Joint Stock Company". This report does not certainly voice
shortcomings when implementing our subject. We wish you sympathize and ignore it.
The criticisms and comments are the lessons for us in the future.
Finally, we would like to wish you have a healthy and achievements in scientific
research and education.
Ho Chi Minh City, May 9th 2014
Nguyen Thi Lan Phuong
Truong Le Quyen Vu
GUIDING LECTURER’S COMMENT

Ho Chi Minh City, May 9th 2014

Signature
 CONTENTS
CHAPTER I: INTRODUCTION.....................................................................................1
1. Background............................................................................................................1
2. Reason for study....................................................................................................2
3. Purposes of the study.............................................................................................3
4. Significance of the study........................................................................................4
5. Methods of study....................................................................................................4
6. Limitation...............................................................................................................5
7. Organization...........................................................................................................5
CHAPTER II: LITERATURE REVIEW........................................................................7
1. Definition and role of human resource management.............................................7
1.1. Definition of human resource management....................................................7
1.2. Role of human resource management.............................................................8
2. Principal activities of human resource management.............................................9
2.1. Human resource planning...............................................................................9
2.2. The human resource planning process..........................................................10
2.3. Job analysis...................................................................................................19
2.4. Recruitment and selection.............................................................................22
2.5. Training and Development............................................................................24
2.6. Compensation and benefit.............................................................................33
CHAPTER III: DATA ANALYSIS..............................................................................37
1. Recruitment..........................................................................................................37
2. Training and development...................................................................................39
3. Satisfaction of employees....................................................................................43
4. The training and compensation............................................................................46
5. Earnings and promotions opportunities...............................................................47
6. The work of staff evaluation................................................................................48
 7. Work, environment and working conditions.......................................................48
CHAPTER IV: SOME SOLUTIONS TO IMPROVE EFFICIENCY OF HUMAN
RESOURCE MANAGEMENT IN DAI PHAT DAT...................................................50
1. Company development orientation......................................................................50
1.1. The general development direction...............................................................50
1.2. Training demand of the company.................................................................52
2. Solutions..............................................................................................................53
2.1. Maintenance group........................................................................................53
2.2. Motivator group............................................................................................55
2.3. Solutions to business review (pleasure in the work itself)............................57
2.4. Solutions to the organizational structure.......................................................57
CHAPTER V: CONCLUSIONS...................................................................................60
CHAPTER I: INTRODUCTION
1. Background
Dai Phat Dat Joint Stock Company (abbreviated to Dai Phat Dat) was established in
2010. After a-long-time effort, Dai Phat Dat has increasingly confirmed the leading
status in real estate market in Ho Chi Minh, Binh Duong and Dong Nai. With a right
orientation of board of leader, Dai Phat Dat Company is growing up in scale, reaching
out to the whole territory of Viet Nam and expanding the activities in order to create
good value for customer and to build a healthy and professional real estate market.
In recent years, the company becomes an investor with trillion-scale projects. Besides,
the company is continuously developing new ways that invest specialized real estate
services and build practical works with high quality. With board of leader’s experience
and energy and professional young staff members’ devotion, the company believes that
it will become a leading private real estate company in Viet Nam as well as a reliable
companion on each journey to the prosperity of customers. The company commits to
dedicating to activities for community and views it as a core value in building business
culture. Simultaneously, the company desires to contribute to the development of the
country.
As a real estate company, DAI PHAT DAT mainly focuses on and specialize in various
essential business activities and services. Apart from investing, developing and
operating real estate projects, DAI PHAT DAT distributes the real estate project’s
products, provides renting for offices, malls, houses and industrial parks; repurchases
the real estate products; and does professional consultations like researching market
and consulting real estate investment.
Although the company’s headquarter is located in Binh Duong Province, the active
markets and projects of the company also cover central and neighboring areas in Ho
Chi Minh. The projects are carried out in both areas. In Binh Duong Province, for

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examples, there are New City Complex, My Phuoc 1-2-3-4 Urban Areas and premium
villas: Aroma, Teamview, Dong Do Dai Pho and others including Twin Doves Phu
My Resort and Golf Course, Nhon Trach Urban Area (Dong Nai Province) and Phu
My Hung Premium Villas are scattered in contiguous areas.
The company’s organizational structure is designed simply and optimally. There are
six operating departments in total and one general director. General Director is the
legal representative of the company of all transactions, as the head of the company that
is responsible for the entire production and business. General director is responsible for
leading, commanding all staff members, carrying out the activities within the law in
order to accomplish the goals set by the company. The departments include human
resource and administrative department, accounting department, investment
department, sales department, marketing department and customer service department.
The organizational structure of the company is carried out according to online diagram:
The leader performs all of management’s function; the members’ relationship is done
in a straight line. The staff only takes command from the leader.
In terms of economic integration, the work is required high unification and
specialization, so in the future online diagram is not fitting; hence the company need to
build other that is more comprehensive. That should be mixed structure, which is a
combination of online structure and functional structure.
2. Reason for study

Human resources are the most valuable assets of any society or organization. Only
when human resources are used effectively, can the organization be able to operate
smoothly and achieve the desired success. Operations of each organization are affected
and are governed by factors and different levels of influence through periods. Human
resource, however, always maintains a decisive role in the operation of any
organization. Hence, human resources of the organizations must increasingly make
self-improvements in order to meet the demands laid out. Businesses to survive and

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thrive in a fierce competitive environment with the development of increasingly
powerful science and technology must find ways to equip their workforce to grow in
both quantity and quality. To do this, businesses need to perform multiple tasks
simultaneously and one of them is the training and development of human resources.
Human resource training and development can help businesses improve the quality of
the workforce and also create conditions to attract and make the most out of
employees’ stay and dedication. Training and development is to train workers in skills
and knowledge so that workers can apply them in a flexible manner to the daily tasks
and prepare to perform their work better in the future.
Dai Phat Dat is a newly founded company; therefore, there is disturbance in the
company's workforce and the level of their knowledge is still not enough to meet the
demands set by the company. Therefore, the status of the company has asked for the
requirements for training and development of human resources for how the company
can train workforce truly consistent with the goals that the company has set out both in
the short and long term. Recognizing the actual situation of the company as above, the
researcher decides to carry out a research into the training and development of human
resources in Dai Phat Dat.
3. Purposes of the study
After the research finishes, the researchers expect to arrive at the three following
objects. Firstly, the study is going to help identify the theories on training and
development of human resources in the business. After that, the researcher will apply
these theoretical studies to understand the real situation of human resource training and
development in Dai Phat Dat. Finally, he will make a great effort to put forward some
main solutions to improve Dai Phat Dat’s human resources training and development.
Hopefully, the company with the help of the study will be able to meliorate the
workforce’s quality both in technique and in knowledge and with that, the efficiency of
the study can be applied to others companies with the same background.

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4. Significance of the study
In the study, the researcher finds out the actual situation of Dai Phat Dat and refers to
the existing shortcomings in the company’s human resources training and
development. Furthermore, they put forward some recommendations to solve the
problems they are encountering. Through the study, the company should recognize that
investment in human resources for the company is the primary objective; the
investment in human capital of the company can make the most effect through training
and development of human resources of the company. The training and development of
human resources can help companies continuously improve the competence and
qualifications of the staff and workers and, as a result, the company's human resources
will become a sharp weapon contributing to the company’s success in the market
The researchers have an opportunity to apply the basic theories into practice, especially
in the field of human resources management – a branch of management. Moreover,
working as trainees in the company provides the researchers necessary skills as well as
real experiences which will be useful for their career in the future. Hopefully, through
this study, the researchers can enhance their passion for doing research and carry out
the better ones in the future.
5. Methods of study
In the study, the researchers use the following methods to serve the study’s purposes
such as observations, talks, questionnaires and data statistics. Firstly, during the
observation, the observers watch how the company’s staff is trained to advance their
skills as well as their knowledge for the work and what policy or plan the company use
to improve their workforce periodically. From that, the researchers can understand
more about the existing situation of the company’s human resources training and
development and reasons for its weakness. Secondly, the researchers explore the staff’s
attitude towards the company’s policies of training and development by using
questionnaires. The questionnaires will be distributed to 100 people. After the

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questionnaires are collected, the data can help the researchers do statistics which
provide their vital and authentic information. Finally, in the talk with Deputy Head of
Sales Department of the company, Nguyen Van Dinh, the researchers try to collect
information as much as possible to support the study’s findings as well as to make
conclusion and recommendations for their situation.
6. Limitation
The study is conducted during the eight-week long internship from March 10, 2014 to
May 1, 2014 at Dai Phat Dat. Due to the lack of time and other resources, the study is
carried out in a small scale and cannot cover every aspect of the company but mainly
focus on the company’s human resources. Hopefully, the findings of the study will
reveal the actual shortcomings helping the company amend it. Then, some
recommendations are given to boost the quality of human resources training and
development.
7. Organization
The study is divided into five chapters as following:
CHAPTER 1 is the introduction to the entire study, which covers the background of
Dai Phat Dat, the reason for study, the purposes, the significance, the methods and the
limitation of the study.
CHAPTER 2 reviews the literature, which is concerned with all technical terms as well
as the previous studies and works related to the issues in question.
CHAPTER 3 is the discussion which focuses on analyzing the data collected from the
company to help find out the foundation of the issue in question.
CHAPTER 4 presents the findings which show the researcher’s contribution to Dai
Phat Dat as well as his suggestions to help it improve the situation
CHAPTER 5 is the final words to conclude the whole work.

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CHAPTER II: LITERATURE REVIEW
1. Definition and role of human resource management
1.1. Definition of human resource management
Human resource management is a strategic, integrated and coherent approach to the
employment, development and well-being of the people working in organizations.
Human resource management involves all management decisions and action that affect
the nature of the relationship between the organization and its employees – its human
resources. (Beeretal, 1984)
Human resource management comprises a set of policies designed to maximize
organizational integration, employee commitment, flexibility and quality of work.
(Guest, 1987)
Human resource management is the policies, practices, and systems that influence
employees’ behavior, attitudes, and performance. (Noe, Hollenbeck, Gerhart, Wright,
Fundamental of Human Resource Management, 2011:2)
Human resource management is a distinctive approach to employment management
which seeks to achieve competitive advantage through the strategic deployment of a
highly committed and capable workforce, using an array of cultural, structural and
personnel techniques. (Storey 1995: 5).
Human resource management is a managerial perspective which argues the need to
establish an integrated series of personnel policies to support organizational strategy.
(Buchanan and Huczynski, 2004: 679).
Human resource management is a strategic approach to managing employment
relations which emphasizes that leveraging people’s capabilities are critical to
achieving competitive advantage, this being achieved through a distinctive set of
integrated employment policies, program and practices. Bratton and Gold (2007: 7).

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A minor conclusion is discussions on the above-mentioned definitions to explicitly
state which one is your point. There should be a link, transitional signal between
different definitions.
1.2. Role of human resource management
1.2.1. Administrative role of human resource
The administrative role of human resource management is heavily oriented to
processing and record keeping. Maintaining employee files and human resource-related
databases, processing employee benefits claims, answering questions about tuition
and/or sick leave policies, and compiling and submitting required state and federal
government reports are all examples of the administrative nature of human resource
management. These activities must be performed efficiently and promptly. However,
this role resulted in human resource management in some organizations getting the
reputation of paper shufflers who primarily tell managers and employees what cannot
be done. If limited to the administrative role, human resource staffs are seen primarily
as clerical and lower-level administrative contributors to the organization. (Human
Resource Certificate Institution, The HR Body of Knowledge 13).
1.2.2. Operational role of human resource
Operational activities are tactical in nature. Compliance with equal employment
opportunity and other laws must be ensured, employment applications must be
processed, current openings must be filled through interviews, supervisors must be
trained, safety problems must be resolved, and wages and salaries must be
administered. In short, a wide variety of the efforts performed typically are associated
with coordinating the management of human resource activities with the actions of
managers and supervisors throughout the organization. This operational emphasis still
exists in some organizations, partly because of individual limitations of human
resource staff members and partly because of top management’s resistance to an

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expanded HR role. (Human Resource Certificate Institution, The HR Body of
Knowledge 14).
1.2.3. Strategic Role of human resource management
Organizational human resources have grown as a strategic emphasis because effective
use of people in the organization can provide a competitive advantage, both
domestically and abroad. The strategic role of human resource management
emphasizes that the people in an organization are valuable resources representing
significant organizational investments. For human resource to play a strategic role it
must focus on the longer-term implications of human resource issues. How changing
workforce demographics and workforce shortages will affect the organization, and
what means will be used to address the shortages over time, are illustrations of the
strategic role. The importance of this role has been the subject of extensive discussion
recently in the field, and those discussions have emphasized the need for human
resource management to become a greater strategic contributor to the success of
organizations. (Human Resource Certificate Institution, The HR Body of Knowledge
15, 16).
2. Principal activities of human resource management
2.1. Human resource planning
2.1.1. Definition
The competitive organizational strategy of the firm as a whole becomes the basis for
human resource planning, which is the process of analyzing and identifying the need
for and availability of human resources so that the organization can meet its objectives.
. (Human Resource Certificate Institution, HR Body of Knowledge 46).
Human resource management and ultimately human resource planning are critical in
small and entrepreneurial organizations. “People problems” are among the most
frustrating ones faced by small-business owners and entrepreneurs.
2.2. The human resource planning process

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2.2.1. Definition
Organizations should carry out human resource planning so as to meet business
objectives and gain an advantage over competitors. To do this, organizations need a
clear idea of the strengths and weaknesses of their existing internal labor force. They
also must know what they want to be doing in the future—what size they want the
organization to be, what products and services it should be producing, and so on. This
knowledge helps them define the number and kinds of employees they will need.
Human resource planning compares the present state of the organization with its goals
for the future, then identifies what changes it must make in its human resources to meet
those goals. The changes may include downsizing, training existing employees in new
skills, or hiring new employees. (Noe, Hollenbeck, Gerhart, Wright, Fundamental of
Human Resource Management, 2011:125)
2.2.2. The Process of Human Resource Planning
The process consists of three stages: forecasting, goal setting and strategic planning,
and program implementation and evaluation.

Forecasts of labor Forecasts of labor

demand supply

Forecasts of labor
surplus or shortage

Goal setting and

strategic planning

Program
implementation
and evaluation Page | 9
Figure 2.1: The Process of Human Resource Planning
(Source: Noe, Hollenbeck, Gerhart, Wright, Fundamental of Human Resource
Management, 2011:125, 126)
Forecasting
In personnel forecasting, the human resource professional tries to determine the supply
of and demand for various types of human resources. The primary goal is to predict
which areas of the organization will experience labor shortages or surpluses.
Forecasting supply and demand can use statistical methods or judgment. Statistical
methods capture historic trends in a company’s demand for labor. Under the right
conditions, these methods predict demand and supply more precisely than a human
forecaster can using subjective judgment. But many important events in the labor
market have no precedent. When such events occur, statistical methods are of little use.
To prepare for these situations, the organization must rely on the subjective judgments
of experts. Pooling their “best guesses” is an important source of ideas about the future.
(Noe, Hollenbeck, Gerhart, Wright, Fundamental of Human Resource Management,
2011:125, 126)
 Forecasting the demand for labor
Usually, an organization forecasts demand for specific job categories or skill areas.
After identifying the relevant job categories or skills, the planner investigates the likely
demand for each. The planner must forecast whether the need for people with the
necessary skills and experience will increase or decrease. There are several ways of
making such forecasts.
At the most sophisticated level, an organization might use trend analysis, constructing
and applying statistical models that predict labor demand for the next year, given
relatively objective statistics from the previous year. These statistics are called leading
indicators —objective measures that accurately predict future labor demand. They
might include measures of the economy (such as sales or inventory levels), actions of

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competitors, changes in technology, and trends in the composition of the workforce
and overall population.
 Forecasting the supply for labor
Determining the internal labor supply calls for a detailed analysis of how many people
are currently in various job categories or have specific skills within the organization.
The planner then modifies this analysis to reflect changes expected in the near future as
a result of retirements, promotions, transfers, voluntary turnover, and terminations.
One type of statistical procedure that can be used for this purpose is the analysis of a
transitional matrix. This is a chart that lists job categories held in one period and shows
the proportion of employees in each of those job categories in a future period. It
answers two questions: “Where did people who were in each job category go?” and
“Where did people now in each job category come from?”
 Determining Labor Surplus or Shortage
Based on the forecasts for labor demand and supply, the planner can compare the
figures to determine whether there will be a shortage or surplus of labor for each job
category. Determining expected shortages and surpluses allows the organization to plan
how to address these challenges.
Issues related to a labor surplus or shortage can pose serious challenges for the
organization. Furthermore, demand for these jobs such as ironworkers, machinists,
plumbers, and welders are strong and is likely to continue as important infrastructure
such as bridges and tunnels ages. Also, the average age of tradespeople is rising above
55, and young people tend not to be attracted to these jobs, assuming, often incorrectly,
that manufacturing-related jobs will be difficult to find or will not pay well.
(Noe, Hollenbeck, Gerhart, Wright, Fundamental of Human Resource Management,
2011:125, 128)
Goal Setting and Strategic Planning

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The purpose of setting specific numerical goals is to focus attention on the problem and
provide a basis for measuring the organization’s success in addressing labor shortages
and surpluses. The goals come directly from the analysis of labor supply and demand.
They include a specific figure indicating what will happen with the job category or
skill area and a specific timetable for when the results will be achieved. Hence, the
options differ widely in their expense, speed, and effectiveness. Options for reducing a
labor surplus cause differing amounts of human suffering. (Noe, Hollenbeck, Gerhart,
Wright, Fundamental of Human Resource Management, 2011:125, 128)
Implementing and Evaluating The Human Resource Plan
The final stage of human resource planning involves implementing the strategies and
evaluating the outcomes. This stage is represented by the bottom part of Figure…. .
When implementing the human resource strategy, the organization must hold some
individual accountable for achieving the goals. That person also must have the
authority and resources needed to accomplish those goals. It is also important that this
person issue regular progress reports, so the organization can be sure that all activities
occur on schedule and that the early results are as expected. (Noe, Hollenbeck, Gerhart,
Wright, Fundamental of Human Resource Management, 2011:125, 128)
Organizations need to plan for both the quantity and quality of the workforce over the
planning horizon. Having sufficient workers with the right qualifications is essential to
achieve the strategic plan. If the firm employs too many people for its needs, a talent
surplus exists; if too few, a talent shortage. Because of the rapidly changing conditions,
the organization may face a surplus in some parts of the business while facing a
shortage in others.
The tactics organizations might use to deal with a labor surplus should be downsizing,
reducing employee work hours, early-retirement programs, freeze hiring, voluntary
separation programs.
 Downsizing

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Downsizing is the planned elimination of large numbers of personnel with the goal of
enhancing the organization’s competitiveness. The primary reason organizations
engage in downsizing is to promote future competitiveness. (Noe, Hollenbeck, Gerhart,
Wright, Fundamental of Human Resource Management, 2011:125, 128)
Downsizing is reducing the size of an organizational workforce. To avoid the negative
terminology, some firms have called it “rightsizing.” But the end result is that many
people lose their jobs. (Human Resource Certificate Institution, The HR Body of
Knowledge 13).
The managers do this by meeting four objectives which include reducing costs, closing
outdated factories, automating, or introducing other technological changes reduces the
need for labor (or replacing labor with technology), mergers and acquisitions, and the
need of moving to more economical locations.
 Reducing Hours
Cutting work hours generally is served as a corresponding reduction in pay. This is a
more equitable way to weather a slump in demand, the managers choose a reduction in
work hours because it is less costly than layoffs requiring severance pay, and it is
easier to restore the work hours than to hire new employees after a downsizing effort.
 Early-Retirement Programs
Another popular way to reduce a labor surplus is with an early-retirement program. But
even though many baby boomers are approaching traditional retirement age, early
indications are that this group has no intention of retiring soon. Reasons include
improved health of older people, jobs becoming less physically demanding, concerns
about the long-term viability of Social Security and pensions, the recent drop in the
value of older workers’ retirement assets (especially stock funds and home values), and
laws against age discrimination.
Under the pressures associated with an aging labor force, many employers try to
encourage older workers to leave voluntarily by offering a variety of early-retirement

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incentives. The more lucrative of these programs succeed by some measures. Research
suggests that these programs encourage lower-performing older workers to retire.
Sometimes they work so well that too many workers retire
To manage a labor shortage, employer may use the following ways: employing
temporary and contract workers, outsourcing, overtime and expanded hours
 Employing Temporary and Contract Workers
While downsizing has been a popular way to reduce a labor surplus, the most
widespread methods for eliminating a labor shortage are hiring temporary and contract
workers and outsourcing work. Employers may arrange to hire a temporary worker
through an agency that specializes in linking employers with people who have the
necessary skills. The employer pays the agency, which in turn pays the temporary
worker. Employers also may contract directly with individuals, often professionals, to
provide a particular service. . (Noe, Hollenbeck, Gerhart, Wright, Fundamental of
Human Resource Management, 2011: 132)
 Temporary Workers
Temporary employment is popular with employers because it gives them flexibility
they need to operate efficiently when demand for their products changes rapidly.
In addition to flexibility, temporary employment offers lower costs. Using temporary
workers frees the employer from many administrative tasks and financial burdens
associated with being the “employer of record.” The cost of employee benefits,
including health care, pension, life insurance, workers’ compensation, and
unemployment insurance, can account for 40 percent of payroll expenses for
permanent employees. Moreover, temporary workers may offer value not available
from permanent employees. Because the temporary worker has little experience at the
employer’s organization, this person brings an objective point of view to the
organization’s problems and procedures. Also, a temporary worker may have a great
deal of experience in other organizations that can be applied to the current assignment.

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  Contractor
Besides using a temporary-employment agency, a company can obtain workers for
limited assignments by entering into contracts with them. If the person providing the
services is an independent contractor, rather than an employee, the company does not
pay employee benefits, such as health insurance and vacations. As with using
temporary employees, the savings can be significant, even if the contractor works at a
higher rate of pay.
The use of contingent employees as above, which are noncore employees who work at
an organization on a temporary or as-needed basis, can provide short-term help.
Professional employer organizations can lease employees to the firm, which is often a
good solution for technical talent. Independent contractors can be hired on an as-
needed basis to fill talent shortages. The use of independent contractors must be
managed closely to ensure compliance with wage and hour, safety, and employee
benefit statutes. When using contingent workers, special efforts are needed to
assimilate them into the workforce and avoid an “us-and-them” mentality. Contingent
workers fill an important need and managers can maximize their contributions through
good employee relations practices.
 Outsourcing
Outsourcing involves transferring the management and/or routine performance of a
business function to an external service provider. Contracting with another
organization to perform a broad set of services is called outsourcing. Organizations use
outsourcing as a way to operate more efficiently and save money. They choose
outsourcing firms that promise to deliver the same or better quality at a lower cost. One
reason they can do this is that the outside company specializes in the service and can
benefit from economies of scale (the economic principle that producing something in
large volume tends to cost less for each additional unit than producing in small
volume). This efficiency is often the attraction for outsourcing human resource

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functions such as payroll. Costs also are lower when the outsourcing firm is located in
a part of the world where wages are relatively low.
The first uses of outsourcing emphasized manufacturing and routine tasks. However,
technological advances in computer networks and transmission have speeded up the
outsourcing process and have helped it spread beyond manufacturing areas and low
skilled jobs.
Outsourcing may be a necessary way to operate as efficiently as competitors, but it
does pose challenges. Quality-control problems, security violations, and poor customer
service have sometimes wiped out the cost savings attributed to lower wages.
 Overtime and Expanded Hours
The existing workers can work overtime to produce goods or services. This strategy
can work on a short-term basis but is not a solution for a longer-term talent shortage.
Workers may appreciate the extra hours and pay for a while, but eventually fatigue sets
in and productivity and quality may drop and injuries and absenteeism may increase.
Reducing turnover of qualified employees should be an ongoing effort to maintain a
talented workforce. (Robert L. Mathis and John H. Jackson, Human Resource
Management, 2011:
A major downside of overtime is that the employer must pay non-management
employees one-and-a-half times their normal wages for work done overtime. Even so,
employers see overtime pay as preferable to the costs of hiring and training new
employees. The preference is especially strong if the organization doubts that the
current higher level of demand for its products will last long.
For a short time at least, many workers appreciate the added compensation for working
overtime. Over extended periods, however, employees feel stress and frustration from
working long hours. Overtime therefore is best suited for short-term labor shortages.
2.3. Job analysis
2.3.1. Definition

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Job analysis is the procedure for determining the duties and skill requirements of a job
and the kind of person who should be hired for it. (Gary Dessler, Human resource
Management, 2005:125)
According to Michael Armstrong (2011), “Job analysis is the process of collecting,
analyzing and setting out information about the content of jobs in order to provide the
basis for a job description and data for recruitment, training, job evaluation and
performance management. Job analysis concentrates on what job holders are expected
to do”.
In Robert L. Mathis and John H. Jackson’s view, “Job analysis is systematic way of
gathering and analyzing information about the content, context, and human
requirements of jobs”.
Job analysis is the process of getting detailed information about jobs or is a systematic
way of gathering and analyzing information about the content, context, and human
requirements of jobs (Robert L. Mathis and John H. Jackson,2009). Most other
functions in human resources are based on and affected by job analysis.
Job analysis information informs the HR practitioner about the nature of a specific job,
in particular, the major tasks undertaken by the incumbent, the outcomes that are
expected, the job's relationships with other jobs in the organizational hierarchy, and job
holder characteristics. The basic premise underlying job analysis is that jobs are more
likely to be described, differentiated, and evaluated consistently if accurate information
is available to reward managers (Milkovich and Newman, 1990).
2.3.2. Process of job analysis

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 Decide how you’ll use
the information

Review relevant
background information

Select representative
positions

Actually analyze the job

Verify the job analysis

information

Develop a job description

and job specification

Figure 2.2: Process of job analysis

(Gary Dessler, Human resource Management, 2005:129)
2.3.3. Method of job analysis
When job analysis is carried out by HR staff or outside consultants, the following
methods are often used:
Direct observation: here the analyst observes actual work in progress and makes notes
as necessary under the various headings of the job description. These notes can be used
as a basis for subsequent questions that the analyst may wish to ask.
Interviews: these should be carried out with the job holders themselves, their
immediate managers and any others who can give useful information. The interview is
a necessary and potentially useful method in job analysis, enabling the job analyst to
raise questions to elucidate the evidence of observation and to compare the perception
of one job holder with others.

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Diaries: using this method, the job analyst provides job holders with the areas of the
job description about which information is required. Job holders then analyse their own
work over a period of time, recording information systematically in diary form under
the required headings and the time spent on each item.
Questionnaires: here the job analyst compiles a series of questions designed to elicit
the maximum possible useful information about the jobs under analysis, and distributes
these with careful instructions about the completion of the form.
Critical incident review: as the term implies, this method uses examples of real events
at work as a means of eliciting what the criteria for effective performance should be.
The component tasks of a job are systematically analysed with job holders, who are
asked to cite actual examples of incidents from their experience of the job and how
they dealt with them.
2.4. Recruitment and selection
2.4.1. Definition
The recruitment and selection process is a series of hurdles aimed at selecting the best
candidate for the job. Recruitment is the process through which the organization seeks
applicants for potential employment. Selection refers to the process by which the
organization attempts to identify applicants with the necessary knowledge, skills,
abilities, and other characteristics that will help the organization achieve its goals.
(Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, Patrick M. Wright, 2011)
2.4.2. The Recruitment and Selection Process
In Michael’s view (2009), recruitment and selection include the following stages:
Step 1. Defining requirements – preparing role profiles and person specifications;
deciding terms and conditions of employment.
Step 2. Planning recruitment campaigns.

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Step 3. Attracting candidates – reviewing and evaluating alternative sources of
applicants, inside and outside the company: advertising, e-recruiting, agencies and
consultants.
Step 4. Selecting candidates – sifting applications, interviewing, testing, assessing
candidates, assessment centres, offering employment, obtaining references; preparing
contracts of employment.
According to Gary Dessler’s (2005) view, steps in recruitment and selection process
include:
Step 1: Decide what positions you’ll have to fill through personnel planning and
forecasting.
Step 2: Build a pool of candidates for these jobs by recruiting internal or external
candidates.
Step 3: Have candidates complete application forms and perhaps undergo an initial
screening interview.
Step 4: Use selection techniques like tests, background investigations, and physical
exams to identify viable candidates.
Step 5: Decide who to make an offer to, by having the supervisor and perhaps others on
the team interview the candidates.

Figure 2.3: The selections and recruitment process

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2.5. Training and Development
2.5.1. Definition
Training is a planned effort to enable employees to learn job-related knowledge, skills,
and behavior. Development involves acquiring knowledge, skills, and behavior that
improve employees’ ability to meet the challenges of a variety of new or existing jobs,
including the client and customer demands of those jobs. Development programs often
focus on preparing employees for management responsibility. (Raymond A. Noe, John
R. Hollenbeck, Barry Gerhart, Patrick M. Wright, 2011)
According to Robert L. Mathis and John H. Jackson (2011), training is the process
whereby people acquire capabilities to perform jobs. Training provides employees with
specific, identifiable knowledge and skills for use in their present jobs. Development
represents efforts to improve employees’ abilities to handle a variety of assignments
and to cultivate employees’ capabilities beyond those required by the current job.
Development can benefit both organizations and individuals. Employees and managers
with appropriate experiences and abilities may enhance organizational competitiveness
and the ability to adapt to a changing environment. In the development process,
individuals’ careers also may evolve and gain new or different focuses.
Both training and development have 2 types for each which are on-the-job and off-the-
job. Nevertheless, in general, training and development are at the aim of imparting to
new entrants the basic knowledge and skill they need for an intelligent performance of
definite tasks, making ensure that each employee is equipped with capabilities to
perform various tasks associated with his role, assisting employees to function more
effectively in their present positions by exposing them to the latest concepts,
information and techniques and developing the skills they will need in their particular
fields, helping the employees develop as an individual so that the organization can
recognize and use the maximum possible potential of its employees, helping employees

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work as team members since no individual can accomplish the goals of the
organization single handedly.
2.5.2. The training methods
There are many methods of human resource training and development. Each method
has separate measures and advantages and disadvantages that organizations should
consider choosing from in order to suit working conditions, characteristics of their
labor and financial resources. Here are some basic methods of human resource training
and development:
 On-the-job training:
According to Business Dictionary, on-the-job training is employee training at the place
of work while he or she is doing the actual job. Usually a professional trainer (or
sometimes an experienced employee) serves as the course instructor using hands-
on training often supported by formal classroom training.
This type of training, also known as job instruction training, is the most commonly
used method. Under this method, the individual is placed on a regular job and taught
the skills necessary to perform that job. The trainee learns under the supervision and
guidance of a qualified worker or instructor. On-the-job training has the advantage of
giving firsthand knowledge and experience under actual working conditions. While the
trainee learns how to perform a job, he is also a regular worker rendering the services
for which he is paid. The problem of transfer of trainee is also minimised as the person
learns on-the-job. The emphasis is placed on rendering services in the most effective
manner rather than learning how to perform the job.
On-the-job training methods include job rotation, coaching, job instruction or training
through step-by-step and committee assignments.

(a) Job Rotation:

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This type of training involves the movement of the trainee from one job to another. The
trainee receives job knowledge and gains experience from his supervisor or trainer in
each of the different job assignments. Though this method of training is common in
training managers for general management positions, trainees can also be rotated from
job to job in workshop jobs. This method gives an opportunity to the trainee to
understand the problems of employees on other jobs and respect them.
(b) Coaching:
The trainee is placed under a particular supervisor who functions as a coach in training
the individual. The supervisor provides feedback to the trainee on his performance and
offers him some suggestions for improvement. Often the trainee shares some of the
duties and responsibilities of the coach and relieves him of his burden. A limitation of
this method of training is that the trainee may not have the freedom or opportunity to
express his own ideas.
(c) Job Instruction:
This method is also known as training through step by step. Under this method, trainer
explains the trainee the way of doing the jobs, job knowledge and skills and allows him
to do the job. The trainer appraises the performance of the trainee, provides feedback
information and corrects the trainee.

(d) Committee Assignments:

Under the committee assignment, group of trainees are given and asked to solve an
actual organizational problem. The trainees solve the problem jointly. It develops team
work.
(e) Apprenticeship:
Apprenticeship is a formalized method of training curriculum program that combines
classroom education with on-the-job work under close supervision. The training
curriculum is planned in advance and conducted in careful steps from day to day. Most

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trade apprenticeship programs have duration of three to four years before an apprentice
is considered completely accomplished in that trade or profession. This method is
appropriate for training in crafts, trades and technical areas, especially when
proficiency in a job is the result of a relatively long training or apprenticeship period,
e.g., job of a craftsman, a machinist, a printer, a tool maker, a pattern designer, a
mechanic, and the like.
(f) Internship:
Internship is one of the on-the-job training methods. Apprenticeship training
programmes are jointly sponsored by colleges, universities and industrial organizations
to provide the opportunity to the students to gain real-life experience as well as
employment. Exhibit presents the benefits of apprenticeship training.
 Off-the-job training
According to Business Dictionary, off-the-job training is employee training at a site
away from the actual work environment. It often utilizes lectures, case studies, role
playing, and simulation.
Off-the-job training is conducted in a location specifically designated for training. It
may be near the workplace or away from work, at a special training center or a resort.
Conducting the training away from the workplace minimize distractions and allows
trainees to devote their full attention to the material being taught. However, off-the-job
training programs may not provide as much transfer of training to the actual job as do
on-the-job programs.
Many people equate off-the-job training with the lecture method, but in fact a very
wide variety of methods can be used.
(a) Classroom Lectures:
Under the off the job methods of training, classroom method or lecture method is well-
known to train white collar or managerial level employees in the organisation. Under
this method employees are called to the room like that of classroom to give training by

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trainer in the form of lectures. This method is effectively used for the purpose of
teaching administrative aspects or on management subject to make aware of procedures
and to give instructions on particular topic.
Although this method carries low interest and appears boring to employees and is not
learning by practice, it can be used for large groups and cost per trainee is low.
(b) Audio-Visual:
This method provides training by way of using Films, Televisions, Video, and
Presentations and the like. This method of training has been using successfully in
education institutions to train their students in subjects to understand and assimilate
easily and help them to remember forever. New companies have come up for providing
audio visual material for students in their concern subjects. In the corporate sector,
mainly in customer care centres employers are giving training to their employees by
using audio visuals material to teach how to receive, talk and behaviour with the
customer.
(c) Simulation:
The simulation Method of training is most famous and core among all of the job
training methods. In the simulation training method, trainee will be trained on the
especially designed equipment or machine seems to be really used in the field or job.
But, those equipment or machines are specifically designed for training trainees were
making them ready to handle them in the real field or job. This method of planning is
mostly used where very expensive machinery or equipment used for performing Job or
to handle that job.
(d) Vestibule Training:
Mostly this method of training will be used to train technical staff, office staff and
employees who deal with tools and machines. Employees learn their jobs on the
equipment they will be using, but the training is conducted away from the actual work
floor by bringing equipment or tools to certain place where training is provided, but not

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work place. Vestibule training allows employees to get a full feel for doing task
without real world pressures. Additionally, it minimizes the problem of transferring
learning to the job. Vestibule training is provided to employees when new or advanced
equipment or tools introduced in to the organization to do a particular job by using
them. For this purpose such equipment is brought to a separate place to give
demonstration and train how to use and that handle it by employees safely.
(e) Case Studies:
It is a written description of an actual situation in the past in same organization or
somewhere else and trainees are supposed to analyze and give their conclusions in
writing. This is another excellent method to ensure full and whole hearted participation
of employees and generates good interest among them. Case is later discussed by
instructor with all the pros and cons of each option. It is an ideal method to promote
decision-making abilities within the constraints of limited data.
(f) Role Playing:
During a role play, the trainees assume roles and act out situations connected to the
learning concepts. It is good for customer service and training. This method is also
called ‘role-reversal’, ‘socio-drama’ or ‘psycho-drama’. Here trainees act out a given
role as they would in a stage play. Two or more trainees are assigned roles in a given
situation, which is explained to the group. There are no written lines to be said and,
naturally, no rehearsals. The role players have to quickly respond to the situation that is
ever changing and to react to it as they would in the real one. It is a method of human
interaction which involves realistic behaviour in an imaginary or hypothetical situation.
Role playing primarily involves employee-employer relationships, hiring, firing,
discussing a grievance problem, conducting a post appraisal interview, disciplining a
subordinate, or a salesman making presentation to a customer.
(g) Programmed Instructions:

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This involves two essential elements: (a) a step-by-step series of bits of knowledge,
each building upon what has gone before, and (b) a mechanism for presenting the
series and checking on the trainee’s knowledge. Questions are asked in proper
sequence and indication given promptly whether the answers are correct.
This programme may be carried out with a book, a manual or a teaching machine. It is
primarily used for teaching factual knowledge such as Mathematics, Physics, and the
like.
(h) Management Games With Computerized Management Games:
Trainees divide into five- or six-person groups, each of which competes with the others
in a simulated scenario. Usually, the game itself compresses a two- or three-year period
into days, weeks, or months. As in the real world, each company team usually can't see
what decisions (such as to boost advertising) the other firms have made, although these
decisions do affect their own sales.
Management games can be effective. People learn best by being involved, and the
games can gain such involvement. They help trainees develop their problem-solving
skills, as well as to focus attention on planning rather than just putting out fires. The
groups also usually elect their own officers and organize themselves. This can develop
leadership skills and foster cooperation and teamwork.
2.5.3. The training process
Based on the curriculum of whatishumanresources.com, training is not a one sort
affair; rather it is a step-by-step process that will complete only after successful
completion of given sequential activities.
Step 1: Decide If Training is needed
The first step in the training process is a basic one: to determine whether a problem can
be solved by training. Training is conducted for one or more of these reasons: 1)
Required legally or by order or regulation 2) to improve job skills or move into a
different position 3) for an organization to remain competitive and profitable. If

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employees are not performing their jobs properly, it is often assumed that training will
bring them up to standard. This may not always be the case. Ideally, training should be
provided before problems or accidents occur and should be maintained as part of
quality control.
Step 2: Determine What Type of Training is needed
The employees themselves can provide valuable information on the training they need.
They know what they need/want to make them better at their jobs. Just ask them! Also,
regulatory considerations may require certain training in certain industries and/or job
classifications. Once the kind of training that is needed has been determined, it is
equally important to determine what kind of training is not needed. Training should
focus on those steps on which improved performance is needed. This avoids
unnecessary time lost and focuses the training to meet the needs of the employees.
Step 3: Identifying Goals and Objectives
Once the employees' training needs have been identified, employers can then prepare
for the training. Clearly stated training objectives will help employers communicate
what they want their employees to do, to do better, or to stop doing! Learning
objectives do not necessarily have to be written, but in order for the training to be as
successful as possible, they should be clear and thought–out before the training begins.
Step 4: Implementing the Training
Training should be conducted by professionals with knowledge and expertise in the
given subject area; period. Nothing is worse than being in a classroom with an
instructor who has no knowledge of what they are supposed to be teaching! Use in-
house, experienced talent or an outside professional training source as the best option.
The training should be presented so that its organization and meaning are clear to
employees. An effective training program allows employees to participate in the
training process and to practice their skills and/or knowledge. Employees should be
encouraged to become involved in the training process by participating in discussions,

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asking questions, contributing their knowledge and expertise, learning through hands–
on experiences, and even through role–playing exercises.
Step 5: Evaluation Training Program
One way to make sure that the training program is accomplishing its goals is by using
an evaluation of the training by both the students and the instructors Training should
have, as one of its critical components, a method of measuring the effectiveness of the
training. Evaluations will help employers or supervisors determine the amount of
learning achieved and whether or not an employee's performance has improved on the
job as a result.
2.6. Compensation and benefit
2.6.1. Definition
Compensation (Susan M. Heathfield, Human Resources expert at About.com) is “the
total amount of the monetary and non-monetary pay provided to an employee by an
employer in return for work performed as required.”
According to Barneat (1995), compensation is "equal in the opposite sense the effect of
the thing with other "or" giving or make a profit in compensation for any damage
caused".
The compensation is concerned when the gratification that employees are getting for
the work, included all forms of payment or rewards that the employees receive
(Dessler, 1996), and contributing to the satisfaction, in addition this help the
organization to obtain, maintain and retain a productive workforce.
In Mathis’s and Jackson’s view (2003), “compensation is an important factor affecting
how and why people choose to work at one organization over others. Employers must
be reasonably competitive with several types of compensation in order to hire, keep,
and reward performance of individuals in the organization.”
2.6.2. Types of Compensation
Base remuneration (Base pay)

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Base remuneration refers to the basic salary or wages, also called fixed income. It
could be defined as the regular payment or the pay a person receives for the services
when has contract for a company, which provides a structures and system of equal pay
to employees, depending of the position, long term performance, skills and the market
(Villanueva and Gonzales, 2005).
The basic compensation that an employee receives, usually as a wage or salary, is
called base pay (Mathis and Jackson, 2003). “Many organizations use two base pay
categories, hourly and salaried, which are identified according to the way pay is
distributed and the nature of the jobs. Hourly pay is the most common means of
payment based on time; employees who are paid hourly are said to receive wages,
which are payments directly calculated on the amount of time worked. In contrast,
people who are paid salaries receive payments that are consistent from period to period
despite the number of hours worked.”
The base salary is the platform of the total compensation and considers the legal
aspects of the market
Incentive (Variable pay)
Variable pay corresponds to the variable component of total compensation because
they are tied directly to the performance or productivity, in others words, there is a
direct relationship between the what the employees does (results) and incentives to get
of the company (Flannery, Hofrichtery Platten, 1997).
“Another type of direct pay is variable pay, which is compensation linked directly to
performance accomplishments. The most common types of variable pay for most
employees are bonuses and incentive program payments.” (Mathis and Jackson, 2003)
The amount of the incentives depends of the results and it is not guaranteed. The
incentives can be called: bonus, profit share, commissions and stock options, these
depend of the performances over the long or short term, goals, results and reducing
costs.

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 Types of Variable Pay
o Individual incentives: are given to reward the effort and performance of
individuals. Some common means of providing individual variable pay are piece
rate systems, sales commissions, and individual bonuses. Others include special
recognition rewards such as trips or merchandise.
o Group/team incentives: when an organization rewards an entire group/team for
its performance, cooperation among the members may increase. (Mathis and
Jackson, 2003). The most common group/team incentives are gain sharing or
goal sharing plans, in which the employees on a team that meets certain goals,
as measured against performance targets, share in the gains.
o Organizational incentives reward people according to the performance results of
the entire organization. This approach assumes that all employees working
together can generate improved organizational results that lead to better
financial performance. These programs often share some of the financial gains
made by the firm with employees through payments calculated as a percentage
of the employees’ base pay. (Mathis and Jackson, 2003)
Benefits
An employer provides benefits to workers for being part of the organization. A benefit
is an indirect or nonfinancial reward given to an employee or group of employees for
organizational membership. Benefits often include retirement plans, vacations with
pay, health insurance, educational assistance, and many more programs.
According to Mathis’s and Jackson’s view, “a benefit is an indirect reward given to an
employee or group of employees for organizational membership. Benefits often include
retirement plans, vacations with pay, health insurance, educational assistance, and
many more programs.”
According to Dessler’s view (2005), benefits are “indirect financial and nonfinancial
payments employees receive for continuing their employment with the company”

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These are commonly understood as non-monetary component of total compensation,
including: vacations, life and health insurance, agreements, retirement plan. These
elements depend mainly on the type of organization and the type of position in the
company.

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CHAPTER III: DATA ANALYSIS
1. Recruitment
Derived from production and consumption plans, which are essential to manpower
needs and costs, human resources officers of the company set up explanations of
human resources when increasing or decreasing demands or changes are available in
the structure of human resources.
Recruitment policies of companies today follow two directions:
Firstly, prior internal recruitment is naturally transferring, job rotation or renewal of the
labor contract.
Secondly, when business demands increase suddenly or replacement of quality human
capital, the candidates who the company aims at are students from universities,
colleges, professional schools, or workers through job placement center, the press,
through voluntary partners.
In the selection criteria, standards of qualifications are evaluated first, followed by
standards of foreign language, science, health, morals, the ability to work under
pressure, and the like.
At the company, for many years, almost recruitment resources for leader positions are
derived from internal company. The reason is that the internal supply is abundant, plus
personnel from outside will not meet the requirements of senior experience in the
industry. The advantage of this way is creating promotion opportunities for devoted
staff. Moreover, a leader worked in the company for a long time would obtain a
thorough understanding of the work, the environmental context, colleagues, staff, and
superiors which should result in smooth management. However, there are also the
existing disadvantages like ignoring talent from outside, not creating powerful
innovation in management, and the like.

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 2008 2009 2010 Total
Up 110 80 270 460
Office 10 5 20 545
Board of project managers 25 40 55 11.965
Down 85 55 30 170
Resigning 70 50 20 140

Others (death, dismissal,

and the like.) 15 5 10 30

Total (up to the year-end) 2.75 3.57 6.2 12.51

Table 3.1: Recruitment situation in company 2010-2014
(Source: The organizational and administrative department, DAI PHAT DAT
Company)
As the table 3.1 shown, the number of official staff of the company has a tendency to
increase each year and the number increases more focused on corporate office section.
The main cause of this rise is the thriving business needs of company in recent years
which stem from the establishment of urban areas, residential areas, export processing
zones and industrial parks and partially from highly increasing living standard of the
people leading to a vast demand for housing, investment and real estate business. In
this situation, the company has to invest in all aspects, including human resources to
serve renovation, customer service, construction, development and management of
business network of company.
 Transferring
The transfer mainly depends on production and business programs and replacement
transferring. Production and business transfers manufacturing business is due to the
requirements of production strategies in each stage or surplus labor in these parts but
shortage in others, then the notice at their skills and planning to train the staff more

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efficiently. Otherwise, replacement is due to the growing demand of human resources
or the changes in the company management, the shortage of managers.
 Promotion
Due to the department separation, the opportunities of workers and managers are
limited because they only experience a partial exposure of the entire surface of one
business process and information of the entire company. Therefore, companies often
apply the cross promotion from this division to another division then promote them to a
higher level.
2. Training and development
With the goal of training skilled team of employees, good management, the company
annually delivers a large budget for training and supporting for the staff to participate
in professional training courses, domestic foreign languages and oversea technological
studies. The notion which is that the employees are both served targets and the goal
and driving force for the development over the years is the correct policy of DAI
PHAT DAT. This has kept attracting more and more virtuous people and there is not
the brain drain phenomenon happening. Culture and comprehensively quality
management system of DAI PHAT DAT are getting more and more complete and help
new employees quickly integrate into the organization. Therefore, human resource
training is setting first through on-the-job training and informal training in order to
create a new generation for future development.
The company has the following training orientations. The first way is that the skilled
workers are arranged to go along with the new staff. This acts helps the new staff work
quickly master their skill and the other is sending them to school in the training school.
In addition, the company also alternatively assigns tasks for staff to provide their
employees with the diverse knowledge and the ability of various perspectives
assessment for the work they are responsible.

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In the case of long-term training, the company still offers the trainers remuneration and
allowances as the normal working time according to the average level of the payment.
Training time is counted as working time to review year-end bonus and paid travel cost
as prescribed by the company. On the other hand, the staffs sent for training are
responsible for completing academic tasks and make ensure the use of long-term
profession in the company as committed in writing, otherwise the training cost must be
refunded
 Training matters
Apart from the company’s improvements and efforts in training, there are still
backwards. First, the company cannot focus on evaluating the training outcomes yet
and fail to evaluate the effectiveness of practical applications, often based on
certificate, diploma after the course. For short-term training programs, the evaluation
results unlikely come. Second, the training content is rather in favor of professional
than improvement of the management level. While almost all leaders are trained from
the technical environment, their knowledge in human resource management are
limited. In addition, there is no the long-term training and development agenda, just
follow the short -term plan and seem also spontaneous and passive. Finally, the
shortage of skillful senior managers is placing the company in the dilemma situation
while integrating into the new economy. Above all, the company itself must mobilize,
train new senior human capital who can meet the requirements of the job.
 Salary and compensation
In the present context, all remuneration issues in company primarily focused on salary,
allowances and work experience. Salary is considered a key element of the
management function and a measure of labor consumption; especially it is also
economic leverage and the main income of employees. The top notion of the company
about salary is to perform appropriate paying based on capacity of the company.

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Moreover, production efficiency factor is essential, that is reducing costs and
increasing average salary on the basis of labor arrangements.
The wage fund arrangement is closely related to the production plan and labor plan and
the wage source is generated from good management of human resources, as a
percentage of revenue combined with effective wages leverage for production and
business processes.
Currently, remuneration of employees in the company includes direct remuneration and
indirect remuneration. Direct remuneration consists of basic salary and allowances.
Basic monthly salary is determined by a coefficient of wages, the minimum wage of
business and labor workday. Basic salary is changed depending on the results of the
annual wage increase and minimum wage regulations which are applied by company.
Company shall pay overtime wages in accordance with the provisions of the Labor
Law as often overtime at 150% compared with 200 % on weekdays and for holidays.
In addition, during its operation, the company has added other allowances to motivate
and speed up the implementation like allowances for socializing, travel,
communications, ship, cars .This level of allowance is not limited in value but depends
on decision of the board of directors and it will limit the time when the job ends.
In general, the wage system and the current treatment of company achieve competitive
goal in order to attract capable staff and cost goals. However, this calculation cannot
express the justice on the basis of efficiency. For those employees having the same
position and workday, they will receive the same salary and the job performance has
not reflected their salaries yet. In the long run, this will create the inertia in the work,
not promote creativity and struggling of staff at work and inhibit the company’s
development due to the low efficiency. In the future, the company need to overcome
the problems so that the policy of wage remuneration and the company's treatment
bring the benefit for employees to strive in their work.
 The group and individual evaluation

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This is the annual action of the company in order to assess the effectiveness of each
employee to help them realize the level of work’s completion which they are doing;
especially the complex task is difficult to adjust work behavior, arrange priority for the
necessary work and seek opportunities to develop more comprehensive. At the same
time, assessing staff also help the managers see the necessary of training and
development and speed up employment effectively as well as consider salary increase
and promotion review.
The performance evaluation of departments in the company is done through forms of
score table. The managers directly evaluate through comments on the operation, the
progress and results of the work, working attitude. For good achievement, the staff will
be praised or rewarded accordance to the company’s regulations.
3. Satisfaction of employees
The satisfaction level of employees is found out through the investigation of factors
influencing employee’s satisfaction and the assessment of their satisfaction to the main
demand will show an overall view through figure:
Influencing factors The satisfaction through the main
demand
Current job

Monitoring
mode High income

Training
Stable work

Communication
& information Promotion
Employee’s opportunity
Work satisfaction
environment Good working
condition
Income
Trust in
company
Employee Page | 38
evaluation
Figure 3.1: The factors affecting satisfaction and assessing the level of them
The survey results show that the related factor groups such as income, environment,
working condition, opportunities for promotion, and the like. have certain influence on
the satisfaction of employees, in which income elements affects it sharply. Thus, that
the satisfaction level of employee along with primary factors such as income, work,
working conditions, and opportunities for promotion is carefully covered will get a
general overview of the employee’s satisfaction with the company. Below are the
survey worked out to some results:
Others (drivers,
Satisfaction factors Professional engineer Office staff
securities,…)

High income 34% 18.1% 44.1%

Steady work 100% 91.5% 78.4%

Promotion opportunities 85.1% 78.3% 23.7%

Table 3.2: Satisfaction level of employees

Income: As the table shown above, income is not a priority, particularly 22% out of
them believe that income is slightly low and 42% says it is a moderate income. The
current average income of employees is over 3 million VND per month. At the present,
the company implements remuneration and other incomes based on the company’s
rules and the government’s regulations and do not build any particular form of income
distribution; therefore, this will inevitably encounter some rules which lack versatility,
flexibility and consistency with reality. One of those shortages should be life and the
market prices of each different place do not strike balance and will fall into inflation
and different minimum revenue.
Stable work: As we can see, in general, employees are feeling assured to get a
permanent job at the company, especially engineer (with 91.5%) and professional staff

Page | 39
 (with 100%). Satisfaction of the stable work can be viewed as absolute; this result
brings good relationships, trust and loyalty between employees and the company.
Environment and good working conditions: This is a second large demand and the
result of the right investment in the company's equipment, working tools, safety
equipment, and the like. Working conditions are also expressed in the working
atmosphere, relationship between employees, employees and employers, cooperative
spirit at work and so on. This is an important consideration for a large scale working
environment.
Promotion opportunities: As the third large needs, this is very important. Young
people often focus on their careers and strengthen positions. As stated above, the
source of leaders are virtually recruited within the company; therefore, opportunities
for promotion are great for those with true ability and willingness to strive.
Satisfaction Professional engineer Officer Others (drivers,
factors securities, and the
like.)

Desire Satisfaction Desire Satisfaction Desire Satisfaction

High income 45.8%1 34.0%4 45.8%1 18.1%4 40.4%1 44.1%4

Steady work 8.5%4 100.0%1 8.5%4 91.5%2 13.6%4 78.4%1

Promotion 45.7%2 85.1%3 45.7%2 78.3%3 27.7%2 23.7%3

opportunity

Table 3.3: Comparison of the desire level and satisfaction level of employees.
Notes: 1 is the most desire/satisfaction; 4 is the least desire/satisfaction.

Page | 40
Based on the data of Table 3.3, it shows the level of desire and satisfaction of
employees at odds with each other. Most employees expect to have high income;
employee’s satisfaction is also greatly affected by these factors.
4. The training and compensation
According to the data of table 2.8 below, there are some outstanding issues:
The higher qualifications employees are with, the more they need to be trained. The
reason is that the experts and engineers are the core staff, with more promotion and
more conditions, and their basic qualifications were steady. They often raise the level
over the university level (master’s, doctor’s, and the like.), but for such training
program, cost is higher than current income. Meanwhile, the company also focuses
more on fostering and training; therefore the training needs are high and still tend not
to be solved.
Others (drivers,
Professional
Officer securities, and
Content engineer
the like.)

High demand for training 91.5% 68.7% 60.6%

Joining company’s training 93.6% 86.8% 60.5%

Appreciation of company’s training 71.3% 74.7% 65.8%

<30 30 - 45 >45 years old

High demand for training 74.0% 76.5% 71.6%

Joining training 96.0% 71.4% 70.1%

Appreciation of company’s training 96.0% 64.1% 66.4%

Table 3.4: Demand of training and satisfaction level of employees

Page | 41
As we can see on the Table 3.4 above, in terms of the age of over 45 years old,
employee’s training needs are also quite high, for some reasons: A number of staff
were working for a long period but their level is only at colleges. This element impacts
much on salary, status, position, and so on. Currently, the job requires that all
employees must know how to use computers for their work, the needs to be trained in
information technology is also very high. Besides, the demand for foreign language
training and professional management are necessary.
Young people appreciate the training program of the company because the actual long-
term training programs with high quality usually bring opportunity to the young staffs.
That is also policy of company to invest and to develop core human resources for the
future.
Generally, staffs are looking forward to participating in the training program and it
results in a vast training need
5. Earnings and promotions opportunities
Survey’s results on the statistical table 3.5 show that young employees have more
opportunities for promotion; the company has demonstrated progressive vision,
innovation perspective in promotion of staff, attention to capacity rather than only in
terms of seniority.

Professional Others (drivers,

Content engineer Officer securities, and
the like)

Income 31,9% 16,9% 36,2%

A lot of opportunities 89,4% 88,0% 23,7%

Page | 42
 Appreciation of factors
<30 30 - 45 >45
(Age)

Income 30,0% 31,6% 30,6%

A lot of opportunities 94% 74,8% 73,1%

Table 3.5: Employee’s evaluation about income and promotion opportunity

Satisfaction of staff as a whole to ensure a livable income is low. However, they are
not satisfied in the income demand, but that the employee rate that leaves off work is
very small; this proves that beyond income, the company has brought them many other
spiritual values.
6. The work of staff evaluation
Although the reward regime and promotion heavily dependent on the assessment of
individual accomplishments, according to the survey data, 14% of the staff assume that
the staff assessment have not reached a high level in terms of the fair and accuracy,
43% assume that superiors are not interested in evaluating the importance of staff
assessment, the low levels of satisfaction on the work but focusing on the project
management unit and shopping center. This is an outcome that cannot be assured of
human resource manager because it demonstrates that the staff assessment was weak so
they need to regulate and perfect more.
7. Work, environment and working conditions
Employees of the various departments have the different levels of job satisfaction and
work environment; the most satisfied employees belong to the office block and the less
satisfied one belong to the staff of management board and shopping center. The deep
cause stems from working conditions and lack of information from the company; if this
issue is considered in terms of satisfaction level analysis of the different objects, we
have the results as follows:

Page | 43
Engineers and experts: Most of them assume that they love their work and appreciate
the conditions and working environment; people working together and mission is not
overlap between the departments. This object is a very important position, it can be
seen as the gray matter of the company; this appreciation proved that the company
arranges a suitable job and always facilitates the supplements to serve the work.
Office staff: Some answers are negative, due to some reasons, for example, a few
office jobs are of monotonousness and bores as clerical, cashier, and the like.
Regarding the other elements of the environment and working conditions of office
workers also have good returns.

Page | 44
CHAPTER IV: SOME SOLUTIONS TO IMPROVE
EFFICIENCY OF HUMAN RESOURCE
MANAGEMENT IN DAI PHAT DAT
Currently, the company’s capital has always been preserved, accumulated and
developed constantly through effective performance but still not enough to meet the
needs of investment projects’ capital implemented. Under these circumstances, in order
to raise operating capital, the company is conducting the research of innovatory
activities by switching activities in the form of joint stock companies in the future.
Before the company moves to operate as a joint stock company, the organizational
structure and management is vital and necessary. Firstly, it is shaping the company's
operations. The company is also expanding the market actively; however, the first is
checking the quality of equipment in the company in order to repair, maintain and
create favorable conditions for the evaluation of the property - the initial work of the
transition to operating as a joint stock company form.
1. Company development orientation
1.1. The general development direction
There is a general perception that “Vietnam's construction market is undergoing fierce
competition but also it is a potential large market with an annual total investment of up
to hundreds of billions for the construction infrastructure to ensure that economic
growth in Vietnam has a total gross domestic product (GDP) annually from 6.5% to
7%”.
As a member unit of Dai Phat Dat having over 2- year experience in the construction
field, the Company has identified basic market for the construction and development of
production-oriented business of the company 5 years (2014-2019) as follows:
 The positive factors:

Page | 45
 Construction and industry market has great potential due to the construction needs in
our country increasing, in which the northern market has gradually stabilized and the
contractor has a certain market share, South market has good signs both in number and
scale of projects; total investment capital for construction projects in the region annual
year up to thousands of billions. However, the market share of the company in this area
is not significant and need to invest more.
In the development goal of 5 years ( 2014-2019 ), about 9200 billion dong is invested
in construction works and nearly 5,000 billion dong for the development of the
industry and services . The company is also a large market to prepare factors and
conditions to participate in bidding for construction within the company.
The building traffic infrastructure market increasingly opens. As planned development
of the transport sector ( source from the Ministry of Transport ) each year , the total
investment for the project to build and expand roads are annual trillion, currently the
company has accessed to markets and initially there were a certain number of
experience in road and bridge construction .
Marketing activities and the construction market analysis of company have
increasingly grown and created capability to help in the receiving big package, and
jobs from the investment projects of the company.
The demand for residential housing in the city, especially in Hanoi is not only growing
in both quantity and quality but also a great opportunity for company in the practices.
 The disadvantage factors:
The number of contractors participating in the construction market is increasing.
Building market share of company occupied not more, credibility is not high and it is
not likely a major impact on the market.
Due to the influence of the bidding mechanism and heavy pressure on jobs, this leads
to a number of contractors that are the winning bidder with low price make this market
potential high-risk and low profitability.

Page | 46
The mechanism of capital payment to construction products has now a lot of risk
leading to high capital appropriation.
1.2. Training demand of the company
In the market economy, supply and demand factors are very flexible in all fields. In
term of the labor field, the male employees have an abundant and diverse labor market.
Therefore, enterprises can now easily exploit necessary human resources for
themselves, from manual labor to intellectual labor.
In recent years, Dai Phat Dat has also used this method. At the time of receiving much
more work, the company needs a lot of workers to hire and conduct seasonal workers
on temporary contracts at other companies. For contracts of large works required
highly technical and massive workers, internal company in this case did not meet so
they conducts collaborative construction. The hire of outside labor will bring the
advantages which are reducing the training time and training cost, choosing necessary
candidates easily and flexibly and minimizing the problem of labor regime.
However, its leftside is still being reviewed by enterprises. Actually, hiring outside
labor has been just the immediate solution; it is the time nature but not to have long-
term effectiveness.
The essence of labor reality in Vietnam is surplus quantity and lack of quality; new
labor force in the secondary is plentiful but the workers having enough capacity of
modern scientific knowledge and able to meet the demands of new science and
technology are very scarce. Intellectual management team with new thinking and
creative mind, modern management style is also not much. Therefore finding the
talented people with high capability is not easy. Moreover, when employees working
for the company in the form of seasonal or short-term contracts is not really sure they
will devote his dedication to the company. As a result, working effectiveness is not
maximized.

Page | 47
Therefore, the training and development of human resources in the enterprises cannot
be overlooked and denied. The role of human resources in this business has been
confirmed, so training and developing human resources in the enterprise need to be
emphasized, it must be regarded as an important strategy in the company’s production
strategy.
2. Solutions
According to Herzberg's two-factor theory (1964), the solutions suggested by the
researcher will be categorized into two groups which are maintenance group and
motivator group
2.1. Maintenance group
2.1.1. Solutions to recruitment
Recruitment plan must be built on the basis of research, demand forecast of plan and
productive and business activities monthly, quarterly and annually. Priority is
maneuvering the personnel in company reasonably before recruiting outside.
Interview: To ensure the accuracy and fair recruitment, the selection and interview can
make several times depending on the level of importance of job titles and the number
of participants. Especially the candidates’ ability test must be performed by qualified
persons and having certain interviewing skills; when necessary, the company can invite
experts from outside to support in circumstances that require high professional (eg,
foreign language, computer science, and the like.). Administration Department should
recruit staff in the following way:
 Selection committee was established by each recruitment including board
members that are required to meet the purpose of the selection and interview. This is
used when recruiting new staff for a job and the allocation of all parts.
 Participating and advising in the selected course according to the specific
requirements of the department and the company. In the case of employee’s
recruitment for a department or for a job with special requirements that only that
department has needs.

Page | 48
Selection for these important leadership positions: the company should implement a
form of contest for important leadership positions (deputy general manager, project
manager ...) with the some contents. The goal is to attract talent from different sources
for key positions, create healthy competition, innovation, advances in leaders. Chairing
the examinations is Administrative Department; the selection is Board of directors and
experts in inside and outside the company.Participator is the candidates who are
selected by Board of Directors and others in the inside or outside company meeting the
conditions for this position.The examination consists of professional qualifications,
management, legal knowledge, skills of behavior management situations.
Understanding the situation, environmental circumstances, the plan will if appointing,
and the like.
2.2. Motivator group
2.2.1. Solutions to training
There are some the training methods for new staff such as tutors for technical staff,
training for officer, on-site training for workers in the field. The training program – or
“growth” by Herzberg - should be added at the company: integration training, basic
professional training to advanced skills related to new projects, and the like.
For management labor
Training and development are strategic and train a generation of new manager having
characteristics different from previous ones. Hence, the company has to build long-
time training programs for some staff having good leadership.
Each year managers are assigned a project or participated in the management or
initiative subject, proposed to the other expert parts as well as fulfilled the job and
assigned tasks.
For some departments that are growing, company needs to have some mechanism to
encourage staffs that have the ability to develop and learn how to contact leader’s
behavior.

Page | 49
For technical workers and employees
Practical skills are trained for technical staff so that they are able to participate directly
in the project, the construction works for both their technological knowledge and
practical skills.
The company should develop specific workforce development programs, analyze the
study of workers to advice and train them, seize the aspirations of those who are
pursuing study in order to make physical and mental conditions, time and opportunities
such as encouraging increased wages for qualified people having new techniques to
complete the task, promoting for people that enhance the achievement after the
learning process, providing rewards for those who have achieved academic
achievement with high results and creating the conditions for them to use of media
equipment in the company to serve for learning and supporting finance for the study
who had committed long-term service to the company.
2.2.2. Solutions to salary & remuneration policy
Improving remuneration to ensure fairness and maintain the human resources inside
and attract outside the company. A current salary of company has not shown the
fairness, does not reflect on the job’s efficiency; salary increases and rewards based
solely on personal assessment.
Solutions to improve wages and compensation – or also called “recognition”, in
company: add the work assessment coefficient into the formula the company's current
salary. This coefficient is based on the self-assessment and superior’s assessment.
The work assessment coefficient
Self-assessment Superior’s assessment
Weight 1 2 3 4 5
Quality 1 2 3 4 5
Time 1 2 3 4 5
Table 4.1: The work assessment coefficient table

Page | 50
Assessment level: 5 Good; 4 Quite; 3 Medium; 2 Weak; 1 Poor
The self-assessment work coefficient help staff try their best to manage the work and
manager also assess practical insight for their employees as well as reflect job
performance of each employee.
2.3. Solutions to business review (pleasure in the work itself)
Labor management is an integral part of the production business management system
in the company. As for improving the efficiency of this work, the company needs to
reform other activities such as renting of machinery and equipment, strict warehouse
management, working hours of staff officers, and so on.
The company needs to step up the advertisement, the market research, the
improvement of the quality of the construction in order to enhancing the company's
reputation with customers.
Organization of workplace: Good workplace and equipment should be supplied
complete. In the construction, the working process needs to be ensured safety and
order.
Employees are always encouraged to have frugal integrity and reward policies are
raised for those who successfully complete their assigned tasks.
In addition, the company actively constructs comfortable psychological atmosphere,
solidarity, the collective strength to promote in employees and stimulates creative
abilities of people in groups.
2.4. Solutions to the organizational structure
To suit the requirements of development in the current period, as proposed, the
company should switch to matrix organizational structure. This move is also viewed as
the solutions to “responsibility”. This model is very attractive now; employees are
rotated flexible, less expensively because the management personnel can swap back
and forth as needed. This structure requires administrators to have a huge impact;

Page | 51
therefore, the department of human resources management is essential for companies
to help regulate personnel among the parts
2.4.1. Enhancement of the professional qualifications of the staff departments:
Personnel of departments and faculties are the first to have good practical skills of
management functions to be able to fulfill its role and convey the spirit of the different
levels of governance in the company
The fostering and training of management knowledge are easily done through close
coordination with the departments, faculties related sectors of economic universities,
polytechnic institutes, national study centre or through training, exchange of
experience with other units within and outside the country.
Promoting the application of information technology in management: the company
implements computerization of data on employees' information, establishes facts
system in which the full set of information about an employee is storaged on the
computer. When the manager needs to retrieve information, such as a requirement, he
just enters employee information and the computer will indicate the likely candidate.
Currently as planned, the company will build the common program "Human
Resources" to all subordinate units and the company should propose the data
management as above, simultaneously sets and build a database system and full of
science-oriented programs overall system, to be able to connect quickly and put into
use.
2.4.2. Solutions to promotion
To bring employees more chances to promote or “advance”, the researcher propose
some possible solutions. Firstly, competition and reward policy should be clear and
achievement should be disclosed and based on performance emulation. Secondly,
comments and rewards need to be timely and more scientific and if possible, consider
raising the bonus. Thirdly, employers consider promotion and advancement of
individuals who make sure of qualified, professional, good moral qualities. From that,

Page | 52
they could monitor mechanisms and the performance of management positions
regularly to change direction and layout more suitable.
2.4.3. Solutions to working conditions:
To improve working conditions for employees, the company should create an
atmosphere of teamwork in the company, build relationships between workers and
leaders strongly and maintain and implement indoor and outdoor activities. Besides,
labor safety is also an essential concerns. Employers take responsibility of propagating
widespread rules and regulations on labor safety, implementing seriously labor
discipline and safety and monitoring regularly and inspect the implementation of the
rules.

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CHAPTER V: CONCLUSIONS
A strong brand is present does not mean it will remain a strong brand in the future. The
real estate market has always excretion extremely powerful. Not content ourselves with
what has been built; Dai Phat Dat is trying to develop its brand further.
With studying the assessment of consumer’s comments about the Dai Phat Dat brand
and competitors in order to assess the current position of the company in consumer
awareness, as well as analyze the activities to develop company’s brand earlier, the
company will have to be realistic and come up with practical solutions that contribute
to brand growing further.
The real estate market is growing rapidly as many opportunities and challenging, but
with a brand that was developed properly and powerful, Dai Phat Dat will have a
strong foothold in the market as well as increasingly more high flying.
Capacity through human factors is often sustainable because it cannot establish in a
short time. It relates to the culture of the organization. This is the unwritten norms and
becomes life and behavior among members of the organization.
With the initial goal, internship report made the some contents. The researcher would
like to focus on the research of human resource management and on that basis to draw
some experience to apply on practice of the company. Secondly, it is review and
analysis of company’s policies of human resource management and then applying,
collecting and analyzing of necessary data to have an overview of human resource
management of the company. After that, with the help of the staff of the company, the
researcher could conduct a survey and interviews with leaders and staff in the company
to clarify on the situation of human resource management in the company. On the basis
of available data, internship report shows company’s measures of human resource
management in the future.
However, the internship report just stops solutions with aim to serve and enhance the
human resource capacity of the company better. These solutions are rooted in the view
of experts who have experience, leaders and it can be done at the company. With these
proposals, the internship report hopes to contribute part of the human resources
management of the company. In the future, when the project owned by company
completed and put into use, the management, maintenance and exploitation will be

Page | 54
better. Therefore, the company needs specific solutions of human resource
management in this field.

Page | 55
REFERENCE
Jonathan Law (2009), A Dictionary of Business and Management.
Michael Armstrong (2009), A Handbook of Human Resource Management Practice,
9th Edition.
http://www.whatishumanresource.com/human-resource-management
Tran Kim Dung, (2009), Curriculum of Human Resources, National University of Ho
Chi Minh City Publisher
Nguyen Van Diem (2004), Human Resources Management, Labour and Society
Publisher
Storey, J. (1995) Human Resource Management: A Critical Text. London: Routlegde
Buchanan, D. and Huczynski, A. (2004) Organizational Behaviour: An Introductory
Text. 5th ed. Harlow: Prentice Hall.
Bratton, J. and Gold, J. (2007) Human Resource Management: Theory and Practice,
4th edition.
Dave Ulrich and Dale G. Lake (1990), Organizational Capability: Competing from the
Inside Out
Dyer, L and Holder, G W (1998) Strategic human resource management and planning,
in (ed) L Dyer, Human Resource Management: Evolving roles and responsibilities,
Michael Armstrong (2000), Strategic Human Resource Management A Guide To
Action 3rd edition.

Page | 56
CONTENT OF FIGURE
Figure 2.1: The Process of Human Resource Planning
Figure 2.2: Process of job analysis
Figure 2.3: The selections and recruitment process
Figure 3.1: The factors affecting satisfaction and assessing the level of them

CONTENT OF TABLE
Table 3.1: Recruitment situation in company 2010-2014
Table 3.2: Satisfaction level of employees
Table 3.3: Comparison of the desire level and satisfaction level of employees
Table 3.4: Demand of training and satisfaction level of employees
Table 3.5: Employee’s evaluation about income and promotion opportunity
Table 4.1: The work assessment coefficient table

Page | 57
APPENDIX
Trường Đại Học Tài Chính Marketing
Khoa Ngoại Ngữ
BẢNG CÂU HỎI
Thân chào anh (chị)! Chúng tôi là nhóm sinh viên lớp 10DTA, Khoa Ngoại Ngữ,
trường Đại Học Tài Chính Marketing. Tôi đang thực hiện một bài nghiên cứu về thực
trạng công tác đào tạo nguồn nhân lực của công ty Cổ phần ĐT-DV Đại Phát Đạt. Rất
mong anh (chị) có thể dành ít phút cho việc trả lời bảng câu hỏi này. Tôi rất biết ơn sự
cộng tác của anh (chị) và những thông tin mà anh (chị) cung cấp sẽ được bảo mật và
chỉ được dung cho mục đích nghiên cứu.
I.- PHẦN GIỚI THIỆU VỀ BẢN THÂN
1. Độ tuổi của anh (chị) hiện nay:
(…) Từ 18 – dưới 30 tuổi
(…) Từ 30 – dưới 40 tuổi
(…) Từ 40 tuổi trở lên
2. Giới tính của anh (chị):
(…) Nam (…) Nữ
3. Anh (chị) được tuyển vào công tác tại đơn vị:
(…) Có người giới thiệu
(…) Quảng cáo trên mạng, báo đài
(…) Cơ quan môi giới việc làm
(…) Sinh viên thực tập
(…) Khác
4. Công việc hiện nay của anh (chị) là:
(…) Cán bộ quản lý
(…) Cán bộ kỹ thuật
(…) Nhân viên văn phòng

Page | 58
5. Anh (chị) làm việc tại Công ty được bao lâu?
(…) Dưới 1 năm
(…) Từ 1 năm đến dưới 5 năm
(…) Từ 5 năm đến dưới 10 năm.
6. Anh (chị) thuộc nhóm:
(…) Khối văn phòng
(…) Công trình
7. Anh (chị) cho biết mức độ quan tâm của mình đối với các yêu tố sau:
(đánh số từ 1 đến 5 với 1: Quan tâm nhiều nhất; 5: Quan tâm ít nhất)
(…) Thu nhập cao
(…) Công việc ổn định
(…) Cơ hội thăng tiến
(…) Công ty lớn, có tiếng trong nghành xây dựng
(…) Điều kiện làm việc tốt

II.- PHẦN NHẬN XÉT CỦA CÁ NHÂN VỀ TÌNH HÌNH QUẢN TRỊ NGUỒN
NHÂN LỰC.
Tùy theo mức độ đánh giá từ thấp đến cao tương ứng với điểm số tư 1 đến 5,
anh (chị) vui lòng đánh dấu vào ô thích hợp (1: hoàn toàn không đồng ý; 5: rất
đồng ý).

Nội dung 1 2 3 4 5
Nhận xét về công ty
1 Khách hàng thích và đánh giá cao công ty
2 Công ty đối xử hòa nhã với khách hàng
3 Sản phẩm, dịch vụ của công ty đạt chất lượng cao

Page | 59
4 Công ty thực hiện các nguyên tắc an toàn lao động
Nhìn chung, công ty đạt được mục tiêu đề ra một
5
cách hiệu quả
Nhận xét về công việc mà quý vị đang thực hiện
6 Công việc cho phép sử dụng tốt năng lực cá nhân
Anh (chị) được khuyến khích sáng tạo trong công
7
việc
8 Khi hoàn thành tốt sẽ được đánh giá tốt
9 Anh (chị) được chỉ dẫn tận tình trong công việc
10 Anh (chị) ưa thích công việc
Nhận xét về chất lượng giám sát
Cấp trên hỏi ý kiến khi có vấn đề liên quan đến
11
công việc của anh (chị)
Cấp trên khuyến khích anh (chị) chi tham gia vào
12
việc ra các quyết định quan trọng
Cấp trên luôn đòi hỏi anh (chị) phải làm việc chăm
13
chỉ, có chất lượng
Công việc được xác định phạm vi trách nhiệm rõ
14
ràng
Anh (chị) được biết nhận xét của cấp trên về mức
15 1 2 3 4 5
độ hoàn thành công việc
Nhận xét về vấn đề đào tạo, huấn luyện và thăng
tiến
Anh (chị) có kỹ năng cần thiết để thực hiện công
16
việc tốt
Anh (chị) được tham gia các chương trình đào tạo
17
theo yêu cầu của công việc

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18 Anh (chị) có nhiều cơ hội thăng tiến
19 Công tác đào tạo trong công ty có hiệu quả tốt
Anh (chị) được biết điều kiện để được thăng tiến
20
tại công ty
21 Chính sách khen thưởng của công ty là công bằng
Nhận xét gì về thông tin, giao tiếp trong công ty
Những thay đổi về chính sách, thủ tục… liên quan
22
đến nhân viên đều được thông báo đầy đủ, rõ ràng
23 Có đủ thông tin để làm việc
Chức năng, nhiệm vụ không bị chồng chéo giữa
24
các bộ phận
25 Có thể đóng góp và phá biểu ý kiến
Lãnh đạo quan tâm tìm hiểu quan điểm và suy nghĩ
26
của nhân viên
Nhân xét về môi trường làm việc
27 Mọi người có hợp tác để làm việc
Nhân viên có tác phong làm việc khẩn trương,
28
đúng giờ
29 Nhân viên có tinh thần trách nhiệm cao
Nhân viên được tôn trọng và tin cậy trong công
30
việc
31 Lãnh đạo có tác phong lịch sự, hòa nhã
32 Nhân viên được đối xử công bằng, không phân biệt
Anh (chị) được linh hoạt và những quyền hạn cần
33 thiết để thực hiện công việc sáng tạo, có hiệu quả
cao
Nhận xét về lương, thưởng và phúc lợi

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 Nhân viên có thể sông hoàn toàn dựa vào thu nhập
34
từ công ty
Tiền lương mà anh (chị) nhận được tương xứng
35
với kết quả làm việc của mình
Nhận xét về tình hình đánh giá nhân viên
36 Việc đánh giá nhân viên là công bằng, chính xác
Cấp trên quan tâm đến tầm quan trọng của việc
37
đánh giá
Quá trình đánh giá giúp cho anh (chị) có kế hoạch
38 rõ ràng về đào tạo và phát triển nghề nghiệp cá
nhân
Việc đánh giá đã thực sự giúp ích để anh (chị)
39
nâng cao chất lượng thực hiện công việc
Công ty mang lại sự thỏa mãn cho anh (chị) về
40 Thu nhập cao
41 Công việc ổn định
42 Cơ hội thăng tiến
43 Điều kiện làm việc tốt
44 Anh (chị) hoàn toàn tin cậy ở công ty

8. Anh (chị) có đề xuất gì để công tác quản trị nhân sự của bộ máy quản lý tại
công ty tốt hơn
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Chân thành cảm ơn sự đóng góp của các bạn và mong rằng sẽ tiếp tục nhận
được các ý kiến đóng góp mới của các bạn vào bất cứ lúc nào.

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