Tài liệu The improvement of the training and development program at bitis company

Southern Luzon State University Republic of Philippines Thai Nguyen University Socialist Republic of Vietnam THE IMPROVEMENT OF THE TRAINING AND DEVELOPMENT PROGRAM AT BITIS COMPANY IN VIETNAM A Research Proposal Presented to the Faculty of Graduate School Southern Luzon State University, The Philippines and Thai Nguyen University, Socialist Republic of Vietnam In Partial Fulfillment of The Requirements for the Degree Doctor in Business Administration PHAM DO DUNG (JONATHAN) July, 2013 Dissertation ACKNOWLEDGMENT In grateful recognition and sincerest thanks for the encouragement, guidance and unselfish sharing of their knowledge, time, effort and skills, and for the untiring motivation that leads to the completion of this study, the Researcher acknowledges the following: DR. CECILIA N. GASCON, Ph. D., President of the Southern Luzon State University in the Republic of the Philippines, for her untiring effort and belief that this collaboration is possible thus enabling us to pursue the DBA degree; DR. NGUYEN THANH HAI, Vice Director of the International Training Center Thai Nguyen University of the Socialist Republic of Vietnam, for his enormous pursuit to provide the Vietnamese people an opportunity to grow through education; DR. JOANNA PAULA A. ELLAGA for her selfless guidance and assistance thereby making this paper a scholarly work; MANAGERS and EMPLOYEES of Biti‟s company, my Respondents, for their patience and cooperation in answering the questionnaire and for other data given; MY FAMILY and FRIENDS and to all who have contributed to make this study a success. 1 Dissertation ABSTRACT Dissertation mentions the necessary of training, aims and objectives of studying. According to experts, training is crucial element, such as maintaining the absorptive capacity of innovative firms, or a key part of the human resource management process and even improving the quantity and quality of future entrepreneurs. Scientists also assert that there are a number of reasons for training. In addition, the significantly impacts of training and training benefits are also been confirmed. Finally, good results for the company have implemented well training programs is obvious evidences to emphasize the important of training. A number of methods were used in this studying. Collecting primary data from books, journals, articles, research papers and reports, and based on these data, the author do questionnaires, sending to BITIS Company and collecting the feedbacks. Then, a mixture of qualitative and quantitative approaches to analyzing the primary research findings was chosen, with an emphasis on qualitative data.Questionnaires were chosen as the main tool to carry out the research. Finally, the sampling method and pilot study are also approached in this project. Overview of BITIS have been mentioned covering the main background information of company, the strength, the weakness and strategies that BITIS have done to achieve their goals and widely recognized in global market are described and explained. Then, analyzing the results from questionnaires feedback is analyzed. Author has summarized the results of studying, and has confirmed that the targets of studying has achieved. Some recommendations are suggested which hope these can be applied in the BITIS company. 2 Dissertation TABLE OF CONTENTS ACKNOWLEDGMENT .................................................................................... 1 ABSTRACT ..................................................................................................... 2 CHAPTER I ..................................................................................................... 7 INTRODUCTION ............................................................................................. 7 1.1 The significance of study ..................................................................................... 7 1.2 Background of the Study ................................................................................... 12 1.3 Aims of Study .................................................................................................... 13 1.4 Objectives of Study ............................................................................................ 14 1.5 Scope and limitations of Research ..................................................................... 15 CHAPTER II .................................................................................................. 16 REVIEW OF RELATED LITERATURE .......................................................... 16 2.1 The importance of training and development .................................................... 16 2.2 Transfer of training ........................................................................................... 20 2.2.1 Individual factors ....................................................................................... 21 2.2.2 Motivational factors ................................................................................... 23 2.2.3 Environmental factors ................................................................................ 25 2.3 Training methods .............................................................................................. 27 2.3.1 Videotapes .................................................................................................. 27 2.3.2 Lectures ...................................................................................................... 28 2.3.3 One-on-one instruction .............................................................................. 29 2.3.4 Role plays ................................................................................................... 31 2.3.5 Games/simulation ...................................................................................... 31 2.3.6 Case studies ............................................................................................... 32 2.3.7 Slides .......................................................................................................... 33 3 Dissertation 2.3.8 Computer-based training ........................................................................... 34 2.3.9 Audiotapes.................................................................................................. 35 2.3.10 Films ........................................................................................................ 35 2.4 The factors influence the training ..................................................................... 35 2.4.1 Internal factors........................................................................................... 36 2.4.2 External factors .......................................................................................... 37 2.5 The brief overview of the steps of the training process follows ...................... 38 CHAPTER III ................................................................................................. 42 RESEARCH METHODOLOGY ..................................................................... 42 3.1 Research design ................................................................................................ 42 3.2 Research tool ..................................................................................................... 44 3.3 Sampling method .............................................................................................. 46 3.4 Research technique ........................................................................................... 47 3.5 The Pilot Study .................................................................................................. 47 3.6 Procedure .......................................................................................................... 48 3.7 Reliability and Validity .................................................................................... 48 3.7.1 Reliability .................................................................................................... 49 3.7.2 Validity ....................................................................................................... 49 3.8 Data analysis ..................................................................................................... 50 CHAPTER IV ................................................................................................. 51 RESULTS AND DISCUSSION ...................................................................... 51 4.1 The background of Bitis company .................................................................... 51 4.1.1 Historical background ................................................................................ 51 4.1.2 Organization’s framework .......................................................................... 52 4.1.3 Bitis strategies ............................................................................................. 52 4 Dissertation 4.1.4 Human Resources Management and Development .................................... 54 4.2 Worker-respondent ........................................................................................... 55 4.2.1 Age .............................................................................................................. 55 4.2.2 Gender ......................................................................................................... 56 4.2.3 Length of service ......................................................................................... 57 4.2.4 Department assigned................................................................................... 58 4.2.5 The worker’s perception on the company’s training and development program in terms of policies and procedure ........................................................ 59 4.2.6 The worker’s perception on the company’s training and development program in terms of awareness on training process ........................................... 60 4.2.7 The worker’s perception on the company’s training and development program in terms of attendance to a fomal training ............................................ 61 4.2.8 The worker’s perception on the company’s training and development program in terms of training method ................................................................... 62 4.2.9 The worker’s perception on the company’s training and development program in terms of motivation to attend a training ........................................... 64 4.2.10 The worker’s perception on the company’s training and development program in terms of usefulness of the training .................................................... 65 4.2.11 The worker’s perception on the company’s training and development program in terms of gains acquired from the training ....................................... 67 4.2.12 The worker’s perception on the company’s training and development program in terms of applicability of training to specific job/tasks ..................... 69 4.2.13 The worker’s perception on the company’s training and development program in terms of manager’s role in the training process ............................... 72 5 Dissertation 4.2.14 The worker’s perception on the company’s training and development program in terms of Influencing factors in the training process ......................... 74 4.2.15 The worker’s perception on the company’s training and development program in terms of commitment to attend trainings .......................................... 76 4.2.16 The worker’s perception on the company’s training and development program in terms of suggestions to improved the training process ..................... 79 CHAPTER V: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS .. 81 5.1 Summary ........................................................................................................... 81 5.2 Conclusions ....................................................................................................... 81 5.3 Recommendations ............................................................................................. 83 5.3.1 In respect of training policy ...................................................................... 83 5.3.2 With respect of methods training ............................................................... 84 5.3.3 With regard to training evaluation ............................................................ 85 5.3.4 In respect of commitment ........................................................................... 86 5.3.5 With respect of working environment ....................................................... 86 5.4 Limitations of Research .................................................................................... 89 5.5 Further Research ............................................................................................... 90 BIBLIOGRAPHY ........................................................................................... 91 APPENDIX .................................................................................................... 99 CURRICULUM VITAE ................................................................................. 119 6 Dissertation CHAPTER I INTRODUCTION The rapid growing and integration of global economy has extensively enhanced the demand for training and education. Given this reason, it will be significant to recognise the role of training in economic development, particularly for companies which compete in competitive market. Since training plan, method and trainee recognition is considered as the substantial predicator to measure the effectiveness and succeed of training program. Therefore, training plan, method and trainee recognition have been received much attention from researchers as well as board of management in over the world; 1.1 The significance of study People are the factors that constitute the organization, operation and determine the success or failure of the organization. This is a valuable asset that every organization should know to take advantage and develop. Furthermore, in integration of global economy, the training and development of human resources is considered as a vital task for every organization because strong human resources is the prerequisite to compete and survive in today's competitive environment. Therefore, the improvement of training quality takes an important part in development strategy Training is the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. 7 Dissertation Training has specific goals of improving one's capability, capacity, and performance. In addition to the basic training required for a trade, occupation or profession, observers of the labor-market recognize the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughout working life. Training presents a prime opportunity to expand the knowledge base of all employees, but many employers find the development opportunities expensive. Employees also miss out on work time while attending training sessions, which may delay the completion of projects. Despite the potential drawbacks, training and development provides both the company as a whole and the individual employees with benefits that make the cost and time a worthwhile investment. Training plan, method and trainee recognition have been received much attention from researchers as well as board of management in over the world: Addressing Weaknesses: Most employees have some weaknesses in their workplace skills. A training program allows you to strengthen those skills that each employee needs to improve. A development program brings all employees to a higher level so they all have similar skills and knowledge. This helps reduce any weak links within the company who rely heavily on others to complete basic work tasks. Providing the necessary training creates an overall knowledgeable staff with employees who can take over for one another as needed, work on teams or work independently without constant help and supervision from others. Improved Employee Performance: An employee who receives the necessary training is better able to perform her job. She becomes more aware of safety practices and proper procedures for basic tasks. The training may also build the employee's 8 Dissertation confidence because she has a stronger understanding of the industry and the responsibilities of her job. This confidence may push her to perform even better and think of new ideas that help her excel. Continuous training also keeps your employees on the cutting edge of industry developments. Employees who are competent and on top of changing industry standards help your company hold a position as a leader and strong competitor within the industry. Consistency: A structured training and development program ensures that employees have a consistent experience and background knowledge. The consistency is particularly relevant for the company's basic policies and procedures. All employees need to be aware of the expectations and procedures within the company. This includes safety, discrimination and administrative tasks. Putting all employees through regular training in these areas ensures that all staff members at least have exposure to the information. Employee Satisfaction: Employees with access to training and development programs have the advantage over employees in other companies who are left to seek out training opportunities on their own. The investment in training that a company makes shows the employees they are valued. The training creates a supportive workplace. Employees may gain access to training they wouldn't have otherwise known about or sought out themselves. Employees who feel appreciated and challenged through training opportunities may feel more satisfaction toward their jobs. The overall objective of the training and development of human resources is to take advantage of existence human resources and improve the effectiveness of organization. There are three reasons that training and development is needed 9 Dissertation • To meet the needs of survival and development organizations • To meet the learning demand of workers • To create the business competitive advantage The necessity of training and development has been the sustainably researched worldwide as the followings discussion. The intensity of competition and pace with which knowledge becomes obsolete are heralding an era where leadership, structure and control systems must increasingly focus on the management of knowledge and skills. Such an environment requires management to systematically design an infrastructure that is tailored to the needs of an increasingly mobile knowledge worker and supports organisational learning in areas of strategic concern(Cross and Funk,2007). Many management theorists have paid tribute to today‟s knowledge worker and the dramatic paradigm shift that managing such an employee has brought to our society(Naisbitt and Aburdene,2000; Toffler,2000; Crawford,2001). As well articulated by Peter Drucker (2003), We are now in a knowledge society „knowledge society‟ where knowledge is quickly eclipsing traditional factors of production such as labour, capital and land. Nowhere is this more true than in high- end knowledge work sectors such as professional services, software development, financial services and technical product development- areas where an organisation‟s ability to tap the intangibles of employee judgment and creativity are critical. To thrive and grow in today‟s dynamic business environment, it is increasingly important that businesses in such knowledge- intensive industries organise to leverage the collective intellect and creativity of its entire employee base(Cross and Fund,2007) . 10 Dissertation The rise of highly competitive, technology- based information society has caused a great need for skilled workers. Studies by the Ministry of Labour, Invalids and Social Affairs (MOLISA) show that 62 per cent of reporting companies have a short- age of skilled workers and 73 per cent of manufactures believe entry- level workers lack the necessary skills to positively impact their company in Vietnam (Labour,2011). Today‟s knowledge worker must exhibit judgment, creativity, technical expertise and interpersonal skills that promote knowledge creation- intangibles that often cannot be forced like a labour standard on an assembly line (Nonaka and Takeuchi,2005). Vietnam is undergoing a transition from a centrally planned to a market- oriented economy . A shortage of skilled labour exists in Vietnam, largely due to an antiquated educational system and the country‟s recent opening to major amounts of foreign investment. This is a ubiquitous problem in Southeast Asia as a whole: skilled labour is in demand, and managers who are available tend to be unfamiliar with new technologies. This lack of technical know-how and language skills tends to hamper new investment. Recently, this problem was illustrated in Intel Corporation‟s assertion that they will not pursue in country manufacturing due to the lack of a significant pool of skilled engineering labour and unreliable power supplies. (Investment, 2010). Therefore the acquisition of such skills is critical for today‟s workers if they expect to obtain and keep their jobs, as well as excel in a work environment and it is a way to attract the foreign investment while the Vietnamese government has implemented many investment incentives. 11 Dissertation Training is the key. Traditionally, training and development were not viewed as an activity that could help companies create value and successfully deal with competitive challenges. Today that view has changed. Companies that use innovative training and development practices are likely report better financial performance than their competitors who do not. Training and development also helps a company to meet competitive challenges. As companies attempt to expand into foreign market places, their success will be determined by their employees‟ ability to work in a new culture (the global challenge) (Noe,2008). 1.2 Background of the Study Bitis is a leading company in Vietnam in manufacturing footwear sector. Founded in 1982, until now, Bitis has grown rapidly nationwide, including 4 commercial centres, 1 business centre, 4 branches and more than 4,500 agents - shops over 63 provinces Vietnam. In addition, the company has more than 40 exporting markets in the world: Taiwan, South Korea, Israel,, England, Poland, Portugal, Brazil, Canada ... However, in a long time, Vietnam's footwear market was overwhelming by Chinese footwear. Although with lower quality than Bitis shoes but with various designs and prices are so much cheap, Chinese footwear has quickly won the hearts of Vietnamese consumers. Facing the risk of losing market share to a strong competitor _ which is the world's largest footwear and the largest footwear manufacturer in the world, this was a hard situation for the Bitis management The fact that Bitis management has applied several measures to stabilize the market for company but have not really succeeded. 12 Dissertation Many reasons have been reviewed, one of them is that education policy and human resources development in company. In fact, Bitis as well as other Vietnamese companies, especially the large one have invested in human resource development but it has not yet become strategic objectives of the business. The recruitment, employment and training new employees is executed only in a short time yet long-term goals. Many businesses have to face with the continuous jumping labour, especially during economic instability. Meanwhile, training and development of human resources are principally important since the majority of Vietnam's labor lack of knowledge and skills by the education system and professional training did not meet the requirements business Bitis have faced a difficulty regarding quality of worker, the lack of high skilled workers is another weakness point of Bitis. That is the results of low level professional in recruiting human resources for company. Moreover, lower awareness and less responsible made by a small part of labor forces is still adverse impacting on company development. Therefore, I have selected topics: “THE IMPROVEMENT OF THE TRAINING AND DEVELOPMENT PROGRAM AT BITIS COMPANY” for my research. With a desire to make a small contribution to improving the quality of human resources at the company Bitis. 1.3 Aims of Study + To evaluate the factors influence the training process at Bitis company 13 Dissertation + To recommend a best practice strategy for prevention of the negative influence for training and develop human resource in organisation. + To outline solutions for the process to improve the training and develop human resource at Bitis company. 1.4 Objectives of Study 1. To know the respondent‟s profile in terms of the following 1.1 1.2 2. Company – respondent 1.1.1 Historical background 1.1.2 Organization‟s frame work 1.1.2 Strategies 1.1.3 Human resources and development Worker – respondent 1.2.1 Age 1.2.2 Gender 1.2.3 Length of service 1.2.4 Department To determine the worker‟s perception on how the company conducts training and development program in terms of the following aspects 2.1 Policies and procedures 2.2 Awareness of employees on training process 2.3 Attendance to a formal training 2.4 Training method 2.5 Motivation to attend a training 2.6 Usefulness of the training 14 Dissertation 2.7 Gains acquired from the training 2.8 Applicability of training to specific job/tasks 2.9 Manager‟s role in the training process 2.10 Influencing factors in the training process 2.11 Commitment to attend trainings 2.12 Suggestions to improved the training process 3. To design an improved training and development program for the company 1.5 Scope and limitations of Research The study concentrated on one organisation only, Bitis company. This was due to the fact that the author was unable to gain access to employees at any other organisation. The study was also limited to research in one geography area, Hanoi. This introduced regional bias and consequently the sample is unrepresentative and generalisations to the wider population should be taken with caution. Therefore, only further research in other organisations across a greater geographical spread could prove or disprove the research findings. It was hoped that the sample size would have been larger than that which was achieved. 15 Dissertation CHAPTER II REVIEW OF RELATED LITERATURE This chapter aims to briefly criticise previous literature review about training and development. First, the concepts and importance of training and development is looked at. Second, the transfer and method training is discussed. Third, the factors influences the training are mentioned. Finally, this chapter presents the summary of the steps of training process. 2.1 The importance of training and development Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, 16 Dissertation subordinates, and peers. Training and Development helps in improving upon the quality of work and work-life. Training and Developmenthelps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Training and Development helps in improving the morale of the work force. Training and Development helps in creating a better corporate image. Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies. Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. Training in the workplace has been highlighted as an essential element in maintaining the absorptive capacity of innovative firms (Prince, 2002). Indeed, training is now seen as a key part of the human resource management process (Gunnigle et al., 2005), where workers are viewed as a source of wealth creation, rather than a cost to the company (Walley, 2003). Organisations provide training for many reasons. They orient new hires to organisation or teach them how to perform in their initial assignment. They improve the current performance of employees who may not be working as effectively as 17 Dissertation desired or prepare employees for future promotions or for upcoming changes in design, processes or technology in their present jobs (Fisher et al., 2009). Training can help an organisation succeed in a numbers of ways. Traditionally, training facilitates the implementation of strategy by providing employees with the skills and knowledge needed to perform their jobs. Training also assists in solving immediate business problems, such as when a team of managers in an action learning programme studies a real problem and recommends a solution. Finally, to keep ahead in a highly competitive and turbulent environment, it has been suggested that the training function must foster a continuous learning culture and stimulate managers to reinvent their corporation (Martocchio and Baldwin, 2007). Therefore from company‟s perspective training and development of company employees is essential for organisational operation, and organisational advancement. From an employee perspective, these factors are both crucial and critical for skill development and for career advancement. Moreover, training employees leads to increased employee satisfaction, facilitates the updating of skills, leads to an increased sense of belonging and benefit, increased employee commitment to the organisation (Bushardt et al., 2004), and strengthens the organisation's competitiveness (Hughey and Mussnug, 2007; Burden and Proctor, 2000). Job-related training increases an employee's ability to perform job-related tasks. Job satisfaction is an important motivator for employee performance and is negatively related to turnover (Mak and Sockel, 2009). In addition, retention of employees, and the retention of valued skill sets, are important for continued business achievements (Mak and Sockel, 2009). The successful retention of employees leads to knowledge preservation within the 18 Dissertation organisation (Cappelli, 2010). Employee turnover may lead to a loss of human resources weakening competitive positions. At a company level, mechanisms that allow for and promote knowledge transfer amongst employees can help minimize the effect of the loss of skilled staff to other companies (Cappelli, 2010). In short, employers and employees both gain from increased investment in training. Recent research has indicated that there is a significant impact of training on productivity in the private sector (covering 1993-2006) and that the effects of training on productivity are larger than the effects of training on wages. An increase of one percentage point in the proportion of employees trained is associated with about a 0.6% in productivity and a 0.3 % increase in wages (Dearden et al,2005). Recent changes in the business environment have made the Human Resource Development function even more important in helping organisations maintain competitiveness and prepare for the future(Goldstein and Gilliam, 2000). The pressure of competition and customers are demanding high- quality products and services in addition, technological innovations require training, with employees often needing more sophisticated skills in trouble shooting and problem solving than they did previously. For instance, increasing number of organisations have been providing quality management and customer service and employees must understand how to monitor and improve the quality of goods and services in an attempt to keep up with rising consumer expectations(Belize and Piontkowski,2000; Lee, 2001). Training is seen as pivotal in implementing organisation- wide culture change efforts, such as developing a commitment to customer service, adopting total quality management or making a transition to self-directed work teams(Berry,2000; Wellins and George,2001). 19