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Paris Graduate School of Management Thai Nguyen University INTERNATIONAL EXECUTIVE MASTER OF BUSINESS ADMINISTRATION PROGRAM THESIS TITLE: TRAINING AND DEVELOPING HUMAN RESOURCES ACTIVITIES IN LAVIE VIETNAM Student’s name: LAM TUAN Intake I 2012 ACKNOWLEDGEMENTS To be able to carry out thesis in a certain period of time the author has received the dedicated attention, helping, guiding of teachers, the Board of Directors and the Company's departments of Lavie Vietnam to help author complete this thesis in accordance with the regulations. I would like to send my sincere thanks to Dr. Nguyen Van Thoan, instructor thesis, has instructed me and helped author in all fields to complete the thesis. Our warmest thanks to Teachers in the thesis Grading Council have made comments indicating the lacks and limitations of thesis, helping authors to better understand the limitations to complete, which lead to be better for thesis. I would like to thank the leaders and officials and employees of the Lavie Vietnam to provide information, documents and cooperation in the process of implementation the Thesis, supporting to author data correctly for analysis, assessment, selection of topics. I would like to send my sincere thanks again to the Training Board, University, Teachers who directly involved in teaching were dedicated guidance and training to help authors completed the course, gained the experience for yourself career as well as the way to apply these gained knowledge, experience to future. My sincere thanks! 1 TABLE AND CONTENT ACKNOWLEDGEMENTS................................................................................................ 1 INTRODUCTION ..............................................................................................................6 1. The subject’s importance ............................................................................................ 5 2. Research thesis purposes............................................................................................. 6 3. The subject of the research thesis ...............................................................................6 4. Scope of the research thesis ........................................................................................ 6 5. Research thesis methods ............................................................................................. 6 6. Structure of the thesis..................................................................................................6 CHAPTER I ........................................................................................................................ 7 THE COMMON PRINCIPLES of TRAINING AND HUMAN RESOURCE DEVELOPMENT ...............................................................................................................7 1.1. The concept and role of Human Resource management .........................................7 1.1.1 Human Resource................................................................................................ 7 1.1.1.1 Concept .......................................................................................................7 1.1.1.2 The roles of human resources .....................................................................7 1.1.2 Human Resource management ..........................................................................8 1.1.2.1 The concept of human resource management.............................................8 1.1.2.2. The role of human resource management ................................................10 1.1.2.3. The goal of human resource management ...............................................12 1.1.2.4. Human resource management model....................................................... 12 1.1.3. Training and human resource development ....................................................14 1.1.3.1.The concept of training and human resource development ...................... 14 1.1.3.2. The role of training and developing human resource. ............................. 15 1.1.3.3. The objective of the training and developing human resources ..............16 I.1.3.4. Discrimination training and developing human resource ......................... 16 1.2. The form of training and developing human resource...........................................17 1.2.1. According object............................................................................................. 17 1.2.1.1. Training and developing employees ........................................................ 17 1.2.1.2. Training and developing managers .......................................................... 17 1.2.2. According location.......................................................................................... 17 1.2.2.1. Training and developing at enterprise...................................................... 17 1.2.2.2. Training and developing outside enterprise .............................................18 1.2.3. According organizing form.............................................................................18 1.2.3.1. Direct training .......................................................................................... 18 1.2.3.2. Remote learning ....................................................................................... 19 1.2.3.3. Training over the Internet ........................................................................19 1.3. The factors that affect the training and developing of human resources. ..........19 1.3.1. Work Analysis ............................................................................................ 19 1.3.2. Evaluate the performance of the work ............................................................ 20 1.3.3. Recruitment of human resources ....................................................................20 1.3.4. Perform training and developing human resource activities........................... 21 1.3.4.1. Identify training and developing human resources needs........................ 22 1.3.4.2. Identify training and developing human resource goals .......................... 23 1.3.4.3. Selection of trainees.................................................................................23 1.3.4.4. Construction program and selection of training and developing human resource methods ..................................................................................................23 2 1.3.4.5. Estimating cost of training and developing human resource ...................23 1.3.4.6. Selecting and training of teachers ............................................................ 24 1.3.4.7. Evaluating program and results of training and developing human resource .................................................................................................................24 CHAPTER II.....................................................................................................................26 SITUATION OF TRAINING AND DEVELOPING HUMAN RESOURCES IN LAVIE COMPANY IN VIETNAM.............................................................................................. 26 2.1. An overview of Lavie Vietnam..............................................................................26 2.1.1. The process of formation and development of the company .......................... 26 2.1.1.1. Formation history Lavie Vietnam ............................................................ 26 2.1.1.2. Vision - Mission - Values ........................................................................28 2.1.2. Organization Chart.......................................................................................... 29 2.1.3. Production and business results ......................................................................32 2.1.3.1. Product Structure of Lavie Co.ltd ............................................................ 32 2.1.3.2. Revenue and profit over the years ........................................................... 33 2.1.4. Characteristics of the labor and human resource management activities of the company....................................................................................................................34 2.1.5. Analysis and Forecast the key factors affecting the development of human resources of the company.......................................................................................... 35 2.1.5.1. Macro environmental factors ...................................................................35 2.1.5.2. The factors outside the enterprise ............................................................ 43 2.1.5.3. The factors inside the enterprise .............................................................. 44 2.1.5.4. The employee factors ...............................................................................45 2.2. Current situation of training developing human resources in the Lavie Vietnam: 45 2.2.1. About the training ........................................................................................... 45 2.2.1.1 Training Manager...................................................................................... 45 2.2.1.2. Training sales staff ...................................................................................49 2.2.1.3. Worker training........................................................................................ 50 2.2.2. Evaluate the advantages and limitations exist in the training and developing human resources in the Lavie Vietnam.....................................................................50 2.2.2.1. The advantages......................................................................................... 50 2.2.2.2. Some restrictions and causes affecting performance of training and developing human resource of Vietnamese companies Lavie .............................. 52 2.2.3. Overview of current human resource of Lavie Vietnam ................................ 54 2.2.3.1. Number of employees ..............................................................................54 2.2.3.2. Labor quality:........................................................................................... 56 2.3. Analyzing of situation of operation and development of the company's human resources Lavie .............................................................................................................61 CHAPTER III ...................................................................................................................62 SOLUTIONS FOR FINISHING THE TRAINING AND DEVELOPING HUMAN RESOURCES IN LAVIE .................................................................................................62 3.1. The general direction of training and developing human resource of the company in the next seven years (2013 to 2020)...................................................... 62 3.1.1. Enhanced technology applications..................................................................63 3.1.2. Increasing dependence between global market...............................................64 3.1.3. Expenses for employee welfare will increase .................................................64 3.1.4. More flexible working environment ............................................................... 65 3 3.1.5. Demographic changes .....................................................................................65 3.2 .Some solutions for improving the quality of training and developing activities at the Company .................................................................................................................66 3.2.1. Orientation, forecasts, objectives, and requirements for training and developing human resource activities in Lavie......................................................... 66 3.2.2. Tows matrix analyzing to find solutions for training and developing human resource for Lavie .....................................................................................................68 3.2.3. Selecting solutions for training and developing human resource in Lavie in next 7 years (the period 2013 - 2020) .......................................................................72 3.2.3.1 Focused training, more priority on direct labor team production with low qualifications.........................................................................................................71 3.2.3.2. Networking, digitalizing, computerizing, upgrading management systems and production by modern software and machinery:............................................73 3.2.3.3. Increase investment in training and developing human resource and create favorable conditions for each staff member in the company is an important member to participate in the training and development........................................74 3.2.3.4. Attracting talent and having reasonable remuneration policy to encourage employees .............................................................................................................75 3.2.3.5. Incorporates between outsourcing and internal promotion for the company's key human resources especially human resource management department.............................................................................................................77 CONCLUSION.................................................................................................................80 LIST OF TABLE...............................................................................................................81 LIST OF CHART..............................................................................................................81 REFERENCES .................................................................................................................82 APPENDIX....................................................................................................................... 83 4 INTRODUCTION 1. The subject’s importance In first years of the XXI century, the development of the world economy was suffered from a series of impact of the new trends. Which are typical trend of development of scientific and technological revolution, specifically internationalization, globalization trend. These trends have made the world's economic moving from confrontation to dialogue as well internationalize productive forces highly. It also makes the business environment is increasingly expanding, the elements of the business environment increasingly drastic changes, opportunities and challenges of every business have never such advantages and risks. Therefore, it creates extremely fierce competitive environment. The competition is now not only brands, machinery and modern equipment, advanced technology lines but also the human resources, which is reflected in the quantity and quality of human. Thoroughly understanding this, many managers did not stop making these policies: recruitment policy, training policy, remuneration policy, bonus, welfare policies, and rewards to attract and retain maintenance to improve the quality of human resources of their business. In all policies, the training and developing activities is seen as an active connection between the activities of human resource management to get good human resource. Lavie Vietnam is one of the large enterprises in the manufacturing sector of the country's mineral water. To obtain such results, the Company has made quite well management activities in which training activities are also paid attention. To the company, in order to develop and constantly reach out to new positions in the future, human activities must be further improvement, including training activities and human resource development. So I choose: “Training and developing human resources activities in Lavie Vietnam” as a subject Thesis for graduation. 5 2. Research thesis purposes - To arrange system of the theoretical basis of training and developing human resource development. - Analysis of the current situation of training and developing human resource development in Lavie Vietnam. - Provide solutions and recommendations to improve the training and developing human resource in Lavie Vietnam. 3. The subject of the research thesis The training and human resource development in Lavie Vietnam 4. Scope of the research thesis + Period of time to analyze: Training and developing human resource in Lavie Vietnam from 2009 to 2011. + Place to research: The training and developing of human resources in the company in Long An and three branches: Hanoi, Hung Yen and Ho Chi Minh City. 5. Research thesis methods - Comparison method - Statistical, analysis and synthesis methods. - Methods of sociological survey through questionnaires. 6. Structure of the thesis Chapter I: THE COMMON PRINCIPLES of TRAINING AND HUMAN RESOURCE DEVELOPMENT. Chapter II: SITUATION OF TRAINING AND DEVELOPING HUMAN RESOURCES IN LAVIE COMPANY IN VIETNAM. Chapter III: SOLUTIONS FOR FINISHING THE TRAINING AND DEVELOPING HUMAN RESOURCES IN LAVIE. 6 CHAPTER I THE COMMON PRINCIPLES of TRAINING AND HUMAN RESOURCE DEVELOPMENT 1.1. The concept and role of Human Resource management Human Resource Management relates to two basic concepts:” Management” and “Human Resource”. Management is the process of making the work is completed with high efficiency through others. It requires collaboration between science and art of leadership. Businesses have the resources, including money, material, equipment and people needed to produce goods and services that businesses put on the market. Most of them develop procedures and regulations on the supply of raw materials and equipment to ensure full supply them as needed. Also, the businesses have to pay attention to people management processes - an important resource. 1.1.1 Human Resource 1.1.1.1 Concept Be understood as all human physical and mental capabilities of human resources are employed in the process of productive labor. It is also considered the working power of labor - a most valuable resource in production of enterprises. Human resources of the business include all the employees working in the business. 1.1.1.2 The roles of human resources - Human resources are a key factor for profit of business. They also play a role as sources of creativity in organizations. Only humans can create goods, services and checking the production process. Although the equipment, assets, financial resources are the resources that the organization needs to have, but in which human resources are particularly important. There are no people to work effectively, the organization can not achieve the target. - Human resources is a strategic resource. Technological factors, capital and raw material are reducing its role in the knowledge economy. In addition, human 7 factors knowledge is increasingly important position because of their creativeness, dynamism. - Human resources are endless resources for development of social in general and business in particular. If properly exploit this resource, it will create more wealth for society, to satisfy the increasing needs of the people. 1.1.2 Human Resource management 1.1.2.1 The concept of human resource management Human resources management concept is presented in a variety of different angles: - At the organizational level the labor process: "Human Resource Management is a field monitor, guide adjustment, check the metabolism (energy, nerves, muscles) between people with material elements of nature (work tools, objects of labor, energy, etc.) in the process of renovation of material and spiritual wealth to satisfy the needs of people and society in order to maintain, protection and development of human potential. Human Resource Management including planning, organizing, commanding, coordinating and controlling the activities related to attracting, using and developing of employees in the organization. Deeply understanding: Managing human resources is the recruitment, use, maintenance and development as well as providing facilities for employees in organizations. In summary, human resources management can be define on both narrow and broad meaning. Narrow definition of human resource management is the management do specific things such as: Career, commentary, assignments, wage settlement, fostering and assessing the quality of staff members to abide by the objectives and plans of the organization. From the perspective of management, exploitation and management of human resources value of human-centric and application management and 8 exploitation activities to address the interaction between the work, between the people and between people and organizations. In summary, the general concept of human resource management is understood as follows: "Human Resource Management is activities which to enhance the effectiveness of individual contributions to the goals of the organization while at the same time trying to achieve social goals and personal goals ". Point of view based on the following 4 aspects: (i) Human aspect: Human Resource Management is the management of people within an organization, so the enterprise has to pay more attention to human interests in the process of implementation of their objectives. Moreover, to manage their managers need to be very understanding of people, must respect them as well as encourage positive ability, initiative, and creativity latent in every human member. Doing it well mean that the social and new businesses can be successful and rapid development. (ii) Management aspect: Management is a combination of conscious activity to carry out the purposes and objectives of the organization through individual effort. Management consists of the following activities: planning, organizing, commanding, coordinating and testing. Human resource management is the responsibility of all managers in the organization. Human resources management units have to consult and serve for all managers in the unit so that they can better manage the employees in his department. (iii) System aspect: the enterprise is complex and opening, in which each individual parts and modules and elements have a close and intimate relationship together to make their purposes. Only one element that is not working properly, the whole business will be affected. Therefore, in addition to knowing the division of labor in a balanced and reasonable for each individual and each department, managers have to know how to organize and create good working conditions for 9 their conduct production business, as well as caring appropriately and harmony to their interests in the process of existence and development of enterprises. On a positive proactive aspect: in addition to creating and maintaining a positive way, the efforts of each individual and department within an organization, human resource management must be seen as yet, the challenge, as well as problems that affect humans and the results of their labor, so that the preparation and precautions in order to increase the contribution of a more active and positive of all people before the challenge appears. In general, the business will have the human resources management department. This department mainly build mode, make the consultation document and the specific regulations related to human resources management. Enterprise in charge of human resources is one of the main parts of the General Manager which is responsible for serving the industry attached below, however, it does not have the authority to order lower-level employees must receive for task. 1.1.2.2. The role of human resource management Any business that when conducting business activities also must be met these two factors, it's human and material resources. In which human resources play such a crucial role to the survival and development of enterprises. Firstly, due to the increasingly fierce competition in the market so businesses want to survive and development required improving their organization in the direction of reduced compact, dynamic, within which human factors are key ones. People with their skills, knowledge, use tools to impact on the objects to create products and goods for society. This process is organized and controlled by humans. People design and production of goods and services, quality inspection, bring products to sell on the market, distribution of financial resources, identify common strategies and goals for the organization. There are no people to work effectively, each organization can not achieve its goals. 10 Secondly, Managers are forced to find the way to manage their organization to adapt in the progress of science and technology along with the development of economic. Therefore, the implementation of the content planning, recruitment, maintenance, development, training, motivation and creating favorable conditions for the people through the organization, in order to achieve predetermined objectives top concern. Thirdly, human resource management research helps managers achieve this goal, the results through others. A manager can complete planning, construct organization chart clearly, have an accurate modern inspection systems, etc., but the manager can still fail if he does not know how to recruit a suitable people for his object, or does not know how to encourage employees to work. To Manage effectively, managers need to know how to work and get along with others, how to entice people to work for themselves. Fourthly, human resource management research helps managers learn to deal with others, know how to find a common language and more sensitive to the needs of employees, know how to evaluate them accurately, how to attract passionate of employees to work, avoiding mistakes in the recruitment, how to coordinate the implementation of the organization's objectives and goals of individuals, improve the efficiency of organization and can gradually put human strategies become an integral part of the business strategy of the enterprise, contributing to improving the quality and effectiveness of the organization. In summary, human resource management plays a central role in the process of manufacturing operations general business of enterprises, help enterprises to survive, grow and go up in the competition. Central role stems from the role of human beings: human elements of enterprises; human themselves operating the business and deciding the success or failure of the organization. Because of the important of human resource, human resource management is an area important in every business. 11 1.1.2.3. The goal of human resource management The goal of human resource management is to attract, develop and maintain a work force in accordance with the requirements of an organization, which made the general objectives of the organization. Human resource management towards an effective human resources work, qualities, abilities, capabilities relevant to their assigned work location and MNG for employee satisfaction and create loyalty of employees to the organization, which helps organizations achieve their goals. Thus, the ultimate goal of human resource management is the common goal of the organization. Human factor directly perform all activities of an organization, every decision leading to the success or failure of that organization, thus creating and building human resources finally directed to an organization achieve successful and achieve its goals or not. 1.1.2.4. Human resource management model The model below shows the components of human resource management and the impact of these components for the workers, for the organization as well as the competitive advantage of the business. Human resource management processes include the work is done before recruiting, recruiting and after recruiting. Before recruiting, organizations need to plan human resources and job analysis. "Human Resource Planning is a process of implementing plans and programs to ensure that the organizations will have the right number of people are arranged to the right place, at the right time and place." Thus, in the planning of human resources managers will have to forecast demand and the ability to perform labor in enterprises which are based on the overall strategy of the business, from human resources policy that outlines(payroll or hire more employees). After planning of human resources, managers will conduct job analysis. Job Analysis is the process given the characteristics of the job, working conditions and the skills, qualities and qualifications required for candidates. 12 Recruitment process includes recruitment and selection. Recruitment is to attract potential candidates for certain positions, and selection is to select the best from the potential candidates. After recruitment, the most suitable candidate will become an official member of the company. They are trained and have the opportunity to develop, be remunerated, and evaluate. Company also apply the program to improve labor productivity of the employees. In fact the purpose of this step is to stimulate employees to work better. Training and development are to enhance the capacity of employees. Employee performance evaluation is to help assess the quality of their work, thereby promoting their strengths and limit weaknesses. Remuneration is usually the primary motivation of the employees, so it stimulates employees to work most effectively. Remuneration, including salary and benefits, programs to help improve the working efficiency is the program in which attitudes to work and the rewards are tied to each other. The reward can be a sum of money, a raise or job satisfaction. Employees are motivated will work better, be train and have opportunities for advancement. This process will continue because that position need new person. Human resource management process is highly dependent on environmental factors such as compliance with the law, relations with trade unions, health and safety issues. These factors can be done well, the new labor assured work and dedication to the organization. Besides global integration trend has been affecting human resource management in aspects such as employees need to have the language skills, knowledge of foreign culture as well as understanding dynamic on foreign markets... 13 Chart 1: Model of Human Resource Management el ofresource Human management Resource Management Human onvới TácImpact động đối the employee người lao động Before recruiting on TácImpact động đối thế cạnh tranh LợiCompetitive advantage thevới organization tổ chức Human Resource Planning Job Analysis Recruiting Recruiting. Selection After recruiting Capacity Motivation Attitude to work Training and development Performance evaluation Remuneration programs to improve work efficiency Revenue The rate of employees in the organization. Compliance with the law. Pictures of Company Low cost The difference of the product The influence of environmental factors The labor laws Union Health & safety issues International influences Source: Translated from Laurencen S.Kleiman / University of Tennessee at Chattanooga (1997),Human resource management – A tool for competitive advantage, West 1.1.3. Training and human resource development 1.1.3.1.The concept of training and human resource development Training and developing human resource are all working to improve the quality of human resources in an organization, including the provision of 14 knowledge, skills and training to build professional quality for employees, helping them do their job well both now and in the future. 1.1.3.2. The role of training and developing human resource. For employees, training and developing to help employees work more efficiently, while providing for the satisfaction of needs of advancement and success. Training and capacity developing of employees, thus help them to work better and become more professional because they have new way of looking and thinking. In addition, developing human resource is to increase the adaptability of workers for the transformation of work in the future, enabling them to expand their vision and bring confidence, satisfaction, and to help them to great leaps in the career ladder. For enterprises, training and developing have the following roles: (i) Training and developing contribute to the overall objectives of the business. It is an integral part of human resource management activities, so it is contributing to the goals of the business. It also contribute to find out the qualified person in accordance with assigned work, so the work is done in a more efficient, higher labor productivity and helping enterprises to achieve their goals, create success in the business. (ii) Training and developing create the conditions for businesses to apply advances in scientific, engineering and production management. Staffs are trained and qualified higher capacity will be easy to acquire and apply new and innovative technologies into their work and improve the efficiency of business operations. (iii) Training and developing create the initiative to adapt to business needs and changes in the future, help businesses survive and stand the increasingly fierce competitive conditions. Therefore, training and developing increase the stability and dynamics of enterprises, help them to quickly master the changes in the development process. 15 (iv) Training and developing create competitive advantage for business. Human resources has always been a leading competitive factors in the business, it helps developing the skills of employees, thereby increasing productivity and quality. Therefore, it brings strong human resources, which bring competitive advantage for business in the market. For society, training and developing human resource help society with high quality human resources, good citizens, and promoting cooperation and development in society. Being trained and developed Human resource will be the qualities necessary capacity to meet the job requirements in terms of competition and integration. At the same time they will bring those qualities so the hard work and efficiency. In addition, they will work better, so businesses operate more efficiently, so that they strengthen the relationship to work together, promoting cooperation and development in the whole society. 1.1.3.3. The objective of the training and developing human resources The objective of the training and development of human resources is to enable employees to acquire the knowledge, learn new skills and change attitudes or behavior to suit the work, to help them do the job more effectively to help businesses exploit the maximum of its human resources. Since then the business can achieve its objectives. I.1.3.4. Discrimination training and developing human resource Training and developing are providing knowledge, training, skills and professional qualities for employees. However, the training emphasizes training in the present and focuses on the current works, and developing focused on works in the future, to help workers prepare the knowledge, skills and substances in accordance with the new jobs, new positions and positions in the future. Thus, Training is short-term, immediate, but developing is long-term and associated with long-term strategy of the business. Training only meets current requirements, but developing meets the needs promotion and increase adaptability of workers for the transformation of work in the future. 16 1.2. The form of training and developing human resource 1.2.1. According object 1.2.1.1. Training and developing employees Training and developing employees is to provide the knowledge, skills and quality training for professional employees, help them improve their skills and gain the skills, qualities suitable for the job, meet the job requirements both now and in the future. 1.2.1.2. Training and developing managers Training and developing managers is to provide for the current or future manager knowledge, skills and qualities of a manager such as decisiveness, market acumen, skills of negotiation, persuasion, decision-making skills. This is particular form for the manager or the staff who will undertake the manager position, so this form is a special case of training and developing employee. 1.2.2. According location 1.2.2.1. Training and developing at enterprise Training and developing at enterprise is to train and develop at the enterprise. It includes initial training and training in the work process. Initial training happens when workers just entering the business, they're new and not really integrate into the new environment. This process helps new employees on professional integration and integration into the working environment of the enterprise. Professionally, new employees will be given the opportunity to try and reveal all its strengths, their full capacity and knowledge of ourselves. At the same time, new employees will also reveal weaknesses, which make them do not rest themselves and integrate with other staffs due to the need for help. In work environment, the new employee will be introduced to the person in charge and his staffs, and then the person in charge will direct guidance staff, introduced to staff on business, through which new employees can quickly become familiar with the job and work environment in the enterprise. 17 Training in work process is done when a need supplementary knowledge and skills for staff capacity building to be able to do a better job. This training is usually done on the basis of the guider or the skilled staff who will mentor and train weaker person. Training and developing at enterprise has the advantage that additional knowledge is timely, rapid response requirements of the job, the organizational form flexible, and cost savings due to the training is in business. However, because the training is usually instantaneous nature to meet the current requirements of the job to lack of systems, facilities and learning conditions is incomplete, making it difficult for staff in school and to acquire knowledge. 1.2.2.2. Training and developing outside enterprise Training and developing outside enterprise is not done at the enterprise, which is done in another organization outside the enterprise. These organizations can be universities or centers of teaching knowledge and skills in foreign languages. The purpose of this form of training can help workers improve their skills and abilities, help employees career redirection or because businesses want to prepare human resources for future development. This form has the advantages of a systematic and comprehensive range, bringing a new approach to employee, helping them have a favorable learning conditions focus. However, the drawback of this form is the high cost, training people separate job, so training may not be close to training purposes and requirements of the job, manager hard to make sure regular control of employee learning. 1.2.3. According organizing form 1.2.3.1. Direct training In the form of direct training, the training will lead directly to the employee based on the purpose, content and job requirements. Teachers and learners will jointly meet to carry out the teaching. The advantage of this method is that the learner can meet and talk with faculty on issues related to work, the study was 18 conducted with the purpose and clear system. However, the drawback of this method is that the remote training center may not participate in a training program and trainees may be dynamic and depends on the knowledge, the ability to teach. 1.2.3.2. Remote learning Remote Learning is a form of training in which the curriculum is built on the media such as newspapers, radio, and television or recorded on video tape or disk so that the learner can choose the program right for himself. This form has the advantage that they can be proactive about course content, and students everywhere can learn. However, the learner will not be able to talk with teachers about the problems that they don’t know. This form of training completely depends on the learners, and these programs are often built with expensive cost. 1.2.3.3. Training over the Internet Training over the Intern is a form of training in which lectures and training programs are available on the Internet and then learners will download the program right for them to learn. This form gives students actively both in terms of time as well as the content and curriculum, training costs are not expensive, so this is a very common form is applied today. However, with this form of training effectiveness completely depends on the learner's self-discipline and willpower, so in some cases it may not achieve the desired. 1.3. The factors that affect the training and developing of human resources. 1.3.1. Work Analysis Work analysis is the process of gathering information about the job in system way. It is conducted to determine the tasks within the scope of it, they are the skills, abilities, and responsibilities required to effectively do the job. Work analysis orient to process of identifies the needs of training and plan training programs. This process is expressed through three main tools: - A work description - The requirements of the work 19
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