Tài liệu Human resources development (hrd) practices in bac thang long and nam thang long industrial parks bases for a comprehensive hrd program for industrial parks in viet nam

HUMAN RESOURCE DEVELOPMENT (HRD) PRACTICES IN BAC THANG LONG AND NAM THANG LONG INDUSTRIAL PARKS: BASES FOR A COMPREHENSIVE HRD PROGRAM FOR INDUSTRIAL PARKS IN VIETNAM ___________________________ A DISSERTATION Presented to the Faculty of the Graduate School Southern Luzon State University, Lucban, Quezon, Philippines in Collaboration with Thai Nguyen University, Socialist Republic of Vietnam ___________________________ In Partial Fulfillment of the Requirements for the Degree Doctor of Business Administration ___________________________ By PHAM HAI HUNG (JO) December 2013 i APPROVAL SHEET ii CERTIFICATE OF ORIGINALITY This is to certify that the research work / dissertation entitled :"Human Resource Development (HRD) Practices in BacThang Long and Nam Thang Long Industrial Parks: Bases for Comprehensive HRD Program for Industrial Parks in Vietnam”, orally defended/ presented under the DBA Program jointly offered by Southern Luzon State University of the Republic of the Philippines and Thai Nguyen University of the Socialist Republic of Vietnam, embodies the result of original and scholarly work carried out by the undersigned. This dissertation does not contain words or ideas taken from published sources or written works by other persons which have been accepted as basis for the award of any degree from other higher education institutions, except where proper referencing and acknowledgment were made. Researcher/Candidate Date Orally Defended:October 7th 2013 iii 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 ,who was always available to help the researcher to complete his study; DR. CONRADO L. ABRAHAM,for his selfless guidance and assistance in helping her to stay on the right track; ITC staff, for providing the necessary research materials; Managers and Employees of BacThang Long and Nam Thang Long Parks,hisrespondents, for their patience and cooperation in answering the questionnaire and for other data given; My friends, for the love and support in one way or the other; And to all who have contributed to make this study a success. Pham Hai Hung iv DEDICATION I dedicate this dissertation to my parents, who have always supported me withtheir continual love, and prayers; to my all relatives, who have given words of encouragement ; andto my wife, for her love, moral support, and understanding. PHH v TABLE OF CONTENTS PAGE TITLE PAGE ……………………………………………………………….. i APPROVAL SHEET ………………………………………………………. ii CERTIFICATE OF ORIGINALITY ……………………………………….. iii ACKNOWLEDGEMENT ………………………………………………….. iv DEDICATION ……………………………………………………………… v TABLE OF CONTENTS ………………………………………………….. vi LIST OF TABLES …………………………………………………………. vii LIST OF FIGURES ………………………………………………………... ix ABSTRACT ………………………………………………………………… x CHAPTER I 2 Objectives of the Study ……………………………………. 3 Significance of the Study ………………………………….. 4 Scope and Limitations of the Study ……………………… 4 Definition of Terms …………………………………………. 5 REVIEW OF LITERATURE ………………………………. 7 Conceptual Framework ………………………………….… III 1 Background of the Study ………………………………….. II INTRODUCTION …………………………………………… 18 METHODOLOGY Locale of the Study ………………………………………… Research Design …………………………………………… 20 Data Collection Method ……………………………………. 20 Population, Sample and Sampling Technique ………….. 21 Research Instrument ………………………………………. 21 Data Gathering Procedure ………………………………… 22 Statistical Treatment ………………………........…….…… IV 20 23 RESULTS AND DISCUSSIONS …………………………. 24 vi V SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS Summaryof Findings ……………………………………… 52 Conclusions ………………………………………………… 54 Recommendations ………………………………………… 55 REFERENCES ………………………...………………………………….. 57 APPENDICES ……………………………………………………………... 59 Questionnaire ……………………………………………………….. 60 CURRICULUM VITAE ……………………………………………………. 66 vii LIST OF TABLES TABLE PAGE 4.1 Trainees of Training Program ………………………………... 33 4.2 Training Needs ………………………………………………… 36 4.3 Training Methods ……………………………………………… 38 4.4 Training Time ………………………………………………….. 39 4.5 Training Content for Managers ………………………………. 42 4.6 Training Budget ……………………………………………….. 44 4.7 Criteria of Training Evaluation……………………………….. 46 4.8 Sample of Job Description …………………………………… 48 4.9 Sample of Evaluation Test …………………………………… 50 4.10 Summary of Comprehensive Training Program for Industrial Parks in Vietnam …………………………………... 51 viii LIST OF FIGURES FIGURE PAGE 2.1 The Needs Assessment Process ……………………………... 10 2.2 Training Practices in BacThang Long and Nam Thang Long Industrial Parks: Bases for a Comprehensive Training Program for Industrial Parks in Vietnam……………………… 19 4.1 Gender Structure of Management Group ……………………. 24 4.2 Age Range of Management Group …………………………… 25 4.3 Education Levels of Management Group …………………….. 25 4.4 Gender Structures of Employees ……………………………... 26 4.5 Age Structure of Employees …………………………………… 27 4.6 Education Levels of Employees ………………………………. 27 4.7 Purpose of Training Program in Vietnamese Companies ….. 29 4.8 Purpose of Training Program in Foreign Companies ……….. 29 4.9 Trainees of Training program in Vietnamese Companies ….. 31 4.10 Trainees of Training Program in Foreign Companies ………. 31 4.11 Training Needs Assessment in Vietnamese Companies …… 34 4.12 Training Needs Assessment in Foreign Companies ………... 34 4.13 Training Methods in Foreign Companies …………………….. 37 4.14 Training Methods in Vietnamese Companies ……………….. 37 4.15 Training Content for Employees in Foreign Companies ……. 40 4.16 Training Content for Employees in Vietnam Companies …… 40 4.17 Effectiveness of Training in Vietnam Companies …………… 45 4.18 Effectiveness of Training in Foreign Companies ……………. 45 ix ABSTRACT Title of Research : HUMAN RESOURCE DEVELOPMENT (HRD) PRACTICES IN BAC THANG LONG AND NAM THANG LONG INDUSTRIAL PARKS: BASES FOR A COMPREHENSIVE HRD PROGRAM FOR INDUSTRIAL PARKS IN VIETNAM Researcher : PHAM HAI HUNG (JO) Degree Conferred : DOCTOR OF BUSINESS ADMINISTRATION Name and Address of Institution : Southern Luzon State University Lucban, Quezon, Philippines and Thai Nguyen University, Socialist Republic of Vietnam Adviser : Dr. Conrado L. Abraham Year Written : 2013 ______________________________________________________________ Training as a theory is an activity for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement. BacThang Long and Nam Thang Long industrial parksaretwolarge industrialZonesin Hanoiwherehundred ofcompaniesare operating.The companies have achievedgreat successes in their business so far. However,the companies are alsofacingchallengesrelated tohuman resources. For that reason the study:"Human Resource Development (HRD) Practices in BacThang Long and Nam Thang Long Industrial Parks: Bases for a Comprehensive HRD Program for Industrial Parks in Vietnam” was conducted. The study aimed to identify aspects of the real situation of training practices in BacThang Long and Nam Thang Long industrial Parks. The study x attempted to answer the following: (1)What is the profile of the respondents at both industrial Parks in terms of: Age, Gender, Educational level, Position; (2) What are the human resource development practices of the foreign companies and Vietnam companies in terms of Training;(3) Which of the training practices were perceived to be acceptable and common among the respondents; (4) What kind of comprehensive training program can be developed as bases for implementing training practices in industrial parks. The researcher came up with the following conclusions:The respondents belong to the young generation, which are mostly male and have a high level of education. Some also holds managerial positions based on their academic qualification. ; When it comes to trainees, there is a big difference between Vietnamese and foreign companies. In choosing trainees for training, foreign companies pay much attention to employees who produce products directly and decide on quality of products and productivity. Conversely, Vietnamese companies pay much less attention to workers but pay more attention to managers; Intraining methods, on – the job training and coaching are the training methods that both Vietnamese and foreign companies most frequently . Training programs include on the job training, coaching and self –study. The researcher recommended the following: The human resource department in each company, where all areas of human resource management including training can be implemented may build aprogram based on recruitment and selection, job design, compensation and performance appraisal; Training budget must be regulated and allocated in by cooperating with other departments; The organization, especially the HR department must identify the employees to be trained for competence on their xi present job, as contrasted with those who are being educated and developed for advancement; Most companies in industrial parks applied job-related training methods, which are inexpensive; Training content for managers is one of the most widely offered and important forms of training; and Evaluation of training and development is needed. xii 1 Chapter I INTRODUCTION To developan economy that requirescapital, science and technology, natural resources andmanpower and togrow rapidly and sustainably, it should be basedon threebasic elements: applynew technologies, developmoderninfrastructureandimprove the quality ofhuman resources. The socio-economicdevelopmentdepends conditions,butmostremainlargelydependent onmany factors, onhuman and factors. Comparedwithotherresources, the human resource is more dominant. Therefore, more than any otherresources, human resource always occupies playthe leadingroleinthe especially socio-economicdevelopment in of the promotingthe country, periodof industrialization,modernizationandinternational economicintegration. The exploitationand utilizationof human resourceeffectivelyisan extremely importantissue, human resourceshould promote the diversity andabundance ofEasterncultural traditionssuch ashospitality, talent,intellect, and science. However,important potentials have not beenexploitedfully,properly andmayhave notbeen used effectively. Today,when the worldenters theintellectualeconomy, the problem of talentisa critical issue. Talented peopleare even more importantthan ever.Tobecome aleader in thedevelopment, it must advanced human resource,Therefore, countries shouldactivelyplan, create sources, trainandretrainhuman resourcestodevelop mosteffectively Vietnam is in the modernization and industrialization process. Thus, many industrial zones and export processing zones have been established 2 and attracted millions of employees working inside that promote the country’s economic growth. However, the industrial zones are facing some difficulties because enterprises still do not have a qualified comprehensive training program, so the quality of human resource is low. Therefore, ifthey would betrainedtheseresourceswill create a strong impacton growth andeconomic developmentof the country. In a strong competitive environment, many companies have paid attention to training and human resource development because it is the basis for existence and development. Training can provide skilled staff for the company to accomplish tasks given and also increase productivity. Moreover, along with advancement in technique, technology requires company to train a team of highly-skilled and creative staff to handle complex problems. Also, in market economy, companies compete by using knowledgeable, highly skilled and creative human resource in their production. That makes human resource development in companies increased rapidly as of today. Background of Study BacThang Long and Nam Thang Long Industrial Parks are located in Hanoi City. They have gained a lot of successes but also cope with the challenge of human resource. Before conducting the research, the researcher had in-depth interviews with some managers and workers on the training practices in their companies in Bac Thang Long and Nam Thang Long Industrial Parks. The researcher realized that companies had paid attention to TRAINING but companies are 3 facing some problems of human resource such as: lack of highly technical and skilled employees, and unstable workforce.Therefore, an effective training program is a necessary need as observed. From the above reasons, the researcher chose the topic "TrainingPractices in Bac Thang Long and Nam Thang Long Industrial Parks: Bases for a Comprehensive TrainingProgram for Industrial Parks in Vietnam”. Objectives of the Study The research expected to provide better understandings of human resource development activities, and different problems concerning the current situation oftraining in Bac Thang Long and Nam Thang Long industrial Parks where nearly 100 companies are operating. Specifically, it sought to answer the following questions: 1. What is the profile of respondents in different companies in terms of: 1.1. Age; 1.2. Gender; 1.3. Educational level; 1.4. Position. 2. What are the training practices of the foreign companies and Vietnam companies in terms oftraining? 3. Which of the training practices were perceived to be acceptable and common among group of respondents? 4 4. What training program can be developed as bases of implementingtraining practices in an industrial park? Significance of the Study The outcome of the study will be significant to the following: Managers of the Companies operating in Bac Thang Long and Nam Thang Long industrial Parks.The research is very significant to their managers because it provides important information to manage effectively.Also, through analysis of the real situation of human resource development, a comprehensive training program can be developed for industrial parks in Vietnam. Researcher.This study will help the researcher to understand the current situation of human resource development in the industrial zones in general and in Bac Thang Long and Nam Thang Long industrial Parks in particular. In addition to this, it will help the researcher to improve his skill in doing scientific study. This is also an opportunity to apply DBA knowledge into practice. Future Researchers. This is also a significant reference resource for future researchers. Scope and Limitations of the Study The research was carried out in Bac Thang Long andNam Thang Long industrial Parks focusing on current situation of training practices of companies. Survey was limited to companies in Bac Thang Long and Nam Thang Long Industrial Park in Hanoi with 377 respondents (managers, workers, and engineers). 5 Definition of Terms For a clear understanding of the terms used in the study, the following are operationally and conceptually defined: Evaluation of Trainingis the process of obtaining information or data on the effectiveness of training program conducted and assessing the value of training in the light of that information. Evaluation involves controlling and correcting the training program. Human Resources is a term used to describe individuals who make up the workforce of an organization as a result of theteaching of vocational or practical skills and knowledge related to specific useful competencies. Training has specific goals of improving one’s capability, capacity, productivity and performance. Human Resource Development is also called “training and development”. It is a part of HRM that specifically deals with training and development of employees. Human resource development includes training an individual after he/she is hired, providing opportunities to learn new skills, knowledge, and abilities. Trainingis the acquisition of knowledge, skills and competencies. Training Needs Assessmentis an ongoing process of gathering data to determine what training needs exist so training can be developed to help the organization accomplish its objectives. Conducting needs assessment is fundamental to the success of a training program Training Practicesrefer to organizational activities practiced at training ensuring the fulfillment of organizational goals. 6 Training Program is a series of activities to determine training purpose, trainees, training content, training time, training method, training budget and training evaluation. 7 Chapter II REVIEWOFLITERATURE This chapter provides sufficient theory of Human resource practice that has significant effect on the conduct of the study. Finally a conceptual framework established to aid the conduct of this research work. Training Training plays an important role in developing the skills of workers in organizations in order to improve productivity and international competitiveness. It focuses on the improvement of the knowledge, skills and abilities of employees in the organization (Nadler and Nadler). Further, training is the systematic process of altering the behavior of employees in a direction that will achieve organizational goals, or in this study of Yara, Naddler definedtraining as an activity concerned with a person’s futurejob. Thus, it is an activity which enable employee to acquire new knowledge, new skills to perform effectively. However, they are different from their focus, scope, time frame and purpose (Nguyen Van Diem, Nguyen Ngoc Quan, 2004). Training typically focuses on providing employees with specific skills or helping them to correct deficiencies in their performance. Development is concerned with the future of the organization and the individual in directions, which are not as clearly definable. Training is expense; education and development are an investment. 8 Nowadays, training is moving from a primary focus on teaching employees specific skills to a broader focus on creating and sharing knowledge. Traditionally, training was viewed as a means to teach employees specific skills and behaviors. This role of training will continue into the future. This view of training suggests that business conditions are predictable, they can be controlled by the company, and the company can control and predict the knowledge and skills that employees will need in the future. For the time being, as the competitive challenges indicate that unpredictability in the external environment in which companies operate is likely to continue. This means that because problems can not be predicted in advance, training needs to be delivered on an as-needed basis to help employees dealt with specific business problems as they occur. Many companies believe that to gain a competitive advantage, the key is to develop intellectual capital. Intellectual capital includes cognitive knowledge (know what), advanced skills (know how), system understanding and creativity (know why) and self-motivated creativity (care why). Traditionally, training departments have focused their resources on cognitive and advanced skills. But the real value of training may be in having employees understand the manufacturing or service process and the interrelationships between department and divisions as well as motivating them to be innovative and deliver high quality and services. Training process consists of three stages: needs assessment, conduct training and trainingevaluation.