Some solutions to improve the quality of human resources at in VNPT-Quảng Ninh 2021-2025 period

Management to improve the quality of human resources is considered as a fundamental element to meet the strategic goals of enterprises.. It can beaffirmed that attracting, training, deve

DAI HOC QUOC GIA HA NOI TRIONG QUAN TRI VA KINH DOANH

PHAM HUU TRUNG

SOME SOLUTIONS TO IMPROVE THE QUALITY OF HUMAN RESOURCES AT VNPT - QUANG NINH IN 2021-2025 PERIOD

MOT SO GIAIPHAP NANG CAO CHAT LUONG NGUON NHAN

LUC TAI VNPT - QUANG NINH GIAI DOAN 2021 - 2025

Chuyen nganh: Quan tri kinh doanh

Ma so: 8340101.01

LU AN VAN THAC SI QUAN TRI KINH DOANH

NGUO ’ l HUONG DAN KHOA HOC: PGS.TS NGUYEN NGOC THANG

HA NOl - 2022

I would like to express my sincere thanks to the teachers of the College ofBusiness Administration - Vietnam National University, Hanoi for their enthusiasticteaching and support in the process of studying and guiding the completion of this thesis

In particular, I would like to express my gratitude to Assoc Prof.Dr Nguyen Ngoc Thang enthusiastically guided me throughout the process of writing thisthesis

I would like to express my sincere thanks to the Management Board andcolleagues of Quang Ninh Telecommunications for helping me in the process ofwriting this thesis

I would like to thank my family and friends who have supported and shared with me in all difficulties and encouraged me to complete the course

Despite the best efforts, with limited time and research qualifications, thethesis cannot avoid shortcomings and limitations I look forward to receivingsincere comments from teachers, teachers and colleagues to continue to supplementand complete this thesis

I sincerely thanks !

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DECLARATION i

ACKNOWLEDGMENTS ii

CONTENTS iii

ABBREVIATIONS • • • Vlll LIST OF TABLES LIST OF FIGURES

1

1.2 Research overview 2

1.3 Research objectives of the topic 9

1.3.1 General objectives 9

1.3.2 Specific objectives 9

1.4 Research object of the topic 10

1.5 Research scope 10

1.6 Research method of the topic 10

1.6.1 Qualitative method: 10

1.6.2 Quantitative method: 10

1.7 The scientific and practical significance of the research topic 11

1.8 Structure of the thesis 11

Conclusion of chapter 1 CHAPTER 2: THEORETICAL BASIS ON QUALITY OF HUMAN RESOURCES IN ENTERPRISE 2.1 Some basic concepts 13

2.1.1 The concept of human resources 13

2.1.2 Quality of human resources 13

2.1.5 Improving the quality of human resources 16 2.2 Quality of human resources and the need to improve the quality of human resources in enterprises

in

2.2.1 The concept of human resource quality in the enterprise 17

2.2.2 The role of human resources in enterprises 17

2.2.3 The need to improve the quality of human resources in enterprises 18

2.2.4 The criteria for assessing the quality of human resources 21

2.2.5 Some methods of assessing the quality of human resources 23

2.4 Research models on the influence of factors affecting the quality of human resources 26

2.4.1 Research by Rosemary Hill and Jim Stewart 26

2.4.2 Research model of Dr Do Minh Thuy - President of Hai Phong University26 2.4.3 Research model of the authors of Lac Hong University, Industrial University of Ho Chi Minh City - HCMC Vietnam: 27

Conclusion of Chapter 2 29

CHAPTER 3 RESEARCH DESIGN AND METHODOLOGY 31

3.1 Overview of VNPT - Quang Ninh 31

3.1.1 The establishment and development of VNPT QN 31

3.1.2 Functions of VNPT Quang Ninh 31

3.1.3 The current situation of human resources at VNPT Quang Ninh 32

3.2 Research design 37

3.2.1 Introduction to the research process 38

3.2.2 Research model proposed by the author 39

3.2.3 Develop questionnaires, how to collect information 40

3.2.4 Survey form and method of investigation 40

CHAPTER 4: RESEARCH FINDINGS 44

4.1 Descriptive statistics 44

4.1.1 About gender 44

4.1.2 Age 44

4.1.3 Qualifications: 45

4.2 Scale reliability testing 46

4.2.1 Cronbach Alpha of VNPT’s recruitment factor scale: 46

4.2.2 Cronbach Alpha of the Factor ScaleManpower Utilization of VNPT: 47

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4.2.3 Cronbach Alpha of the Wage factor scale of VNPT: 48

4.2.4 Cronbach Alpha of the Policy factor scale of VNPT: 49

4.2.5 Cronbach Alpha of the Training factor scale of VNPT: 50

4.2.6 Cronbach Alpha of VNPT's Human Resource Quality factor scale: 51

4.3 Factor analysis and research model verification 53

4.3.1 Independent variable factor analysis 53

4.3.2 Dependency Variable Factor Analysis 56

4.3.3 Results of factor analysis and research model verification 57

4.3.4 Adjusted Research Model 65

4.3.5 Measure and evaluate the level of employee perception through each factor to the quality of human resources: 65

4.3.6 Comparison with other research results 68

Conclusion of chapter 4: 69

CHAPTER 5: SOLUTIONS TO IMPROVE THE QUALITY HUMAN RESOURCES AT IN VNPT QN 70

5.1 Obectives and development orientation of VNPT Group from now to 2025.70 5.1.1 Objectives and orientations of VNPT 70

5.1.2 Objectives and orientations of VNPT QN 71

5.2 Some solutions mainly improve the quality of human resources of VNPT QN 73

5.2.1 Basis for proposed solution 73

5.2.2 Contents of solutions 73

5.2.2 Renovating the remuneration regime for human resources of VNPT QN 75

5.2.3 Promote planning, training, and retraining of human resources 78

5.2.4 Innovating the management, evaluation, and rational use of human resources 80

5.2.5 Implement well the work of rewarding and disciplining employees 82

5.3 Request 84

Conclusion of chapter 5 86

CONCLUSION 87

LIST OF REFERENCES 88

CBCN

CLTC

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Vll

LIST OF TABLES

Table 3.1 Labor productivity by revenue for the years from 2017 to 2021 33

Table 3.2 age from 2017 to 2021 34

Table 3.3 working seniority 36

Table 3.4 Human resources statistics 36

Table 3.5 Structure of human resources according to functions and tasks 37

Table 3.6 Scales of the model 41

Table 4.1 Statistics based on Gender 44

Table 4.2 Age-based statistics 45

Table 4.3 Education-Based Statistics 46

Table 4.4 Cronbach Alpha of VNPT’s Recruitment Factor Scale 47

Table 4.5 Cronbach Alpha of VNPT’s Recruitment Factor Scale 47

Table 4.6 Cronbach Alpha of factor scale Usage of VNPT 48

Table 4.7 Cronbach Alpha of the Wage factor scale of VNPT 49

Table 4.8 Cronbach Alpha of the Policy factor scale of VNPT 49

Table 4.9 Cronbach Alpha of the Policy factor scale of VNPT 50

Table 4.10 Cronbach Alpha's Training factor scale of VNPT 51

Table 4.11 Cronbach Alpha of the Quality factor scale of VNPT 52

Table 4.12 Cronbach Alpha of the coefficients 53

Table 4.13 Total quoted variance 54

Table 4.14 EFA factor analysis results 55

Table 4.15 Dependent variable analysis rotation matrix 56

Table 4.16 Correlation Matrix table between dependent variables and independent variables 59

Table 4.17 Check the suitability of the multivariable linear regression model 60

Table 4.18 Results of correlation regression analysis 61

• • • Vlll

LIST OF FIGURES

Diagram 2.1: Proposed determinants of HQR 28

Diagram 3.1 Diagram of research steps 39

Diagram 3.2 Research model proposed by the author 39

Figure 4.1 Research model after adjustment 65

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CHAPTER 1: GENERAL INTRODUCTION

1.1 The urgency of the topic

For each country, people are always the most basic and important resource that determines the existence, development and position of that country in theworld For an Enterprise, human resources are the key factor that creates thestrength of the business Human resources have a tremendous influence on theeconomic and social development of a country and the competitiveness of anenterprise Facing the trend of global economic integration, the issue of improvingthe quality of human resources is posing new requirements for Vietnamese enterprises operating in all fields Management to improve the quality of human resources is considered as a fundamental element to meet the strategic goals of enterprises Vietnam Posts and Telecommunications Group (VNPT) is not an exception

As a unit under VNPT, VNPT QN is also in the general developmenttrajectory of the industry Human resources have been paid attention but have not been properly invested, leading to many limitations This affects the efficiency of production and business as well as the working environment of enterprises To meet the renovation requirements of VNPT in the coming time, VNPT QN also needs to take steps to prepare human resources to contribute to building a team of qualified staff who can adapt well to the new environment, future changes, contributing toVNPT QN's sustainable development

Over the years, VNPT QN has made great efforts in improving the quality ofhuman resources, making a difference to gain advantages in business and achievecertain results However, the results achieved, and the differences are not many, theservice quality and service attitude of VNPT QN's staff are still limited and inadequate On the other hand, Telecommunications is an industry that is alwaysaffected by the innovation of science and technology, so it is very necessary toimprove the quality of human resources for VNPT QN

Stemming from the above problems, the research topic "Some solutions toimprove the quality of human resources at VNPT in the period of 2021 - 2025" was selected for research to provide complete solutions to improve quality, human resources at VNPT QN in the coming time.

1.2 Research overview

In the context of an increasingly fierce competition environment, successfulorganizations know the most effective combination of resources to implement theirstrategies Yet at the heart of any strategy and any resource-intensive process are thepeople who design and run the organization's strategy To promote the potential ofhuman resources, managers need to know how to plan human resources, attract andselect people who are suitable for the organization's requirements, and know how toarrange and arrange the right people At the same time, there is a plan to train anddevelop the workforce so that they have enough skills, knowledge and business capacity, master modern technology, and meet the requirements of the business now and in the future, future

When learning about improving the quality of human resources through textbooks, documents, scientific research, theses, theses, books, magazines, etc., Inoticed a lot of research topics on the content of human resources, above content,can be mentioned as:

- Associate Professor Doctor Nguyen Thi Minh An (2018) - HumanResource Management, Institute of Post and Telecommunications Technology This

is a document for teaching and learning at the Institute of Posts and Telecommunications Technology, as well as a reference for those interested in thisfield The content of the book deals with the most basic knowledge of Human Resource Management

- "Training and using human resources in the market economy in Vietnam", Phan Van Kha, Education Publishing House, 2007 The author has introduced thebasic concepts and contents of training and use of human resources, thereby, devising strategies to train and develop quality human resources in line with therequirements of the market economy in Vietnam

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- ’’Improving the quality of human resources to meet the requirements ofinnovation and international integration”, Pham Cong Nhat, Communist Magazine

No 786, April 15, 2008 In the article, the author analyzed the current situation of human resource quality in Vietnam and proposed solutions to solve theshortcomings of Vietnamese human resources in the renovation period

- Hoang Thu Ha (2013), Quality of human resources at HanoiTelecommunications, thesis completed at the Academy of Posts andTelecommunications In the thesis, the author has mentioned the current situation ofhuman resources at VNPT Ha Tinh, the advantages and disadvantages and proposed solutions to overcome those shortcomings

- Nguyen Thanh Nga (2014), Solutions to improve the quality of human resources at VTC Online Company, thesis completed at the Academy of Posts andTelecommunications The author has introduced concepts and factors affecting thequality of human resources; advantages and disadvantages of human resources atVTC Online Company and measures to solve outstanding problems

Human resources have affirmed their important role and are receiving more and more attention from each country, organization, and enterprise Improving thequality of human resources is an urgent job to help businesses enhance their competitiveness in the market, especially in the context of current globalization It can beaffirmed that attracting, training, developing, improving the quality, and maintaining human resources is the decisive factor for the success or failure of the organization

❖ Research situation in the world

(1) “Framing Human Resource Development: An Exploration of Definitional Perspectives Utilising Discourse Analysis” language”, David McGuire et al research on the concept of Human Resource Development itself Explore thedevelopment of two schools of human resource development, the American and European schools Research suggests that human resource development isundergoing an evolutionary transition in which emerging contributions to improvingorganizational performance Analyzing the definition of human resource development reveals two distinct schools of human resource development The

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school in the US mainly defines human resource development in terms of learning

It emphasizes the development aspect of the term "human resource development."

In contrast, the European school seems to focus more on linking human resourcedevelopment and strategy In this regard, the European school focuses on the labor potential inherent in the concept of "Human Resource Management." As such, theEuropean school favors a stochastic approach, emphasizing the heterogeneity of learners and recognizing that individual differences exist in the workforce that affect the development of solutions, human resource development for end users(Sadlier-Smith 1996; Newstrom & Lengnick-Hall 1991) The European School adopts a more socially constructive approach to human resource development Thestudy also shows human resource development approaches according to three schools, namely social constructivism, human resource development from the point

of view of management and human resource development according to critical theory

(2) Priyanka Rani and MSKhan in “Impact of Human Resource Development on Organizational Performance” - “Impact of human resourcedevelopment on organizational performance” The authors used analytic tools toexamine a research framework composed of a set of causal relationships between organizations and randomness, resources and human resource development, and techniques, skills, attitudes, behaviors and organizational performance This study isbased on secondary data Using data from organizations operating worldwide, theresults show that the impact of human resource development on organizationalperformance is positive and indicate its impact on skills and attitudes, and behavior, and moderated by resources, organizational contexts, and other contingencies.Therefore, the article not only confirms that human resource development has a positive impact on organizational performance but also explains the mechanism through which human resource development can improve organizationalperformance However, the limitation of this study is that the data and documentsare collected from many books and journals related to human resource development and organizational performance, i.e., on available research papers, no specific

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statistical tool was used for the analysis However, the data has been compiled and analyzed in such a way as to provide substantial results.

(3) “Human Resource Development and Organizational Performance in theNigeria Liquefied Natural Gas Company Limited, Bonny”, by Mba OkechukwuAgwu and Tonye Ogiriki The article discusses human resource development(HRD) and organizational effectiveness in Nigerian liquefied natural gascompanies The authors view human resource development as the integrated use of training and development, organizational development, and career development toimprove individual, team, and organizational performance It is assumed that human resource development practices have a direct or indirect impact on improvingbusiness performance through improvements in labor skills, attitudes and behaviors.Use of a sample of 370 people is limited to direct hires, contract workers andsecondaries working in Nigeria liquefied natural gas company industrial sites (184direct hires, 149 contract staff and 37 seconded officers) The sample of respondentswas selected using a card shuffling (non-replacement) method, where all the names

of the three types of workers were written separately on each small card and the top name of each of the three group of cards is selected each time, the cards are shuffled until all the selected people have been asked Collected data were analyzed by descriptive and inferential statistics The questionnaire was designed on a four-point Likert scale Responses are presented as panel data and hypotheses are tested using analysis of variance (ANOVA) The results of the data analysis indicate that thereexists a significant relationship between human resource development activities(training and development) and increased employee commitment, motivation, and organizational productivity in the workplace Nigerian liquefied natural gascompany

(4) “The Impact of Human Resource Development on Organizational Performance: Test of a Causal Model” by Anastasia A Katou The purpose of thisarticle is to explore the links from HRD to organizational performance using linearstructural modeling (SEM) Specifically, the author uses this analytical tool to test aresearch framework composed of a set of cause-and-effect relationships between

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organizations and random variables, resources and human resource development ,skills, attitudes, behaviors, and organizational performance Using data from organizations operating in the manufacturing sector in Greece The results show that the impact of human resource development on organizational performance is positive and sequential, mediated by skills, attitudes, and behaviors, and moderated

by resources, organizational context and other factors, other random variables.Therefore, the article not only supports the view that human resource developmenthas a positive impact on organizational performance, but also explains themechanism through which human resource development improves organizationalperformance

(5) PVC Okoye and Raymond A Ezejiofor in “The Effect of HumanResources Development on Organizational Productivity”- “Impact of HumanResource Development on Organizational Productivity” The study aims todetermine the extent to which effective HRD can enhance productivity in order to reduce poor performance in the organization, determine the effectiveness of training and human resource development in the growth of the organization, demonstrate that human resource development has a significant impact on organizationalprofitability, identify factors affecting human resource development andorganizational productivity, demonstrate the attitudes of senior management and employees employees are necessary for the correct use of available human resources that have a significant impact on the profitability of the organization Toachieve the objectives of this study, data were collected from both primary and secondary sources Collected data were analyzed using mean, variance, andstandard deviation The construction hypothesis is tested by z-test Research results show that human resource development is very important for any organization fromsmall to large because one of the main functions of human resource development is the commitment of people at work to achieve growth in sales and profits Based on the findings of this study, the researchers recommend that organizations inculcatethe habit of attending seminars and conferences, and that companies should makesure that the efforts of their recruiters are met assessed over time to see how they

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contribute to the achievement of the organization's goals, as the quality of education must be a prerequisite for recruitment, promotion and placement.

(6) Group of authors German Cubas, B.Ravikumar and Gustavo Ventura(2013) in the study on "Talent, Labor Quality, and Economic Development - Talent, labor quality and economic development" The authors measured labor quality and drew implications for the importance of TFP They observe directly on theachievements of individuals prior to entering the labor force as an exogenous input

to a theory of labor quality Specifically, the authors have developed a detailedframework of consumption within countries that differ in two main aspects - talentand TFP Develop a measure of talent using observed test scores from the Programfor International Student Assessment (PISA) The authors then quantify its relative role to TFP to account for cross-country differences in output per worker

❖ Research situation in the country

Up to now, the issue of improving efficiency and perfecting human resource management has had many published topics, works, theses and articles Amongthem, there are some notable projects such as:

(1) Author Nguyen Phu Trong with the topic "Scientific arguments for improving the quality of cadres in the period of accelerating industrialization,modernization of the country" gave orientations in the use of measures to improvethe quality of cadres and in different fields of socio-economic life Therefore, this is

a very useful reference in research related to civil servants and public employees innon-business units

(2) Research by Do Phu Tran Trinh et al (2012): The research has discovered 5 factors affecting the long-term commitment of employees to theenterprise: Promotion opportunities; Reward and welfare policy; Relationship with leadership; Working conditions and Level of fitness for career goals Among them, the opportunity for promotion is the most influential factor The results obtainedfrom the study are an important suggestion for businesses in building appropriate strategies and plans to better maintain human resources for their units

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(3) Research by Bui Thi Thanh et al (2014) - The influence of humanresource management practices on employee satisfaction and business results of enterprises - Case study of Dong Nai Telecommunications Basic scientific research topics The results of the study on the human resource management practice modelapplied to Dong Nai Telecommunications include 7 components: Job Identification,Recruitment, Training - Promotion, Performance Evaluation, Compensation, andEmpowerment and Labor Relations.

(4) Author Pham Van Son (2015) with the article "7 solutions to improve thequality of Vietnamese human resources”, in the Education Times The author hasproposed groups of solutions to improve the quality of human resources, including:

"Improve education level and labor skills, encourage workers to self-study, associate human resource development strategies with strategic socio-economic development, respecting talents and building a learning society, improvinginformation on the labor market, expanding international cooperation”

(5) Author Le Van Ky (2018) with the topic: "Developing high-quality industrial human resources of Thanh Hoa province” The thesis has systematized, clarified and supplemented the theoretical basis for the development of high-quality human resources, analyzed and evaluated the current situation of human resource development on two basic contents: the current situation of quality, quality andstructure shift of high-quality human resources in the industry, thereby providing solutions to develop and improve the quality of human resources to meet therequirements of industry development and development, socio-economic of ThanhHoa province

(6) Author Tran Thi Kieu Nga (2019) with the topic: "Developing scientifichuman resources at Ho Chi Minh National Academy of Politics", doctoral thesis,the author has explained and clarified the basis Theoretical, practical experience ondeveloping 4 scientific human resources in training schools and fostering leaders, from which to draw reference experiences

(7) Tran Thi Anh Thu, in the PhD Thesis in Economics (2012) on

“Strengthening the competitiveness of the Vietnam Posts and Telecommunications

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Group in the condition that Vietnam is a member of a commercial organization theworld" has devoted much effort to systematize theoretical issues on competition andcompetitiveness of VNPT in the condition that Vietnam is an official member of theWTO Although, the thesis has mentioned the aspect of corporate culture,considering corporate culture as a tool and weapon to improve competitiveness, however, the research results have not clarified the relationship, dialectic between elements of corporate culture and other elements in the management strategy, inorder to improve VNPT's competitiveness as well as proposed solutions to develop corporate culture for VNPT in the context of integration, international.

The above works have contributed to systematizing the basic theories ofHuman Resources, improving the quality of human resources Based on inheritance,promoting the strengths as well as overcoming the limitations in the above studies, using the existing information, the author focuses on analyzing and evaluating theeffective status of human resources Therefore, the research topic on improving thequality of human resources at VNPT - QN in the 2021-2025 period is reallynecessary, in order to meet the requirements of restructuring and improving work efficiency, improve the competitiveness of enterprises, meet the requirements in thenew period This is the new point of the thesis

1.3 Research objectives of the topic

- Outline the direction and propose possible solutions to contribute to completing the work of improving the quality of human resources at VNPT QN.

1.4 Research object of the topic

1.6 Research method of the topic

The thesis uses a combination of different research methods such as:qualitative method and quantitative method

1.6.1 Qualitative method:

Using the assessment of experts, professional managers to assess theoverview of the current situation of VNPT QN and factors affecting VNPT in thecoming time

1.7 The scientific and practical significance of the research topic

The Human Resources of Vietnam Posts and Telecommunications Group in

QN, represented by VNPT QN, has many shortcomings and is not consistent with the development orientation of Vietnam Group in the future Therefore, completing the work of improving the quality of human resources is an urgent requirement for VNPT QN in the coming time

The thesis helps VNPT QN to have an overall view of the current human resource situation of the unit and at the same time offers solutions for VNPT QN tochoose to apply in the effective use of human resources of the unit, more effectively, contributing to shaping human resource development strategy and helping VNPT

QN meet VNPT’s restructuring requirements in the coming time as well as help VNPT QN better compete in the context of economic integration

In addition, the thesis is also a practical reference for VNPT in the provinces and cities under the Vietnam Posts and Telecommunications Group in improvingthe quality of human resources at the unit as well as to meet the needs of students with disabilities, research needs in business management or human resource management related to VNPT QN in particular and VNPT in general

1.8 Structure of the thesis

In addition to the introduction, conclusion, appendices and list of references, the thesis consists of 5 chapters:

Chapter 1:

Chapter 2:

Chapter 3:

Chapter 4: Research results.

Chapter 5: Solutions

Conclusion of chapter 1

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Tn chapter T, the author introduced an overview of the research problem and thenecessity of the topic The topic has research objectives, objects, research scope, research methods and ideas, practical meaning that the topic brings The layout of the thesis will help the reader have an overview of the content of the research topic.

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CHAPTER 2: THEORETICAL BASIS ON QUALITY OF HUMAN

RESOURCES IN ENTERPRISE

2.1 Some basic concepts

2.1.1 The concept of human resources

There are many different definitions of human resources For example:

According to the United Nations'. Human resources are all the knowledge,skills, experience, abilities and creativity together with the capabilities that exist inthe form of human potential related to the success of the people, individual andnational development The concept of human resources in this approach is somewhat biased towards the quality of human resources In this view, the highlyappreciated point is to consider human potentials as capabilities and capacities from which to have appropriate mechanisms in management and use

According to the International Labor Organization: Human resource is theskill level, knowledge, and capacity of the entire human life in actual or potentialform for socio-economic development in a community

According to the Human Resource Management textbook, National Economics University edited by Nguyen Ngoc Quan and Nguyen Van Diem (2010), this concept

is understood as follows: “Human resources of an organization include all theemployees work in that organization, and human resources are understood as theresources of each human being, which includes physical and mental strength” [23,P-7]

In summary, human resource is an aggregate concept that is determined bythe quantity, quality and structure of employees eligible to participate in theactivities of that organization at present as well as in the potential future of each organization , each locality, each country, region and the world Therefore, human resources are recognized not only in terms of quantity but also in the change andcontinuous improvement of structure and quality

2.1.2 Quality of human resources

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* Quality concept

Each different field, with different purposes, will have many different views

on quality However, there is an internationally recognized definition of quality, which is the definition of the International Organization for Standardization According to article 3.1.1 of ISO 9000:2005 standard defines quality as: “The degree to which the requirements of a set of inherent characteristics are met”

* Quality of human resources

According to Ta Ngoc Hai - State Institute of Organizational Science:

“Human quality is a composite factor of many partial factors such as intelligence, qualifications, understanding, ethics, and skills , health, aesthetics, etc ofemployees Among the above factors, mental and physical strength are two important factors in considering and assessing the quality of human resources” [13]

According to Nguyen Tiep: "The quality of human resources is a certain state

of human resources, the inner qualities and nature of human resources, it always hasmovement and reflects the level of economic development - society as well as thestandard of living and intellectual level of the population” [25, p.10]

According to Vu Thi Ngoc Phung: “The quality of human resources isassessed by the education, expertise and skills of employees as well as their health” [21, p 168] With this view, the quality of human resources is assessed through:education level, professional qualifications, skills (intellectual) and health(physical), these criteria can be measured fairly, easily because it is quantified byprofessional training levels

Although there are many different expressions, it can be understood in general that the quality of human resources is a certain state of human resources expressed by the constitutive factors including: physical strength, intelligence, and mind, force

* Characteristics of human resources in telecommunications enterprises

Telecommunications enterprises both implement business goals and serve socio-political goals, enterprises also produce and provide telecommunications

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services to sell to customers, so the human resources of the enterprise are not The common features also have the following specific characteristics:

(1) To organize production activities of telecommunications enterprisesaccording to a unified network organization, in order to produce one product orservice unit, it is necessary to coordinate with many telecommunications units, eachparticipating in The operations of these units must be closely linked, coordinatedand highly specialized

(2) The essence of work is both business and service, extensivetelecommunications network throughout the territory Therefore, the reasonablearrangement of labor is always a difficult and urgent issue Labor arrangement ensures the principle: arrange the right qualifications, right titles and professionalability

(3) Due to the diversity of jobs, the employees of the telecommunicationsunit are also very diverse, including: support workers, technical workers (IT, switchboard, peripheral networks ) customer service workers, accounting, toll collection these workers always have to improve their professional skills and service quality to meet the rapid changes of the times and the industry

For telecommunications businesses, products are intangible products, so thehuman factor in the process of providing products and services will increase thetangibles of products and services Therefore, the human factor in telecommunications enterprises not only determines the quantity but also determines the quality of products and services

*• The role of human resources in enterprises

Enterprises in general and telecommunications enterprises in particular, when conducting production and business activities, must meet two factors: human and material resources In which human resources play an extremely important role, decisive to the existence and development of enterprises

- Human resources are the main factor that creates profits fortelecommunications businesses: human resources ensure the creative source in theorganization, people with unlimited and rich creativity have created many products

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and services, new, diversified services, many utilities and bring a lot of profit values

to telecommunications businesses, while satisfying the diverse and increasing needs

of customers, making the telecommunications and industrial markets Vietnam'sinformation technology is always vibrant and developing

- Due to increasingly fierce competition, telecommunications enterprises want to survive and develop, they must improve their organizations in the direction

of streamlining, compactness and dynamism in which the human factor plays a decisive role, determined

- The advancement of science and technology together with the development

of socio-economic forces managers to make their organizations adapt to thischange Therefore, planning, recruiting, maintaining, developing, training,motivating and creating the most favorable conditions for human resources in theorganization to develop and improve quality is always a top priority

- The quality of human resources in a telecommunications enterprise is thefoundation and indispensable condition for a telecommunications enterprise toachieve its business goals and objectives At the same time, it is the basis fortelecommunications businesses to develop sustainably

- In telecommunications enterprises, a large number of modern scientific andtechnological equipment is used With a large telecommunications network, providing multi-services to customers, there is a great need for highly skilledworkers who are enthusiastic about their work and have the will to strive for excellence

Thus, for a telecommunications business to really develop, the biggest and most important driving force is human capacity Therefore, it is necessary toorganize the rational use and development of human resources so that human resources are really the most important factor, helping the sustainable development

of enterprises

2.1.5 Improving the quality of human resources

Improving the quality of enterprise human resources: Is the totality ofcontents, methods, and methods of modifying the constitutive factors of human

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resource quality in the direction of rational development, in terms of scale (quantity)and level (quality) to meet the requirements of business development goals with increasing efficiency.

Improving the quality of human resources is increasing human values, bothmaterial and spiritual values, both intellectual and spiritual as well as professional skills, making people become capable workers, and new higher quality, meeting theincreasing requirements of socio-economic development From this perspective, theauthor believes that improving the quality of human resources is to improve theworking capacity, job handling skills and work attitudes of the employees working

at the enterprise

Thus: Improving the quality of human resources in an organization is raising the level of response of employees to specific requirements of the job in terms ofphysical, mental, and spiritual strength in order to achieve the desired goals, overallgoals of the organization.”

2.2 Quality of human resources and the need to improve the quality of human resources in enterprises

2.2.1 The concept of human resource quality in the enterprise

In enterprises, the quality of human resources is a combination of manyfactors such as: education level, professional knowledge, ethical qualities, skills,and strength, health of workers Among the above factors, mental and physicalstrength are two important factors in considering and assessing the quality of human resources

Thus, the quality of human resources is a general criterion that reflects thequality, capacity, and skills of performing tasks and working activities of one or a group of employees in an enterprise To improve the quality of human resources, it

is necessary to develop and develop all the above factors

2.2.2 The role of human resources in enterprises

a Human resources are the main factor that creates profits for businesses

Human resources are guaranteed to create a source of creativity in organizations and businesses Because only humans can create goods and services and control the

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production and business process Although equipment, assets, financial resources arethe resources that organizations are all necessary, but in which human resources - peopleare especially important Without effective human resources, the organization cannotachieve its goals and long-term sustainable development.

b Human resource is a strategic resource

In the context that society is shifting to a knowledge-based economy, thefactors of technology, capital, and raw materials are decreasing their role Inaddition, the human knowledge factor plays an increasingly important role Becausehuman resources with dynamic, creative and intellectual activities of people willcreate useful values in the development strategy of an enterprise

c Human resources are an endless resource.

Society is constantly innovating and advancing, businesses are growing, and human resources are endless If this resource is properly exploited, it willcreate a lot of material wealth for society, thereby helping to satisfy theincreasing needs of people

2.2.3 The need to improve the quality of human resources in enterprises

2.2.3.1 The importance of the subjective necessity and benefits of improving the

quality of human resources

Human resources are human resources, one of the most important resources

of socio-economic development That role stems from the role of the human factor.People are the driving force of development; any development must have a drivingforce Socio-economic development relies on many resources: human, material, financial but only human resources create the driving force for development

Other resources that want to be effective can only be through human resources Within the enterprise human resources play an important role in theformation of the enterprise Even though an enterprise has abundant financial resources and modern machinery and equipment, if it cannot promote the human factor, it will not bring success, which has been tested and proven in practice

2.2.3.2 The quality of human resources affects the results of the labor production process

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Along with the development of production, human needs are increasinglyrich and diverse, products are produced more and more, and especially the quality isgetting higher and higher When an enterprise applies a modern technological line, with new machinery and equipment, it requires high specialization and dedicatedworking ability of employees In terms of labor productivity, we can see that, withthe same working conditions, labor productivity in places with high-quality human resources will be much higher than in places with lower-quality human resources.

If a business wants to be successful, the first thing is to help individuals inthe business realize the meaning of business results and its impact on themselves Since then, the problem of improving the quality of human resources not only comes from production needs anymore but also comes from human needs, whichwill create good conditions for improving the quality of human resources, in theenterprise

2.2.3.3 The quality of human resources plays an important role in the organization

of production and business in enterprises.

Production and business organization is the establishment of a formal system

of roles and tasks that people can perform, so that they can best collaborate witheach other to achieve the goals of the business For the organization of production to

be meaningful to each individual, it must have conditions such as:

- It must link the relevant objectives of the enterprise that it is indicated in theplanning

- Must have a clear intention of the major work or activities involved

There must be a conceivable scope of self-determination or authority so that the person performing the task understands what can be done to get the job done

Thus, talking about the production organization is talking about people, and how successful this work depends largely on each of those people themselves, but

in a collective, it is understood as the quality of a resource Human

2.2.3.4 High quality human resources will make labor management easy and

effective

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Labor management is often the cause of success or failure in business and production activities of enterprises These are activities aimed at attracting,employing, promoting, developing, and maintaining an effective workforce.

The success of that work is greatly influenced by the quality of the human resources they manage Moreover, the management subjects themselves want to seesuccess in advance, they must at least select a suitable team from the beginning, thenmust consider raising it to keep up with the progress, development of the times Thus,the quality of human resources plays a large role in human resource management But

it must be noticed that there is clearly a two-way relationship between those twofactors

2.2.3.5 The quality of human resources plays a big role in creating a healthy cultural atmosphere in the enterprise.

Every agency and organization have a cultural atmosphere, which controlshow its members should behave, any In every organization there are systems orpatterns of values, symbols, rituals, practices, all of which evolve over time Theseshared values define, to a large extent, what employees see and determine how theyshould respond to their world When dealing with or confronting difficult problems,the culture of the organization limits what employees will do by suggesting the rightway to synthesize, identify, analyze, and solve problems

Of course, a healthy atmosphere and culture is not something else, but thehuman factor will benefit, both business owners and members of the business

2.2.3.6 The objective need to improve the quality of human resources in the enterprise

First: The demand for labor does not arise from the need to produce certainproducts, the demand to produce products originates from the consumer demand,human use Today's production is growing, and people's needs are getting richer andmore diverse with higher requirements for product quality Therefore, it is necessary to have qualified and qualified people to meet the needs of product production Therefore,

it is impossible not to care about improving the quality of human resources

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Second: The need to improve the quality of life: improve health, expand knowledge, improve skill level is not only due to the requirements of production butalso the demand from the people themselves People who want to improve thequality of life, want to have opportunities for advancement and development, want

to have a worthy position in society Therefore, improving the quality of human resources not only comes from the requirements of production but also from theneeds of people, which creates good conditions for improving the quality of human resources today

2.2.4 The criteria for assessing the quality of human resources

2.2.4.1 Education and professional qualifications

Education and professional qualifications are important criteria in assessingthe quality of human resources Based on the level of education and expertise ofemployees, it is possible to see the potential and ability of each person in theprocess of operation, production, learning new knowledge, and new technology atwork A solid educational level is always the basis for improving the quality of theenterprise's human resources and thereby improving the production and businessefficiency of the enterprise over time, and it is also the basis of its success, individual employee's work and is a factor creating the success of the enterprise

The quality of human resources in enterprises is greatly influenced by theeducation and expertise of the workers, and because of this, many businesses now spare no money and effort to train and improve the quality of human resources,improve qualifications for current employees, and at the same time, new recruitment always adds higher requirements to recruit more excellent and foundationalworkers

2.2.4.2 Political

Political quality is one of the criteria in assessing the quality of human resources Political quality is a very necessary requirement for every employee inthe enterprise Solid political qualities help employees to be internally united, dedicated and assured to devote to the enterprise, and to believe in the leadership ofthe Party in the enterprise

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*4.3 Ethical

Ethical quality is a fundamental factor that determines the quality andeffectiveness of each person's work President Ho Chi Minh once affirmed that morality is the foundation of revolutionaries, cadres, and party members as well as the roots of trees, the source of rivers

In enterprises, employees must be ethical, without ethics, no matter howtalented they are, they cannot contribute to the performance of the mission of theenterprise Ethical quality is a criterion for assessing the quality of human resources,which is reflected in the following aspects:

- In enterprises, employees are trained and cultivate good ethics, contributing

to building a spirit of solidarity and purity There are no lawsuits, embezzlement, corruption, discipline thus creating a good working spirit and improving labor productivity

- Ethical qualities are the basis for employees to comply with regulations andregulations promulgated by the State, laws and units

- Ethical qualities are the basis for employees to well implement theregulations on working style and manners of civil servants and public employees

- Ethical qualities are the foundation for employees to enthusiasticallyparticipate in the activities, activities and mass movements in enterprises

- Ethical qualities contribute to making employees use time, property, andequipment of the agency economically and effectively

2.2.4.4 Task

Task performance capacity can be considered as the ability to performactivities (tasks, jobs) in the profession according to pre-set standards Taskperformance is the integration of knowledge, skills, and attitudes into the ability toperform a productive job and is expressed in production practice

Task performance includes Manual labor skills, intellectual skills (such as: recognition skills, judgment skills, problem-solving and problem-solving skills,decision-making skills) )

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In production and business enterprises, people are often interested in theability to perform professional tasks Competence to perform professional tasks isconsidered as an integration of the following four types of competencies: personal competence, professional and technical competence, methodological competence,and social competence.

Mental health is social, emotional, and mental well-being Mental health is

an expression of a healthy, civilized lifestyle

Social health is the integration of the individual with the community It manifestsitself in social acceptance and approval Being in harmony with everyone, being empathized and loved by everyone, will have better social health and vice versa

Thus, improving the quality of human resources is improving the quality ofeducation, renovating the organizational structure, management mechanism,teaching and learning methods The quality of human resources depends on theeducation level, intellectual level, health, quantity and quality of production machines and equipment equipped for employees, living, and working environment

of the people, labor Therefore, in order to improve the quality of human resources,there must be a good system of education, health care, culture, and a good environment in order to have people with good health, enough qualifications and working capacity

2.2.5 Some methods of assessing the quality of human resources

To be able to properly assess the quality of human resources of an enterprise,

it is necessary to approach from many sides, evaluate each aspect, then synthesizethe aspects, which are:

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- First:

Internal assessment is a self-assessment (for example, an organization considers an assessment of the quality of its human resources, in this case theorganization is both the subject of the assessment and the object of the assessment, and because so the evaluation is)

External evaluation differs from internal evaluation in that the subject of theevaluation is not the same object of the evaluation This method was initiated andimplemented in the 80s of the twentieth century and until now has been used quite popularly in countries around the world in many different fields The proponents ofthis method are several scientists in Europe, notably P Fasella, former head of theEuropean Scientific Research Commission

- Second:

The author of this method is Dr K Matthe from Germany, he thinks that in this method there is a difference between analysis and synthesis in the sense that themethods are complementary to the assessment The difference is that the analyst can use the evidence from the results of the task performance of the assessee to draw conclusions that are clear with the verifiable grounds that the use of the method, synthesis is not available Besides, synthesizing gives us generalized but subjectiveassessments and comments of the evaluator

- Third:

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+ Regularity and continuity: Tt is possible that the time period for an assessment cycle may be long or short, but it must be a cycle, regular period.

+ Penetration: The evaluator cannot recognize the object through external manifestations such as quantity, action status but through those expressions mustrecognize the most authentic nature, nature, content of activities that the assesseeperforms

+ The achievement of the objectives of the assessment requirements: An organization or an individual when performing activities always towards certaingoals, and the nature of the level of that goal has shown us the potential, capacity and capacity of human resources On the other hand, to achieve the goal, it is necessary to apply and implement certain measures and tasks Through which wecan evaluate the quality of human resources

- Fourth:

is widely used in human resource management in the private sector in the US andsome other countries The proponent of this method is George T Milkovich andJohn W Boudreau, both famous human resource management researchers in theUnited States, evaluating and presenting a thesis with the question of how human resource managers do to properly evaluate the human resources being managed? The answer is explained as follows: The correctness of the evaluation depends very much on the accurate information that the manager has about the activities of thehuman resources under his/her management and more than anyone else in themanagement team, the organization knows and can provide the most reliable information for the assessment However, the nature of the assessment is done by humans, so it is always subjective, so it should be overcome by not creating biased poles in the assessment In that way we get the general index of the assessee Thus, compared with the evaluation method represented by P Fasella, the circularassessment has a higher ability to overcome the error in human resource assessment

In addition to the above methods, there are other assessment methods suchas: graphic assessment, checklist, important event, behavioral scale, comparison

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From the above methods, look back at the process of using Human resources in ourcountry, we see:

- Organizations have not exploited and used all methods of human resource assessment

- In our country, the commonly used methods include: Comparison of ratings, mandatory distribution according to the percentage of reports, commentsand evaluations However, we have not understood and applied it properly

2.4 Research models on the influence of factors affecting the quality of human resources

2.4.1 Research by Rosemary Hill and Jim Stewart

Research indicates factors affecting human resource development forces in small-scale enterprises are: Growth; Innovation; Link to business results; Perspectives of business owners; Culture; Industry factors; Technology; Difficultyrecruiting; train; Change initiatives; Expectation; External help; The rationality oftraining Research by Henrietta Lake (2008), when performing human resourceanalysis of the lighting industry in Indonesia As a result, there are 3 groups ofinfluencing factors: Group of factors outside the enterprise: labor law; labor marketconditions and the characteristics of the labor supply Group of business management factors: policy; recruit; train; Effective management of work andtimely information management Group of factors of business workingenvironment: workplace, job characteristics, factory location and source of raw materials

2.4.2 Research model of Dr Do Minh Thuy - President ofHai Phong University

This research has the task of researching through selected typical samples,learning experiences in improving the quality of human resources through 6 factors, established factors, from which to draw lessons for Vietnam With the criterion is toselect countries with high human resource level, on par with Vietnam and in conditions that allow the author to choose to study the experience of Japan, Koreaand South Africa

* Experience of Japan

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Japan is a country that is not favored by nature to have abundant natural resources but is a country famous for its management methods and human resourcetreatment regime to succeed and thrive today Human resource management in enterprises is both a science and an art that is really focused on Japan Theimportance of individuality in Japanese companies is the basis for establishingsuccess around the world This management method is the key to improving thequality of human resources at Japanese companies and being recognized by theworld, for example, TOYOTA and ISUZU are two world-famous brands in theautomotive market, bowl.

* Experience of Korea

Korea is a very poor country in terms of natural resources but has risen tobecome one of the 15 most developed countries in the world Achievement today isbased on human resources The Korean Government affirms the following goals: Fostering creativity, self-discipline, competitiveness, developing protective abilities and personality, promoting strength, national will, capacity, intelligence of Korean people’s intelligence to the highest levels, making Korea a country with a key role

in world affairs Therefore, training to develop human resources is a concern notonly by the Government but also by business firms and the public

* The experience of South African businesses

Right from the moment they became an employee of the company, all human resources of the company were explained in detail about the personnel policy, theterms of the labor contract, the sanctions if any violations occur so that human resources understand and commit to follow the company's regulations

2.4.3 Research model of the authors of Lac Hong University, Industrial University

of Ho Chi Minh City - HCMC Vietnam:

Thanh-Lam Nguyen, Do Huu Tai, Doan Manh Quynh, Pham Xuan Giang onmacro factors affecting the quality of human resources in Dong Nai industrial zones

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Diagram 2.1: Proposed determinants of HQR

The research team studies the influencing factors from both macro and micro

to be able to propose some management effects to support local governments and businesses in Dong Nai industrial zones to make policies, possible books toimprove their HRQ It is found that the influencing factors are divided into twomain groups:

1) Macro factors: economically active population, unemployment rate, average industry salary, average industry salary, the region’s average salary, theregion's requirements for workers, the migration process

2) Micro factors: HR policy, life cycle stages, technical and technologyapplication level, business characteristics

Through surveys at telecommunications enterprises in Vietnam and especially enterprises under VNPT group, researchstudy and propose the quality of human resources to be assessed from the recruitment work; level employment rate;Wage policy; training, fostering and policiesother in the business Therefore, in order to assess the quality of the author's human resources it is necessary to build aresearch model with 5 scales: Recruitment; labour the use of labor; salary and bonus work; policies; training, fostering maintenance (Figure below)

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Conclusion of Chapter 2

In Chapter 2, the following contents have been clarified:

- Clarifying the concept of human resources and the role of human resources

The content of chapter 2 is the basis for the author to propose a research model on factors affecting human resources and the quality of human resources atVNPT QN in chapter 3

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