Assessing employee at tuyen quang forest and mineral joint stock company

NATIONAL ECONOMIC UNIVERSITY EXCELLENT EDUCATIONAL PROGRAM ================================== BACHELOR THESIS SUBJECT ASSESSING EMPLOYEE AT TUYEN QUANG FOREST AND MINERAL JOINT STOCK COMPANY Instructo[.]

NATIONAL ECONOMIC UNIVERSITY EXCELLENT EDUCATIONAL PROGRAM

==================================

BACHELOR THESIS

SUBJECT: ASSESSING EMPLOYEE AT TUYEN QUANG FOREST AND

MINERAL JOINT STOCK COMPANY

Instructor : Ph.D Ha Son Tung

Student : Tran Trong Dat

Student code : 11150768

Class : Business administration AEP57

Ha Noi, 2019

Table content

Introduction……… 5

Background and Scope of Study……… 6

Aim and Objective of the Study……… ………….………6

Research Method and Methodology……… …….6

Research contribution and Significance of Study……… ……… 7

Structure of the Thesis……….………7

Chapter 1: Rationale of employee assessment……… ……….8

1.1 Theories of Performance assessment……….……….8

1.1.1 Definition of Performance ……… ………8

1.1.2 Underpinning theories of performance assessment ………… ………9

1.1.2.1 Equity theory ……… ……….10

1.1.2.2 Expectancy theory ……….……… 11

1.1.2.3 Procedural Justice theory ……… … ……… 12

1.1.2.4 Goal-setting theory……… …………12

1.2 Performance assessment system……… …… … 14

1.2.1 Nature of performance assessment……… ….………14

1.2.2 Performance evaluation process………14

1.2.3 Accuracy of Performance Ratings and the Relationship of Appraiser and Appraisee ……… ……… …………21

1.3 Factors affect Performance Evaluations……… 22

1.3.1 External factors……… ………22

1.3.2 Internal factors……… ……….23

Chapter 2: Current status of employee assessment at Tuyen Quang Forest and Mineral Joint Stock Company……… ………….…… ……26

2.1 Overview of Tuyen Quang Forest and Minerals Joint Stock Company…………26

2.1.1 General information about the company……… …… 26

2.1.2 Summary of the process of formation and development………26

2.1.3 Organization structure……… …… 27

2.1.4 Typical business products……… ……29

2.1.5 Quantity and quality of HR of the Company……….……30

2.2 Evaluation on employee assessment at Tuyen Quang Forest and Mineral Joint Stock Company……… ………33

2.2.1 Evaluation on employee assessement process……….… 34

2.2.2 Accuracy of Performance Ratings and the Relationship of Appraiser and Appraisee at the compay……….… 42

2.3 FACTORS INFLUENT………43

2.3.1 Internal factors……… ……….43

2.3.2 External factors……… ….45

2.4 General comment……….………46

2.4.1 Result……… ……… …… 47

2.4.2 Restrict……… ……… 47

2.4.3 The cause of restrict……… ……… 47

Chapter 3: Solutions to improve the efficiency of employee assessment at Tuyen Quang Forest and Mineral Joint Stock Company……… ………49

3.1 Fomico's orientations and development goals in the future……… 49

3.1.1 Fomico's development orientation in the future……….….……49

3.1.2 Human resource development orientation of the Company until 2021…… 49

3.1.3 The goal of improving the quality of human resources of the company in the future……… …49

3.2 Solutions to improve the performance evaluation of employees at Fomico…… 51

3.2.1 Solution 1: Use assessment results in other personnel activities………52

3.2.2 Solution 2: Change method of evaluating employee performance……….54

3.2.3 Solution 3: Training the assessors……… ….59

CONCLUSION……… …61

REFERENCES……… …63

Table list

Table 1.1: Definitions of different authors' performance as a function of the selected

variables……… …….9

Table 1.2: Some key inputs and outcomes of equity theory………10

Table 1.3: 13 performance evaluation methods……….………15

Table 2.1: Labor structure of Fomico in 2018……….………30

Table 2.2: Labor structure of petroleum enterprise…….……….31

Table 2.3: Age and experience of employee at petrolium enterprise……… 31

Table 2.4: Education level of employee at petrolium enterprise in 2017 and 2018…….32

Table 2.5: Organizational structure of the company's petroleum enterprise……….……33

Table 2.6: Sample of staff assessments used by Fomico to evaluate employees working at gas stations……….34

Table 2.7: Employee assessment scoreboard of Fomico……….……… 36

Table 2.8: Survey results on the purpose of staff assessment……….41

Table 3.1: Evaluation board of Management by Objectives methods to assess employee performance at Fomico……… …56

Table 3.2: Evaluation scoreboard of Management by Objectives methods to assess employee performance at Fomico……….57

Table 3.3: Evaluation board of Field Review Method to assess employee performance at Fomico……… ….58

All successful entrepreneurs believe that HR is the most valuable asset of the business

HR is one of the competitive advantages in today's market economy

The evaluation of the performance of employees has always been concerned bymanagers And as a causal relationship where if the assessment of personnel is valued,there are always the best personnel there Evaluating performance is a good opportunityfor your employees to understand the fact that they are the mainstay of the company,helping the company stand firm against competitors

Currently, Vietnamese enterprises have a complete evaluation model Moreover, this isalso quite a sensitive task for managers when they are afraid to evaluate their employees,are afraid of judging correctly or may not want to appreciate them properly Besides, thestaff sometimes do not want to receive the results of their assessment or are rarely happyabout the result Therefore, the evaluation of the performance of work in Vietnameseenterprises is not really effective and thorough

Tuyen Quang Forest Products and Minerals Joint Stock Company is a private enterprisethat has made many contributions to the economy of the province such as: Solving jobsfor hundreds of workers, contributing very budget Great for the development of theprovince, creating a famous private enterprise brand in Vietnam The company has alarge staff and workers, so to effectively manage this human resource is a matter ofconstant concern, how to have staff, active staff The best and the most dynamic, in thetransformation of the market economy Therefore, the evaluation of the performance ofthe employees' work has become more urgent and important

Understanding the importance of evaluating employee performance, I decided tochoose the topic: "Assessing employee at Forest and Mineral Joint stock company" toprovide useful solutions and bring the highest working efficiency to the staff at theCompany

Background and Scope of Study

This study is conducted in the context that most small and medium enterprises inVietnam do not have a complete system for evaluating employee performance and canbring many benefits to their businesses Tuyen Quang Forestry and Minerals Joint StockCompany is not an exception The system evaluates the company's employeeperformance at present, too sketchy, only formally and almost ineffective Because ofthis, the employees of the company tend to work hard, have a bad attitude to work so thatcustomers often feel uncomfortable and complain to the company's leaders This badlyaffects the company's image and employee productivity

This study was conducted with the desire to improve the weaknesses in staff performanceassessment in Tuyen Quang Forestry and Minerals Joint Stock Company This could also

be a lesson for other small and medium businesses in rebuilding their employeeperformance evaluation system

Aim and Objective of the Study

The purpose of the study is to propose practical, practical solutions that are reallyeffective for the evaluation of employee performance at Fomico

First, systematize the basic theoretical issues of assessing employee performance inenterprises

Secondly, analyzing the status of the Evaluation of employee performance, therebyfinding the cause of the limitations in the performance evaluation of employees atFomico

Third, propose improvement measures to improve the performance assessment ofemployees at Fomico

Research Method and Methodology

Thesis using the main research methods as follows:

- Practical observation method

- Method of investigation by survey form

- Methods of collection, synthesis and statistical analysis

- Professional solution

The above methods help the author approach problems from many angles: from theory topractice With such a problem approach, it is possible to avoid the viewpoints of facerecognition and the proposed solutions will be close to practical, highly feasible.

Research contribution and Significance of Study

Systematize the theoretical basis of assessing performance in the organization - Evaluatethe situation of staff assessment; Analyze the results achieved and exist in the employeeperformance evaluation system at Fomico

The thesis proposes a system of synchronous solutions to improve the research systemand contribute to improving competitiveness for Fomico's staff

Structure of the Thesis

In addition to the introduction, conclusion, thesis is structured into 3 chapters with thefollowing specific contents:

Chapter 1: Rationale of employee assessment

Chapter 2: Current status of employee assessment at Tuyen Quang Forest and MineralJoint Stock Company

Chapter 3: Solutions to improve the efficiency of employee assessment at Tuyen QuangForest and Mineral Joint Stock Company

Chapter 1: Rationale of employee assessment

1.1 Theories of Performance assessment

1.1.1 Definition of Performance

Although personal performance and performance are common terms andwidely used However, the concept of performance for many people is still reallyambiguous and does not really know the definition of performance

There have been some opinion made by some authors to clarify the concept ofperformance:

Some authors argue that when mention about the concept of performance, itmust be assessed through evaluation of various factors or it can be understood thatperformance is a dependent variable and must be evaluated through other variables

Cummings and Schwab (1973) and Whetten and Cameron (1998) believe thatperformance is an individual phenomenon with environmental variables influencingperformance through their effects on the individual determinants of performance -ability and motivation This way of thinking is very similar to Vroom (1964) point ofview about the definition of performance, that is the performance depends on twovariables, ability and motivation

Bernadin et al (1995) suggest that performance should be defined as the result

of work because they are the organization's strategic objectives, customer.satisfactionand economic.contributions However, performance is a behavior that is anindependent variable or the outcomes is a dependent variable?

Campbell (1990) confirm performance as behavior of an employee And hebelieves that performance is behavioral and should be distinguished from outcomes.Because outcomes depend not only on employee behavior, but also on many otherinfluencing factors However, Brumback (1988) said: Performance is including employee

behavior but also includes outcomes This view provides a more comprehensive view ofperformance if it is defined as covering both behavior and outcomes.

Therefore, the different definitions of the above authors on performance showthat, when managing the performance of groups and individuals, both inputs(behavior) and output (outcomes) need to be considered Other definitions of differentauthors' performance as a function of the selected variables are shown in the Tablebelow:

Author’s Name Year Definition of performance

Blumberg and Pringle 1982 Individual attributes + work effort + organizational

supportCampbell 1990 Declarative knowledge + procedural knowledge +

motivationCardy and Dobbins 1994 System factors + person factors

Boxall and Purcell 2003 Ability + motivation + opportunity to participate

Table 1.1: Definitions of different authors' performance as a function of

the selected variables 1.1.2 Underpinning theories of performance assessment

The basic foundation of performance assessment is about psychosocial studies.This discipline studies the psychology of interpersonal relationships in the community

or in the same organization In terms of employee performance assessment, there are anumber of theories that support the definition of performance in the perspective ofsocial psychology: Equity theory, Expectancy theory, Goal-setting theory, ProceduralJustice theory

1.1.2.1 Equity theory

Justice theory was first developed by J.Stacy Adam in 1960, who asserted thatemployees seek to maintain equity between the inputs that they bring to a job and theoutcomes that they receive from it against the perceived inputs and outcomes of others(Adams, 1963)

The equity theory is based on what an employee perceives what they receive from

an organization, work (Outcomes) for what they have contributed to that work ororganization (input)

An employee will feel treated fairly when other conditions are similar, what theyreceive based on what they contribute compare with what is received based on thecontribution of another employee with the same quantity and quality of work

Equity theory can be understood through the following formula:

Employe e ' s outcome Employe e ' sinputs =

Other employe e ' s outcome Other employe e ' s inputs

Some key inputs and outcomes are listed in the following table:

Loyalty ResponsibilitySocial skills ChallengeExperience RecognitionKnowledge Profit payment

Table 1.2: Some key inputs and outcomes of equity theory

in 1964, later modified and supplemented by several others, including scholars Porter andLawler (1968).

“Expectancy theory proposes that an individual will behave or act in a certain waybecause they are motivated to select a specific behavior over others due to what theyexpect the result of that selected behavior will be In essence, the motivation of thebehavior selection is determined by the desirability of the outcome However, at the core

of the theory is the cognitive process of how an individual processes the differentmotivational elements This is done before making the ultimate choice The outcome isnot the sole determining factor in making the decision of how to behave.” (Wikipedia)

Theory shows that different employees may have completely different goals buthave a positive relationship as follows

1 Expectancy: effort → performance

2 Instrumentality: performance → outcome

3 Valence: outcome → reward

The final reward that employees receive will make their efforts worthwhile

1.1.2.3 Procedural Justice theory

Procedural Justice theory involves the use of procedures to make decisions aboutdistribution of results And workers will have a better working capacity when they see theuse of procedures to make distribution decisions as a result For example, whenemployees feel that appraiser are unaware of and incorrectly evaluate their performanceand work efforts, they will not be able to perform at a high level

Procedural Justice theory seeks to explain the problems that make workers realizethe procedures used to assess them as fair or unfair and their consequences

1.1.2.4 Goal-setting theory

Locke and Latham (1979) developed a goal-setting theory with four mechanismsfor connecting goals with employee performance as follows:

- Direct attention to priorities

- Stimulating employees' efforts

- Challenges people to bring their knowledge and skills

- Set a challenging goal

Locke and Latham's set theory of goals affirmed that those who set specific andchallenging goals will have a better outcomes than those have ambiguous goals or goalsare easy to achieve So if employees know what they are aiming for, they will be moremotivated and will lead to better performance

 The four theories above are the basic foundation for the concept ofperformance assessment system These four theories are directly related toemployee motivation, awareness of system satisfaction and the effectiveness ofthis system

Maintaining employee motivation is at the heart of the organization's success, as itdetermines whether individuals will contribute the inputs that the organization needs to

- Expectancy theory: Do inviduals believe that their inputs will result

in a given level of performane? Do inviduals believe that performance at this levelwill lead to obtaining outcomes they deserve?

- Procedural Justice theory: Are the procesures used to assess inputsand performance and to distribute outcomes perceived as fair?

- Goal setting theory: How do individuals respond to an assigned goal

of their work?

These four questions point to issues related to the motivational aspects ofperformance And the main challenge for managers is how to get their employeesmotivated to increase their own productivity and at the same time to increase theefficiency of the whole organization The four theories outlined in this chapter arecomplementary and non-competitive because each theory talks about a differentaspect of organizational dynamics

1.2 Performance assessment system

1.2.1 Nature of performance assessment

Performance evaluations have emerged since the industrial revolution when itwas used to measure organizational effectiveness The appraisal system was recorded

by Robert Owen when he used character books and blocks to evaluate employeesworking in Scottish cotton factories in the 1800s He used the character book torecord the report Every day of the workers, colored blocks of wood are different oneach side to assess employees according to the levels from strong to weak

The popularity of performance evaluations in the industrial environmentincreased in the early 1950s when 61% of organizations conducted regularperformance evaluations, compared to only 15% immediately after World War II(Spriegel, 1962) Performance evaluations still have an important position fororganizations today CIPD conducted a survey in 2009, through which 81.3% ofsurveyed organizations are performing performance evaluations in their organizations

as part of their performance assessment

1.2.2 Performance evaluation process

 Develop an evaluation form

Evaluating employee performance should always ensure fairness and objectivity in order

to achieve consensus and support of employees for the evaluation system It is thereforenecessary to develop a standard evaluation form to perform the assessment accurately.This review form does not necessarily include all the details of employee performancebut only needs to focus on evaluating essential areas

And those areas are usually the knowledge, skills of the employees' work, the quality andquantity of work, the attitude of the employees

 Identify performance measures

In order to assess employees correctly, the company needs to choose an assessment

method that is suitable to its conditions and actual situation The selection of an

appropriate assessment method can help the assessor increase the accuracy of the

assessment and reduce the effort and time of evaluation 13 methods of staff assessment

are often used as follows:

productivity

- Promoting theintelligence andworking capacity ofemployees

Create a competitiveworking environment

- Promote work for thegoals of employees andbusinesses

- Maximize enterpriseresources and limitwaste of time

- The change ofenvironment can createholes

- Advantages forfeedback information

- Make the personclearly see his or her

- Sometimes the notes areleft behind

- Ability to missinformation during the

assessment This method helpsemployees manage and improve thequality of their work

strong and weak side

- Avoid subjectiveerrors when evaluating

tracking process

- Causing uncomfortablefeeling for employeeswhen their mistakes arerecorded

Different levels of job completionwill be expressed in terms of scaleand described based on theemployee's working behavior Thismethod is often a combination of twoother methods that are the evaluationscale and the critical incidenttechnique of staff evaluation

- Personnel of other

participate in theimplementation

- Avoid part of the errorcaused by thesubjective of thereviewer

- Positive influence onthe attitude ofemployees

- Ensure fairness in the

- See clearly thebehavior of employees

- Reducing mistakesrelated to the rating ofthe reviewer (but notreducing the mistake

- Building these points isoften costly both in timeand money

uncomfortable knowingthat leaders record their

behaviors, the leader will assess theperformance of the general work ofthe staff.

made by observation) weak behaviors

subordinates This is an evaluationprocess where feedback will beanonymous and confidential Theevaluation factors will include manyfactors such as teamwork, personality,planning, goal setting, listening,

- Evaluate the ability ofemployees

- Avoid errors due toobjectivity

- Sometimes inaccuratedue to limited capacity ofreviewers

- Internal conflicts mayoccur

- It takes a lot of time,cost and effort

Conversely, if the employee does notmeet any criteria, the evaluator willleave that field blank and willmention it in the improvementcolumn As for the weighted

- Easy to implement,fast execution time

- Cost savings,execution time

- The scope ofapplication is wide

- Do not fully evaluatethe staff's ability

-Subjective psychology,bias, personal feelings ofthe assessor

checklist, each employee ratingcriterion will correspond to a specificvalue depending on the importance ofthat criteria for employee evaluation.

And the total score from this checklistwill be used to evaluate employeeperformance

According to this method, theassessor will give an opinion on theperformance of the employee's workaccording to a scale that is arrangedfrom low to high or vice versa,corresponding to each level ofassessment is a specific score Thetotal score of the criteria will be thelast score of that employee

- Focus on a number ofcritical KPIs at work

- Easy to understandand easy to implementWidely used

- Many behaviors andjobs are unsatisfactorybut cannot be evaluated

- Much depends on thesubjectivity of theassessor

- Make it easier toarrange staff according

to the arrangementmethod

- Helping managers canclearly see the realcapacity of employees

in pairs

- The assessor may beaffected by aura (bad orgood) for the employee

- The evaluator does notunderstand the nature ofthe assessment, or is notconfident in his or herassessment

people are assessed equally, they will

be given 2 points in the comparisontable When synthesizing, it will turnout to choose the one with the highestscore to the lowest

- Make the staff dotheir best to do the job

to get the best score

- An effective tool for

encouraging employees

to improve their skills

- Employees who areassessed for low quality

of work are more likely

to have a disgruntledpsychology if not

encouraged by theassessor

- Can be a reliablemethod to measureemployee knowledge

- There may be bias forperformance evaluation

an employee is working for a salesteam, another staff member whoregularly contacts and trades with thissales team may be a delivery officerwho will conduct an evaluation

- This method caneliminate bias foremployees who need to

be assessed

- The evaluation may not

be accurate because theassessor does not knowclearly and in depth thework of the person to beassessed

- Increasing unhealthycompetition

to accurately determineemployee performance

- Improve the capacity

of the workforce

- Not encouragingcooperation, teamwork

- Affect the spirit of work

- Causing concerns aboutthe status of age andgender discrimination

Table 1.3: 13 performance evaluation methods

 Create reward and punishment

An employee performance assessment system will become frustrated if theemployees involved in that system do not attempt to act and try to achieve the goals set

by the organization So the first thing to be considered is to promote employee motivation

by linking employee performance results with rewards that make employees feel excited

As I have shown in the expectation theory, it is necessary for staff to feel that: taking

greater effort will lead to higher performance levels, higher performance levels will result

in higher outcomes and that make the reward received is also higher These are three

factors: Expectancy, Instrumentality and Valence (VIE) was proposed by Vroom in 1964

Therefore, expectation theory is the basis for explaining salary payment to improve

It is these rewards that the tools businesses use to entice potential employees from rivalcompanies to offer a higher level of rewards to attract them and also to retain employees.existing members Therefore, performance-based rewards are an important premise thataffects the behavior of those individuals and thereby affects the performance of theorganization.

 Set an evaluation schedule

Finally you need to choose the timing of the assessment This is also extremely important

in the staff evaluation system You need to be careful about this issue, you can assessemployees at the same time or randomly once a month, or you can also rate continuouslythroughout the work process of employees This depends on the purpose or method ofyour assessment

1.2.3 Accuracy of Performance Ratings and the Relationship of Appraiser and Appraisee

Performance ratings are an important part of employee performanceassessment and evaluation systems This action helps to distinguish the performance

of employees, thereby making training and development decisions for potentialemployees, making appropriate salary and bonus policies for the contribution levels ofemployees Therefore, if the ranking of performance is misleading, it will lead todecisions in the evaluation system and management performance of employees willalso be biased These deviations are entirely possible if the main factor ofperformance evaluation is that the assessor intentionally falsifies the evaluationresults The relationship of appraiser and appraisee will result in performanceevaluations for unknown performers, leading to treaties and rewards that do not matchwhat they have done This problem may become particularly aggravated by thesubjective assessments of the employee's performance evaluation, ie the assessmentthrough the assessors' own judgment of the employee instead of use quantitative

results to evaluate Subjective evaluations are easily affected or altered based onpersonal feelings and the assessor's relationship with the appraise.

Therefore, appraisers need to be trained to avoid these deviations, or developranking tools that will prevent these deviations and increase the accuracy of theassessment

1.3 Factors affect Performance Evaluations

Performance evaluation is easy to be affected by many different factors Andthose factors can be divided into two main categories: external factors and internalfactors

1.3.1 External factors

- Competitors:

Competition in the market requires businesses to have a policy of retainingtalents by setting a suitable output and can attract employees, etc Evaluating staffperformance directly or indirectly Next to other human resource managementactivities and affect the organization's strategy For example, when high qualityhuman resources are having strong competition in the market, it is required thatenterprises must make reasonable changes in remuneration policies and have a rewardcommensurate with employees' efforts to retain those employees

- Economic factors:

Economic issues here are understood as the prosperity or degradation of theeconomy; The policy of opening up the economy led to the participation of more andmore foreign enterprises in the economy; issues of international economic integration, are related to the issue of labor use When the economy changes, it will affect theprocess of implementing the objectives of the enterprise, forcing enterprises to adjusttheir production activities to keep up with the new trend, from which each employee

must change according to to meet the needs Therefore, the process of assessingemployee performance must also be changed and always apply new and more modernmethods to improve the evaluation of employee performance.

- Law

Usually Labor Law directly affects the employee performance evaluationsystem The Labor Code of 1994, which came into effect on January 1, 1995, hasmany provisions regarding the rights and obligations of workers The method ofassessing employees to use must ensure fairness and not violate the rights (income;sickness, maternity .), dignity of employees in accordance with the Labor Law.Some labor regulations must be registered with local state authorities

- Socio- cultural

Socio-cultural discipline greatly influences human activities, changes inworking and resting attitudes, changes in social lifestyles, changes in outlook forfemale workers All of these factors have a certain influence on the assessment ofemployees in the trend of human resources and human resource management in thecontext of the current international integration

1.3.2 Internal factors

- Corporate culture

This is the most influential factor for human resource management in general.Therefore, employee assessment is governed by characteristics of the general value ofthe enterprise such as the attitude towards the job is biased towards personalresponsibility or collective responsibility; decision making, payroll and reward based

on seniority or based on individual contributions; The relationship between businessand employees is attached or seasonal Therefore, corporate culture becomes aguideline for building goals and employee evaluation system

- Competence and attitude of assessors:

The assessor's capacity greatly affects the process of developing and selectingindicators as well as evaluation methods to ensure compliance with goals andenvironment of business organization To ensure the quality of assessing employees inthe enterprise, the assessors need to be trained on professional assessment skills andmethods In addition, the attitude of the assessors also greatly affects the results ofstaff performance assessment If the assessor understands the importance of assessingemployee performance and really cares and pays attention, then the results of staffperformance evaluation will be clear, detailed, highly classified, easily promote theeffect to help managers achieve their goals

- Attitudes of employees:

When workers understand the purpose and have a correct view of theassessment of employee performance, it will make the assessment process easier, theresults are more accurate For example, when workers misinterpret the purpose ofassessment, psychology does not want others to evaluate the work they are doing.This can cause workers to perform anti-work work, when the assessor is present, theassessor will do well and when the assessor does not supervise the work directly, he

or she will be able to finish tangerine, therefore the working efficiency will not behigh Therefore, when developing an evaluation system, the HR department must bepopular and show employees that the assessment of performance will bring greatbenefits to employees such as making them respected More important with goodworking results, appreciate more than their working capacity

- Manager's perspective:

managers are people who decide to allocate resources for employeeperformance assessment, who also make important human resource decisions based

on the results of employee performance evaluations Once an manager has an interest

in the evaluation of employee performance, it will make this work more effective

- Organizational structure of enterprises

The organizational structure has an impact on staff assessment In a tiered enterprise, many levels of administration assess the staff and apply them moreand more deeply and easily Mixed organizational structure also makes the assessment

multi-of staff more difficult than simple structure The important thing here is to develop aconsistent staff assessment policy for all parts of the enterprise, the selection of keypoints that directly affect the goals of the business to set the criteria of humanassessment staff and staff evaluation system

Chapter 2: Current status of employee assessment at Tuyen Quang Forest and Mineral Joint Stock Company

2.1 Overview of Tuyen Quang Forest and Minerals Joint Stock Company

2.1.1 General information about the company

Company’s name: Tuyen Quang Forest and Minerals joint stock company

Transaction name: FOMICO

Bank: VIETNAMESE INDUSTRY AND COMMERCIAL BANK

2.1.2 Summary of the process of formation and development

Tuyen Quang Forest and Mineral Joint Stock Company was formed and developedthrough the following outstanding periods:

- Phase 1: Establishing an industrial cooperative to produce plywood and forestproducts in 2000

- Phase 2: Establishing the company and taking the company name as ForestryProcessing Joint Stock Company in 2001

- Stage 3: In 2003, changed the name of the company to a forest product andconstruction joint stock company and continued to expand and develop

- Phase 4: Change the name of the company to Tuyen Quang Forestry and MineralJoint Stock Company in 2007 and continue to expand production, establishsubsidiaries, cooperate in production in different areas until now.

Board of Chairmans

Board of Directors

Business Department

Administrativedepartment

Integrated

planning

Department

Financial AccountingTechnical

Department

* Integrated planning Department:

- As an advisory body, the Company's plan helps the Company in the fields of planning,production and business, policies for employees

- Advise to help the Director of the Company determine the business direction andobjectives, identify product strategies, goods sources, create a business market inaccordance with the capacity of the Company

- Preside over the general production plan for the whole company, including long-term,medium-term and short-term plans In which, directly produce annual production,technical, financial and social plans, coordinate with the Finance and AccountingDepartment to develop the price and price of economic products according to each time

of reporting to the Director

- Researching, marketing, finding sources of goods, domestic market, ensuring regularjobs for the Company

- To balance the factors, conditions, measures and allocation of plans to advise thedirector of the Company to assign specific tasks to the member units and direct theorganization of the implementation of the This plan is throughout the Company

* Business Department:

- Advise to help the Director of the Company determine the business direction andobjectives in the field of petroleum import, fuel and gas, plan of fuel consumption, fueland gas Plan to exploit petrol transport capacity, plan to expand petroleum retail network

at stations

- Communicate the orders of the company to the affiliated units with a system ofdocuments to command the company to sign and issue in the field of trading andtransporting petroleum

- Find partners in petroleum trading, fuel and gas equipment

* Technical Department:

Having the function of advising and assisting the Members' Council and theGeneral Director of the Corporation in the fields of construction engineering andmechanical engineering; quality management, economic and technical norms; scientificand technological work and electronic equipment

* Financial Accounting:

Responsible for all accounting, financial statistics Responsible for opening books, takingfull notes of arising economic operations, well managing all sources of capital, managingmoney, prices for cost accounting, calculating loss and profit and reporting Accountingstatements, statistics of property summary, administrative settlement in accordance withthe company's regulations and accounting regime

* Administrative administration department:

Develop a human resource strategy, under the leadership of the board of directorswho is responsible for managing administrative and clerical administration, assetmanagement and personnel organization, training, communication, meeting service and theinternal work side of the agency

2.1.4 Typical business products

- The company trades in many different areas such as mining and manufacturing

of mineral products, construction materials such as construction stone, naturalgravel sand, artificial gravel sand, crude iron ore, white stone powder

- The company also deals in both road transport and inland waterway transport

- The company's forest products have not been developed much in the recentperiod, so they have gradually lost their position in the market So far, only theproduct of electric cable roll is still capable of competing in the market of forestproducts

- In addition, the company has just joined the business of trading and tradingpetroleum products At the present time the company has 13 gas stations inoperation and is expected to have 6 more gas stations will open in the period fromnow until the end of 2019

2.1.5 Quantity and quality of HR of the Company

Labor structure in 2018 Departments and

Center for Geological and Mineral

As of the end of 2018, the number of employees of the company was 221people, most of them were employees working in gas stations and stoneexploitation factories, accounting for 32.12% and 42.52% of the total number ofemployees of the company The number of office workers accounts for a smallproportion of 2 to 4 people per department.

In particular, the specific personnel structure of a petroleum enterprise is asfollows

Table 2.2: Labor structure of petroleum enterprise

Current personnel of gasoline enterprises are quite high and tend to increase rapidly inrecent times due to the company's development strategy at the present time is to buildnew gas stations, expand retail gasoline market oil The main employer of the company

is young employees who are between 20 and 30 years old and often have no experience

in the petroleum sector Therefore, the age structure of employees is quite low:

Highest Lowest Average Highest Lowest Average