Improve human resources staffing process at the als cargo terminal joint stock company (alsc) = hoàn thiện công tác bố trí và sử dụng lao Động tại công ty cổ phần nhà ga hàng hóa als (alsc)

Improve human resources staffing process at the ALS Cargo Terminal Joint Stock Company (ALSC) = Hoàn thiện công tác bố trí và sử dụng lao động tại Công ty cổ phần Nhà ga hàng hóa ALS (ALSC)

INTRODUCTION

Research rationale

Human resources play a crucial role in driving business success and profitability, particularly as Vietnam shifts towards a knowledge-based economy By fostering creativity and innovation, effective human resource management becomes a strategic asset for enterprises When harnessed properly, human resources can generate significant surplus value, making efficient recruitment and management key components of a company's competitive advantage.

Finding highly qualified personnel with strong ethics, passion, and dedication that meet job criteria is a significant challenge for companies Effective labor arrangement and utilization are essential to address this issue, as a well-structured process can lay the foundation for successful human resource management in the future.

The ALS Cargo Terminal Joint Stock Company (ALSC), founded in 2013, has quickly established itself as a key player in the logistics sector at Noi Bai International Airport, handling one-third of the airport's total cargo volume despite starting operations nearly a decade later than its competitors Committed to achieving international standards in air cargo services, ALSC is dedicated to enhancing its operations, positioning itself as the preferred choice for airlines and customers at Noi Bai.

In recent years, the intense competition among direct rivals, coupled with significant fluctuations in goods volume due to the Covid-19 pandemic, has led to constant changes in human resource demand This dynamic directly impacts the production and business operations of the Company, particularly during key domestic peak periods such as the Lunar New Year and the holidays of April 30 and May 1.

2021, made the volume of air transport in the first quarter and the first half of the

In the second quarter, the company's performance only reached 20-30% of the previous year’s levels, prompting a strategic reduction in personnel to cut costs amid the pandemic However, by the end of this quarter, there was a notable increase in demand for medicines and medical supplies, coupled with stricter transport regulations that heightened the need for air freight services Despite having downsized at the end of the first quarter, the company found itself needing to rehire staff shortly after The pandemic exposed significant shortcomings in labor management, leading to personnel transfers across various teams and a rise in employee turnover due to unmet job expectations and dissatisfaction with new labor policies Notably, at the end of 2018, 90% of employees hired in 2017 had left This high turnover has underscored the urgent need for the company to stabilize and enhance the skills and qualifications of its workforce, making the improvement of human resource quality a critical priority for restoring and advancing production and business post-pandemic.

Aware of the above shortcomings and limitations as well as the importance of human resources to the company, the author decided to choose the topic:

“IMPROVE HUMAN RESOURCES STAFFING PROCESS AT THE ALS CARGO TERMINAL JOINT STOCK COMPANY (ALSC)” to be the research topic for my master‟s thesis.

Literature review

Work engagement has garnered significant attention over the years due to its critical role in predicting employee outcomes, enhancing organizational performance, and driving overall success However, despite its importance in fostering a sustainable competitive advantage, recent trends indicate a decline in work engagement levels Numerous studies have highlighted this concerning issue.

US companies are facing an "involvement gap," where employee engagement is low, resulting in an estimated $300 billion annual loss due to decreased productivity (Rizwan et al., 2011; Singh & Gupta, 2015) Employee involvement is crucial for fostering functional relationships, influencing behavior, and aligning individual and organizational goals, ultimately enhancing service quality, customer satisfaction, productivity, sales, profits, and competitive advantage (Madi, 2014) The term "job involvement" was introduced to describe the emotional attachment employees have to their jobs and organizations, as highly engaged individuals are more likely to contribute positively to their workplace (Al-Abadi & Al-Jaf, 2012) Understanding the factors that boost employee engagement and commitment is essential, as research indicates that a good fit between individuals and their jobs leads to positive outcomes such as job satisfaction, organizational commitment, and citizenship behavior (Organ, 1988; Meyer et al., 2002; Cable & DeRue, 2002) Memon, Salleh, and Baharom (2015) defined this fit as the alignment between individual and job characteristics, while Abraham (2005) noted the correlation between job participation and job characteristics, supporting the two-factor theory and McClelland's theory of needs that highlight the importance of satisfying individual motivations through job design.

Individual jobs can fulfill personal needs, particularly when there's a strong alignment between an employee's characteristics and their role, leading to greater job involvement Kanungo (1979) highlighted that work involvement is linked to an individual's perception that their job satisfies their intrinsic needs To enhance employee-job fit, organizations must optimize their processes, especially human resources, ensuring individuals are placed in roles that match their knowledge, skills, and ambitions Research indicates that a well-executed staffing process fosters a sense of compatibility between employees and their positions Conversely, flaws in this process can lead to dissatisfaction, reduced motivation, and an increased desire to seek alternative employment (Schneider, 1987; Porter, 2008; Parsa, Tesone, & Templeton, 2009).

Research objectives

- Research the theoretical basis of the Human resources staffing process, the Job involvement as well as their components

- Analyze and evaluate the current situation of the Human resources staffing process and the Job involvement at the ALS cargo terminal joint stock company

- Analyze and evaluate the impact of the Human resources staffing process as well as its components on the level of Job involvement

- Proposing solutions to improve the Human resources staffing process as well as increase the level of Job involvement at ALS cargo terminal joint stock company.

Research scope

- Research object: Increase job involvement by improving the Human resources staffing processes

 About space: Research at ALS Cargo Terminal Joint Stock Company

 About time: Analyzing the current situation and evaluating within the company, the analysis data is collected from 2018 to 2022; Provide solutions for the period from 2023 to 2027

 About content: the impact of the Human resources staffing process as well as its components on the level of Job involvement.

Thesis structure: 5 chapters

In addition to the introduction, conclusion, table of contents, tables, appendices, list of references, the thesis is presented in 5 main chapters:

THEORETICAL BACKGROUND

Basic concept and definition

Human Resource Management (HRM) is the systematic approach to identifying, recruiting, developing, and evaluating employees to fulfill organizational needs This ongoing process ensures that the right individuals are in the right roles at the right time HRM encompasses five core activities: human resource planning, staffing, training and development, performance appraisal, and compensation, all aimed at optimizing workforce effectiveness.

Human resource planning is essential for aligning future workforce requirements with an organization's strategic goals This process includes assessing the anticipated size and composition of the workforce, ensuring that the organization recruits the appropriate number and types of employees to meet its needs.

7 when they need it As shown in the following figure, personnel planning can logically be divided into three parts: (1) Forecasting manpower demand, (2) Forecasting manpower supply, and (3) Human resource actions

Effective human resources staffing is crucial for successful human resource management, as it ensures organizations secure top talent while avoiding the costly consequences of hiring unqualified individuals According to Najadat (2014), Gamage (2014), and Ekwoaba et al (2015), a well-executed staffing process not only identifies the best candidates but also minimizes unnecessary expenses related to salaries and benefits for unsuitable hires.

Poor staffing decisions can lead to significant losses and a decline in market share for organizations The staffing process, an extension of human resource planning, is essential for ensuring a good fit between personnel and the organization’s culture and values, which in turn fosters employee satisfaction and engagement According to Kristof Brown, Zimmerman, and Johnson (2005), employees are likely to leave if their roles do not align with their skills and abilities The staffing process encompasses three critical stages: recruitment, selection, and appointment, where candidates are evaluated based on scientific criteria (Al-Salem & Al-Salih, 2006; Dessler).

Recruitment is a crucial initial phase in human resource management, playing a vital role in establishing an efficient and productive workforce It ensures that organizations attract a diverse pool of qualified candidates with the necessary skills and experience to effectively fill job vacancies.

Recruitment is the process of attracting qualified individuals from within or outside an organization to fill vacancies, as defined by researchers like Uygur and Kilic (2009) Effectively setting recruitment requirements is crucial for achieving organizational objectives The significance of recruitment lies in its ability to open up a pool of resources, demonstrating to candidates that the organization is an ideal place for career growth and development Additionally, a well-executed recruitment strategy enables organizations to meet their human resource needs with high quality while minimizing costs (Mbugua, Waiganjo, & Njeru, 2015; AlHiti, 2016; Anand et al., 2018).

Researchers emphasize that there is no one-size-fits-all recruitment process applicable to every organization Recruitment procedures and sources differ based on various factors, including the organization's size, potential, activities, workforce, labor market conditions, economic climate, and government regulations.

The selection process is the critical second stage in human resource staffing, distinguishing itself from recruitment, which focuses on attracting candidates to apply for positions According to Al-Assaf (2016) and others, selection aims to identify the most suitable candidates for vacancies by comparing job requirements with individual qualifications and characteristics Defined by Al-Salem and Al-Salih (2006), selection involves choosing individuals with the necessary qualifications for specific roles within an organization This process is sensitive and can inadvertently exclude potentially suitable candidates if not conducted carefully Effective selection relies on a clear set of criteria for each vacancy and a comprehensive career analysis profile to ensure alignment between candidates' qualifications and organizational needs.

Organizations often employ various selection methods, including written tests and structured or unstructured oral interviews, to evaluate a candidate's verbal communication skills These assessments help determine how well individuals respond to interview questions and their ability to articulate ideas clearly and fluently.

After candidates have been selected through the recruitment process, appointing them effectively is crucial for the organization Challenges may arise, such as an influx of qualified candidates for available positions According to Shahri (2010), organizations may consider factors like age or gender preferences if they impact job performance Appointment is defined as the process that empowers individuals in their designated roles (Decenzo et al., 2010) This process involves four key steps: making appointment decisions, initial preparation, evaluation during the probationary period, and granting empowerment once the probationary period concludes and the employee's performance is validated.

Job involvement, a key concept in human resource management introduced by Lodahl and Kejiner in 1965, refers to the psychological identification an individual has with their work and its significance to their self-image It reflects the degree to which a person integrates with their job, demonstrating love and care for their responsibilities Agusramadani and Amalia (2018) describe job involvement as an employee's dedication and active participation in their role Achievements at work foster pride and serve as a source of motivation, enhancing commitment to organizational success As an essential aspect of business management and organizational behavior, job involvement contributes to increased job satisfaction, improved quality of professional life, reduced absenteeism, and heightened commitment among employees.

Enhancing efficiency and performance, 11 organizations strengthen their competitive market position through increased employee engagement Job involvement encompasses various factors that help evaluate employees' commitment, functional vitality, and dedication to their work.

Job engagement reflects the active investment of physical, cognitive, and emotional resources by employees, leading to mutual benefits for both the individuals and the organization As highlighted by Salman (2004) and Al-Rasheed, the significance of job engagement cannot be overstated, as it plays a crucial role in enhancing workplace productivity and employee satisfaction.

Job engagement plays a crucial role in strengthening the connection between organizations and their employees, especially when financial incentives are limited It enhances employee acceptance of organizational changes that promote growth and development Additionally, job engagement serves as a significant predictor of employee retention, indicating whether individuals are likely to remain with or depart from their positions.

Vitality in the workplace encompasses positive emotions, including mood and emotional states, which contribute to physical strength and high energy levels in daily tasks It is characterized by emotional investment in relationships and a sense of mental activity According to Op den Kamp et al (2018), functional vitality is a key positive emotion that drives employee dedication, encouraging them to invest in their work and tackle challenges with resilience and mental flexibility.

Literature review

The concept of work engagement has increasingly gained attention due to its significant impact on employee outcomes, organizational performance, and overall success However, recent years have seen a decline in engagement levels, with American companies facing an "engagement gap" that costs approximately $300 billion annually due to low productivity Employee involvement is crucial as it influences behavior and performance, positively affecting service quality, customer satisfaction, productivity, sales, profits, and competitive advantage The term "job involvement" emerged to describe employees' emotional attachment to their roles and organizations, highlighting that highly engaged individuals are more likely to invest their efforts for the organization's benefit Recognizing the diverse perceptions and values of individuals, organizations must identify factors that enhance employee engagement and commitment Research indicates that a strong fit between employees and their jobs (PJ fit) leads to positive outcomes such as job satisfaction, organizational commitment, and citizenship behavior.

The relationship between individual characteristics and job characteristics significantly influences job involvement, as highlighted by Abraham (2005) When job characteristics align with an employee's traits, satisfaction increases, which correlates with the two-factor theory from 1957 that links individual motivation to work nature Additionally, McClelland's theory of needs (1985) identifies three essential needs that, when fulfilled, enhance motivation, particularly when there is a strong match between an individual's characteristics and job requirements, leading to greater work involvement.

Research from 1979 indicates a strong link between employee engagement and the belief that their work fulfills personal needs To enhance employee-job fit, organizations should focus on optimizing all processes, particularly the human resource process, which involves aligning individuals with roles that match their skills, knowledge, and aspirations Studies reveal that an effective hiring process fosters a sense of compatibility between employees and their jobs Conversely, any shortcomings in this process can lead to employee dissatisfaction, decreased motivation, and an increased likelihood of seeking alternative employment that better meets their needs.

Modern organizations are navigating significant changes driven by globalization, evolving job roles, complex career tasks, and a surge in innovation These factors compel organizations to enhance their product and service offerings to maintain a sustainable competitive advantage Achieving this advantage hinges on the human element, as employees who engage in behaviors beyond their formal roles contribute to delivering high-quality products and services Voluntary behaviors among staff are essential for driving organizational success in today's dynamic environment.

Job involvement, defined as an individual's psychological response to work, is significantly influenced by effective human resource management (HRM) practices Research indicates that HRM fosters a strong relationship between employees and employers, creating a social exchange dynamic that encourages positive behaviors, including organizational commitment and job engagement According to Wayne, Shore, and Liden (1997), employees often view HRM decisions as indicators of organizational support When employees perceive that their organization cares for their needs, they are more likely to reciprocate with enhanced engagement and citizenship behaviors The staffing process is crucial in this regard, as it aims to select individuals whose skills and experiences align with organizational needs, thereby fulfilling their ambitions However, many organizations, particularly in Asia, struggle to leverage HRM effectively to boost employee engagement, often due to a lack of awareness among HR managers about the importance of these processes.

According to Shurman (2015), a lack of professionalism and non-compliance with administrative procedures regarding expertise, qualifications, and experience can result in an inappropriate selection of candidates for jobs This mismatch can subsequently diminish positive behavioral outcomes, including work engagement.

The topic of job involvement and the staffing process has garnered significant attention from researchers, including Liao and Lee (2009), Rizwan et al (2011), and Singh and Gupta (2015) Despite numerous studies, there remains a gap in addressing the impact of the human resources process—specifically recruitment, selection, and appointment—on job engagement Notably, Abutayeh and Al-Qatawneh (2012) are among the few who examined the effects of one stage in this process, highlighting the need for further exploration in this area.

The study investigates the impact of the HR staffing process, including recruitment, selection, and appointment criteria, on employee job involvement, focusing on The ALS Cargo Terminal Company It highlights the correlation between employee choices and their level of job involvement, aiming to provide insights into how effective staffing practices can enhance employee engagement.

In order to achieve this objective, the author then hypothesized that:

H: Human resources staffing process (recruitment, selection and appointment criteria) has a significant impact on job involvement

To clarify this hypothesis, the author would like to make more specific hypotheses:

H1: Human resources staffing process affects Job engagement

H2: Human resources staffing process affects Functional vitality

H3: Human resources staffing process affects Job dedication

RESEARCH METHODOLOGY

Research Methodology

A research approach serves as a strategic framework that guides researchers in conducting their studies systematically and effectively According to Creswell (2009), there are three primary research approaches: the quantitative approach, which is structured and data-driven; the qualitative approach, which is unstructured and focuses on understanding phenomena; and mixed methods research, which combines both quantitative and qualitative techniques to provide a comprehensive analysis.

Effective research necessitates a systematic approach to yield relevant results This study exemplifies a mixed-methods design, integrating both quantitative and qualitative methodologies Researchers typically employ quantitative methods for numerical data, qualitative methods for structural data, and a combination of both for comprehensive insights (Williams 2007) While quantitative research has traditionally been viewed as more rigorous, the increasing acceptance of qualitative research highlights its significance in contemporary studies.

Both qualitative and quantitative research methods play essential roles in scientific inquiry, each offering unique strengths and weaknesses According to Ackroyd and Hughes (1992), neither method is inherently superior, highlighting the importance of choosing the appropriate approach based on the specific research context.

This study employs a mixed-method approach, integrating both quantitative and qualitative research to gain deeper insights into the human resource staffing process, recruitment practices, employee engagement, and contributions to work As noted by Kothari (2011), qualitative research focuses on subjective assessments of attitudes and behaviors, while quantitative research emphasizes numerical data collection By combining these methodologies, the researcher aims to provide a comprehensive understanding of the subject matter.

Data collection involved both primary and secondary methods, utilizing questionnaires, document reviews, and interview checklists This comprehensive approach was chosen to enhance the validity and reliability of the research findings.

The questionnaire is structured to gather essential information on preliminary data, human resource staffing, recruitment, selection, appointment, and employee engagement, with each concept clearly defined for easier data interpretation Prior to data collection, the questionnaires underwent thorough checks for accuracy and completeness, ensuring high-quality information is obtained This method was selected to facilitate the efficient collection of large data volumes while minimizing bias and serving as a reference for future analyses Respondents, including staff and managers, were chosen using a deliberate sampling technique, and all participants are educated individuals, ensuring no barriers to literacy The decision to utilize this questionnaire approach is supported by Kothari (2010, 100-105).

According to (Newsted, Huff & Munro 1998:553), questionnaires and surveys are the most common methods used by the research community for the following reasons:

(a) Easy to manage and simple to score and code;

(b) The ability to determine values and relationships between variables and structures;

(c) The answers can be generalized to the rest of the population studied and applied to other similar populations;

(d) It is easy to adapt and reuse and provides an objective method for comparing responses across different groups, times and places;

(e) Can be used to predict behaviors;

(f) Allow theoretical propositions to be tested objectively;

The pilot study plays a crucial role in validating and quantifying qualitative research findings by serving as a test run to identify potential issues in the proposed survey This preliminary phase allows for essential modifications to the methods and logistics of data collection, ensuring a smoother field investigation.

The researcher employed a method to gather data from departmental managers through predefined and additional questions aimed at understanding the implementation of modern human resources management principles After prior meetings, face-to-face semi-structured interviews were conducted with all selected division managers, allowing for clarification of the study's significance and addressing any uncertainties This approach provided comprehensive insights into both human resources management and traditional personnel management, as supported by Kothari (2010).

The survey questionnaire of this topic studies the 5-level design model (1) Totally disagree, (2) Disagree, (3) Neutral, (4) Agree, (5) Totally agree

This research model encompasses key factors such as human resources staffing, recruitment, selection, appointment, job engagement, functional vitality, and job dedication, all tailored to the actual qualifications and circumstances of the employees The survey questions are designed to align with the research objectives and maintain simplicity for effective analysis.

This model offers the benefit of not requiring a straightforward yes/no response, enabling a range of opinions, including the option to express no opinion As a result, the quantitative data collected can be analyzed with relative ease Additionally, the anonymity provided in the questionnaire alleviates pressure on evaluators, as they are not required to disclose personal information like names or phone numbers, which can enhance the accuracy of the responses.

1 Human resources staffing is extremely important T1-1

2 Human resources staffing process at the company is reasonable T1-2

3 The staffing process based on plan (demand) T1-3

4 The staffing process is suitable for employees T1-4

5 Human resources staffing at the units in terms of number is suitable T1-5

6 Human resources staffing at the units are suitable for working capacity

7 The staffing process based on ability T1-7

8 Human resources staffing in the departments, groups, and divisions has been reasonable

9 It is necessary to change the arrangement and use of labor at the company in the near future

10 It will be easier for this company to attract good recruits that it will be for their competitors

1 There was an appropriate amount of information available on the role and the job itself

2 I didn't feel like my resume went into "a blackhole" T2-2

3 I learned about the company and what it is like to work there T2-3

4 It was easy to submit my application and/or resume for this job T2-4

5 My recruiter was quick to reply to emails T2-5

6 My recruiter was proactive and returned my calls immediately T2-6

7 The technology used during the application process worked well T2-7

8 There was the appropriate amount of information available around what it‟s really like to work for My Company

9 I was kept reasonably informed around where I stood as a candidate after submitting my application and/or resume

10 My recruiter explained the rest of the recruitment process quite clearly

1 The people I dealt with during the interview were respective of my time

2 I felt like I could be myself during the recruitment process T3-2

3 My recruiter was extremely professional T3-3

5 My recruiter explained me the roles and responsibilities quite clearly

6 My recruiter spent the right amount of time explaining the job details to me

7 The company carry out all the required tests during the selection T3-7

1 You are always trained and fully equipped with knowledge and skills during the probationary period before performing professional work

2 The official job is similar to what the recruiter describes T4-2

3 The recruited person has enough adaptation time (probation period) before officially starting work

4 Transfer, assign work to employees in accordance with real capacity T4-4

1 I feel that the company will be around for a long time T5-1

2 If another company pays more, you will quit T5-2

3 You are ready to implement improvements, reforms of the company T5-3

4 You want to work to the best of your ability to benefit the company T5-4

1 You feel really comfortable when working T6-1

2 You take pride in your work T6-2

3 You are proud of your team T6-3

4 Your position is important in the company T6-4

5 You have a good relationship with your co-workers T6-5

6 You are proud of your department T6-6

7 You are proud of the company T6-7

1 You ready to improve your workflow T7-1

2 You willing to work overtime to secure your job T7-2

3 You have ideas to improve your work T7-3

4 You willing to follow other people's ideas if it improves work efficiency

Research design

The study utilized a descriptive and analytical method to accurately characterize the phenomenon and assess the relationship between its variables To gather data on both the independent and dependent variables, the survey method was employed, which allowed for the integration of quantitative and qualitative research inputs This approach aids in drawing conclusions aimed at developing and improving the current reality (Mbugua, Waiganjo, & Njeru, 2015).

To ensure reliable factor analysis, a subject-to-variable ratio (STV) of 5:1 is essential, as highlighted by Hair et al (1998) and supported by contemporary scholars (Field, 2005; Hair et al., 2010) In this study, three variables with 20 indicators necessitate a minimum sample size of 100 observations (20x5) The author conducted a survey targeting 400 questionnaires among 295 employees and 105 managers at ALS Cargo Terminal Joint Stock Company (ALSC) in June 2022 After 2.5 months of data collection, the author filtered out invalid or incomplete responses, resulting in 385 reliable responses available for analysis from the initial 400 collected.

23 accounting for 96.25% of the total samples collected This result met the set goal and met the standard 5:1

To gather preliminary data for this study, a comprehensive questionnaire featuring both open-ended and closed-ended questions was developed The survey yielded 385 valid responses, with a notable 97% participation rate from the "managing all levels" group Additionally, secondary data were sourced from a range of published literature, including books, academic journals, master's theses, and online resources, focusing on the relevant research variables.

The study's data were analyzed using the Statistical Package for Social Sciences (SPSS), focusing on descriptive statistics such as means and standard deviations A correlation matrix was employed to assess the relationship between independent and dependent variables, while multiple regressions evaluated the impact of various dimensions of human resource staffing on job involvement To ensure data reliability, Cronbach's alpha coefficients were calculated, ranging from 0.75 to 0.92, which are considered high and acceptable, as a reliability coefficient of 0.70 or above is deemed satisfactory (Sekaran & Bougie, 2010).

RESULTS AND RECOMMENDATIONS

Overall about The ALS Cargo Terminal Company

The ALS cargo terminal at Noi Bai International Airport in Vietnam is the country's most advanced and well-invested facility, covering an area of 15,000 m² This modern terminal features a 4-storey building designed specifically for handling import and export goods, with an impressive capacity of 300,000 cargo tons annually Its operational excellence is validated by recognized certifications from IATA, ICAO, ISAGO, and RA3.

ALSC's services alleviate air cargo clearance pressures at Noi Bai International Airport, ensuring that customers across the ALS network receive comprehensive, secure, and expedited cargo handling.

ALSC aims to enhance its capacity by an additional 700,000 tons per year and is actively researching and developing cargo terminals at various airports nationwide to address the growing demand for air cargo transportation.

4.1.2 Overview Human resources of ALSC

Figure 4.1 Organization chart of ALS Cargo Terminal JSC

(Source: Human Resources Department of ALS Cargo Terminal JSC)

Table 4.1 Table of employees by organizational structure ALS Cargo Terminal JSC

The data reveals that, aside from the Operation Department, employee numbers in other departments have remained relatively stable, with the Board of Directors and Supervisory Board showing no changes over the years The Operation Department stands out as the largest segment of the company, consisting of three teams: Export, Import, and Handling Notably, this department has also experienced the most significant fluctuations in employee count, with a total of employees recorded in 2017.

In 2018, the operation department employed 339 people, representing 87.6% of the total workforce, with an increase of 22 employees or 6.49% from the previous year This growth continued into 2019, reaching 392 employees, a rise of 8.59% However, in 2020, the department faced a significant decline of 10.46% in employee numbers due to the Covid-19 pandemic, which adversely affected goods output By 2021, the workforce in the operation department rebounded, increasing by 102 employees to account for 90.42% of the company's total staff, marking a 2.45% rise The operation department's dominant workforce reflects its crucial role in directly handling goods, underscoring the company's favorable production and business conditions over the years.

Fomal labor Outsourced labor Total

Figure 4.2 Labor structure at ALS Cargo Terminal JSC over the years from

Outsourced labor refers to unskilled workers hired from contractors, allowing companies to avoid the costs associated with full-time employees, such as taxes and benefits This approach leads to substantial financial savings In 2017, there were 17 outsourced workers, making up 4.39% of the workforce, and in 2018, this number increased slightly to 20 However, by 2019, the number of outsourced workers saw a significant surge.

80 people, an increase of 60 people compared to 2018 with an increase of 300% In

In 2020, the Covid-19 pandemic prompted the company to reduce its outsourced workforce by 26.25%, resulting in a total of 59 workers, to maintain labor productivity and cut costs However, in 2021, there was a significant rebound, with a 71.19% increase in outsourced workers, adding 42 individuals compared to the previous year This growth can be attributed to the company's shift from self-employment and training unskilled staff for loading, unloading, and forklift operations to sourcing labor from external supply units.

A shift in the labor force structure from primarily formal employment to outsourced labor has enhanced the company's flexibility in managing epidemics This approach facilitates the quick arrangement and adjustment of personnel while allowing for the efficient reduction of redundant staff, as demonstrated in 2020 Consequently, the human resources department can dedicate more time and resources to staffing key formal employees.

Table 4.2 Labor quality situation of ALS Cargo Terminal JSC

Intermediate 60 15.50% 53 12.93% 55 12.50% 43 10.78% 30 5.99% skilled labor 143 36.95% 154 37.56% 126 28.64% 110 27.57% 140 27.94% unskilled labor

The quality of employees is crucial for the business performance of ALS Cargo Terminal JSC, as it directly impacts labor productivity, revenue, and profit With a reduction in official staff and an increased reliance on outsourced labor, maintaining high standards among remaining formal workers is essential These employees not only lead outsourced teams but also ensure overall work efficiency and productivity Poor employee quality can hinder business effectiveness, threatening the company's survival in a competitive aviation industry Therefore, ALS Cargo Terminal JSC emphasizes both qualifications and practical skills, implementing exams to assess the skill levels of certain direct labor positions.

Table 4.3 Competency matrix of positions and titles of employees Export document- Operation department

Strategic thinking Job supervision 1 1 1 2 Job assignment 1 1 1 2 Motivational 1 1 1 2 Employee development/ training

Make export flight documents 1 1 1 2 1 2 3 4 5 Processing export tracing information

Cashier and RCS telegram control 1 2 3 4 5 3 3 3 4 4 3 3 3 4 4

Aviation safety 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Aviation security 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 General knowledge of

Understand the main content, requirements, application conditions, common unusual cases and how to look up

Understand and interpret the content (content, requirements, applicable conditions), including irregularities

3 Linkable to other content (e.g other processes)

5 Analyze, evaluate, in a systematic way

1 Basic understanding, do the bare minimum

2 Good understanding, do a part, need supervision support

3 Deep understanding, proficient skills, able to work independently

4 Deeply knowledgeable, skilled, creative, completely independent

5 Deep knowledge, proficiency, ability to train/influence, new creation

The capacity matrix allows for the evaluation of employee capabilities and qualifications When an employee meets all the criteria outlined in the matrix, they become eligible for promotion or reassignment to a more appropriate role.

In addition, the Company also evaluates the quality of labor on a monthly basis Scoring and grading criteria:

- Grade A: The evaluation score is from 85 to 100 points

- Grade B: The evaluation score is from 70 to less than 85 points

- Grade C: The assessment score is from 50 to less than 70 points

- Grade D: The evaluation score is less than 50 points

By evaluating the average labor quality of each employee over several months during the assessment period, the company gains valuable insights into their abilities and work attitudes This assessment enables the organization to allocate resources more effectively according to each employee's professional qualifications, ultimately enhancing overall work efficiency.

One of the objectives of the arrangement and use of labor is to ensure the use of human resources in accordance with the capacity, forte and aspirations of the

To enhance labor productivity and improve business efficiency, ALS Cargo Terminal Joint Stock Company has established a well-defined organizational structure with clear task assignments Each department operates with distinct functions yet remains interconnected, impacting the overall performance of the company Department heads and team leaders oversee, motivate, and manage their teams, ensuring that employees are positioned according to their performance, quality of work, and professional qualifications.

Below is a summary of the survey to collect opinions of 295 employees and

105 managersat all levels about: the degree of compatibility between yourself and your work

Chart 4.1 The results of the employee survey on the degree of compatibility between yourself and your work

Totally agree Agree Neutral Disagree Totally disagree

Chart 4.2 The survey results of managers on the degree of compatibility between yourself and your work

Most employees believe they are in roles that align with their skills and interests However, there remains a significant portion of the workforce that disagrees or strongly disagrees with this sentiment, indicating that labor allocation is often mismatched This misalignment not only leads to wasted talent but also diminishes overall job engagement.

Totally agree Agree Normal Disagree Totally disagree

To enhance overall work quality and address employee issues, it is crucial to tackle challenges starting from the demand forecasting phase through to the recruitment and staffing of new personnel.

In the service industry, accurately forecasting long-term human resource demand poses challenges, prompting the Company to annually assess the staffing needs of each department Every November, department heads recalibrate labor norms based on previous monthly outputs and evaluate employee statuses, including potential departures and contract expirations This assessment helps identify any surplus or deficit in human resources for the upcoming year Subsequently, department heads propose adjustments to personnel numbers, detailing reasons for these changes, which are then submitted to the Human Resources Management Department The Director reviews and adjusts the recruitment plan based on these proposals and actual departmental needs, ensuring alignment with the annual business strategy In cases of unexpected demand due to market fluctuations, department heads can submit a "Request for Recruitment" to the Director for approval Throughout operations, team managers may need to adjust staffing levels to maintain efficiency and productivity.

Data analysis

4.2.1 Human resource staffing at the units in terms of number and working capacity

Chart 4.5 The survey results on personnel arrangement at units in terms of number and working capacity

The survey indicates that while personnel arrangements in groups and rooms are generally effective, adjustments are necessary to prevent overstaffing in some units and understaffing in others The Finance - Accounting department consistently requires additional personnel due to its high workload Similarly, the Human Resource Management department, despite having an adequate number of employees, faces a shortage as most staff are of maternity age.

Arrange the number of employees in each unit Arranging personnel suitable for capacity

Totally agree Agree Neutral Disagree Totally Disagree

43 good for employees to always be in a state of burdening the person on maternity leave for a long period of time

The company's personnel arrangement based on capacity has remained consistent; however, some employees feel misaligned with their roles To enhance workplace comfort and efficiency, a review and potential reorganization of these positions is necessary to ensure that each worker is well-suited to their job.

At ALS Cargo Terminal Joint Stock Company, a significant challenge in labor allocation lies in the evaluation of employee capacity and performance The standards established for assessing each role are stringent and detailed; however, the competency framework primarily focuses on an employee's abilities related to their current position This approach fails to consider the full range of knowledge and skills that employees may possess beyond their designated roles.

Monthly labor quality assessments evaluate work performance by analyzing the volume and quality of completed tasks; however, they lack sufficient information to fully determine employees' qualifications and capabilities.

The evaluation of an employee's capabilities often relies solely on the subjective judgment of their direct manager, raising concerns about potential biases and misunderstandings This lack of employee feedback can lead to negative outcomes that not only impact the accuracy of capacity assessments but also jeopardize employees' long-term careers and the organization's overall talent pool.

Evaluating the company's capacity and performance is crucial, yet the current practice of conducting assessments every two years without a fixed schedule leads to inaccuracies This delay results in timely recognition for high performers being overlooked and underperformers not being addressed promptly, fostering frustration within the team To enhance effectiveness, capacity assessments should be implemented annually with a clear timeline.

A comprehensive roadmap and plan for employees ensures that capable individuals are identified and nurtured promptly, while underperforming employees can be easily recognized and provided with timely support for improvement.

Employee capacity and performance assessments often focus solely on determining starting salaries during hiring or promotions, neglecting a comprehensive evaluation of each employee's abilities This oversight hinders the opportunity for skill enhancement and optimal contributions to the company, ultimately undermining the credibility of labor arrangements Additionally, inadequate assessment can erode employee trust, leading to potential talent loss and a detrimental "brain drain" effect within the organization.

4.2.2 The situation of using human resources in the departments

Chart 4.6 The results of the survey on the use of human resources in the departments

The management of ALS Cargo Terminal JSC is highly concerned about the ability to promote the full potential of its employees Recent survey results, derived from 300 questionnaires, highlight key insights into this issue.

Leveraging the capabilities of employees

Assignment according to scientific work

Coordination between departmentsTotally agree Agree Neutral Disagree Totally disagree

At ALS Cargo Terminal JSC, the utilization of employee potential is evident, as the majority effectively meet daily operational demands while upholding service quality However, some concerns have been raised regarding management practices, particularly the overstaffing that places undue pressure on more diligent employees To address these issues, it is crucial for managers to closely monitor and understand emerging challenges, ensuring timely interventions that prevent internal dissatisfaction and maintain overall labor quality.

Operating as a 24/7 service company presents significant challenges in labor management, including an unscientific division of work that may not align with the intentions of administrators or the preferences of employees When managers implement labor plans, unforeseen factors can impact service efficiency, leading to fluctuations in personnel utilization This unpredictability forces managers to prioritize staffing based on immediate customer needs rather than adhering strictly to initial plans, resulting in a potentially skewed evaluation of employee performance.

Effective labor coordination between departments is crucial, and a recent survey indicates that ALS Cargo Terminal Joint Stock Company performs well in this area, achieving the highest rating among three assessed issues However, some challenges remain due to conflicts of interest and interpersonal dynamics between departments.

ALS Cargo Terminal JSC prioritizes effective labor utilization by focusing on training and human resource development All employees are required to participate in mandatory training courses tailored to their specific positions, ensuring that training standards are consistently upheld Additionally, the training content is revisited regularly to reinforce skills and knowledge.

The company promotes self-study among employees, encouraging them to learn processes, operations, or foreign languages during their personal time In certain exceptional circumstances, the company will sponsor employees for training, ensuring that all study hours are compensated.

Every year, management staff engage in training courses focused on management and specialized knowledge in the aviation industry The company also promotes internal training sessions led by experienced experts and managers, covering a wide range of topics from technical expertise to life skills These initiatives are well-supported and actively contributed to by the majority of employees, fostering a culture of continuous learning and development within the organization.

CONCLUSION

Conclusion

Improving the human resource staffing process at ALS Cargo Terminal Joint Stock Company is crucial for developing a dynamic and professional workforce that aligns with the company's goals Research indicates that employee engagement significantly predicts behavioral outcomes and organizational success, as it influences how individuals perform their roles and strive for both personal and organizational objectives This engagement positively affects service quality, customer satisfaction, productivity, and profitability, thereby enhancing competitive advantage Kahn's (1990) theory highlights that engaged employees contribute extra effort—physically, mentally, and emotionally—towards achieving organizational goals, while also minimizing unproductive behaviors To foster employee engagement, organizations must prioritize effective staffing processes, which ensure a proper job fit Numerous studies demonstrate a strong correlation between employee placement and work engagement, linking effective staffing to positive outcomes such as job satisfaction, organizational commitment, and overall employee performance.

Zimmerman, & Johnson, 2005; Hoffman & Woehr, 2006; Biswas, Bhatnagar, Abutayeh, & Al-Qatawneh, 2012, 2013; Kim, Aryee, Loi, & Kim, 2013)

This study aimed to assess the HR process practices and job engagement of employees at a logistics cargo terminal, revealing that inadequate recruitment procedures hinder the company's ability to hire qualified employees Respondents noted that the organization fails to thoroughly evaluate applications based on necessary qualifications and skills, does not conduct all required selection tests, and lacks sufficient interviews Additionally, there is an insufficient probationary period for new hires and a lack of training programs to support their integration This oversight reflects a broader issue of inadequate focus on effective staffing processes by human resource management, aligning with findings from previous research by Nadim (2008), Al-Farra and Al-Za'nun (2008), Jarghon (2009), Najadat (2014), and Al-Shurman (2015), which indicated that personnel practices in surveyed organizations were below standard.

The findings reveal that employee engagement levels are insufficient for organizations to reap benefits such as enhanced job satisfaction, lower turnover rates, and increased productivity This deficiency is likely attributed to ongoing challenges within the human resources process, which often lacks professionalism and may not align candidates' skills with job requirements Consequently, this misalignment hinders positive behavioral outcomes like work engagement, as highlighted in previous studies (Nadim, 2008; Al-Farra & Al-Za'nun, 2008).

Jarghon, 2009) This is consistent with Singh and Gupta (2015), who stated that there is a decrease in employee engagement

The findings reveal a significant influence of HR processes on employee engagement, aligning with the work of Memon, Salleh, and Baharom (2014), who emphasize the importance of matching individual attributes with their environment to foster positive emotions and behaviors This correlation is further supported by Alsaedi and Akar (2010) and Abutayeh and Al-qatawneh (2012), who identified a positive relationship between effective staffing and job engagement Effective staffing facilitates the alignment between employees and their roles, as noted in various studies (Chatman, 1989; Rynes & Gerhart, 1989; Bowen et al., 1991; Judge & Ferris, 1992; Sekiguchi, 2007) Additionally, empirical evidence suggests that a strong employee-job fit enhances engagement, positioning deeply involved employees as vital assets for organizational performance and adaptability in a rapidly evolving environment (Hollenbeck, 1989; Bretz & Judge, 1994; Mgedezi, Toga, & Mjoli, 2014; Nwibere, 2014).

Suggestion

Retaining talent is a critical challenge for organizations today, necessitating a deep understanding of employee compliance levels Research indicates that management can better achieve organizational goals by identifying key employee behavioral outcomes, particularly work participation Engaged employees contribute extra effort, becoming fully invested both physically and emotionally in their roles, often making work a central focus of their lives By fostering this level of involvement, organizations can effectively reach their desired objectives.

Identifying key factors that influence employee engagement is crucial, as it highlights the significance of the staffing process on job performance Effective staffing procedures should prioritize aligning employees with their roles by selecting candidates whose knowledge, skills, and abilities meet job requirements This alignment can be achieved through various selection tests and interviews, ensuring that the chosen individuals possess the qualities needed for the positions they seek.

Organizations should prioritize providing employment opportunities that align with individual skills and aspirations, ensuring that employees can pursue careers that fulfill their needs and ambitions The staffing process must balance demand and supply, enabling selected candidates to find satisfying roles Additionally, attention to job design is crucial; creating work environments that challenge employees fosters independence and enhances job satisfaction This approach not only boosts employee engagement but also promotes effective performance in the workplace.

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Team leader of the tractor driver team

Mức độ hoàn thành chỉ tiêu (%) Điểm đánh giá Ghi chú

1 Tổ chức triển khai thực hiện công việc theo chức năng, nhiệm vụ 20 100 100 100% 20.0

1.1 Phân công và điều hành nhân lực đầu kéo hợp lý Không ảnh hưởng đến chuyến bay và chất lượng dịch vụ đã cam kết với khách hàng.

Không ảnh hưởng đến chuyến bay và chất lượng dịch vụ đã cam kết với khách hàng.

Xác định và triển khai các biện pháp KPPN hiệu quả (bao gồm việc sửa, bổ sung các QT, HD công việc hiện hành)

100 % nhân viên (là đối tượng nhận triển khai) nắm được nội dung triển khai trong vòng 48h từ khi nhận được triển khai và thực hiện hiệu quả.

1.3 Đào tạo,tổ chức đào tạo

Nhân viên mới đạt kết quả đánh giá sau đào tạo.

Nhân viên (cũ) yếu nghiệp vụ thực hiện tốt công việc

2 Quản lý, giám sát thực hiện công việc 15 -

Giám sát sự tuân thủ quy trình (QT), hướng dẫn (HD) và các quy định về an ninh, an toàn của nhân viên là rất quan trọng Tất cả 7 nhân viên đều thực hiện đúng các quy định đã ban hành, trong khi không có nhân viên nào vi phạm, đạt tỷ lệ 100%.

Công tác vệ sinh và thực hiện 5S tại bộ phận đầu kéo và khu vực giám sát được thực hiện nghiêm túc, không có ghi nhận vi phạm nào về tiêu chuẩn 5S Kết quả đánh giá đạt 100%, thể hiện sự cam kết cao trong việc duy trì môi trường làm việc sạch sẽ và hiệu quả.

2.3 Công tác báo cáo và phản hồi thông tin cho các bộ phận và Khối kịp thời 3

Báo cáo đầy đủ theo quy định của Khối.

Không có phản ánh của đơn vị khác về phản hồi thông tin.

2.4 Sáng kiến cải tiến 3 1 tháng ít nhất đóng góp cho cán bộ Khối ít nhất 01 ý kiến qua mail hoặc tin nhắn 100 100 100% 3.0

3 Các công việc theo kế hoạch của khối 5 Không có công việc nào hoàn thành quá

Deadline và đầy đủ nội dung yêu cầu Không vi phạm 100 100 100% 5.0

1 An toàn 20 Không có sự vụ nào xẩy ra 100 100 100% 20.0

1.1 An toàn về con người Không có sự vụ nào xẩy ra Không xẩy ra 100 100 100% -

An toàn về phương tiện, TTB trong quá trình phục vụ hàng hóa Không có sự vụ nào xẩy ra Không xẩy ra 100 100 100% -

Đảm bảo an toàn cho hàng hóa là ưu tiên hàng đầu, bao gồm việc ngăn chặn hư hại, rách vỡ, ướt hoặc biến dạng Nhân viên đầu kéo cam kết thực hiện công việc một cách chuyên nghiệp, không để xảy ra bất kỳ sự cố nào Với tỷ lệ hoàn hảo 100%, chúng tôi đảm bảo hàng hóa được bảo vệ tối đa trong quá trình vận chuyển.

1.4 Các sự cố mất an toàn khác(Vi phạm an toàn sân đỗ ) Không có sự vụ nào xẩy ra Không xẩy ra 100 100 100% -

2.1 Chuyến bay chậm do nhân viên kéo hàng muộn Không có chuyến bay nào chậm giờ do đầu kéo Không xẩy ra 100 100 100% -

2.2 Phục vụ nhân viên giao tài liệu dẫn đến muộn giờ bàn giao tài liệu đi và đến.

Không có chuyến bay nào chậm giờ giao tài liệu do xe tài liệu,đầu kéo Không xẩy ra 100 100 100% -

Các sự cố vi phạm thời gian khác được Công ty cam kết với khách hàng(Đưa nhân viên hãng ra tầu muộn,lấy,bàn giao ULD muộn )

Không có phản ánh hoặc ghi nhận Không xẩy ra 100 100 100% -

3 Chính xác 15 Không xẩy ra 100 100 100% 15.0

3.1 Kéo nhầm hàng đi ra tầu bay Không xẩy ra Không xẩy ra 100 100 100% -

3.2 Kéo nhầm hàng nhập về kho Không xẩy ra Không xẩy ra 100 100 100% -

4 Tác phong, thái độ,giao tiếp của của nhân viên với khách hàng và với đơn vị khác 5

Không có sự vụ liên quan đến khiếu nại về thái độ của khách hàng hoặc các bộ phận phản ánh.

III QUẢN LÝ CHI PHÍ 10

1 Chi phí lao động 2 Không có nhân viên làm vượt quá

12h/ca/ngày Hoàn thành theo KH phòng 100 100 100% 2.0

2 Chi phí nguyên vật liệu 3 Không phụ trội định mức vật liệu Hoàn thành theo KH phòng 100 100 100% 3.0

Sử dụng TTB thuê ngoài hiệu quả giúp tối ưu hóa số lượng xe cùng chủng loại, tránh tình trạng xe thừa hoặc thiếu giờ, đồng thời giảm thiểu chi phí sửa chữa phát sinh Đảm bảo hoàn thành kế hoạch phòng với tỷ lệ 100%.

NGƯỜI QUẢN LÝ TRỰC TIẾP Hà Nội, ngày 01 tháng 05 năm 2022

NGƯỜI LẬP ĐÁNH GIÁ THỰC HIỆN CÔNG VIỆC QUẢN LÝ KHỐI KHAI THÁC THÁNG 04-2022

TT Công việc thực hiện Tỉ trọng Kết quả cần đạt đƣợc (chỉ tiêu kế hoạch)

Kết quả đạt đƣợc (Chỉ tiêu thực hiện)

Thời gian thử việc/ đào tạo:

Trương Văn B Chức danh: Giám sát giao nhận đầu kéo

(Ký và ghi rõ họ tên)

CHƯƠNG TRÌNH THỬ VIỆC/ ĐÀO TẠO

Các mục tiêu chính cần đạt đƣợc trong thời gian thử việc/đào tạo

Nắm bắt được các kiến thức chung về phương tiện, thiết bị chuyên ngành hàng không

Hiểu và nắm bắt được quy trình vận hành xe đầu kéo an toàn.

Nhân viên lái xe đầu kéo

Họ và tên người lao động:

Các kỹ năng vận hành xe đầu kéo bao gồm: kéo tiến 1 dolly, lùi 1 dolly, lùi dolly vào chuồng, kéo 1 dolly tiếp cận dolly khác.

Vượt qua được bài thi cấp giấy phép vận hành xe đầu kéo. Điều khiển được xe đầu kéo thực hiện các nghiệp vụ theo quy trình hướng dẫn.

Tổ/bô phận, phòng: Tổ đầu kéo giao nhận/Khối Handling/Phòng khai thác

Trả ULD rỗng không sử dụng cho đơn vị quản lý ULD. Đảm bảo an toàn, chất lượng và an ninh trong khai thác hàng hóa.

Người hướng dẫn, kèm cặp:

Các kiến thức, kỹ năng cần đạt đƣợc trong thời gian thử việc/đào tạo

Nắm bắt được các kiến thức điều khiển, vận hành xe đầu kéo.

Các nhiệm vụ chính đƣợc giao trong thời gian thử việc/đào tạo

( Nhiệm vụ được căn cứ theo bản mô tả công việc)

Kéo ULD bàn giao cho đơn vị sân đỗ, kéo ULD bàn giao cho nhân viên kiểm soát chuyến bay hàng nhập.

Kéo hàng ra cân và đưa về bãi tập kết.

Nhận các thông tin chuẩn bị ULD, nhận ULD từ đơn vị quản lý ULD và đưa vào chất xếp.

Nắm bắt được các kiến thức nghiệp vụ trong quy trình hướng dẫn phục vụ hàng xuất/hàng nhập

Hiểu và nắm bắt được các công đoạn nghiệp vụ của lái xe đầu kéo trong quy trình phục vụ hàng xuất/nhập.

Họ và tên người lao động: Chức danh:

Tốt Khá TB Yếu Ké m Tốt Khá TB Yếu Ké m

[ ] Không tiếp nhận chính thức [ ] Tiếp nhận chính thức [ ] Đề xuất khác (vui lòng nêu rõ)

Chữ ký: _ Chữ ký: _ Chữ ký: _

Thời gian thử việc/ đào tạo:

5 ĐỀ XUẤT, KIẾN NGHỊ Định hướng khách hàng, định hướng chất lượng, làm việc nhóm, đổi mới sáng tạo

Khối lượng, tiến độ thực hiện công việc

/10 Định hướng khách hàng, định hướng chất lượng, làm việc nhóm, đổi mới sáng tạo

Tuân thủ quy trình, quy định, nội quy lao động

Kiến thức, kỹ năng, thái độ trong công việc

Tổng cộng Tổng cộng Ý kiến của Trưởng phòng Ý kiến của Trưởng phòng QTNNL Đề xuất, kiến nghị của người lao động (nếu có)

Chữ ký của người lao động Đề xuất của người đánh giá Chữ ký của người đánh giá

Người lao động tự chấm điểm Người đánh giá chấm điểm

TT Tiêu chí trọng Tỷ Điểm đánh giá

Mức độ đánh giá Điểm đánh giá

Tuân thủ quy trình, quy định, nội quy lao động

2 NHẬN XÉT VỀ VIỆC THỰC HIỆN CÁC MỤC TIÊU ĐÃ ĐẶT RA TRONG THỜI GIAN THỬ VIỆC/ĐÀO TẠO

1 NHẬN XÉT VỀ VIỆC THỰC HIỆN CÁC NHIỆM VỤ ĐƢỢC GIAO TRONG THỜI GIAN THỬ VIỆC/ĐÀO TẠO

Khối lượng, tiến độ thực hiện công việc

Nhận xét của người đánh giá

Tổ/ bô phận, phòng: ĐÁNH GIÁ NGƯỜI LAO ĐỘNG SAU THỜI GIAN THỬ VIỆC/ĐÀO TẠO Ý kiến của Giám đốc

Người lao động tự nhận xét Nhận xét của người đánh giá

3 NHẬN XÉT VỀ CÁC KIẾN THỨC, KỸ NĂNG TRONG THỜI GIAN THỬ VIỆC/ĐÀO TẠO

Người lao động tự nhận xét

Người chuyển: Người nhận chuyển:

Chức danh: Chức danh: Đơn vị: Phòng:

[ ] Tăng cường nhân sự cho đơn vị [ ] Nguyện vọng của nhân viên [ ] Khác (vui lòng nêu rõ)

Họ và tên: Chức danh (mới):

Trình độ học vấn: Bậc lương:

Chuyên ngành: Phụ cấp khác:

2 Thời gian thử việc/thử thách tháng kể từ ngày điều chuyển.

Phần dành cho người được điều chuyển Ý kiến của quản lý trực tiếp (nếu có)

Ký và ghi rõ họ tên Ký và ghi rõ họ tên

Ngày _/ _/ Ngày _/ _/ Ý kiến của Trưởng phòng điều chuyển Ý kiến của Trưởng phòng nhận chuyển

Ngày _/ _/ Ngày _/ _/ Ý kiến của Trưởng phòng Quản trị Nguồn nhân lực Ý kiến của Giám đốc

Ngày _/ _/ Ngày _/ _/ ĐỀ NGHỊ ĐIỀU CHUYỂN NHÂN SỰ NỘI BỘ

1 Theo sự phân công, chỉ đạo của …… (Trưởng phòng) , bao gồm nhưng không giới hạn các công việc trong bản mô tả công việc

Tôi đồng ý chuyển đổi công việc và chấp hành theo các quy định của Công ty

Tôi không đồng ý chuyển đổi công việc

THỜI GIAN HIỆU LỰC: TỪ NGÀY … THÁNG … NĂM ………

CHI TIẾT VỀ NGƯỜI LAO ĐỘNG ĐƯỢC ĐIỀU CHUYỂN

Thông tin hiện tại Thông tin về đơn vị mới

I am: Pham Thien Thanh - I am an apprentice of the graduate class MBA 21 home postgraduate of National University Currently, I am doing research on the master thesis

To enhance the human resources staffing process at ALS Cargo Terminal Joint Stock Company (ALSC), we seek your valuable insights through the following questions Your responses will be used solely for this study, and we assure you that all results will be presented in statistical form without any identification of individuals Thank you for your cooperation!

Please select the rating level you think is most suitable for

Disagree Neural Agree Totally agree

Have you ever changed positions in the company?

Survey questions Levels of rating

Conditions of facilities and working environment meet the company's production and business situation

The number of rooms and groups is suitable for the company's activities

Tasks, responsibilities and powers of the units have been clearly divided

Human resources staffing is extremely important

Human resources staffing process at the company is reasonable

The staffing process is aligned with demand planning, ensuring that employee numbers are appropriate for operational needs Human resources staffing at various units is effectively tailored to match the required workforce capacity, optimizing overall productivity.

The staffing process based on ability Human resources staffing in the departments, groups, and divisions has been reasonable

It is necessary to change the arrangement and use of labor at the company in the near future

It will be easier for this company to attract good recruits that it will be for their competitors

There was an appropriate amount of information available on the role and the job itself

I didn't feel like my resume went into "a blackhole"

I learned about the company and what it is like to work there

My recruiter explained the rest of the recruitment process quite clearly

My recruiter was quick to reply to emails

My recruiter was proactive and returned my calls immediately

The technology used during the application process worked well

There was the appropriate amount of information available around what it‟s really like to work for My Company

It was easy to submit my application and/or resume for this job

I was kept reasonably informed around where

I stood as a candidate after submitting my application and/or resume

The people I dealt with during the interview were respective of my time

I felt like I could be myself during the recruitment process

My recruiter was extremely professional

My recruiter explained me the roles and responsibilities quite clearly

My recruiter spent the right amount of time explaining the job details to me the company carry out all the required tests during the selection process

Appointment you are always trained and fully equipped with knowledge and skills during the probationary period before performing professional work

The official job is similar to what the recruiter describes

The recruited person has enough adaptation time (probation period) before officially starting work

Transfer, assign work to employees in accordance with real capacity

I feel that the company will be around for a long time

If another company pays more, you will quit you are ready to implement improvements, reforms of the company

You want to work to the best of your ability to benefit the company

Functional vitality you feel really comfortable when working you take pride in your work

Do you think your position is important in the company? you are proud of your team

Do you have a good relationship with your co-workers? you are proud of your department you are proud of the company

Are you ready to improve your workflow?

Are you willing to work overtime to secure your job?

Do you have ideas to improve your work?

Are you willing to follow other people's ideas if it improves work efficiency?

The survey results of managers on the degree of compatibility between

between yourself and your work

Most employees believe they are in roles that align with their skills and aspirations However, a significant number still express disagreement, indicating that there are misalignments in job placements This misallocation of talent leads to wasted potential and diminished job engagement.

Totally agree Agree Normal Disagree Totally disagree

To enhance overall work quality and address employee issues, it is crucial to focus on effective demand forecasting and the recruitment process Implementing strategic staffing solutions from the outset will ensure a more cohesive and productive work environment.

Forecasting long-term human resource demand in the service industry is challenging; therefore, the Company conducts annual assessments of human resource needs for each department In November, department heads recalibrate labor norms based on monthly output from the previous year and evaluate employee status, including anticipated departures and promotions This analysis helps identify excess or shortage of personnel for the upcoming year Department heads then propose adjustments to staffing levels, detailing the reasons for changes, which are submitted to the Human Resources Management Department The Director reviews these proposals to finalize the recruitment plan, ensuring alignment with actual needs and the annual business strategy Should unexpected recruitment demands arise due to market fluctuations, department heads will submit a "Request for recruitment of personnel" to the Director for approval Throughout operations, team managers must adjust labor levels to effectively manage resources and enhance productivity.

A survey was conducted among 50 managers, including group leaders and heads of operational department teams, to assess the effectiveness of employee placement and utilization according to the established plan The feedback gathered aims to provide insights into the current management strategies and their impact on employee performance.

The results of a survey of managers' opinions on the situation of arranging

arranging and using labor according to the plan

The labor arrangement at ALS Cargo Terminal Joint Stock Company is primarily aligned with the established plan, receiving a neutral rating of 63.33% from management feedback However, 6.67% of opinions express disagreement with the current labor utilization strategy As a service provider for goods exploitation and storage, the company faces unpredictable factors, as its operations are closely tied to manufacturing output and airline shipping capacities Managers adjust the workforce based on daily flight schedules to maintain service quality and efficiency, tailoring the number of loading and unloading personnel, as well as the necessary equipment, to the specific type of cargo For instance, handling a single cargo flight may require up to 30 personnel.

39 loading and unloading staff, 3 excavators serving for about 7 hours However, for a passenger flight, it only takes about 10 staffers and 1 excavator to serve in about 2 hours to complete

Company leaders face challenges in effectively allocating and organizing personnel according to their strategic plans To address these issues, it is essential to evaluate the current human resources and conduct a thorough analysis to determine whether the company is experiencing shortages, surpluses, or imbalances in staffing.

The Company regularly evaluates its job positions to ensure optimal employee placement, facilitating promotion opportunities and effectively managing workforce changes Upcoming HR modifications are set to occur within the organization.

The company has strategically planned the arrangement and utilization of personnel by assessing employees' capacities and professional qualifications to place them in suitable roles When an employee demonstrates capability, strong moral character, and a collaborative spirit, the leadership fosters their development and offers promotion opportunities However, this principle has not been consistently applied, as decisions can sometimes be influenced by the subjective views of superior leaders rather than objective criteria.

4.1.3 Overview Human resources staffing process of ALSC

After assessing the labor demand based on the established norms for each position, department heads will identify the number of workers required for their teams They will then evaluate this against the current workforce to determine the most effective labor allocation strategy.

During periods of low commodity output, companies may face a reduced demand for human resources, leading to a situation where the labor force exceeds the need In response, these companies may implement measures such as reducing employee working hours, allowing staff to take leave, or permitting the borrowing of working hours to maintain income stability and balance in the upcoming months.

During periods of high production, the Company addresses insufficient human resources by utilizing outsourced labor, increasing employee overtime, and planning to recruit additional staff in the long term to meet demand.

When labor demand aligns with the workforce capacity, the Board of Directors will implement strategies like employee transfers, promotions, and dismissals to optimize individual employee capabilities.

4.1.3.1 Human resources staffing process for new recruits

After the recruitment decision, new employees will undergo a 3-month probationary period, guided by the Head of the Department or a designated mentor During this time, they will participate in an employee orientation program that covers essential topics such as labor rules, accessing the company's database, and understanding the organizational structure and job descriptions At the conclusion of the probation, if the employee demonstrates the required skills and meets the objectives, the Company will proceed to sign a formal labor contract based on the employee's preferences and the reviewer's recommendations.

4.1.3.2 Human resources staffing process for internal personnel

Effective team management involves assessing each employee's skills and adaptability, allowing administrators to recommend transfers to more suitable departments or groups.

When a team requires additional personnel, the manager will first notify the entire company, giving priority to current employees before considering outsourced workers who have been with the company for some time If there are still vacancies, a new recruitment announcement will be made.

Effective personnel allocation is evident in the administrator's ability to balance team resources, addressing excesses to compensate for shortages They assess employees' suitability for their roles, enabling individuals to maximize their potential and fostering opportunities for advancement The Human Resource Management Department collaborates with unit leaders to ensure employees can swiftly adapt to new job positions.

The effectiveness of human resource transfers raises the question of whether these decisions are grounded in comprehensive data analysis It's essential to assess if the new position and title align with the employee's qualifications and capabilities, or if the changes are merely a result of the administrator's subjective judgment and an attempt to fill vacancies within the department's structure.

The survey assesses the alignment of job transfers with employees' actual capabilities Conducted among 54 employees who were relocated to positions better suited to their skills, the findings aim to determine the effectiveness of these transfers in matching employee potential with job requirements.

Change position in accordance with the capacity of the personnel

A survey revealed that 62% of respondents believe that transferring to another department leads to improved work efficiency and productivity Despite this positive outlook, a significant number of employees still express concerns about the process.

Totally agreeAgreeNeutralDisagreeTotally disagree

Many employees at ALS Cargo Terminal Joint Stock Company may not reach their full potential, resulting in stagnant work quality This issue can stem from unreasonable transfers and the awareness and capabilities of the staff It is crucial to address these factors to cultivate a highly skilled and dedicated workforce that will drive the company's growth and success.

4.2.1 Human resource staffing at the units in terms of number and working capacity

The survey results on personnel arrangement at units in terms of number

The survey indicates that while the personnel arrangement across groups and rooms is generally effective, adjustments are needed to prevent overstaffing in some areas and understaffing in others Notably, the Finance - Accounting department consistently requires additional staff due to its high workload Additionally, the Human Resource Management department, despite having an adequate number of employees, faces a shortage because most staff members are of maternity age.

Arrange the number of employees in each unit Arranging personnel suitable for capacity

Totally agree Agree Neutral Disagree Totally Disagree

43 good for employees to always be in a state of burdening the person on maternity leave for a long period of time

The company's personnel arrangement based on capacity has remained consistent; however, some employees feel mismatched in their roles It is essential to review and adjust these placements to ensure optimal comfort and suitability for each individual worker.

At ALS Cargo Terminal Joint Stock Company, a significant challenge in labor allocation is the evaluation of employee capacity and performance The established standards for assessing each role are stringent and comprehensive However, the competency framework primarily focuses on an employee's abilities related to their current position, failing to encompass the broader knowledge and skills that employees may possess beyond their designated roles.

Work performance is evaluated through monthly labor quality assessments, which focus on the volume and quality of completed tasks However, this method lacks sufficient information to accurately assess employees' qualifications and capabilities.

The evaluation of an employee's capabilities often relies solely on the subjective opinions of their direct manager, raising concerns about potential biases and misunderstandings This lack of employee feedback can lead to negative outcomes, impacting not only the accuracy of performance assessments but also the long-term career prospects of employees Consequently, such issues may result in a loss of talent and hinder the overall contributions of skilled individuals to the company.

Evaluating the company's capacity and performance is crucial, yet currently, assessments are conducted every two years without a set schedule This irregularity results in inaccurate evaluations, leading to delays in rewarding high performers and addressing underperformance To mitigate these issues and enhance overall productivity, capacity assessments should be implemented annually with a clear timeline.

A comprehensive roadmap and plan for employees will enable the timely identification and development of capable staff, while also allowing for the early recognition and correction of underperforming employees.

The evaluation of employee capacity and performance often focuses solely on salary calculations during hiring or transfers, neglecting a comprehensive assessment of each employee's abilities and qualifications This oversight undermines the credibility of labor arrangements and can erode employee trust in the company Consequently, the lack of proper capacity assessment may lead to a significant "brain drain," as talented employees seek opportunities elsewhere.

4.2.2 The situation of using human resources in the departments

The results of the survey on the use of human resources in the departments

The management of ALS Cargo Terminal JSC is highly concerned with the ability to fully promote employee potential, as highlighted by survey results derived from 300 questionnaires.

Leveraging the capabilities of employees

Assignment according to scientific work

Coordination between departmentsTotally agree Agree Neutral Disagree Totally disagree

The analysis of 45 employees at ALS Cargo Terminal JSC reveals that most effectively utilize their skills to meet daily demands while maintaining service quality However, some feedback indicates concerns about management overstaffing, which may lead to underperformance among certain employees To address these issues, managers should closely monitor and understand the challenges that arise, ensuring timely interventions to prevent internal dissatisfaction and maintain overall labor quality.

Operating as a 24/7 service company presents significant challenges in labor management, including unscientific work division and misalignment with both administrative intentions and employee preferences When managers implement labor plans, unforeseen factors can affect service speed and personnel allocation, leading to fluctuations in workforce utilization These unexpected occurrences compel managers to prioritize the most suitable employees to meet customer needs, resulting in an evaluation process that may lack fairness and accuracy.

The coordination of labor between departments is a significant concern, and a recent survey indicates that ALS Cargo Terminal Joint Stock Company is performing relatively well in this area, achieving the highest rating among three key issues However, there remain some challenges stemming from conflicts of interest and work relationships that hinder optimal collaboration between departments.

ALS Cargo Terminal JSC prioritizes effective labor utilization by emphasizing training and human resource development All employees are required to participate in mandatory training courses, which are tailored to the specific standards of each position Additionally, the training content is revisited periodically to ensure ongoing skill enhancement and compliance.

The company actively promotes self-study among employees, encouraging them to explore processes, operations, or foreign languages during their personal time In certain exceptional cases, employees may be required to attend company-sponsored training, with all study hours compensated.

Every year, management staff undergo training in management and specialized aviation expertise, enhancing their skills and knowledge The Company promotes internal training sessions led by experienced experts and managers, covering a wide range of topics from technical skills to life experiences These initiatives are well-received and actively supported by the majority of employees, fostering a culture of continuous learning and professional development within the organization.

ALS Cargo Terminal Joint Stock Company prioritizes employee development by providing optimal opportunities for learning and skill enhancement While this policy is commendable, there are notable challenges within the training process that need to be addressed.

Training courses often coincide with work hours, frequently consuming employees' time off, particularly during peak seasons This overlap leads to negative reactions from employees regarding the training and diminishes its quality, ultimately resulting in wasted resources for the company.

Employees selected for fostering and training, who possess professional certificates and experience, often voluntarily terminate their contracts to pursue opportunities with competitive companies To address this issue, the company mandates that these employees fully reimburse their training costs and imposes sanctions as outlined in their signed contracts.

To enhance operational efficiency and employee satisfaction, ALS Cargo Terminal Joint Stock Company must implement a timely and effective training plan Proper training minimizes costs, reduces waste, and improves overall work quality By equipping new employees with essential skills, the company fosters career development that aligns with its corporate culture Additionally, creating a supportive work environment alongside competitive salary and benefits will encourage employees to remain committed and engaged with the company.

Effective human resource management involves the ongoing evaluation of employee qualifications and skills, ensuring alignment with the current and future needs of the business.

4.2.3 Human resources staffing process & the job involvement

4.2.3.1 Process of human resources staffing

A study was conducted to assess the implementation of the staffing process at The ALS Cargo Terminal Joint Stock Company (ALSC) The results indicated a moderate level of practice, with respondents rating the staffing process at an average of 3.52.

Table 4.4 Human resources staffing process

No Dimension Mean St deviation Level of practicing

4 Practicing of HR staffing process

The analysis of the ALS Cargo Terminal Joint Stock Company (ALSC) employees' job involvement revealed a moderate level, with a mean score of 3.44 based on the respondents' answers.

No Dimension Mean St deviation Level of practicing

4 Level of employees‟ job involvement

The correlation analysis aimed to assess the strength of the relationship between research variables Findings indicated a strong positive association between human resources staffing and job involvement, with a Pearson coefficient of r = 777 and a significance level of 0.00 This suggests a statistically significant correlation, and all Sig values were below 0.05, making them suitable for regression analysis.

** Correlation is significant at the 0.01 level (2-tailed)

Tiêu đề	Improve Human Resources Staffing Process At The Als Cargo Terminal Joint Stock Company (ALSC)
Tác giả	Phạm Thiện Thành
Người hướng dẫn	PGS.TS. Nguyễn Ngọc Thắng
Trường học	Hanoi National University
Chuyên ngành	Business Administration
Thể loại	Thesis
Năm xuất bản	2023
Thành phố	Hà Nội

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Số trang	98
Dung lượng	1,98 MB