Luận văn factors affecting job performance at public service delivery agencies in vietnam the case of vietnam institute for building science and technology ibst

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUÁN TRỊ VẢ KINI DOANIT TOÀNG MẠNH FACTORS AFFECTING JOB PERFORMANCE AT PUBLIC SERVICE DELIVERY AGENCIES IN VIETNAM — THE CASE OF VIETNAM INSTITUTE FO

ĐẠI HỌC QUỐC GIA HÀ NỘI

KHOA QUÁN TRỊ VẢ KINI DOANIT

TOÀNG MẠNH

FACTORS AFFECTING JOB PERFORMANCE AT PUBLIC

SERVICE DELIVERY AGENCIES IN VIETNAM — THE CASE OF

VIETNAM INSTITUTE FOR BUILDING SCIENCE AND

TECIINOLOGY (IBST) - MINISTRY OF CONSTRUCTION

CAC YEU TO ANIL IIUONG DEN IITEU QUA CONG VIEC DOI VOL

MỘT ĐƠN VỊ SỰ NGIIẸP CÔNG LẬP: TRƯỜNG HỢP CỦA VIỆN

KHOA HỌC CÔNG NGHỆ XÂY DỰNG — BỘ XÂY DỰNG

LUAN VAN THAC Si QUAN TRI KINH DOANH

HA NOI - 2018

ĐẠI HỌC QUỐC GIA HÀ NỘI

KHOA QUAN TRI VA KINH DOANH

HOÀNG MẠNH

FACTORS AFEECTING JOB PERFORMANCE AT PUBLIC

SERVICE DELIVERY AGENCIES IN VIETNAM ~ THE CASE OF

VIETNAM INSTITUTE FOR BUILDING SCIENCE AND TECHNOLOGY (BST) - MINISTRY OF CONSTRUCTION

CAC YEU T6 ANH HUONG DEN HIỆU QUA CONG VIEC BOI VOT

MOT DON VI SU NGHIEP CONG LAP: TRUONG HOP CUA VIEN

KHOA HOC CONG NGHE XAY DUNG - BO XÂY DỰNG

Chuyên ngành: Quản trị kinh doanh

Mã số: 60 34 01 02

LUẬN VAN THAC SI QUAN TRI KINH DOANH

NGUOI HUONG DAN KHOA HOC: TS TRINH NGOC HUY

Ha Nai - 2018

DECLARATION

The author confirms that the research outcome in the thesis is the result of

aulhior’s independent work during study and research period and il is nol yet

published in other’s research and article

The other’s research result and documentation (extraction, table, figure, formula and other document) used in the thesis are cited properly and the

permission (if required) is given

The author is responsible in front of the Thesis Assessmenl Commillec,

Hanoi School of Business and Management, and the laws for above-mentioned

declaration

Date

ACKNOWLEDGEMENTS

T would like to express the deepest appreciation to all teachers at Viemam National

University, Hanoi especially those in HSB- MBA programs for providing me wilh all the precious knowledge for nearly two years This knowledge does not only help

me complete my research paper but it?s also a valuable source of capital for my

work in future

I would like to send to Dr Trinh Ngoc Huy a sincere and deepest gratitude because

of his caring, thoughiful guidance for the whole time T have conduoied the

dissertation,

I would also like to thank all my questionnaire’s respondents for giving me useful infomation lo conduct the study Without your hones! auswers and persisloul help,

this dissertation would not have been possible

During the course of the thesis, mistakes are unavoidable due to limited knowledge, experience and time Therefore, I would like to receive the comments from teachers

to make the thesis more complete and practical

Sincerely,

Hanoi, 04/05/2018

Tioang Manh

TABLE OF CONTENTS:

LIST OF FI@URE HHu re HHu re HHu re seo VÌ

1.2 Conceptual frameworks of factors allfecting job perfotttanee seein

1.3 Public service delivery agencies in Vietnarm sesesntnee ¬

1.3.1 Public service delivery agencies

1.3.2, Hunan resource and Human resource activities in public service delivery

1.3.4 Past examples and experiences from some Vietnamese researches 21

15.1 Research approach:

1.5.2 Research methodology:

1.5.3 Research plan:

2.1, Overview of Construction Science and Technology Institute Ministry of

2.1.5 Characteristics of Human resource in [BST+

32 Cuent situation inTBST— Minisuy o[ Construetion esi BS

23, Data results and interpretation In depth interviews and focus group

2.4.2, Reliability test results

2.4.3, EEA (Exploratory Factor Analysis

2.4.4, Variables

2.4.5, Regression analysis and Hypothesis testing

CHAPTER 3: DISCUSSIONS AND PROPOSAL SOLUTIONS TO IMPROVE JOB PERFORMANCE AT IBST AND OTHER PUBLIC NON-BUSINESS

UNIT§ cac se HHu re HHu re HHu re ven TB

3.1 Discussions and observaftiorw ke ke see BB

3.2 Proposal recommendations to improve employee job performance at Public

-LIST OF TABLE

Table: 1 The qualification of public employees in IBST

Table 2: Descriptive date of IBST workforce

Table 3 : Measurement svale for “Analysis and design of work” factor

Table 4: Measurement scale for “Manager's leadership” factor

Table 5: Measurement scale for “Support from Union’s aclivities” factor

Table 6: Measurement scale for “Employee relatlons” factor

Table 7: Measurement scale for “Training and development” factar

Table 8: Measurement scale for “Compensation” factor

Table 9; Measurement scale for “Performance management” factor

Measurement scale for “Job performance”

Descriptive Lrcqueney of samuple ¬— ¬—

Mean and Standard Deviation of Observing Measurements

Cronbach's alpha - Analysis and design of work Cronbach’s alpha -Manager’s leadership ¬—

Cronbach's aloha Support rom Union's activites

Crenbach's alpha ~Employee relations

ronbach's nlpha —Traiming and development Cronbach’s alpha —Compensation ¬— ¬—

Cronbach's alpha — Performance management

KMO and Bartlett's Test

Total variance explained

Rotated Component Mainx

Model Summary ¬— ¬— ¬—

Tablu 25 CoelTiciers

LIST OF FIGURE

Figure 1: The differem between public employees and civil servants Figure 2: Model of factors affecting jab performance

Figure 3; Structure of TBST s.ccsssessseseessiseeustssenessnnee

Figure 4: Timeline of research

Figure $; Adjusted model of factors affecting job performance

INTRODUCTION

It can be said that between various resources, human resources play a pivotal role in determining the success or failure of an organization In the era of globalization, firms’ activities are becoming more and more challenging duc to the assucs of equivalence in technology, financial foundation, materials and especially the issue of replication between finns within a similar industry Therefore, in order to

create a unique competitive advantage, apart from investing on the renovation of

technology and modern equipment, organizations now are focusing more on the imporlanoe of human and human resources

Job performance is of high relevance at both organizations and individuals’ level Correspondingly, job performance has been addressed as a multi-dimensional concept and attravts considerable research worldwide, In Vicunam, (he expansion of the economy recently requires employees that are of higher education, skills and better job behaviors in order to deliver better job performance (Neuyen, 2006) As a result, the issue of cxploring factors that affect job performanes is one of the most critical subjects in organizations, especially in public sector where there is limited

competition between institutes

Vicinam Tuslilute for Building Science and Teckmology (TBST) operates with the model of non-business units under the Ministry of Construction, Hanoi, Vietnam The Institute is a leading research and consulting Institute, which carries the state management duties for Construction Industry With tolal of 566 employees (2017), IBST js responsible for various fenctions and has proved to be one of the most effective organizations among public service delivery agencies in Vietnam, However, with the purpose of maintaining and enhancing the organization's performance, it is of great importance 1o conduct a research: “Factors affecting job performance at Public Service Delivery Agencies in Vietnam: The case of Vietnam Tontitute far Building Science and Technology ((BST)- Ministry of Construction” The research aims to identify and measure the level of factors alTeeting the effectiveness of ISBT employees” performance, thus help mariagors in ISBY and mangers in other public non-business organizations with understanding

the underlying causes that ate influential to employees’ performance, as well as suggests recommendations for improvement of IIuman Resources policies In odder

to achieve this research aim, this study has to solve three research objectives as

follows:

- To deepen the theories related to the factors affecting the effectiveness of

employees’ performance

- Tomeasure job performance of IBST employees

- To identify and measure factors affecting the effectiveness of IBST

omployces’ performance

So, the research subject is job performance and factors affecting job performance in IBST The research scope is IBST employees, the study was conducted from

November 2017 to May 2018.

CHAPTER 1: OVERVIEW OF JOB PERFORMANCE AND FACTORS:

AFFECTING JOB PERFORMANCE LIN ORGANIZATIONS

1.1 Job performance

Job performance is one of the most noticed concept that has gained more and more

allenion for the last decade Tob performance is hoth important 1o individuals and to

organizations as a whole Kanfer (2005) states the correlation between high

performance with higher satisfaction and higher feeling of self-esteem Scotter

(2002) studies the pallerns of how high performance cimployces get promoted and awarded to understand the effects of performance on career activities in comparison

to other factors

The definition of cmpluyce performance or job performance alike has only been received research effort in the last 20 years It is commonly agreed by researchers that employee performance is a multidimensional concept Borman (1993) distinguished two main aspects of performance in an organization: task performance and contextual performance ‘The task performance refers to what people actually do

at work that directly involve with production process, the work activities

themselves These activities include sales aclivilies with cuslomers, programming computers or controlling manufacturing machines Therefore, task performance are

works that are easily be measured and compensated On the other hand, contextual

performance is regarded as behaviors thal are not dircetly related la the main lask functions Tor example, the effort of one employee to unite several workers to form

a leam for higher goal-oriented achievements is considered high contextual

performance Furthermore, it is further analyzed into two different dimensions of

contextual performance: interpersonal facilitation and job dedication While

interpersonal facililation indicates the “lendeney Lo cooperate, support and assisl eo-

workers”, job dedication is an intrinsic motivation that “includes self-disciplined,

self- motivated behaviors such as working hard or voluntarily do extra work” These

contextual actions arc vilal in organivabons because they help shape the work

culture to enhance task performance in total (Campbell, 1993) Motowildo (1997)

further differentiates task performance and contextual performance with three

distinctive characteristics:

- Task performance is job specific while contextual performance is

comparable between dillerent jobs

- Task performance can be predicted by physical ability or 10

Cuielligence quotient) while contextual performance is more psychological

and is determined by individual personality or EQ (emotional quotient)

- Task performance can be explained specifically in job description and

be evaluated mainly with stalislies while contextual performance is extra

activities that are extra to general job requirements Task performance is

rewarded by formal systems while contextual performance is harder to iicasure since il docs nol directly contribute to organizational performance but only supports the social environment in general

Employees or human resources are widely agreed to be very important in any organization A company can improve its productivity and succoss indicators by motivating its employee to result in higher job performance According to

Motowildo (1993), job performance refers to how employees are able to meet with

expected rosnlls œr siandards established by employers Tn other words, job performance may be understood as the completion, the timeliness, the duration, the

cost or other requirements for the job that is required Various researches have

illustrated that performance is influenced by internal personal skills as well as external motivation from employers and co-workers’ environment (Jackson, 2009)

Cameron (2013) also shows agreement by stalinys thal performance is affected by

the combination ef personal skills and cnvironmental factors spread out in work

lifetime Other researches point out that performance relates to the number, quality,

elleetiveness and cflicieney of the job While the two lerms “elTicieney” -

“effectiveness” are popular, they are commonly misused or used interchangeably,

especially in Viemam where both are translated into one same word of “tinh hiéu

the intended results On the other hand, efficiency is defined as the ability to perform the job in the most appropriate manner to maximize the use of resources Drucker (2014) concludes that effectiveness is “doing the right things” and cllivieney is “doing things right”

In organizations, in order to link IIRM practices to improve employees’ performance, it is crucial to understand how employees are influenced by different incentives Therefore, the next part of the thesis will explain frameworks that have been developed by researchers on factors that affect job performance

1.2 Conceptual frameworks of factors affecting job performance

It is widely accepted that in organizations, communication creates interaction between employees aud managers, Since the very begiming of the industrial century, both companies and researchers have been trying to fathom the processes

of building good communication to build and maintain a successful managing directions For years, organizations have figured out that a clear mission statement,

a stable source of funds or updated machines are not enough to guarantee the success of a company, and that human resource is the critical source of competitive

advantage Thus iL is important first 1o understand the history of the development off different perspective on job performance factors over time

According to Armstrong (2006), an organization is made up of four resources:

Human, Material, Money and Non- living machinery Tn other words, an

organization can be divided into human and non-human resources and history has

seen lhe considerable strifin the stress of iruportance between (hese two Tesources

Among various concepts studicd throughout history, the commodity concept is widely accepted to happen in the early age of production where labor was regards as

a commodity to be bought and sold Ts this carly stage, job performance is nol yet developed since this perspective is traced back to the stage of slavery Next, the factor of production concept sees human as equal as other parts of the organizations:

material, money and non-living machinery Workers are like machine ols aud are

considered to be easy to replace During this period, the human faetor of production

is generally managed by “personnel department” However, this personnel manager

is usually a general supervisor or line managers of the company but not acting as an

independent profession In this time, even though the concept “job performance”

has boon vaguely acknowledged, the importance of such eoncop! is still neglected It

is not until the Welfare concept that workers’ performance are fairly estimated This

concept marks the milestone of having a personel department as an independent

department of the company Managers of the Welfare concept believes that welfare

measures like safety, lunch room and flexible working hours will have a positive

influctice on workers’ performance and effecliveness Tn this period, the persormel department is constructed mainly to deal with these following issues: an unexpected change in technology, an unexpected expansion of the company or an unexpected change in goverment regulalions During this ora, industrial revolution requires skillful workers to manage complicated industrial factories and systems that are not yet entailed only a few years ago Welfare services such as medical package require

an independent person to take care of such activitics The Welfare concept also witnesses the beginning of formation of Unions and the establishments of governing

policies and protections towards workers This perspective describes the influence

of Welfare factors towards workers’ satisfaction and motivation, thus affects

workers’ job performance The Patemalistic and Humanitarian concept assumes a

protective perspective towards human resources within an organization While the Paternalism concep! means the requirements of various nocds satisfaction of

iustead of jusl a machinery structure Accordingly, this concepts adds in proloctive

factors to work performance factors It was not until the Development concept that Performance and productivity are widely researched by academic researchers Under this concept, personnel professionals pay more atiention on balancing

employees’ needs and organizational resources to ensure the harmonization of the

company ‘he administration functions continue to develop to deal with more and more complex requirements from various new roles This period also sees the

beginning of academic research, organizations and professionals having interest in

developing he behavioral models to understand (actors thal allect omployce performance Elton Mayo is one of the leading researcher in developing theories to

improve produclivily (Rush, 1959) Mayo and Robbins propose the indication that

otganizations should treat workers as a specious part of the structure instead of

treating human as plain as working tools The development concept also marks the

change from managing individuals within a company to managing groups in

organization (Ryan, 1985) The Human resource concept sees employees as the

most important part of the company and company should spend enormous effort in salislying necds and wants of employees Maslow is an researcher who pioneers Lhe academia field with the widely recognized hierachy of needs In this theory, Maslow (1954) groups human needs into 5 continuous levels within a pyramid and once one level is fulfilled, people will expect the next level of needs Besides 5 original needs stages of Physiological needs Safety needs Belongingness and

love needs — Esteem needs — Self- actualization needs, through time, other

researchers have developed the theory by adding more level to the hierarchy The most widely-accepted model is the adjustment to Maslow’ eight level of needs

Three added levels are: cognitive needs, aesthetic needs and transcendence needs

Cogmilive needs and aesthetic needs are added between esteem needs and scl

actualization needs Cognitive needs are the need of human for knowledge and understanding Maslow adds ihis level after esteem weeds since he believes that humans have the tendency to search for inteligence and wisdom Acsthetic necds

express the statement that humans need beautiful and aesthetically pleasing imagery before coming up to sclf-actualivation level This stage may imply the form of understanding or performing arts Last but not least, Maslow adds transcendence level as the highest level of needs (replacing self-actualization level as in the

original model) Maslow describes transcendence stage by stating Wal afler self

actualization of one self, human would reach out to help others also achieve self-

“a

actualization The result from Maslow’s hierarchy of needs marks the foundation for many other researches on workers’ needs, workers’ motivation and

performance

In the context of this thesis, sirice the main objective is (0 understand aspoels of job performance to build appropriate questionnaire scales, it is critical to identify

frameworks that have already been studied previously

It can be referred that HRM practices contain managerial activities such as planning,

selecting, organizing and directing, Moreover, Robbins (2009) suggests the four general

functions of HR, through which managers can apply for the goal of milueneng employee performance and organizational performance as a whole: (1) Staffing and

recruiting, (2) Training and Development, (3) Motivating, (1) Maintaining and

Controlling In other words, the main Lunctions of HR department are to find the right person for the job, then motivate that person in order to eam highest job performance as possible and finally, reward and retain that right person Even a small onganization without a professional HR department has to understand the importance of those functions since each is crucial for the strategic objectives of the company

Following the well-known Maslow’s hierarchy of needs explained above, others

tesearchers have developed different Lheortes to explain various factors Lat can

influence employees Ilerzberg (1959, 1985) proposes a two-factor theory of

employee motivation He believes that motivation and performance are closely

comelated and comparics should look for methods that can imercase the mirinsic

motivation of workers, thus lead to better job performance Ierzberg, classifies jab

factors info two distinct groups: Molivalors and hygiene factors According to Lhis

theory, hygione factors are factors that are essential for motivation at workplace

‘These factors include salary, company policies, working conditions, job security, ale Even though hygiene faclors are not long-lerm motivation, af they are not satisfied, it will lead to dissatisfaction from employees Hygiene factors are also

known as maintenance factors On the other hand, motivation factors are factors that

motivate

mmployces for superior performance These [aviors include recognilion,

feeling of achievement, self-responsibility and the feeling of meaningful of works

‘Therefore, hygiene factors can only keep workers away from dissatisfaction, motivation factors can bring the actual satisfaction to the employees Two-factor

theory of employee motivation implies that the managers should spend just enough

resource on hygiene fuclors bul focus more ou motivation factors to stimulate higher job dedication and thus higher jab performance

Kovach (1987) on “What motivales employees? Workers and Supervisors give

different answers” tries to rank different reward factors trom both employees and

managers to observe the difference between roles’ perspectives His longitudinal

oxperiments yield very exciting results of significant discormeclions belwecn the two groups While employees rank “Full appreciation of work done” as the highest reward factor, managers in general only rank this factor at number 8 out of 10 Moreover, managers rank (he highesL motivation faclors as “Good wages” while employees only rank this factor at number 5 out of 10 factors Later, Kovach

expands his research to find out that the factor of “Full appreciation of work done” only ranks first with high-income workers, while with low-income workers, the

factor of “Good wages” ranks first

Noe et al (2010) presents the model of 8 factors that have an influence on employee

performance According to his theory, cach factor needs to be locked upon in order

to maximize the impact on job performance As the figure demonstrates, & influencing factors are: (1) Design of work, (2) HR planning, (3) Recnuiting, (4)

Selection, (5) Training and development, (6) Compensation, (7) Performance

management, (8) Employees relation This model has been agreed and cited by

various researchers worldwide However, since this thesis aims al analyving job

factors in public sectors of Vietnam, it is crucial first to explore the concepts and characteristics of Public service sectors in Vietnam before getting into the details of

lileralure review of cach factor

Among selected frameworks and models that have been described previously, the model of 8 influencing factors by Noe et al (2010) is chosen to act as a base for this

thesis’s framework for the following reasons: Firstly, the model explaims the

relationship between factors and employee performance the direct objective of

this research Secondly, the model is used and cited in various researches Each factars of the model will be assessed:

1 Analysis and design of work

Job analysis and design is the process of providing omployces with dotailed description about the job This includes duties, responsibilities, purposes of the job

as well as the extent of payback to whiclt employees expect from the employers

The factor requires that the job is fully understood by both employees and the

company Hacker (2003) indicates two elements of this factor: First, employees

imusl know whal to do and must have the ability and capacily lo meel the job's

Tequirements However, the job can not be too easy to accomplish Managers must

provide a job that is challenging and rewarding, enough for the employees to strive for achivements The ultimate goal of analyzing and designing job is lo inorcase job performance by defining the duties to be performed and also the timeline and required resources to complete the tasks Clear analysis and work design alo help prevent confusion and dissasfaction, thus cahance performance of the cmployces

2 HR planning

This function represents the overall plan for human resources strategies of the

whole company In other wards, this practice estimates the demand and supply for IIR to meet up with organization’s goal in the future IIR planning department often

develop a multi-year plan to support future tactics and strategies of the company

3 Recruiting

Reoruiting is the activities of seeking and attracting potential employees for the

orgamzaHơn ILis defined by Tewis (1985) as “the activily thal generales a pool of

applicants, who have desire to be omployed by the organization, from which those suitable can be selected.” LI manager performs this task by finding appropriate apphearls with skills, knowledge and other specific traits to help the company achieve its goals and objectives

4, Selection

Hiring and reeruiting valusble people is highly appreciated, howe: er building and

maintaning a motivated workforce is more likely to not only just about finding the

10

right people Selection refers to the extent that the right person is selected to manage the right job within the organization This involves with understanding the nature of

the job and ensure the best-fit match between the person and the job This is

dillerent from recruilmg since reoruiting is about Linding the righl porson to the company while selection is about maximizing the utilization of human resources

For instance, although (he company has successfully recruits S$ precious employees,

it would be worthless if managers fail to evaluate the strengths and weaknesses of

each person Some might be hetter off working individually, thus forcing them into

working in groups mighl decrease the overall perfornance Selection also deals wilh rearragement between positions if there is room for higher efficiency in doing so Appropriate selection of employees and jabs result in higher job performance and gouorales more favorable oulcomes

‘The main function of selection is to decide who can most successfully perform the job Since finding and putting an employee into a position is expensive, IIR managors have to make sure the candidate is interested in offered position Selection process requires various complex steps ‘lhe selection or rearranging decision for

unskilled or low skilled employees might be easy while very complicated and risky

al high-level jobs

5 Training and development

Training is not only about providing employees with the skills they need to

avcomplish the jøjb, it often acls as the represcniative of employer's commitment lo the employees (Storey, 1993) Many companies develop their own training and

development policies in order to enhance the productivily and qualily of employees

Training and development have been proved to be a vory important factor in determinig both personal growth and personal motivation of employees ‘Iraining focuses on supporting growth in people's effectiveness New employces have to go through trainmg to understand the job and to keep pace with other co-workers At

the same time, all other workers should have constant trainings on technological

updates or on new approaches to improve performance According lo Sama (2012),

training is essential for organizations as: Firstly, the rapid change of technological

11

infrastructure requires constant training for employees so that they would have the skills to manage their job Secondly, training and development contribute to boost

intrinsic motivation of workers Especially in public sector, employees not only

seck for high salary job but also the challenges and opportunities for scl{-growth

6 Compensation

Salary and wages is the main function of HRM Milkovich (1991) stales that “the

way people are paid will affect their quality of work, their attitudes towards

customers, and their williningness to flexible and learn new skills” While various

researches suggest (he corclation between high paycheck and high commiment, one profound phenomenon that Herzberg has found out is that salary and wages do not create motivation for public sector employees even though late payment may orcale dissatisfaction This slatomont goes against the belief of the majorily of

Managers who traditionally assume that money is the most important factor in

motivating employees to generate highest performance Cither research in public sector also confirms that “salary is not an essential incentive in public sector, unless employees are promsed to have significant and stable raise in the future” ‘Ihe issue

of salary and wages ta jab performance is still of much debate between managers

Tho majorily of cmployecs accep! their job because of financial incentives Ilowever, when employees form emotional attach to the job, money will become

less important Another explanation to the phenomenon is that since public sector

provides limited goal-orienled mone: wards, cinployees tend nol to Tank money

as important factor

7 Performance management

Performance management concerns with indididual’s performance revicw and development ‘his 11K function deals with monitoring, measuring and evaluating performance of workers Tbs first fo make sure that the outcomes of the job is consistent with the organization’s goal Any performance management system need

to be carefully aligned with the company’s mission Secondly, performance appraisal can be used to influence omployce’s fulure performance Chelladurai (2006) argues that “the results from a company’s performance appraisal policies

12

offer insights into the effectiveness of the whole HR system, the development and training requirements for the company” In public sector, the most used strategy for

performance management is a formal pay seale for all positions to ensure fairness

& Employee relations

Noe et al suggests that when the relationship between co-workers get worse, it will

have an impact on the whole team performance Tn Lwo-factor theory of motivation

by Herzberg, he argues that employee relationship only acts as a hygiene factors a

factor that prevents employees from dissasisfaction but has no value in bringing

salislaction to workers However, as for the characteristics of having collectivism,

culture, to what extent employee relations can influence job performance in public

sector still calls for further research

Employee relalions often concern with working conditions, safely, security and peer-to-peer relationships Some aspects are governed by governmental regulations such as employee safety standards or regulations on sexual harrassment in the workplace However, in general majority of companies sct its own culture of employees relationship

In conclusion, 8 factors as in Noe et al (2010) models have been reviewed

However, more relevant factors will be added and less relevant factors will be

omitted for the questionnaires based on qualititative step of the research

1.3 Public service delivery agencies in Vietnam

1.3.1 Public service delivery agencies

Following the definition public service sector in various countries, public services

conslanlly associale to the goverment supply of these services The term “public

services” derives from the concept of public commodities In cconomie theories, public commodities are commodities that everyone has the right to use once they lave been crealed Tn other words, ilts impossible to exclude anyone from using it Additionally, a person's consumption of public commodities does not decrease the

consumption of others Public commodities are also impossible to be discarded,

which means even if someone does nol, want to consume a public commodity, it still

exists Public commodities are categorized into two groups: pure and impure ‘they

13

are considered pure when the considered commodities satisfy all of the above characteristics, and are impure if there is any unmet characteristic The definition of

“public service” is used for the first time in urape after the World War TL Tt has beon considered ag activities of impure public commodity supply Nowadays, the conception of “public services” has been understood in different ways, depending

on various approaches

From the point of view of state management subjects, public services are defined as activities of state agencies of performing the function of state administrative

imanagement and assuring public service supply to serve common and essential

needs of the society In Vietnam, Article 22, the Law on Govemmental

Organizations (2001) stated “Ministries, governmental and ministerial-leveled agencies are lo cary oul functions of slate management of industrics or professions

in the whole nation, state management of public services belonging to industries and sectors, etc.” Thus, the conception of “public services” highlights the influence

of the state on public service supply to the community It docs not mean that the state acts like monopoly to supply services to the community On the other hand, the state can socialize some public services by sharing the task of supplying the

services, such as education, waler supply ete with the private svelor

In every country, local people often have some problems in healthcare, education and other public services So, public service delivery is a fundamental function of every government The provision of public service — such as healtheare, education, sarilalion, transport and criminal justice — is a crucial task for government Mereover, the provision,

of public goods is crucial to development’ access to a basis services such as clean water and sanitation, transport, healthcare, and cducation not only increases individual well- being but also serves an an input for aggregate production Roads and telecomamunication systems lower fransagtion costs «nd hence encourage trade and economic avtivily The provision of healthcare and education increase the quality of human capital, an important input in knowledge-based economies

There are dillerent ways lo classify public sorvices Firsily, following the World

Bank, there are five categories of public services: legal foundations, policy

14

environment, investment in social service and infrastructure, protection of

underprivileged groups, and protection of environments Secondly, the Classification of the Fimetions of Government (COFOG) divides a government’s functions into ton calogorivs, namely gonoral public services, delonse, public order and safety, economic affairs, environmental protection, housing and community amemilies, health, recreation, cullure and religion, education, and social protechon Moreover, Frost & Sullivan, a global growth consulting company categorizes the

major public services into eight groups namely public safety; public education,

hơalheare; social security, infrastructure; public transporl; cnvirermental

protection, culture, sport and entertaimment

The classification of public services depends also on institution of different

countries, different economic development levels Thus, it is impossible to apply a common standard to all countries In Canada, there are 34 types of public services, varying from national defense, security, institutions, to socio-economic policies (job creation, planing, environment protection, and healthcare, education, culture, social insurance, etc.) Similarly, the Sweden distinctly divides public services by

each governmental level undertakes so, attention is especially paid to totally free

welfare public services such as unemployment benefits, social allowances, els.)

13.2 Human resource and Human resource activities in public service delivery

agencies

Various researchers have declared different perspoetiv

and research results on job

motivation and job performance in many countries This part of the thesis focus on

previous Tesearches which have been conducted im foreign countries oulside of

Victnam

As stated above, researchers have expressed significant interest in [IR and IIR

practices in the past few decades, especially in public seclor The main objective is,

to link the influence of HR practices and job performance within an organization Citizens expect more from public service develiry agencies They require more polite and helplul employces As a result, public scolor managers’ key challenge is

15

to find out how the organizations can maximize performance and creativity while keeping the expenditures as lowest as possible (Combs, 2006)

Factors and models have been developed to act as a guide for managers to design

HR policies and interventions Jiang of al (2012) argues thal HRM practices such as incentive rewards or training have a positive impact on both motivation and

performarice measurements The research also stales thal investing in HRM is a

long-term investment and it can benefit the company in many ways HRM practices

help the company to motivate and retain the best employees, thus decrease the

possibilily of internal employees lo move for other comparties or even competitors

Buelens and Van den Broeck (2007) conduct a research to investigate the difference

between job motivation and job performance between private sector and public scclor organizations The data was collected from 3314 omployces in private seclor and 409 employees in public sector in Belgium ‘Ihe research confirmed the results from previous researches that public sector employees are less extrinsically motivated Therefore, in order to improve job performance in public sector organizations, managers should focus on improving intrinsic influencing factors

Buelens and Van den Broeck also call for further research on the factor of

“empathelic environment” in public sector organizations

In “Intrinsic motivations of Public sector employees: Evidence for Germany”, Dur

and Zoutenbier (2014) examines the comparison between public and private sector

employees on the faclor of “altraism” and “Javiness” Using quesiormaire developed from the German Panel Study, the authors find out that public sectar employees are

significantly more altruistic and lazy than observationally equivalenl private seclor

employees These behaviors are observed to be more dramatic in higher educated workers For practitioner purposes, the research addressed more evidence that public employces scck more altruistic and publie-scrviec-oriented rewards than

private sector employees Moreover, it is also pointed out that incentive system

reforms in various govemment usually focus too much on financial incemives According lo Dur ant Zoutenbier, such rewards are importaut but do not acl as an

absolute concern for public sector employees ‘Iherefore, HR managers in public

16

sector organizations should construct a job review system that concerns more with showing employees how their works have influenced others and on the society as a

whole Such practices will improve the intrinsic motivation of public sector

amployees, thus lead to higher omployee performance (Bullock, 2015)

Yair Re’em (2011) published the research on “Motivating public sector employees”

The research aimed al finding both theoretical and tactical factors lo help public

sector managers to enhance organizations’ efficiency and effectiveness Primary

data was first collected by analyzing both public and private sectors literature

Secondary dala was collected by interviewing TÔ past and current public scetor managers Re’em proposed 14 motivational factors to improve employee performance: rewards, recognition, feedback, commitment, autonomy, job challenge, job growth, imleresing works, imporlanl works, parlivipation, interpersonal relationships, working environment, faimess, work-life balance

Along with these 14 factors the research also recommended 16 combinations of

tactics for public scctor managers

Pecikoza (2014) on “‘he role of LRM in improving public sector performances, a

case study of banks in Bosnia and Herzegovina” describe the distinct characteristics

of public sectors in B&H as well as the history of reformation and key challenges of

the sector The research also determines the factors that have an significant impact

on public sector performances: recruitment, job appraisal system, taining and

development, nor-fmancial motivation, communication Non-financial motivation

are first found by in-depth interviews with 10 employees, and are proved to be

significant by analyzing questionnaires collected Non-financial motivation factors

in this research include attending social activities, healthcare privilege, cross-banks education and seminars attending opportunitites

13.3 Public non-business units and public employees characteristics in Vietnam

‘The term “public employee” was first developed in the United Kingdom in 1859,

however there is not yet an official definition of the terminology Moreover, in

different countries, “civil servants” (céng chize) and “pubhie employees” (vién chitc)

hold diverse dissimilarities in terms of the scope, the characteristics and also the

civil service This part of the thesis explains the characteristics of public sector organizations as well as the comparison of civil servants and public employees

(employers of such organizations) in Vietnam and other countries

Public service delivery agoucies in Vietnam arc a fonm of State-owned cuterprises, therefore inherit the same characteristics as such organizations These agencies are

economic orgamzalion which are owned fully or partly by the Stale under the

conditions of shares or capitals It can be a sole proprietorship if the Vietnamese

State owns 100% of the capital, or it can be owned by many parties if the

goverment owns more than 50% but less than 100% Tn Vielnam, the one- party

political institution trait is the mam cause for the difference in the formation structure as well as the characteristics of State-owned organizations

In Victnam, the public services sector has been divided into three categories:

1 Public administrative services: ‘fhis is a kind of service associating

with state management functions to meet requirements of the people To perform these functions, the state has to carry out dircot services, such as

granting permits, certifications, registration, notarization, visas, resident

records, etc (In some countries public administrative services are

different activities, nol belong to the range of public services Tn

Vietnam, some researchers also share this viewpoint.)

ie} Public non-business services: Including activities providing necessary

social wellares to the people, such as: health care, education, culture,

science, physical training and sports, insurance, social seourity, ete Such

acliviles are mostly underlaken by state bodies and organizations, or

carried out by the private sector, such as: environment sanitation, waste

and rubbish collection and transports in some small cities, pure water

supply in some rural area, ete

Comparing to other lypes of organizations, public non-business units in Vielmam in general and IBST in particular have the following distinctive traits

- TL is an organization established under law by a compelenl slate

agency, a political organization or a sacio- political organization It has its

own legal status

- Thean acl on behalf of the State when engaging in legal relations with the purpose of exercising their legal rights and obligations for the benefit of the public Such authorities inchade the rights to promulgate legal documems

such as decrees and decisions

- It has a relatively independent organizational structure

- It is established and operated based on the basis of State law but has its own fumetions, dutics and powers The distinct feature of these units is

that they have coordinated relationships with other State-owned associations

These relationships are also defined by certain jurisdictions of the law

- The main personnel [force of these organizations are also recruited, appointed or elected based on State law Such employees in Vietnamese

public sector organizations have their own word in Vietnamese of “céng

chức” or “viên chúc”, translated as civil sorvants/eivil workers and publie employees in English The difference between these two concepts will be described next

- Public non-busimess units include autonomous organization and non-

autonomous organization 3ST is an autonomous unit where it is assigned

with absolute aulonomy in task performance, finance and personnel planning,

In public sector agencies in Vietnam in general, in IBST specifically, employees are

cølled “viên chức” m Vivinamese and public employees in English Before

examining the factors that affect such employees’ job performance, first it is

19

essential to understand the distinctiveness of public employees in public non-

business organizations in Vietnam

On the scope:

Public employees are Vietnamese citizens recruited according to working positions

They work in public non-business working units under working contracts and their

salaries are retracted from the organization’s self- fund

In summary, public employees and civil servants in Vietnam are different in these

traits:

Civil servants Public employees

Tunetion To perform administrative tasks for To perform based on

the government working positions

To work at administrative To work at public non-

government organization business units or other

social welfare units

Recruitment | Elected, approved, appointed to hold | Recruited based on the lack

posts or titles of professional position Working under the regime of "bien | Working under contracts ché"- Vietnamese payroll system

Categorized by rank Categorized by professional

titles

‘Compensation Salary paid from state budget Salary paid from unit's

budget

Forms of Reprimand, Caution, Salary Reprimand, Caution,

disciplining | deduction, Demotion, Removal from office, sack Demotion, Sack

Figure 1: The different between public employees and civil servants

1.3.4, Past examples and experiences from some Vietnamese revearches

In Vietnam, recent years have obtained many researches in relation to IIR and job

performance in numerous industries Understanding factors that can influence the

anployees is of great importance to both academic development and practical approaches

Nguyen Thi Phuong Dung and Nguyen Hoang Nhu Ngoc on “The correlation between job motivation and job performance behaviors- The case of office workers

in Can Tho city” determines 5 factors that are significant to Can Tho office

workers: laining and developinent, feeling of proud of the company, manager support, feeling of recognition, working conditions Ihe research also brings up a challenge of further explaining the factor “Union support” ven though qualitative rescarch indicates strong influence of suvh factor, quantitative research part of the research goes against the hypothesis

Mr Trinh IIoang Lam, “Some solutions ta improve the quality of human resources

2016

in Victnam in the context of intcgration," Journal of Labor and Social 29/

‘This paper presents characteristics and current status of human resources in

Viemam At the same time, there are various solutions to improve the quality of

human resources in Vicinam im the future Even though the research demonstrates

some solutions for Vietnamese organizations, it does not mention the difference

between private and public sector

Dr Nguyen Dac Hung, "Current situation and some solutions to improve the quality

of human resources today,” Journalist Propaganda 20/6/2016 The article mainly

focuses on the current situation of human resources through Waiming and human

resources in oumrent industrial parks and export processing zones in Vietnam The

author also addressed the shortcomings in IIR activities and the causes of such

weaknesses lo propose solutions to improve the quality of training factors in improving HR functions

Iloang Thi Ilong Loc and Nguyen Quoc Nghi (2014) ‘Employee motivation and

performance in Public scetor of Vietnam” intends lo build a theoretical framework

to investigate factors that can have an impact on motivation and performance of

public service agencies in Vietnam ‘he framework is based on Maslow’s hierarchy

of needs but with adjustments for the specific situation of Vietnam The research

specifies 5 levels of motivation with 26 elements in total

Acuon Program No 19-CTrHB / TU dated 31/10/2016 of the Parly Committee of

Ile Chi Minh City on the implementation of the Resolution of the 10th Party

Congress of the City People's Program on improving the qualily of human resources

in the period 2016-2020 The program has identified tasks and solutions to improve the quality of human resources in Ho Chi Minh City in the period 2016 - 2020 Accompanying wilh thai is the spocifie programs lo improve the qualily of human resources as required

Nguyen Thi Ilong Iai (2013), “Motivating government workers to improve public

service agencies’ performance” points out general recomunendations for public

sector managers:

- Ensure a reasonable salary system:

- Ensure to assign reasonable and appropriate jobs;

- Linsure to identify practical goals and objectives for each individuals

- Ensure to provide promotion opportunities for employees

- Ensure to recognize the achiverarts of crmployecs

In contusion, there have been numerous studies on job performance as well as

factors affecting performance However, the majority of researches are conducted in

foreign countries with very differen, silaalional cnviromtment in comparison to the

working environment of Vietnam Researches in Vietnam have somehow

concetlrate on private sectors and neglect ihe imporlance of understanding factors

that may have an impact on public scctor workers As a result, a litorature gap is presented for this thesis to explore

1.4, Research frameworks and hypotheses

After synthesizmg and evaluating previous researches as well as assessing the situation of Vietnamese public sector organizations and public employees” characleristics, the aulhior may generale the following conclusions on factors that

affect job performance of public service delivery agencies in Vietnam:

- Analysis and design of work

This IRM activity provides employees with detailed description about the job assigned Understanding fully the job goals and comprehending how to achieve such goals are very imporlant lo performance of workers Sinve this factor is presented in many researches, the author comes to a hypothesis:

Ilypothesis 1: There is positive relationship between analysis and design of work and IBST employee performance

- — HRPlaming

Despite the fack that this factor exisls in various foreign models ơn performance factors, after considering the situation of Vietnam public organizations and also with the characteristics of public employees, the author believes this faclor is insignificant to this thesis’ rescarch objectives

HR planning represents the overall plan for multi-year human resources strategies for the whole company This plan may be common in foreign companies” practices but in the case of Victnam, it is not yet developed, Llowever, the factor will still be reexamined with interviews and focus groups ta eliminate the probability of individual bias

Like recruiting, selection activities are common in foreign companies and

tay appear in some nor-government organizations bul nol in Vietnamese

public organizations Selection refers to the action of continuously finding the best-fit person for one job, even when it means rearranging the position

of employoes In Vie

aim, public employees arc typically assigned to one

job and will spend a Jong period of time on that job hierarchy It is quite rare

for Vietnamese public employees to move back and forth between positions within an organization As a result, the author finalize that this factor is insignificant Again, this factor will be rechecked with interviews and focus groups before completely climinated from the research framework,

- Training and development

Training and development has been proved to be very important factor in motivating employees Various researches both in foreign countries and in Vietnam have pointed out the dominant effect of this factor on performance

Therelore, the aulhor comes to a hypothesis

Ilypothesis 3: There is positive relationship between compensation and IBST employee performance

- Performance management

Performance management concerns with employees’ review and development In Vietnamese public sector organizations, besides the decision

to be promoted or not, annual performance review also influences employee

in many other work aspects Public employees in Vietnam are commonly evaluated to be “satisfied” or “dissatisfied” Being “dissatisfied” in Vietnamese government is a serious concern and may affect job performance.

Hypothesis 4: There is positive relationship between performance management and IBST employee performance

- Employee relations

Although some international theories such as Herzberg’s two-factor theory

refuse the importance of this factor, in collectivism culture as of Vietnam,

the author believes this factor to be significant However, since the factor

holds different perspectives, it will be discussed futher and deeper in

interviews and focus groups

Hypothesis 5: There is positive relationship between employee relations and

IBST employee performance

In conclusion, the author has proposed the following model of factors affecting job

performance in Public service delivery agencies in Vietnam

Analysis and design of

work

Training and development

Compensation

Figure 2: Model of factors affecting job performance

1.5 Methodology

This section of the thesis indicates reasons for choosing research approach

(deductive approach) and research method (quantitative and qualitative method) of

this study In addition, this part presents methods of collecting data including

sources of data (both secondary data and primary data), tools of data collection

(questionnaire and interviews), total sample (surveying employees of Vietnam

Institute for Building Science and ‘Technology (BSI)- Ministry of Construction),

sampling technique and tool of data analysis (SPSS software)

1.5.1 Research approach:

As argued by Saunders et al (2009) and Dawsun (2009), any researcher can use each of the two typical approaches: the inductive and deductive research approach

lo examine (he research problems Inductive approach develops general theories by

starting with finding, out a certain issue and then conducting particular observations

Anderson (2004) indicates that deductive approach works as opposite way that

staring with theories about the inferesled Lopic, proposing particular hypotheses

related to the theories and then testing the bypotheses by collecting data This research uses deductive approach as a research approach because it begins with reviewing the theories assoviated with Factors allecting job performance al Publie Service Delivery Agencies in Vietnam, suggest particular research hypotheses related to the theories and test the hypotheses by gathering data from employees of Victnam Institute for Building Science and Technology (IBST)- Ministry of Construction In addition, researchers using deductive approach are always

accomplished more quickly than inductive approach (Sekaran, 2003, Hakim, 2000)

With a linttalien in research Lime, the deductive approach is more appropriale wilh,

this study than the inductive approach

1.5.2 Research methodology:

According to Biggam (2008), and Vanderstroep and Johnson (2010), two widely used research methnds are quantitative method and qualitative method Quantitative

method relates (o measurement and then data of quantitative research is numbers Tn

contrast, qualitative method relates to analysis of people’s behavior, attitudes and thoughts and then data of qualitative research is text data and other non-numerical

dala Bogdan and Biklen (1992) and Derwan and Lincoln (1994) indicate thal

quantitative method handles research questions of what and how while qualitative

methed handles an additional research question of why This research uses a mixed

method including quantitative method and qualitative method beeause it provides

numerical data collected from questiomnaires to test hypotheses associated with the

relation between factors and provides non-umerical data such as text data collected

from interviews ta deepen research issues (Altinay and Paraskevas, 2008, Saunders

etal., 2009)

1.5.3 Research plan:

Step 1: Reviewing past research and systemizing literature review

Refore exploring specific factors, it is crucial Cor ihe researcher to understand the

background of the specific research Thesis’s research framework is based on

synthesizing, analyzing and comparing past relevant research First, related

terminologies are defined and reviewed Based on previous knowledge and explorations, the research framework is selected among various frameworks ‘the

independent variables are also selected and studied Primary data includes

international and local rescarch, theses, reporls an relevant subjects

Step 2: Qualitative research: In-depth interviewing and focus group

discussions

Since the purpose of the research is to validate former framework in a specific case

of LBS! an exploratory research is needed to assure that all of the variables are

relevant in the actual context Besides, in-depth interview may also reveal other

particular faclors that might affect job performance of TBST thal are nol yet analyzed in previous studies

Although there are many tools of data collection such as interviews of individuals,

focus group, observation, questionmmire, ole, this sludy uses questionnaires and interview as tools of gathering data Reasons for using data collection tool of

questionnaire are thal the questionnaire enhances the capability 10 express (rue aiswers,

of respondents thauks to its anonymous characteristic and it collects uniform data and reaches more respondents but the time of conducting the survey is short and cost of cunduoling the survey is Inw (Foddy, 1993; Cargan, 2007; Riggam, 2008)

10 IBST employees are chosen to participate in in-depth interviews ‘Through the interview, the researcher uses open-ended questions to ratify current factors and to

find oul other possible elements for the questionnaire

" 1

Foous group method is also used in parallel with in-depth interviews ‘The rationale

behind the use of both methods is that in the context of research, discussing in

groups may create interactions between peers and bring up ideas/ information!

factors that arc nol ycl investigated in in-depth interviews 2 focus group discussions are organized

Step 3: Quantitative research: Constructing questionnaire aud pretest

After interviews and focus group discussions, irelevant factors are eluminated and relevant factors are added (if any) At this moment, independent variables have been

fully undersinod and will be used to develop questionnaire Questionnaire research method is used because it is capable of translating IBS’ employees’ opinions and thoughts into statistically significant means The questionnaire variables and components are initially gathered frum previous rescarch, thesis; olher widely accepled sources and adjusted based on results collected from interviews discussions ‘The questionnaire is

translated into Vietnamese and is pretested to note down general comments on prammar/

structure of any other possible contusion of questions

Step 4: Formal questionnaire data collection

The final questionnaire will be spread out to all IBST employees Both online and

paper version are sont out for participants lo choose more preferable channel

Step 5: Data presentation and analysis

Data collected from questionnaire are analyzed with IBM SPSS Statistics Although

live data

there arc a Jol of software packages thal suppor an analysis of quai

such as SAS, Microsoft Excel, AMOS, SPLUS, BMDP and SPSS Ilowever, this study uses the SPSS as a single technique of dala aralysis because il is considered

as one of the most user-friendly software packages (Argyrous, 2005: Muijs 2011)

In particular, the SPSS software is used to undertake descriptive statistics of demographic information of respondenls, to underlake reliability tosl of ø scale, and

to undertake multiple regression analysis of the Factors affecting job performance at Public Service Delivery Agencies in Vietnam In addition, the research uses qualitalive data analysis method called narralive analysis to analyze thie information

collected from interviews.

CHAPTER 2: CURRENT SITUATION OF HRM AND JOB PERFORMANCE IN IBST - MINISTRY OF CONSTRUCTION

2.1 Overview of Construction Science and Technology Institute — Ministry of Construction

2.1.1 History and Development of the organization

Full name: Vietnam Institute for Building Science and Technology (IBST)

Address: 81 Tran Cung, Nghia Tan Ward, Cau Giay district, Hanoi, Vietnam

Tek: 84.24.37544196 — Fax: 84.24.38361197

Website: www ibst.vn

Vietnam Institute for Building Science and Technology (IBST) operates with the

model of non-business units under the Ministry of Construction, Hanoi, Vietnam

The Institute is a leading research and consulting Institute, which carries the state management duties for Construction Industry

Historically, IBST was first founded on 18" November, 1963 with the original

name of Institute of Testing construction materials and was originally under the

management of Ministry of Architecture In 1974, the Institute was renamed into

Institute of Science and Technology for Basic Construction This year also saw the

shift of the Institute from being managed by Ministry of Architecture to being

managed by Ministry of Construction In 1988, after the merge with another

institute under the State Committee for Basic Construction, the Institute was

restructured and given the present name of Institute for Building Science and

Technology (IBST) The Institute was governed and funded by the State Committee until 23 May 2007 when Ministry of Construction issued the Decision

No.789/QD-BXD to approve the Project of transforming IBST into a self-funding organization Since 2007, IBST has been operating as an autonomous scientific and

technological institute but still under the orientation of State Government (Decree

No.115/2005/ND-CP of Prime Minister)

2.1.2, Functions of the organization

ABST under Ministry of Construction, Vietnam is a leading research and consulting

institute and is responsible for the following functions and duties:

- Researching, developing, preparing codes and construction standards:

- Managing several National construction projects;

- Consulting:

Conduchng reports on investment project, soil tvestigalion,

environment assessment, benchmark systems;

Conducting surveys for construction design; surveys for geodetic

assessment; surveys [or cnvironmental impact assessment;

— Conducting cost estimation, designs, bidding, project management, site-

supervision, quality inspection of materials and structures

- Selling up lender documents and evaluating bidding documcuts,

- Carrying out new construction, restructure and maintenance of ancient

historical monuments and buildings;

- Instructing and awarding PhD programs on technological and laboratorial degrees

- Providing training courses on laboratorial duties, project quality-

supervisors, valuation professional training, various specilie technological

areas, construction standards and other specifications;

- Inspecting the quality of materials, products to be used for other

construction works, construction displacement, piles; soils, structures and structural components;

- Supervising construction and equipment, installation;

- Cooperating with other national and international organizations on specific assigned functions and tasks

TRST is certified as @ scientific and technological organizalion with enterprise code

0100408233 on 23" March, 2015 and as a registered business organization in science and technology No A-735 according to Decision No 980/QD-BXD on 9"

OcIcher, 2013

30

2.1.3 Structure of the organization

IBST has the following structure

DEPART OF ame ®STitec ‘rma ree ret Ea mm

- IBS has 1 general director and currently 3 deputy general directors;

- General Director (GD) is the head of IBST and has the responsibility for the overall functions and activities wilh Ministry of Construction and with Vietnamese government Besides, GD is also responsible for managing human resource management activities, settling financial issues for the

institution The distinctive characteristic of public scclor organization in

Vietnam in general and in IBST specifically is that GD is also responsible for

HR planning process In other words, he is in charge of planning, selecting,

31

recruiting and also discharging functions of IBSI’s employees ‘This trait may have a significant impact on the motivation as well as the performance

of TBST’s employees

- Depuly General Dieelors have the responsibility to assist GD in general management or in specific tasks assigned for each Deputy GD

Currently, Deputy GD represents GD when he is absent from TRST

- The selection, reselection, dismiss, alteration, reward or punishment

of GD and Deputy GD are managed by Ministry of Construction

(2) 3 Departments:

- Department of Personnel & Administration

- Department of Planning and Technical management

- Department of Finance & Accounting

(3) 4 Institutes and 8 Centers (as shown in Figure)

(4) 2 Committees:

- Committes of Science

- Institutional committee for Academic appointments

2.1.4, Achievements of the organization

TRST has been awarded with various state awards

- The honor award of “Iero labor in innovation period” (1995-2004)

- Independence medals: Third class medal in 1998, secand class medal

in 2003 and first class medal im 2008

- Labor medals: Third class medal in 1978, second class medal in 1985 ancl first class medal in 1993

- Numerous cmulation flags trom Vietnamese goyemment, from

General Confederation of Vietnamese Labor, from Ministry of Construction,

trom Union of Vietnamese Construction Labor:

- Numerous merit award from Prime Minister, from Ministry of Public

Security, and from Vietnam General Confederation of Labor

ional building codes have been published:

32