Developing the job specifications for managers in Commercial Group Vietnam Airlines

At this moment, the technical group o f Vietnam Airlines has had job specification but other group o f the V ietnam Airlines has not yet... With that purpose, the project will build the

V IETN A M N A TIO N A L UNIV ER SITY HANOI SCHOOL OF BUSINESS

NGUYEN THI HA DONG

DEVELOPING THE JOB SPECIFICATIONS FOR MANAGERS IN COMMERCIAL GROUP,

VIETNAM AIRLINES

M ajor: Business Adm inistration

C ode:

MASTER OF BUSINESS ADMINISTRATION THESIS

SUPERVISOR: NGUYEN NGOC ANH

HANOI 2004

FO R EW O R D

O rganizations today face many challenges in management o f their human resources

C hallenges are from organizational structure, market o f business, human resource, finance, technology, and all o f them can make the business build to last or exist Betw een these elem ents, the hum an resource is one o f the m ost important one

H um an resource m anagement involves the skills, ability, know ledge, behaviors, perform ance, For each posistion in the organization need the diffirence requirem ents and at diffirence level The managers has the duties to evaluate and direct the way for employees That m anager has get enough ability and knowledge

in m anaging other people in the organization To get that target, the standardization

is neccessav condition to ensure high performance and developing correct rew arding system and developm ent program To enhence perform ance o f the

em ployees, that employee has to prepare herself certain knowledge, understanding about job and enthusiam On the organization, they need has the program for

know lw dge, sk ills, and the last purpose, the organization will last longer and

m ore develop With that targets, this thesis is made to solve some problem s likethis I, myseif, feel so happy if this project can become true and made theorganization well develop The human resource is more and more important in any organization and especially with Vietnam Airline, the service corporation, the human resource management is much more important and lead to the success o f the business

W ith that purpose, I hope that this paper will be useful in real and become :he direction for directors in m anaging their human resouce

DEVELOPING THE JOB SPECIFICATIONS FOR MANAGERS IN

COMMERCIAL GROUP, VIETNAM AIRLINES

CHAPTER 1

INTRODUCTION OF THE THESIS

A t present, m any V ietnam businesses consider training is one o f the m ost important activity to get the short-term and long-term objectives in the globalization market and changeable environm ent Investment activity for training o f Vietnam businesses has increased rapidly H ow ever the problem is that a master training program which geared tow ard the corporation long- term objectives is not yet well develop and the content o f training is not developed from the employees’ need This situation lead to the result o f the training activities are always so low and the training does not meet real the dem and o f business

W ith the target to becom e a leading airline in the region, Vietnam A irlines set the target to increase grow th speed and develop in some next few years To get that target, V ietnam A irlines is im plementing many program such as open the new airlines, increase their fleet and enhance the management activities In order to do that, Vietnam Airlines need to be continuously improved and one o f the solutions is training

Improve training means that m anaging training activities o f Vietnam A irlines has to achieve change to the standardization and systemization Training effectiveness will

be improved when it close to the business objectives and support for developm ent o f

em ployees To m ake training to be standardization and systemization, it is necessary

to create many m ethods but the first method is to build up specification training At this moment, the technical group o f Vietnam Airlines has had job specification but other group o f the V ietnam Airlines has not yet the D irector o f Vietnam Airline want

\ ” uven Fhi Ha Dong F in a l T h e s is A i i m D d 0 [

to build up the trainmg system for all groups and consider it as the handbook for employees With that purpose, the project will build the job specification for the com m ercial group as the first unit after that the job specification o f other groups will

be in work and when it finishes, it is really the useful tool for managers in managing the employees o f the organization

by H arvey2 (1991), this section w ill define the terms used throughout time.

First, job characteristics can be analyzed at three main levels, the elem ent, the task, and the duty (C ascio, 1998) An elem ent is the smallest unit o f analysis, describing a

highly specific action carried out for a highly specific purpose (e.g., pressing keys

on a typew riter to mark letters on a piece o f paper) Com prised o f more than one element, a task is a more general activity performed for a more general purpose (e.g., typing a letter) The broadest job characteristic is a duty, which com prises any number o f tasks collectively carried out for a general purpose (e.g., communicating with the public)

Second, w orker characteristics describe the knowledge, skills, abilities, and other characteristics (K SA O s) that employees must possess to perform a jo b ’s elements, tasks, and duties

Interrater Agreement of Incumbent Job Specification Importance Measurement

Steven R Burnkrant

Professional researchers in Human Resource

In this context, k n o w led g e is having the necessary information to perform o ne’s job (e.g., fluency in English) and a skill is the competence to perform a learned activity (e.g., typing) A b ilities and other characteristics describe unobservable worker characteristics, such as intelligence (in the case o f ability) and personality traits (in the case o f other characteristics) that may be correlated w ith the KSs required by a

jo b and the ability to successfully carry out the relevant elements, tasks, and duties Third, workers m ay be classified by their position, job, occupation, and occupational family A position describes the work o f an individual employee A

jo b is a group o f sim ilar positions within a single organization The same or similar

jo b s across multiple organizations are collectively referred to as an occupation At the highest level, an occupational family refers to groups o f similar occupations (e.g., clerical, professional) In the Federal government, workers are classified according to occupational series, where each series refers to sim ilar jobs in different agencies Within series, workers are classified by grade, a classification that corresponds to the level o f responsibility, job complexity, and other characteristics

o f a position in a series, as well as by step, a sub-classification o f grade primarily determ ined, in practice, by organizational tenure rather than any work requirements

or responsibilities The private sector equivalents o f grades and steps are usually more fluid and less rigidly defined, as are the accompanying compensation systems Finally, given jo b and w orker characteristics on the one hand, and jobs and occupations on the other, one can distinguish among job analyses, job specifications, occupational analyses, and occupational specifications Following Harvey (1991; see also Harvey & Wilson, 2000) job analysis is “the collection o f data describing (a) observable (or otherwise verifiable) job behaviors performed by

w orkers, including both what is accomplished as well as what technologies are

em ployed to accom plish the end result and (b) verifiable characteristics o f the job environm ent with w hich workers interact, including physical, mechanical, social, and informational elem ents” (p 74, emphasis in original) By extension, an occupational analysis refers to ihe description o f observable job behaviors and

N i g u v e n Fhi H a D o n g F in a i T h e s is A t - m o a C i]

characteristics common to the jobs classified in a single occupation A job specification, on the other hand, refers to a description o f the w orker characteristics needed to perform a job successfully (i.e., the setting o fK S A O requirements) One may then define an occupational specification as a description o f worker characteristics needed to perform the requirements o f an occupation A w orker with the K SA O s identified by an occupational specification should be able to transfer with minimal difficulty to any job within that occupation.

2.1.2 Methods o f Setting KSAO Requirements

The various methods o f developing a job specification all rely on subject matter experts

(SM Es) to measure the applicability and importance o f K SA O s The SM E3s may be incumbents, supervisors, or job analysts; measurings may be made directly o r with reference to a job analysis; and measurings may be made using a questionnaire or through discussion by a panel o f SMEs With threshold traits analysis (Lopez, Kesselman, & Lopez, 1981), for example, supervisors in a group first independently and directly measure the relevance and level required o f 33 traits, and then resolve disagreem ents w ith a discussion U sing an adjective checklist approach (A m eson & Peterson, 1986, cited in Harvey, 1991), trait specifications are inferred from incum bents’ direct measurings o f the relevance o f various w orker characteristics In other cases (e.g., Hughes & Prien, 1989), a job analyst may conduct a ‘pilot" job analysis (e.g., via observation) to identify relevant tasks, behaviors, and KSAOs, and from which a standard questionnaire will be developed SM Es then measure the job tasks and KSAOs on the sam e questionnaire Those KSAOs meeting some specified cutoff are then used, for example, in a selection system To save time and money, some have advocated the use o f direct, holistic measurings o f worker requirem ents, an approach adopted by some “competency modelers" ie.g.,

‘ Small and Medium Enterprises

Shippm ann et al., 2002) and the Occupational Inform ation N etw ork (0*N et)

W hatever the m ethod, individual measurings must be aggregated to form summary scores for the jo b o r occupation

The question then becomes w hether or not the resulting jo b specification is valid

As discussed by H arvey (1991), if K Ss are set with reference to a task- o r behavior- based jo b analysis, an analyst may easily verify their necessity by matching job requirem ents w ith the skills and know ledge needed to perform them (i.e., content validation) On the other hand, when KSs are measured directly, without reference

to a job analysis, and w henever AOs are measured, validity can only be inferred Such evidence m ay come from a criterion-related validation study or from the use

o f jo b com ponent validation (e.g., M cCormick DeNisi, & Shaw, 1979) Even these

m ethods, how ever, presuppose the existence o f internally valid K SA O measurings

In other w ords, w hether SM Es m easure KSAOs directly or w ith reference to a job analysis, adequate intermeasurer agreem ent is a necessary but not sufficient precondition for the validity o f the resulting job specification

W hile not explicating how one should conduct a job specification, legislation and its accom panying case law clearly require that they be valid and job-related Title VII

o f the Civil Rights Act o f 1964 (and its extensions: the Equal Employment

O pportunity A ct o f 1972 and the Civil Rights Act o f 1991), the Equal Pay Act o f

1963, the A ge D iscrim ination in Em ployment Act o f 1967, and the American with

D isabilities A ct o f 1990 each has as its central objective the prevention o f

em ploym ent practices that deny equal opportunity to otherw ise qualified members

com prehensive and thorough job analyses form the backbone o f legally defensible personnel practices (A lbem arle Paper Co v Moody, 1975; EEOC v Atlas Paper Box Co., 1989; Griggs v Duke Power Co., 1971; Jones v N ew York City Human Resources Adm inistration 1975; Sledge v J P Stevens & Co., 1978) in Guardians Association o f the New York City Police Department v Civil S e n ice Commission

N g uv en ITii H a D ong Final Thesis R e m b a 01

of the City o f New York (1980), the court ruled as impermissible a test constructed

to measure KSAOs identified by a perusal of occupational materials (e.g., job manuals), without conducting a formal job analysis (e.g., observing worker behavior) Along the same lines, the court ruled in U.S v State o f N ew Y ork (1979, cited in Harvey, 1991) that direct m easurings o f KSAO criticality, in the absence o f

a task-based job analysis that demonstmeasures their relevance to the jo b , are not sufficient to ju stify their inclusion in an employment test (cf K esselm an & Lopez, 1979) Echoing these and other decisions (e.g., Vulcan Society v C ivil Service Commission, 1973), the court in Contreras v City o f Los Angeles (1981) ruled that KSAO requirem ents must be shown to be predictive o f important w ork behavior Importantly, the court viewed the agreement in KSAO criticality measurings as evidence that the measurings were neither skewed nor biased In other words, a KSAO should not be included in an employment test if job experts do not agree on its importance Thus, the KSAOs used in personnel practices should be linked to verifiable occupational requirements and must be clearly critical, as judged, for example, from agreem ent in measurings o f importance

Professional guidelines, viz the Uniform Guidelines on Em ployee Selection Procedures

(1978), the Standards for Educational and Psychological Testing (1985), and the Principles for the Validation and Use o f Selection Procedures (1987), generally parallel the requirements set forth by legislation and case law The G uidelines, for example, have a clear preference for minimizing the inferential leap from job content to required KSAOs, stating “ a selection procedure based upon inferences about mental processes cannot be supported solely or primarily on the basis o f content validity” (section 14C(1)) The Standards, though not specific w ith respect

to job analysis, similarly note that content validation requires a direct link between a test and job content, and that construct validation must be based on more than expert judgm ent alone

The Principles are som ew hat less strict and som ew hat more vague, as in the requirements that “scales used to evaluate tasks and [KSAOs] should have reasonable psychom etric properties” and “lack o f consensus should be noted and carefully considered” (p 5, emphasis added) The meaning and implications o f these terms are not exactly clear, although it can be inferred from the Principles’ recom m endation that construct validation be used for general K SA O s that KSAO measurings should be reliable and valid W hen multiple m easurers are used, this implies that, at a m inim um , SM Es should agree on the relevance and im portance o f the K SA O s (H arvey, 1991).

2 2 J o b a n a ly s is th e o r y

2.2.1 J o b A nalysis in general

As the Job analysis is one o f the main activities o f Human Resource M anagement That is a system atic w ay to gather and analyze information about the content and the human requirem ents o f job, and the context in which jobs are perform ed There are many definitions o f job analysis, such as

Job Analysis 4 is a process to identify and determine in detail the particular job

duties and requirem ents and the relative im portance o f these duties for a given job Job Analysis is a process w here judgem ents are m ade about data collected on a job

Job analysis 5: The process o f describing and recording m any aspects or elements

o f the job The outcom e o f jo b analysis has two components

Job description: A w ritten summary o f task requirements This is thephysical and environm ental characteristics o f the w ork to be done

Job specification: A written summary o f work requirem ents (knowledge,

skills, aptitudes, attitudes)

4 http://www.hr-guide.com/data/G022.htm

5 http://eies.njit.edu/~rotter/courses/hrm606/lecturenotes/1

Job analysis6 identified w hat the existing tasks, duties, and responsibilities o f a job

are It is usually involves collecting information on the characteristics o f a job that differentiate it from other jobs Information that can be helpful in making the distinction includes the follow ing :

- W ork activities and behaviors

- Interactions w ith others

- Machines and equipm ent used

- W orking conditions

- Supervision given and received

- Knowledge, skills and abilities needed

The job analysis provides information to develop the job description and specifications

A Job description is the identification o f the tasks, duties, and responsibilities o f thejob

Meanwhile, a Job specification is the list o f knowledge, skills, and abilities an individual needs to do the job s satisfactorily

2.2.2 Job anaysis process

6 Human resource management, eighth edition, Roberĩ L Mathis&John H Jackson

T his is the typical jo b analysis process

A Identify Jobs and review existing documentation

The first step to identify the job under review Part o f identification is to review existing documentation, such as existing job description, organization chart, previous analysis information and other industry-information resources

B Explain Process to managers and employees

A crucial step to explain the process to managers, affected em ployees and other concerned people such as union stewards Explanation should address the natural concerns and anxieties people have when someone puts their jobs under close scrutiny Items to be covered often include the purpose o f the job analysis, the step involved, the time schedule, how manager and employees w ill participate, who is doing the analysis, and to whom contact as the questions arise

C Conduct Jo b analysis using Interviews, questionnaires, observation

The next step is actual gathering the analysis information Q uestionnaires m ight be distributed, interview conducted and observation made D epending on the method

used, this p h ase often required follow up contact to rem ind managers and employees to retune questionnaires or to schedule review

D Prepare Job descriptions and specification

All job analysis inform ation must be sorted, sifted and used in drafting the description and specification for each job Usually, the drafts are prepared by member o f H um an resource departm ent Then they are sent to appropriate managers and em ployees for review Follow ing the review, all necessary changes are made, and the final description and specification are prepared

E M aintain and update Jo b descriptions and specification

W hen the jo b description and specification have been com pleted and reviewed by all appropriated individual, a system must be developed for keeping them current

O therwise, the entire process, beginning w ith job analysis m ay have to be repeated

in some years later Because organization is dynamic and evolving entities, rarely

do all jobs stay the sam e for years

2.2.3 M ethodology to develop jo b specifications6

The portion o f the job description gives the qualifications needed to perform the job satisfactorily The jo b specification typically are started as

1 K now ledge, skills, and abilities

2 Education and experience

3 Physical requirem ent o r w orking conditions

The com ponent o f the jo b specification provide information necessary to determine

w hat accom m odation m ight and m ight not be possible under com pany regulations Job specification can be developed from a variety o f information sources Obviously, the job anaysis process provides a primary starting point But any knowledge, skills and abilities included must be based on what is needed to perform

a job duty Futherm ore, a jo b specification list should reflect what is necessary for satisfactory jo b perform ance, not w hat the ideal candidate w ould have

6 Human resource management, eighth edition Robert L Mathis&John H Jackson

skills and abilities essential for satisfactory job performance Only nondiscriminatory, job related items should be included.

2.2.4 The way to write Job specification

As the Calum Robson, the Human Resource Manager, published in the August

2002, said that in order to write a Job specification need to get many information of the positions and make a comparision between them After that design the Job specification base on the requirement of the organization

The job specification is a tailored description o f the vacancy, including the responsibilities o f the postholder and goals o f the job The person specification is a profile o f the person you consider best fits the bill Preparing a detailed spec helps you to focus on exactly what skills you seek The finished document aids your HR

or personnel department or recruitment consultant in identifying candidates for you

to interview It’s also a great exercise in revaluating your departmental needs, giving you the opportunity to juggle around responsibilities am ongst your team if necessary

Job and person specifications help candidates Tliev get a better grasp of the job for which they are applying; helping to attract those who might not otherwise apply and narrowing the field by hopefully excluding those who don't fit the bill or who don’t even like the sound o f the job Many employers make the mistake o f advertising a vague-sounding job, with the intention o f seeing ‘who turns up' This invariably leads to lost time spent sifting through irrelevant applications or interviewing candidates who when confronted with the reality o f the position, discover the role

is not for them after all

The specifications you prepare will help you evaluate cvs more speedily and ruthlessly, as well as providing a list o f pertinent questions for interview

T h e jo b specification

C C j h i n i R o h s o n C o n t e n t M a n a g e r H a v s r ^ c r s o n n e i L i w i ¡ u ^ n s t 2 M i 2

Nguyen TIn :a Dong rin a i H iesis

• Who the job reports to

• The ‘job p ro cess’ from start to finish

• A ‘typical d a y ’ (if appropriate)

• Examples o f one-off projects (livens up the job)

T h e p e rso n specification

Skills & abilities:

• Abilities you expect your ideal candidate to demonstrate

• Think in terms o f technical, organisational, communicative o r creative skills

• A pply each skill required w ith the specific job tasks

Qualifications & experience:

• What specific education or course background do you require?

• What level o f experience (if any) is needed0

• Is the candidate required to have held a prior jo b o f similar description?

• Length o f experience gained - in which specific industries and departments

Character & personal qualities:

• What sort o f personality would fit in with your team?

• Use descriptive words that wouid describe the nature o f your ideal candidate

Nguven Tin : Li Dong Final T h e s is Remba 01

• Think o f traits that w ould help them com plete the job efficiently

• Character traits o f a person with a love o f the industry or a sim ilar role

Ideal qualities:

• What other qualities would you like your em ployee to display?

• Include any other areas o f the person and job that you have not included

• Think laterally in your descriptions - delve into the underlying nature o f the person and jo b

By specifying as m uch as possible your exact needs, jobseekers will know exactly

w hat the jo b entails and be able to say better if they fulfil your expectations By specifying exactly w ho it is you are looking for, you are avoiding the problems that can arise once the successful applicant has actually started work

Vague (or non-existent) descriptions can even result in an employee leaving prematurely because they have found that the job has not fulfilled their ideals or you can feel continually frustrated due to mistakes that have been made in the job because the em ployee has not known the job requirements In essence, a job for person speciication is a communicative document betw een you and your department, your H R or personnel officer and your job applicant

Current studies on Job specification of Airlines

In 2002 the V N A had received a project o f M r Nguyen Quoc Truong in Human Resource D ivision w hich build up a job specification for leaders, managers and executives in V N A Tins w as very first project which define the job specification for each position in the corporation

The research targets o f the project were all managers under the managing o f the Corporation and executives in technical and functional divisions, representatives offices, people in joinstock which under the direction o f the Corporation

NIguven Thi H a D ong Finai Thesis Aemba 01

Scale o f the project: This project would be applied in the offices o f the Corporation; units members, administration and Management Board, executive offices o f the Corporation and for the units which having contribution capital o f the Corporation This was very first research in the corporation which apply the job modification for positions This jo b specification bring good condition for human resource strategy, training, recruim ent, planning for human resource, performance assessment, salary, com m itsion, and many other benefits.

In the research, the author divided the research into 3 stages:

* Preparation stage, which include works

- R eaearch to make clear the organization, duties, input information,

p ro d u cts

- M aking the list o f works w hich the business need to do

* Inform ation collection stage

- D eterm ine jo f for ech position It is not the easy work because sometime betw een the organization, they find difficult in determine job for each position In VNA, the author has used the secondary data to do this part

- M aking servev request The managers have to organize the servey request under form o f position servey or w ork stactistics^ The questions in the servey requets are concluded : Duties and position, ability, and standard for each position Implementation process, all the requests need to design the same for positions

■ A nalysis stage

- Job analysis: Is the announcement document for name, duty, working codition, and other condition concerning to the work

- Job description: A fter having the job analysis, the manager need to deep

anaiysis work, characteristics o f job and process o f job

Preparation stage

Information collection stage

A nalysis Stage

ĐAI HOC Q U Ố C GIA HÀ NỘI

N g u y en Thi H a Đong Final Thesis Remba 01

- Job specification: The author intended to write the job specification under 4 parts as:

- T icketing and sale development executive, this man is in charged foractivities o f ticketing and for saling

- M arketing developm ent and Tour executive, this man is in charged for activities o f managing work o f marketing and tours for Vietnam Airlines

- Spacing executive, this man is in charged for activities o f spacing in the each flight

- Ticketing and sale development seniors, this man is in charged for activities

o f m anaging ticketing, pricing and sale development

NJguven Thi H a D ong F in a l T h e s is Remba 01

- M arketing developm ent and Tour senior, this man is in charged for activities

o f m anaging marketing and tour o f Vietnam Airlines

- Passenger M arketing Seniors, this man is the highest executives level in Passenger Departm ent , w hich in charged for activities o f managing all activities o f the Department After changing o f the organization, many new positions are built up, some units and divisions are new, the directors want

to develop the job specification for each position as what is he is charge o f and they are under certain division It is easier for head o f office in managing their man, and clearer verify the position o f each executives

N g uv en Thi H a D ong Final Thesis Remba 01

DEVELOPING JOB SPECIFICATIONS FOR MANAGERS IN THE

COMMERCIAL GROUP OF VIETNAM AIRLINES

3.1 R a tio n a le o f the p ro je c t

3 1 1 O bjectives o f th e project

The long term objectives o f this project is to contribute for standardization all training activities o f VNA The certain dbjectives o f the projcet is to define job description for com m ercial group o f VNA

The dem and o f the jo b description for staffs o f VNA is training content and it is based on current result, objectives, and long term program o f the corporate Specificly, for each position, we will define:

• T raining’s content and scope

• The tim e needed

• M ethodology for training

3.1.2 S c o p e o f th e project

The scope o f the project is to build up the jo b specification for som e targeted people

so it will concentrate for executives; group and unit monitors; head o f offices in the commercial group o f VNA These positions are just only for specializations o f the commercial group so for the position like the finance, adm inistration, inform atics o f the group w ill be eliminated The project w ill also work w ith the direct m anager o f each position in the group and Training group o f the corporation VNA

3.1.3 P ro ject lim itation

This is the first project which define the function o f each departm ent and person so

it can not be totally right w ith all the targets o f the VNA H owever the project will

try to overcom e all problem s rising up during the research time and give the best result to form the job specialization for commercial group o f VNA

3.2 Steps a p p lie d in the thesis

3.2.2 Organizational structure o f Vietnam Airlines

Chart 1: O rganization Chart o f VNA

N g u v e n T in H a D o n g Finai Thesis R e m b a Ü1

In the C o m m ercial G ro u p , there are 4 D ep artm en ts an d u n d e r each D epartm ent, there are som e d iffire n re n D ep artm en ts like:

In C o m m o d ity M ark etin g D epartm ent, there are 2 d iv isio n s

• C o m m o d ity M a rketin g D ivision

• P la n n in g D ivision

B ranch O ffice, th e re a re 4 O ffices

• S e llin g tic k et an d R eservation O ffice

3.2.3 Analysis o f divisional and strategic business units' objectives

in the d e v elo p m en t p rocess, the business sets up the ob jectiv es after that som e stra teg ies are g iv en to get th ese objectives The b u sin ess’s ob jectiv es and strategies are

sp ec ify in g to be th e o b jectiv es and strategies for the functional division or m em ber

b u sin ess

T ra in in g activ ities h a v e to follow the b u sin ess’s objectives and strategies A nd after

th a t th e y w ill d efin e fo r th e m an p o w er in the business w h at to train and how to train

T h e c o n ten t o f th e p ro jects is to redefine and analysis to m ake clear objectives, stra teg ies, p lan s, b u sin e ss program o f V ietn am A irlines and all m em b er units This w ill

be u sed for an aly sis jo b description and appropriated train in g dem and D efine and

a n a ly sis b u sin ess o b je ctiv es are e a rn e d out by direct interview for m anagers

3.2.4 Job description

A fter having jo b d e sc rip tio n , all requirem ents for each w ork w ill be define A ll req u irem en ts for e a c h jo b w o u ld content: K now ledge, skills and behaviors A ll

e le m e n ts w ill form ab ility o r com petency for the labor So for each position, there is

d efin e w h at is n e e d e d for one position, in order to do w ell, w h at are the know ledge,

sk ill a n d b e h av io rs a re necessary

3.2.5 Job specifications

T h e re are m an y p o sitio n s in V N A and each position have to tak e m any responsibilities,

in o rd e r to m ake this p ro ject run w ell, need to pay attention to object o f the project and the o b je ct o f the o rg an izatio n

To d efin e jo b sp e c ific a tio n , we intend to divide all m an into 3 groups like:

- H e ad o f departm ent ( branch and division)

- M o n ito r o f sm all groups, units, and representative offices

- E x ecu tiv es in th e group

A fte r d efin e the re q u irem en ts on k now ledge, attitude, and sk ills fo r each p o sitio n ,

a n o th er step is give o u t the n e ed e d train in g content b a se d on th ese re q u ire m e n tss

T ra in in g is not o n ly g iv e th e b asic know ledge for trainees, tra in in g re q u ire m e n tss are set up w ith the targets:

- G iv e o u t th e stan d ard know ledge

3.3.1 Secondary research

T he p ro ject w ill use seco n d ary inform ation like organization ch art, b u sin ess program ,

jo b d escrip tio n , do cu m en ts for policy, hum an resource m an ag em en t reg u latio n s, an d

m any o th er useful d o cu m en ts as the basic inform ation o f the project

3.3.2 In - depth Interviews

In -d ep th in terv iew s w ill b e c arried to com plim ent and m ake c le a r th e c o lle cte d

in fo rm atio n T h e ta rg e ted p e o p le in the interview are direct m a n a g e r o f p o sitio n a n d

p e o p le are k eep in g th at p o sitio n

T o o l o f interview is G u id e fo r interview , w hich is m ade by c o n su ltan ts, w ith the h o p e

o f c o lle ctin g in fo rm atio n w ill b e unique T here are m any ob jects o f th e in terview , so

th e G u id e for In terv iew n eed s to design clear for each p osition T h e n u m b er o f

in terv iew w ill define for each position

3.3.3 Questionnaires

The ta rg e t o f th is c o lle c tin g m ethod is the executives an d direct m an ag er o f that

po sitio n T h e n u m b e r o f p eo p le an sw er w ill define as position o f executive and based

on w h a t th ey do T h e re are 5 questionnaire form s, w hich are suitable w ith m any kind o f

e x ec u tiv e s in th e V N A a n d right w ith the co m p licated o f the w ork

4.1.3 Individual excellence4.1.4 Partnership

4.1.5 A nd technical functional

In o rd er to div id e the jo b specification o f V N A into 5 groups because I think that i f I

d ivide it into 3 p arts or 4 parts, it w ill not content total inform ation, w h ich need for each position F o r illustration, for d ep artm en t’ head position, in his jo b specification,

he n eed lead ersh ip building, m anagem ent skills, individual, p artn ersh ip an d technical function fo r his jo b But for m onitor o f the group, he needs som e sk ills o f m anagem ent, individual ex cellen ce, partnership and technical functional F o r each p o sitio n , I w ill pick som e skills that are the m ost needed for them , an d technical functional is

d ifferen ce for each position

For technical functional, the com m ercial group has 2 m ain activ ities like: M aking plans and p olicies for th e V N A and som e positions, they w ill apply th a t p o licies in practical For the first du ty , it is divided into three p a n s like:

^ M ak in g n ew route plans

■S P assen g er

M a r k e t p la n n in g D e p a r tm e n t, th ey are in charged o f activities like

4 1 6 M akin g plan for the route: M ark et a n aly sis, com petitive

an aly sis, p ro d u ct design, co rp o rate w ith o th e r airlines A nd

F leet/N etw o rk planning: N etw o rk p la n n in g for long-term ,

F leet for short-term , en terprise/corporate p lan n in g

4 1 7 F requency Passengers C enter: A ttra c tin g frequency

c u sto m e r and, m aking database o f the c u sto m e r an d use for sales

4 1 8 M ark et su rv ey a n d custom er relations: D eal w ith all the

co m p lain ts an d p raise o f the cu sto m er a n d m ak in g survey

ab o u t c u sto m e r’ behaviors w ith the V N A

4 1 9 A d v ertisin g an d representing fo r V N A

4 1 1 0 A n d h av ing a new spaper n am ed H eritag e and H eritage

Fashion

P a s s e n g e r D e p a r tm e n t, they are the positions that m aking plans and policies for

p a sse n g e r part T h e y are in ch arg e o f

4 1 1 1 D ev elo p in g sale o f V N A in all placed w h ic h V N A having

re la tio n s

4 1 1 2 R ev en u e m an ag em en t o f the p a sse n g er D ep artm en t, and

m aking air p rice for the w hole V N A

4 1 1 3 T ech n ical su p p o rt for the w h o le sy stem w ith th e target to

sell products o f V N A convenience

4 1 1 4 S pace control cen ter w hich m aking the re serv a tio n o f die

system run well

C o m m o d ity D e p a r tm e n t, they are in ch arg ed o f som e duties O ne o f the c h aracter o f

V N A is th at V N A has no plan w hich totally carry com m odity C o m m o d ity is take a

sm all part in the air plan P a sse n g e r is the m ost im portant and th ey g iv e a sm all p art for com m odity So fo r this p a n , it is not so com plicate It has 2 d u ties like

4.1 1 5 iM aking plan for com m odity: D e sig n for com m odity

p ro d u c ts, m aking p o licies fo r co m m odity carry

m an ag em en t

4 1 1 6 M ark etin g com m odity as finding p a rtn e r, cooperate w ith

o th ers airlines, p ricin g p o licies fo r co m m o d ity

A nd for the seco n d duty is the practical o f the policy T hat is th e duty o f the branches office They are p eo p le w ho m a k in g the policies in practical like

S Im plem en tin g sellin g activ ities

A n d this is th e Jo b sp ec ific a tio n fo r C om m ercial gro u p o f V N A

4 2 J o b s p e c if ic a t io n r e q u ir e m e n t fo r m a n a g e r g r o u p

4.2.1 Specification requirements f o r head o f the office

A fter finding, the p ro je c t has som e first resu lts W ith the p o sitio n o f h ead o f office, he need 2 kinds o f jo b specification W e divide them into tw o g ro u p s like

4.2.1.1 S p ecifica tion req uirem ents f o r specialization

For individual jo b , I give out som e sp ecificatio n s and this is the total specification req u irem en t fo r sp ecializatio n

C o n te n t.

• K n o w le d g e o f p la n n in g , ex p lo it and tran sp o rt airw ays

| • K n o w led g e o f m ark et research

• K n o w le d g e o f p ricin g , analysis cost o f airw ays

• K n o w le d g e o f serv ice sy stem o f V N A and service

reg u latio n for c u sto m e r o f the V N A

1 i

• K n o w led g e o f A T P C O /S IT A and G D S system

co n cern to p n c in g and R B D

!

system j

• K now ledge o f procedure, p o lic y o f the V N A , State

and in tern atio n al regulations

• K now ledge o f p ro m o tio n a n d m ark et

1 • K n ow ledge o f m aking an d m a n ag in g planning on

m arket, and prom otion

S • K now ledge o f tourism , to urism products, tourism

prom otion and advertising

i

j

• K now ledge o f culture o f o th e r countries

|

• K now ledge o f statistics

4 2 1.2 S p ecifica tion req u irem en ts f o r m anagem ent

• C o n su lting for G roup le ad e r in building, im plem enting all the regulations, projects, strateg ies, general p lan s o f the C om m ercial G ro u p an d C orporation

• O rg an izin g b u sin ess plan, labo r plan, plans for pu rch asin g equipm ent, labor tools and ex p en ses, and train in g and enrich know ledge p lan s yearly for the office

• Job d efin e for the lo w er level people to bring the good resu lt b ased on functions and d u ties o f the O ffices

• M an ag in g , contro lin g , ap praisal the im plim enting given p lan s a s w ell as follow

up reg u latio n s, p o licies, o f C o rp o ratio n and State

A ppraisal w o rk in g resu lt o f th e group m em bers as m onthly, q u aterly , yearly

• M aking re p o rt as reg u lated term on specialization and organization

• Suggesting praise, terminate o f group member to the heacj o f office as their level

N g u y e n Thi H a D o n g Final Thesis R em ba 01

4.2.1.3 S p é cifica tio n S k ill (S ee the appendix)

For each k in d o f p o sitio n in the g ro u p , they w ill select som e skills and put into individual jo b T h is is the to tal m an ag em en t sk ills need for head o f office:

G r o u p

c o m p e te n c y

Leadership Developing P ro v id es j o b relevant learning,

building people d evelo p m en ta l experiences, a n d

fe e d b a c k to enhance individ u a l

p e rfo rm a n c e

Vision sharing U nderstand and b u ild up the

stra te g ic vision f o r the

organization, p ro m o te a n d share

vision to o th er m em b er effectively

Strategic U nderstands the business, a n d

thinking a n ticipates a n d develops b usiness

p rio ritie s f o r fu tu r e action

N g u v e n T hi H a D o n g Final T hesis R em ba 01

Strategic leadership

C reates sh a re d p u rp o se, vision, o r

&process

U sing effectively system s a n d

p ro cess f o r m easurem ent, co n tro l

and m a n a g em en t activities

Performance management

Sets clea r goals f o r s e l f o r others;

assigns responsibility; m ea su res

p erfo rm a n ce: and seeks a n d

D evelops and m aintains

productive, effective, high m orale

team s

Hiring & Staffing Is a g o o d ju d g e o f talent, a n d

seeks out, sizes up, a n d selects the

m ost effective p e o p le

Négociation &

Conflict management

I

N egotiates o r mediates sound

\

\ agreem ents in business or

organizational situations w here

j d ifferences in interests

N g u v e n T hi H a D o n g Final T hesis R em ba 01

Organizational agility

U nderstand how to g e t things

done a n d a chieve objectives

w orking w ith others in an

o rganizational context

Change management

Q uickly recog nize a n d su ita b le

with the change; o r leading the

change, c h a n g in g p ro c e ss

m anagem ent

Decision making

M akes tim ely, practical, a n d co st

effective decisions, a n d fa c ilita te s

others in d o in g so

Individual

E xcellence

Dealing with ambiguity

Works effectively in situations

involving u n certa in ty o r lack o f

inform ation, a n d resp onds fle x ib ly

to change

Integrity and trustworthiness

B ehaves a cco rd in g to high eth ica l

business p rin cip les a n d values

-Intellectual horsepower

Is bright, intellectually sharp, a n d

P ursues w o rk with energy, d rive

and a stro n g acco m p lish m en t

orientation

N g u y e n Thi H a D o n g Final T hesis R em ba 01

development

A ctively ' seeks to u n d e rsta n d |

his/her own streng th s a n d j

w eaknesses, a n d w orks

continuously to im prove

]

j

Problem solving G athers and analyzes inform ation

a n d uses it to d evelop effective

solutions to difficult p ro b le m s o r

situation

Interpersonal Skills

D evelo p and m a in tains g o o d s

w orking relationship w ith oth ers

1I

Writes, speaks, a n d p rese n ts

inform ation effectively a n d

com m unication settings

j Creativity D evelop original ideas,

approaches, and solution to

typical, unusual, o r d iffic u lt

situation o r problem s

i

!

Conceptual thinking

J

U nderstands the relatio nships

betw een different inform ation a n d

sees the broader context U ses

existing theories a n d concep ts to

understand p ractical situations

C reates new concepts to explain

com plex information.

11I

N g u v e n T h i H a D o n g Final Thesis R em ba Ü1

P artnership

i

Cross Cultural U nderstands a n d appreciates

issues fr o m the p e rsp e ctiv e o f

other cultures a n d countries

Networking C onstructing relationships a n d

netw orks w hich are useful in

achieving objectives; m aking

effective use o f in fo rm al netw orks

to get things done.

j

Persuasiveness A ttem pting to p e rsu a d e others to

adopt a certain sta n d p o in t a n d

trying to com e to a g reem en t by

m aking use o f appropriate

argum ents a n d m ethods.

Representing Vietnam Airlines

Projects a p o sitiv e and

p rofessional im age o f Vietnam

Airlines in a ll contacts

I

Customer focus C ustom er w ishes a n d needs a n d

acting accordingly; anticipating

custom er needs; g iv in g high

p rio rity to service a n d custom er

satisfaction.

Ị

4.2.1 A S o m e illu stra tio n o f jo b specification f o r D ivision head

There are m any p o sitio n s and departm ents in the G roup, but in the field o f this thesis, but the au th o r w ill p ick o n e position in each division

illustration I

N g u y e n T hi H a D o n g Final Thesis R em ba 01

Division. Marketing Commodity

1 Job analysis

1.1 Specialization

• L e a d in g in b u ild in g u p th e com m odity sellin g n e tw o rk o f V N A and general

m a n ag e m e n t all activ ities co n cerning to m ark etin g a n d sellin g com m odity

p ro d u cts o f V N A

• B u ild in g up the sellin g policy for com m odity o f V N A

• L ead ing in n eg o ciatin g in com m ercial w ith o th er p artn ers, negociating

co n tra ct in pricin g , co m m o d ity tran sp o rtatio n and p o s t contracts, and

c o lle ctin g goods co n tracts

• M an ag in g , follow u p the m arket an d activ ities o f c o m m o d ity agents, general agents; an aly zin g m a rk e t changes for giv in g out p ro p o sals

• B u ild in g u p and m a n ag e m e n t transport p ricin g as o th e r co n d itio n s

• C o rp o rate w ith co m m o d ity reservation cen te r in tra n sp o rt m anaging and

o p tim iz in g revenue

• A llo catin g pro m o tio n bu dgets, co o p erate w ith others reg io n al offices, branch offices to create p ro m o tio n program s an d tactics ad v ertisin g

• L ead in g in g en erat an d detail sellin g plans for each m ark et G enerating and

a n aly zin g , fo llo w in g an d evaluating sellin g plan

• A nd d o som e o th ers duties given b y the leader o f P lanning-M arketing

C o m m o d ity D ep artm en t

1.2 Specifications requirements for management

NIguv e n T hi H a D o n g Final Thesis Remba 01

• C o n su ltin g for G ro u p lead er in building, im plem en tin g all the regulations,

p ro jects, strateg ies, general plans o f the C om m ercial G ro u p and C orporation

• O rg an izin g b u sin ess plan, labor pian, plans for p u rch asin g equipm ent, labor tools and ex p en ses, and training and en n ch k n o w led g e plans yearly for the office

• Job d efin e for th e lo w er level people to bring the g o o d re su lt b ased on functions

an d d u ties o f the O ffices

• M an ag in g , co n trolin g , appraisal the im plim enting g iven p lan s as w ell as follow

up reg u latio n s, p o licies, o f C orporation and State

• A p p raisal w ork in g resu lt o f the group m em bers as m onthly, quaterly, yearly

• M aking rep o rt as regulated term on specialization and organization

• S u g g estin g p raise, term in ate o f group m em ber to the head o f office as their level

• L ead ing in b u ild in g , appraisal to issue or com plim ent sp ecializatio n ’s p rocess and reg u latio n in the group

• C o lle ctin g train ing dem an d , cooporate w ith head o f o ffice to im plim ent training dem an d

• G e n era tin g reports o f group m em ber and report d irect to C u stom er M arketing

• K n ow led g e o f M ark etin g m anagem ent

K now ledge o f com m ercial policies o f

V ietnam A irlin es and o th er airlines

X

J

•

'

K n o w led g e o f co m m o d ity transportation

and co m m ercial fo rw arding in A irlines

X

•

N g u v e n Thi H a D o n g Final Thesis Remba 01