Một số giải pháp về chiến lược quản trị nguồn nhân lực nhằm khuyến khích và tạo động lực cho người lao động tại công ty VIGLACERA tiên sơn

LUẬN VĂN THẠC SĨMột số giải pháp về chiến lược Quản trị nguồn nhân lực nhằm khuyến khích và tạo động lực cho người lao động tại công ty VIGLACERA Tiên Sơn THESIS MBA SOLUTIONS IN HUMAN R

LUẬN VĂN THẠC SĨ

Một số giải pháp về chiến lược Quản trị nguồn nhân lực nhằm khuyến khích và tạo động lực cho người lao động tại công ty VIGLACERA Tiên

Sơn THESIS MBA

SOLUTIONS IN HUMAN RESOURCE MANAGEMENT STRATEGY

TO ENCOURAGE AND MOTIVATE WORKERS AT VIGLACERA

TIEN SON JOINT STOCK COMPANY

TABLE OF CONTENT ACKNOWLEDGEMENT 1

LIST OF TABLES 2

LIST OF CHARTS 2

CHAPTER I: THEORETIC BACKGROUND 6

1.1 Definitions of strategy and strategic administration 61.1.1 Strategy 6

1.1.2 Strategic administration 6

1.1.3 Strategies system of a firm 6

1.1.4 Strategy planning process 7

1.1.5 Tools to support strategy planning 7

1.2 Definitions of human resource management and worker motivation 81.2.1 Human resource management8

1.2.2 Worker motivation 8

1.3 Motivation theories based on satisfaction of need 81.3.1 Maslow hierarchy of needs 9

1.3.2 Two factor theory of Herzberg 11

1.3.3 Need theory of Atkinson and McClelland 12

CHAPTER 2: ACTUAL SITUATION ON BUSINESS ACTIVITY OF VIGLACERA TIEN SON JOINT STOCK COMPANY AND ANALYSIS OF HUMAN RESOURCE

2.1 Introduction of Tien Son Viglacera Joint Stock Company 152.1.1 General information 15

2.1.2 Summary of foundation and development process 16

2.1.3 Management structure of the company 17

2.1.4 Personnel structure 18

2.2 Actual situation on business activity of Viglacera Tien Son Joint Stock

Company 18

2.2.2 Consumption market 19

2.2.3 Distribution system 19

2.2.4 Technology 20

2.2.5 Business result of the company in three recent years 21

2.3 Business strategies of Viglacera Tien Son Joint Stock Company 222.3.1 The main business strategies 22

2.3.2 Specific functional strategies 22

2.4 Analysis of human resource management at the firm based on two factor model

of Herzberg 242.4.1 Hygiene factors 24

3.2.4 Solution deploying examination and evaluation 45

3.3 Conclusion and suggestion 46

3.3.1 Conclusion 463.3.2 Limitation of research 463.3.3 Suggestion to research direction in the future 46

QUESTIONNAIRE CARD APPENDIX 49

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ACKNOWLEDGEMENT

LIST OF DIAGRAMS

Diagram 1.1: Strategy planning process of a firm 7

Diagram 1.2: Satisfying need model 9

Diagram 1.3: Need pyramic model 10

Diagram 2.1: Management structure 17

LIST OF TABLES

Table 1.1: Two factor model of Herberg 11

Table 1.2: Summary of theories and solutions 13

Table 2.1: Personnel structure 18

Table 2.2: Revenue structure 19

Table 2.3: Business result of the company in three recent years 21

Table 3.1: Reality of worker encouragement and motivation analysis at the

Table 3.2: Solutions to better worker encouragement and motivation task 40 Table 3.3: Solution deployment plan 45

LIST OF CHARTS

Chart 2.1: Assess satisfaction to salary factor 26

Chart 2.2: Assess satisfaction to bonus regime 28

Chart 2.3: Assess satisfaction to allowance factor 29

Chart 2.4: Assess satisfaction to working condition regime 30

Chart 2.5: Assess satisfaction to colleague relationship factor 32

Chart 2.6: Assess satisfaction to supervision and control factors 34

Chart 2.7: Assess satisfaction to motivation factors 37

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1 Rationale

Along with nowadays globalization and information boom, economic organizationsare facing big opportunity to develop and shine Besides, they have to face difficultfrom every direction and fierce competition on every aspect How does firm exist,develop and complete its ambition? The answer is that, first, the firm needs togather and uphold its resources to gain competitive advantage on basis of corecapacity One of these important resources is human resource Above all, corporategovernance means human resources management It is absolutely important to useworkforce effectively to raise labour productivity, decrease cost and increaseeffectiveness of organization

One of things mattering most to managers is how to make staffs to work consciously, enthusiastically and create more and more value added fororganization and community Nowadays, there is a trend of investing into Vietnamestablished by foreign firms which have big financial potential and strongmanaging experience, causing phenomenon called “brain drain” What are solutionsfor that? What must be done to employ and keep good staffs; encourage theircontribution?

self-Awareness of the significance of giving answers to above questions made ourgroup select topic “Solutions in human resource management strategy to encourageand motivate workers at Viglacera Tien Son Joint Stock Company”

3 Scope of research

Research focuses on analyzing factors related to human resource management inorder to encourage and motivate employee at Viglacera Tien Son Joint StockCompany Research period includes present period and some periods in 2006,

2007, 2008 and the first 9 months of 2009 when data were recorded

4 Research methods

4.1 Data collecting methods

4.1.1 Data collecting through statistical figures

Used to collect initial data, including statistical figures about the company,organization model, the amount of workers, achievements in business activities;information of salary, bonus, social allowances, working conditions, responsibilitylimit, attraction of job, acknowledgment and promotion chance in the company togain general view of matters related to research topic

4.1.2 Data collecting through questionnaire table

Relied on data need to be collected, questionnaire table are made to perform thetargets of research through relevant questions The process is to choose 100workers randomly at different positions in the firm, after then, to interview andsolve collected data with Excel program Data collection method throughquestionaire table is a quite difficult method taking a lot of time

4.1.3 Data collecting through collecting ideas of experts

When examining regulations and policies of the company, evaluation isimplemented through collecting ideas of experts

4.2 Data analyzing methods

To complete this research, we applied strategic administration knowledge, twofactor theories of Frederick Herzberg and analysed real situation involved inemployee encouragement and motivation in Viglacera Tien Son Joint StockCompany These data collecting methods allow our group to study the companygenerally, find strong points and weak points of the company, and assesssatisfaction of workers through two factor model of Herzberg After that, the groupcan give reasonable solutions to human resource administration in order toencourage and motivate workers effectively

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5 Structure of project report

Chapter I: Theoretical background

This chapter synthetises theoretical background related to strategic management ingeneral and human resource management, in particular, collect theories involved inworker encouragement and motivation

Chapter II: Actual situation on business activity of Viglacera Tien Son Joint Stock Company and analysis of human resource management at the firm

This chapter focuses on analyzing real business situation of Viglacera Tien SonJoint Stock Company That is management structure, product and service,market of the firm After that, analyze human resource management of the firmthrough two factor model of Frederick Herzberg that includes hygiene factors such

as working regime, salary…and motivation factors such as responsibility for,attraction of job…

Chapter III: Solutions to encourage and motivate employee at Viglacera Joint Stock Company

In this chapter, our group draws a summary of employee encouragement andmotivation analysis through SWOT matrix Base on that, gives solutions to betteremployee encouragement and motivation at Viglacera Tien Son Joint StockCompany

CHAPTER I : THEORETIC BACKGROUND

1.1 Definitions of strategy and strategic administration (1)

1.1.1 Strategy

Strategy is long - term development orientation of an organization to gaincompetitive advantage through forming its resources in changeable environment tomeet the need of market and satisfy the expectation of partners related

1.1.2 Strategic administration

Strategic administration is a set of administrative decisions and activities to definelong – term performance of a firm Strategic administration includes continuousactivities such as examining internal as well as external environment; planningstrategies; implementing strategies, assessing and controlling them

1.1.3 Strategy system of a firm

1.1.3.1 Functional level strategies

They are strategies orienting to improve effectiveness in basic activities within range of a firm such as production, marketing, material management, research and development (R&D) and human resource management

1.1.3.2 Business level strategies

They are the total of commitments and actions to gain competitive advantage by

exploiting core capacities of firm in itself, market and specific products.

1.1.3.3 Corporate level strategies

It means to define what firm must do to gain competitive advantage through

choosing, managing a group of different and competitive business activities in

some of industries and markets.

1.1.3.4 Global strategies

They are strategies through which firm sells its products or services outside its

domestic market.

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1.1.4 Strategy planning process (3)

Diagram 1.1: Strategy planning process

1.1.5 Tools to support strategy planning

SWOT matrix is a useful method which generalizes and sums up results of internal

as well as external analysis External analysis is to find opportunity and threat thefirm has to face from outside environment Internal analysis is to find strength andweakness inside an organization (1)

Strategic function and target of a firm (a)

Choose strategies (c)

Internal analysis (S, W)

(b) Business environment analysis (O, T) (b)

Corporate level strategies (d)

Business level and functional level

strategies (e)

Deploy strategy implement (f)

Examine and assess implementing result

(g)

Feedback

1.2 Definitions of human resource management and worker motivation

1.2.1 Human resource management

Human resource management is strategic and coherent approach to managinghuman resource of an organization It means to employ people, develop theirabilities, utilize, maintain and compensate their services in line with the job andorganizational requirement

1.2.2 Worker motivation (2)

1.2.2.1 Definition

Motivation is a psychological process being result of purposeful and orientedimpact In progress of corporate governance, motivation is firm’s oriented impact inaim of encouraging staffs to develop their achievement and helping them finish jobeffectively

1.2.2.2 Driving force

Driving force is contribution to and throwing himself in job of a man In somecases, when urged, a man can contribute whole of his strength and intelligence tojob

1.2.2.3 Satisfaction

Satisfaction is expression of a man when completing job

Therefore, driving force is an unclear matter and difficult to define by experimentalresearch In contrast, satisfaction is easy to recognize by experimental research.Staffs only have driving force when they are given motivation

1.3 Motivation theories based on satisfaction of need (2)

Theories express that employee encouragement and motivation must start fromdesire to satisfy need which is being lack in human life Sense of lack creates anuncomfortable stage and in order to fill it up, some activities have to be done tomeet the need

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Diagram 1.2: Need satisfying model

1.3.1 Maslow hierarchy of needs

Theory of Maslow focuses on individual According to Abraham Maslow, eachperson has a set of diversified needs sorted into 5 ascending important levels,including: physiological needs; security needs; love and belonging needs; esteemneeds; and self-actualisation needs Needs of Maslow are controlled by 4 natures:

 Needs sorted lower have to be satisfied first

 The most striking need in a specific moment will be the largest motivation to complete objectives

 When a need is satisfied, it is no longer a motivative factor; a different need will grow to replace it Thus, people always try to satisfy some need every moment

 System of needs is much diversified There are always a few different needs having impact on behavior of men every moment It is necessary to define and create chance to satisfy striking needs in the best ways, in order to motivate

Diagram 1.3: Need pyramic model

 Physiological needs: needs for eating, drinking, working, sleeping, resting,accommodation … They are the most basic needs sorted at the lowest rank inMaslow hierarchy of needs They need to be satisfied first

 Security needs: needs for security of body and stability in life as well asavoiding hurts, threats and diseases After material needs, these needs at higherlevel must be satisfied Many people express their security needs through desire for

a stable job, good health allowance, not being unemployed and receiving pensionwhen retirement…

 Love and belonging needs: needs for friendship, couple love, relatives andfamily affection, needs for integration into society They are sorted above materialneeds and security needs, equivalent to the third level in Maslow hierarchy ofneeds

 Esteem needs: needs for self-respect, sense of success and recognition of otherpeople In order to meet the need, men find a lot of ways to succeed; promote andgain prestige, status to affirm their own capacity and value

 Self-actualisation needs: needs for development, self-upholding of personalpotentiality They are sorted at the highest rank in Maslow hierarchy of needs Men

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Security needLove and belongingEsteem need

Actualization

Physiological needs

who already reaching these needs can master themselves and have ability to controlothers Owning initiative, high self-awareness and ability to solve problem aresome their strengths.

Maslow doesn’t consider his need system as a fixed, inflexible order applying for everyone He reckoned that, at a specific moment in each person life, urgent needs grow and men are urged to find a way to satisfy them Intensity of a specific need depends on level at that it and lower needs are satisfied Thus, model of Maslow is

a dynamic and inconstant improving process Besides, material needs are the most basic needs having to be met first

1.3.2 Two-factor-theory of Herzberg

Frederick Herzberg considers worker motivation from job aspect, studiesrelationship between satisfaction in job and working ability Herzberg demandsones asked to describe positive and negative feelings they experienced in job Herecognizes that appearance of each specific characteristic such as responsibilityfactor may increase satisfaction in job, if lacking these factors dissatisaction will beraised In contrast, if lacking some characteristic such as instability of job may alsocreate dissatisfaction However, this does not mean that job having high securitylevel is the cause of satisfaction From result of this research, Herzberg concludesthat both two kinds of states that workers experience make up satisfaction anddissatisfaction in job So, his model is called as two factor model Factorsconnected to positive feelings are called as motivation factors and factors connected

to negative feelings are called as hygiene factors

Table 1.1: Two–factor-model of Herberg

 Motivation factors

Causes of satisfaction in job

- Attraction of job in itself

- Personal responsibility

- Recognition of others

- Potentiality and promotion chance

 Hygiene factors Causes of dissatisfaction in job

- Working conditions

- Managing regulations and policies ofcompany

- Relationship with colleagues

- Salary and social allowances

 Motivation factors: factors inside job, creating interest and satisfaction, includechallenge and attraction of job in itself, personal responsibility, recognition ofothers, promotion and potentiality of job When they appear in a job together theywill motivate workers at a high level, excite them to gain higher achievementunless matters causing dissatisfaction appear.

 Hygiene factors: factors outside job, setting up limit at that job is done, includeworking conditions, regulations and policies of company, managing quality,relationship between colleagues, salary, status, security of job Herzberg shows thatalthough maintaining outside job factors in a positive state is necessary forreasonable satisfaction of job, their presence do not increase satisfaction level in jobabsolutely

Application of two factor model into management is very important However,managers must apply both two factor groups comprehensively

1.3.3 Need theory of Atkinson and McClelland

Atkinson and MeClelland state that everyone has needs for success, power and integration

People having need for success like situations at moderate risk level because in thatcircumstance, they can be aware of their own contribution clearly

People having high need for power like situations in which they can gain andmaintain control over facilities, tools to impact others

People having need for integration into society desire strongly upholding offriendly and close relationship with others and receiving affection of others

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Table 1.2: Summary of theories and solutions (4)

-Law of minimum wage, unemployment pension, health and

of allowances and injury benefit

if loss does not happen; support positively sociality of members in

develop creativeness among staffs.

C HAPTER 2 : ACTUAL SITUATION ON BUSINESS ACTIVITY OF

VIGLACERA TIEN SON JOINT STOCK COMPANY AND ANALYSIS OF HUMAN RESOURCE MANAGEMENT AT THE FIRM

2.1 Introduction of Tien Son Viglacera Joint Stock Company

2.1.1 General information

Name : Viglacera Tien Son Joint Stock Company

Trading name: Viglacera Tien Son Joint Stock Company

Head office:

- Tien Son industrial park, Tien Du district, Bac Ninh province

- Mobile: 0241 3839 390 Fax: 0241 3838917

Middle region branch: the branch in Đa Nang city

- Adress: 353 Đien Bien Phu, Thanh Khe district, Đa Nang city

- Mobile: 0511 3659445 Fax: 0511 3659 445

Southern branch: the branch in Ho Chi Minh City

- Address: 156 Nguyen Hong Đao, 14 precinct, Tan Binh district, Ho Chi Minhcity

- Mobile: 08 38490289 Fax: 08 38491630

Business fields

- Manufacture, sale Granite product, Ceramic and other construction materials;

- Complete and decorate civil industrial projects;

- Give advice, design, hand over construction material manufacturing technology

- Exploit and process minerals

- Offer goods transportation service by car

- Deal in construction material

- Deal in machines, equipments spare replacement parts

Charter equity: 45.000.000.000 dong (round forty five thousand billion dong)

2.1.2 Summary of foundation and development process

Found under the decision number 1866/QĐ-BXD on November, 2nd, 2001, TienSon Granite Company is a member unit of Construction Glass and Ceramic(Viglacera) Head of Companies

On July, 6th, 2003, Tien Son Granite Company merged into Thang LongEnamelled Tile Company and changed name as Thang Long - Viglacera GraniteCompany member of Construction Glass and Ceramic Head of Companies

On January, 19th, 2004, Thang Long - Viglacera Granite Company moved its headoffice from place in Phuc Thang commune, Me Linh district, Vinh Phuc province

to one in Tien Son industrial park, Tien Du district, Bac Ninh province

On November, 23rd, 2005, Thang Long - Viglacera Granite Company changed itsname again into Tien Son – Viglacera Granite Company

On January, 23rd, 2007, Tien Son – Viglacera Granite Company changed its nameagain into Viglacera Tien Son Granite Company

On October, 19th, 2007, Viglacera Tien Son Granite Company, unit ofConstruction Glass and Ceramic (Viglacera) Head of Companies changed intoViglacera Tien Son Joint Stock Company under the decision number 1309/QĐ-BXD on October, 19th, 2007 by Minister of Ministry of Construction

On November, 1st, 2007, Viglacera Tien Son Joint Stock Company officially cameout in the form of a joint stock company according to business registrationcertificate of joint stock company number 21.03.000297 issued by Bac NinhPlanning and Investment Department

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2.1.3 Management structure of the company

Diagram 2.1: Management structure

(Source: Viglacera Tien Son Joint Stock Company)

2.1.4 Personnel structure

Up to the moment of 01/10/2009, the total number of workers in the company is

529 persons, includes:

1 University and post

Table 2.1: Personnel structure

(Source: Viglacera Tien Son Joint Stock Company)

2.2 Actual situation on business activity of Viglacera Tien Son Joint Stock

Company

2.2.1 The main product and service

The main product of the company is granite This product has compressionresistance intensity double than that of ceramic tile, nearly zero absorbency level It

is formed from homogeneous materials The product is manufactured withsynchronous and modern technology supplied by Sacmi – Italia company in a lot ofkinds, colors and sizes

The product is used mainly in modern projects having high demand of aestheticismand durability such as private houses, hospitals, schools, shopping malls, officebuildings, airports, hotels

Made-to-order product has size (mm) of 400 x 400, 500 x 500, 600 x 600manufactured on Italia production line number 1 with capacity of 3,0 millionm2/year

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By putting line 2 into run in March/2009, a new product was manufactured in size

of 800 x800 Strong points of this product line are large size, diversified model,international quality with nearly zero absorbency level; super-shine, anti dust stick,anti abrasion surface This product line is suitable to high-class, luxurious, largeprojects

2.2.2 Consumption market

Product of the company is consumed all over the country and exported In domesticmarket, distribution of product is carried out through nationwide system of agents

In foreign market, the company distributes through big trade organizations

Table 2.2: Revenue structure

Market

Revenue(million dong) Density (%)

Revenue(million dong) Density (%)

In foreign market such as Taiwan, Turkey, France, and Japan , the company

2.2.4 Technology

Presently, the company has 2 production lines, line 1 which was invested in 2001,

is a automatic, modern line supplied by SACMI company (Italia) with designcapacity of 3 million m2/year; manufacture product in size of 300mmx300mm Inrecent years, because of consumer passion for tile product in big size, the companyhas invested, raised manufacturing capacity, made products in diversified size suchas: 500mmx500mm, 600mmx600mm

To meet the demand of market, in the beginning of 2009 the company hasexpanded manufacturing for the second period with capacity of 1,5 millionm2/year, focused on products having big size from 600 x 600, 800 x 800 to 1000 x

1000 Especially, squeezer of the company able to work with the maximum amount

of 6.200 ton, supplied by Sacmi-Italia, is the largest squeezer in area and all overthe world, allows squeezing product having big size of 1.200 x 1.200 Strategy ofthe company when expanding production for the second period concentrates ongrinded and polished product, which using nano technology; having super-shine,anti dust stick surface, nearly zero absorbency level, big size, European quality It ismostly exported or used in domestic, high-class projects With constant attempt, in5/2009, from this line the company launched the first product batch in big size of

800 x 800 into market and a memorandum of understanding was signed withTaiwanese partner for 11,2 billion dong order in 2009 for this product With thiscontract, the company is considered as the first domestic manufacturer in northernregion successful in manufacturing granite in big size of 800x800

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2.2.5 Business result of the company in three recent years

Table 2.3: Business result of the company in three recent years

months of 2009Production output

Product quality: Product in A1 quality occupies 85% of output, the rest 15% ofoutput belong to product of A2 quality

Profit in the first 9 months of 2009: in spite of the world economy crisis, thecompany makes profit of 11.055 million dong on charter capital of 45.000 milliondong, a quite high ratio in this industry This achievement is the result of orientingconsumer to grinded and polished product in big size, which having great value andbeing advantage of the company Workers’ income is relatively stable

2.3 Business strategies of Viglacera Tien Son Joint Stock Company

2.3.1 The main business strategies

2.3.1.1 Product differentiation strategy

One of the main business strategies the firm pursues from 2010 to 2015 is productdifferentiation strategy Viglacera Tien Son Joint Stock Company is presently theonly domestic manufacturer of Granite product in big size of 800 x 800 In the past,all of Granite product in this size must be imported This kind of product,manufactured by Viglacera Tien Son Company, satisfies absolutely internationalstandards with nearly zero absorbency level; super-shine, anti dust stick, antiabrasion surface In the recent future, the firm will put on test manufacturingGranite product in big size of 1000 x 1000 and 1200 x 1200, building Tien SonGranite brand as a famous strong and innovative brand in domestic as well asforeign market The firm only manufactures high - class granite product, in top ofstyle to meet higher and higher need of domestic as well as foreign consumer,under motto “manufacture product to export and replace imported product”

2.3.1.2 Cost leadership strategy

Cost leadership strategy is support and supplement of product differentiationstrategy Now, the firm is the only manufacturer of Granite product in big size of

800 x 800 up to, but in the future, this advantage may disappear when othercompetitors change their technology, manufacture product in big size to catch upwith the firm Therefore, from the beginning, Viglacera Tien Son Company appliedcost leadership strategy for strategic products of the firm, with aim of preventingcompetitors from joining this market segment, protecting competitive advantage.Price of this kind of product is lower than imported products in order to replaceimported products The firm applied standardized process minimizing failure rate;reduced financial cost unnecessary; reduced transportation cost throughsynchronous distribution system from seller to buyer

2.3.2 Specific functional strategies

2.3.2.1 Quality

Define quality as vital factor of the company, product made must meet internationalstandards as well as the demand of high class projects in the future

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The firm applies quite strict quality measurement standards; all of products mustmeet fixed perfect under international standards Quality measurement isimplemented at all of phases of production process.

Constantly renovate technology, implement in depth invest as well as maintainhiring foreign experts at major positions important to product quality and laborproductivity

2.3.2.2 Market

Maintain system of distributor domestic as well as foreign stably and firmly asbefore Find high class projects needing to use kinds of high class product ofViglacera Tien Son Joint Stock Company directly With the flourishing of large andluxurious construction projects as office buildings presently, the need of big sizeand high – class Granite product is very great The company will focus ondeveloping and enlarging this market segment In condition, the firm alsoconcentrates on import activity, widening foreign market share, raising prestige ofthe firm on international market The target is steadily raising export revenue up to

30 - 35% of the total of revenue Production is equal to consumption

2.3.2.3 Finance

Restructure financial resource; steadily increase owner equity proportion up to 30%

of the total of equity

Decrease financial cost unnecessary; enhance effectiveness of floating capital asdecreasing inventory, increasing product distribution system through associatingclose to distributor, building information and product consumption data exchangebetween manufacturer and distributor

Moreover, decrease debt receivable through applying for selling product andreceiving money at the same time policy

2.4 Analysis of human resource management at the firm based on two-factor- model of Herzberg

- Holiday: staffs are given leave days under state regulation Leave days are 12days/year, applying for official staffs working for 12 months or over Leave days ofstaffs working officially less than 12 months are calculated based on working timeratio Besides, with every five working years, 1 leave day is added

Sick, pregnancy regime: under state regulation

 Working condition

The company always tries to create good conditions for staffs to work such as supplying with sufficient equipments Besides, labor safety principle is always obeyed strictly

 Employing and training policy

- Employing: because present competition in market of granite is quite severe,building a stable workforce having high skill will make strong advantage for thecompany to develop So, the company always cares about recruiting high skilledand qualified staffs In production division, the company uses available workforce

at local with advantage of salary cost and convenience if there is unexpectedpersonnel demand

- Training: the company focuses on training on the job to improve professionalknowledge and manage staffs, especially workers in production division andmechanical electrical division Moreover, the company also co-oporates withvocational schools to train and improve workers’ skills

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The company also cares about improving managing skills and specializedknowledge of key leaders Now, there are 5 managers taking course of master ofbusiness administration.

The group asked for advice of 3 experts in personnel administration Theyconfirmed that above regime and policies obey current state regulation and bringworkers satisfaction

However, to meet the demand of export intensifying strategy, market research andsales groups must be equipped with cultural and linguistic knowledge (foreignlanguage) The company has not yet concerned about this matter, and if this statestill exists, it will create resistance in deploying strategy” exporting is drivingforce” of the company

2.4.1.2 Salary, bonus and social allowances

According to report of administrative department:

-Current average income of workers is at 3,266 million dong/person/month Thehighest income belongs to managing director at 25.000.000 dong/person/month andthe lowest income belongs to minor job staff at 1.700.000 dong /person /month.-Annual growth speed of salary is more than 10%

-Rational and clear salary paying policy encourages growth of working capacity,quality and effectiveness Salary paying is calculated based on sales revenue (6,5 %

of revenue) Managing staffs are paid depending on their job status and coefficient

is adjusted based on working result, conformable to regulations and qualification.Sales staffs are paid based on sales revenue and directly manufacturing workers arepaid based on product price unit