Human resources development (HRD) practices in bac thang long and nam thang long industrial parks bases for a comprehensive HRD program for industrial parks in viet nam

iii This is to certify that the research work / dissertation entitled :"Human Resource Development HRD Practices in BacThang Long and Nam Thang Long Industrial Parks: Bases for Compreh

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PARKS: BASES FOR A COMPREHENSIVE HRD

PROGRAM FOR INDUSTRIAL PARKS IN VIETNAM

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A DISSERTATION Presented to the Faculty of the Graduate School Southern Luzon State University, Lucban, Quezon, Philippines

in Collaboration with Thai Nguyen University, Socialist Republic of Vietnam

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iii

This is to certify that the research work / dissertation entitled :"Human

Resource Development (HRD) Practices in BacThang Long and Nam Thang

Long Industrial Parks: Bases for Comprehensive HRD Program for Industrial

Parks in Vietnam”, orally defended/ presented under the DBA Program jointly

offered by Southern Luzon State University of the Republic of the Philippines

and Thai Nguyen University of the Socialist Republic of Vietnam, embodies

the result of original and scholarly work carried out by the undersigned

This dissertation does not contain words or ideas taken from published

sources or written works by other persons which have been accepted as basis

for the award of any degree from other higher education institutions, except

where proper referencing and acknowledgment were made

Researcher/Candidate

Date Orally Defended:October 7 th 2013

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In grateful recognition and sincerest thanks for the encouragement, guidance and unselfish sharing of their knowledge, time, effort and skills, and for the untiring motivation that leads to the completion of this study, the researcher acknowledges the following:

DR CECILIA N GASCON, Ph D., President of the Southern Luzon

State University in the Republic of the Philippines, for her untiring effort and belief that this collaboration is possible, thus, enabling us to pursue the DBA degree;

DR NGUYEN THANH HAI, Vice Director of the International Training

Center, Thai Nguyen University of the Socialist Republic of Vietnam ,who was always available to help the researcher to complete his study;

DR CONRADO L ABRAHAM,for his selfless guidance and

assistance in helping her to stay on the right track;

ITC staff, for providing the necessary research materials;

Managers and Employees of BacThang Long and Nam Thang Long Parks,hisrespondents, for their patience and cooperation in answering

the questionnaire and for other data given;

My friends, for the love and support in one way or the other;

And to all who have contributed to make this study a success

Pham Hai Hung

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I dedicate this dissertation to my parents, who have always supported me

withtheir continual love, and prayers; to my all relatives,

who have given words of encouragement ;

andto my wife, for her love, moral support,

and understanding

PHH

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TITLE PAGE ……… i

APPROVAL SHEET ……… ii

CERTIFICATE OF ORIGINALITY ……… iii

ACKNOWLEDGEMENT ……… iv

DEDICATION ……… v

TABLE OF CONTENTS ……… vi

LIST OF TABLES ……… vii

LIST OF FIGURES ……… ix

ABSTRACT ……… x

CHAPTER I INTRODUCTION ……… 1

Background of the Study ……… 2

Objectives of the Study ……… 3

Significance of the Study ……… 4

Scope and Limitations of the Study ……… 4

Definition of Terms ……… 5

II REVIEW OF LITERATURE ……… 7

Conceptual Framework ……….… 18

III METHODOLOGY Locale of the Study ……… 20

Research Design ……… 20

Data Collection Method ……… 20

Population, Sample and Sampling Technique ………… 21

Research Instrument ……… 21

Data Gathering Procedure ……… 22

Statistical Treatment ……… …….…… 23

IV RESULTS AND DISCUSSIONS ……… 24

vii

RECOMMENDATIONS

Summaryof Findings ……… 52

Conclusions ……… 54

Recommendations ……… 55

REFERENCES ……… ……… 57

APPENDICES ……… 59

Questionnaire ……… 60

CURRICULUM VITAE ……… 66

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4.1 Trainees of Training Program ……… 33

4.2 Training Needs ……… 36

4.3 Training Methods ……… 38

4.4 Training Time ……… 39

4.5 Training Content for Managers ……… 42

4.6 Training Budget ……… 44

4.7 Criteria of Training Evaluation……… 46

4.8 Sample of Job Description ……… 48

4.9 Sample of Evaluation Test ……… 50

4.10 Summary of Comprehensive Training Program for Industrial Parks in Vietnam ……… 51

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2.1 The Needs Assessment Process ……… 10

2.2 Training Practices in BacThang Long and Nam Thang Long Industrial Parks: Bases for a Comprehensive Training Program for Industrial Parks in Vietnam……… 19

4.1 Gender Structure of Management Group ……… 24

4.2 Age Range of Management Group ……… 25

4.3 Education Levels of Management Group ……… 25

4.4 Gender Structures of Employees ……… 26

4.5 Age Structure of Employees ……… 27

4.6 Education Levels of Employees ……… 27

4.7 Purpose of Training Program in Vietnamese Companies … 29

4.8 Purpose of Training Program in Foreign Companies ……… 29

4.9 Trainees of Training program in Vietnamese Companies … 31

4.10 Trainees of Training Program in Foreign Companies ……… 31

4.11 Training Needs Assessment in Vietnamese Companies …… 34

4.12 Training Needs Assessment in Foreign Companies ……… 34

4.13 Training Methods in Foreign Companies ……… 37

4.14 Training Methods in Vietnamese Companies ……… 37

4.15 Training Content for Employees in Foreign Companies …… 40

4.16 Training Content for Employees in Vietnam Companies …… 40

4.17 Effectiveness of Training in Vietnam Companies ……… 45

4.18 Effectiveness of Training in Foreign Companies ……… 45

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Title of Research : HUMAN RESOURCE DEVELOPMENT (HRD)

PRACTICES IN BAC THANG LONG AND NAM THANG LONG INDUSTRIAL PARKS: BASES FOR A COMPREHENSIVE HRD PROGRAM FOR INDUSTRIAL PARKS IN VIETNAM

Researcher : PHAM HAI HUNG (JO)

Degree Conferred : DOCTOR OF BUSINESS ADMINISTRATION

Name and Address

of Institution

: Southern Luzon State University Lucban, Quezon, Philippines and Thai Nguyen University, Socialist Republic of Vietnam

Adviser : Dr Conrado L Abraham

Year Written : 2013

Training as a theory is an activity for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement

BacThang Long and Nam Thang Long industrial parksaretwolarge industrialZonesin Hanoiwherehundred ofcompaniesare operating.The companies have achievedgreat successes in their business so far However,the companies are alsofacingchallengesrelated tohuman resources

For that reason the study:"Human Resource Development (HRD) Practices

in BacThang Long and Nam Thang Long Industrial Parks: Bases for a

Comprehensive HRD Program for Industrial Parks in Vietnam” was

conducted

The study aimed to identify aspects of the real situation of training practices in BacThang Long and Nam Thang Long industrial Parks The study

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both industrial Parks in terms of: Age, Gender, Educational level, Position; (2) What are the human resource development practices of the foreign companies and Vietnam companies in terms of Training;(3) Which of the training practices were perceived to be acceptable and common among the respondents; (4) What kind of comprehensive training program can be developed as bases for implementing training practices in industrial parks

The researcher came up with the following conclusions:The respondents belong to the young generation, which are mostly male and have

a high level of education Some also holds managerial positions based on their academic qualification ; When it comes to trainees, there is a big difference between Vietnamese and foreign companies In choosing trainees for training, foreign companies pay much attention to employees who produce products directly and decide on quality of products and productivity Conversely, Vietnamese companies pay much less attention to workers but pay more attention to managers; Intraining methods, on – the job training and coaching are the training methods that both Vietnamese and foreign companies most frequently Training programs include on the job training, coaching and self –study The researcher recommended the following: The human resource department in each company, where all areas of human resource management including training can be implemented may build aprogram based on recruitment and selection, job design, compensation and performance appraisal; Training budget must be regulated and allocated in by cooperating with other departments; The organization, especially the HR department must identify the employees to be trained for competence on their

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for advancement; Most companies in industrial parks applied job-related training methods, which are inexpensive; Training content for managers is one of the most widely offered and important forms of training; and Evaluation

of training and development is needed

Chapter I INTRODUCTION

To developan economy that requirescapital, science and technology, natural resources andmanpower and togrow rapidly and sustainably, it should

be basedon threebasic elements: applynew technologies, developmoderninfrastructureandimprove the quality ofhuman resources

The socio-economicdevelopmentdepends onmany factors, and conditions,butmostremainlargelydependent onhuman factors Comparedwithotherresources, the human resource is more dominant Therefore, more than any otherresources, human resource always occupies playthe leadingroleinthe socio-economicdevelopment of the country,

industrialization,modernizationandinternational economicintegration

The exploitationand utilizationof human resourceeffectivelyisan extremely importantissue, human resourceshould promote the diversity andabundance ofEasterncultural traditionssuch ashospitality, talent,intellect, and science However,important potentials have not beenexploitedfully,properly andmayhave notbeen used effectively

Today,when the worldenters theintellectualeconomy, the problem of talentisa critical issue Talented peopleare even more importantthan ever.Tobecome aleader in thedevelopment, it must advanced human resource,Therefore, countries shouldactivelyplan, create sources, trainandretrainhuman resourcestodevelop mosteffectively

Vietnam is in the modernization and industrialization process Thus, many industrial zones and export processing zones have been established

and attracted millions of employees working inside that promote the country’s economic growth However, the industrial zones are facing some difficulties because enterprises still do not have a qualified comprehensive training program, so the quality of human resource is low Therefore, ifthey would betrainedtheseresourceswill create a strong impacton growth andeconomic developmentof the country

In a strong competitive environment, many companies have paid attention to training and human resource development because it is the basis for existence and development Training can provide skilled staff for the company to accomplish tasks given and also increase productivity Moreover, along with advancement in technique, technology requires company to train a team of highly-skilled and creative staff to handle complex problems Also, in market economy, companies compete by using knowledgeable, highly skilled and creative human resource in their production That makes human resource development in companies increased rapidly as of today

Background of Study

BacThang Long and Nam Thang Long Industrial Parks are located in Hanoi City They have gained a lot of successes but also cope with the challenge of human resource

Before conducting the research, the researcher had in-depth interviews with some managers and workers on the training practices in their companies

in Bac Thang Long and Nam Thang Long Industrial Parks The researcher realized that companies had paid attention to TRAINING but companies are

facing some problems of human resource such as: lack of highly technical and skilled employees, and unstable workforce.Therefore, an effective training program is a necessary need as observed

From the above reasons, the researcher chose the topic

"TrainingPractices in Bac Thang Long and Nam Thang Long Industrial

Parks: Bases for a Comprehensive TrainingProgram for Industrial Parks

in Vietnam”

Objectives of the Study

The research expected to provide better understandings of human resource development activities, and different problems concerning the current situation oftraining in Bac Thang Long and Nam Thang Long industrial Parks where nearly 100 companies are operating

Specifically, it sought to answer the following questions:

1 What is the profile of respondents in different companies in terms of: 1.1 Age;

4 What training program can be developed as bases of implementingtraining practices in an industrial park?

Significance of the Study

The outcome of the study will be significant to the following:

Managers of the Companies operating in Bac Thang Long and Nam Thang Long industrial Parks.The research is very significant to their

managers because it provides important information to manage

effectively.Also, through analysis of the real situation of human resource

development, a comprehensive training program can be developed for

industrial parks in Vietnam

Researcher.This study will help the researcher to understand the

current situation of human resource development in the industrial zones in general and in Bac Thang Long and Nam Thang Long industrial Parks in

particular In addition to this, it will help the researcher to improve his skill in

doing scientific study This is also an opportunity to apply DBA knowledge into

practice

Future Researchers This is also a significant reference resource for

future researchers

Scope and Limitations of the Study

The research was carried out in Bac Thang Long andNam Thang Long industrial Parks focusing on current situation of training practices of companies Survey was limited to companies in Bac Thang Long and Nam Thang Long Industrial Park in Hanoi with 377 respondents (managers, workers, and engineers)

Definition of Terms

For a clear understanding of the terms used in the study, the following are operationally and conceptually defined:

Evaluation of Trainingis the process of obtaining information or data on the

effectiveness of training program conducted and assessing the value of training in the light of that information Evaluation involves controlling and correcting the training program

Human Resources is a term used to describe individuals who make up the

workforce of an organization as a result of theteaching of vocational or practical skills and knowledge related to specific useful competencies Training has specific goals of improving one’s capability, capacity, productivity and performance

Human Resource Development is also called “training and development” It

is a part of HRM that specifically deals with training and development

of employees Human resource development includes training an individual after he/she is hired, providing opportunities to learn new skills, knowledge, and abilities

Trainingis the acquisition of knowledge, skills and competencies

Training Needs Assessmentis an ongoing process of gathering data to

determine what training needs exist so training can be developed to help the organization accomplish its objectives Conducting needs assessment is fundamental to the success of a training program

Training Practicesrefer to organizational activities practiced at training

ensuring the fulfillment of organizational goals

Training Program is a series of activities to determine training purpose,

trainees, training content, training time, training method, training budget and training evaluation

Chapter II REVIEWOFLITERATURE

This chapter provides sufficient theory of Human resource practice that has significant effect on the conduct of the study Finally a conceptual framework established to aid the conduct of this research work

Training

Training plays an important role in developing the skills of workers in organizations in order to improve productivity and international competitiveness It focuses on the improvement of the knowledge, skills and abilities of employees in the organization (Nadler and Nadler)

Further, training is the systematic process of altering the behavior of employees in a direction that will achieve organizational goals, or in this study

of Yara, Naddler definedtraining as an activity concerned with a person’s futurejob Thus, it is an activity which enable employee to acquire new knowledge, new skills to perform effectively

However, they are different from their focus, scope, time frame and purpose (Nguyen Van Diem, Nguyen Ngoc Quan, 2004) Training typically focuses on providing employees with specific skills or helping them to correct deficiencies in their performance Development is concerned with the future of the organization and the individual in directions, which are not as clearly definable Training is expense; education and development are an investment

Nowadays, training is moving from a primary focus on teaching employees specific skills to a broader focus on creating and sharing knowledge

Traditionally, training was viewed as a means to teach employees specific skills and behaviors This role of training will continue into the future This view of training suggests that business conditions are predictable, they can be controlled by the company, and the company can control and predict the knowledge and skills that employees will need in the future

For the time being, as the competitive challenges indicate that unpredictability in the external environment in which companies operate is likely to continue This means that because problems can not be predicted in advance, training needs to be delivered on an as-needed basis to help employees dealt with specific business problems as they occur

Many companies believe that to gain a competitive advantage, the key

is to develop intellectual capital Intellectual capital includes cognitive knowledge (know what), advanced skills (know how), system understanding and creativity (know why) and self-motivated creativity (care why) Traditionally, training departments have focused their resources on cognitive and advanced skills But the real value of training may be in having employees understand the manufacturing or service process and the interrelationships between department and divisions as well as motivating them to be innovative and deliver high quality and services

Training process consists of three stages: needs assessment, conduct training and trainingevaluation

Training needs assessment

Training needs assessment refers to activities that determine if training

is necessary or not Results of training assessment are to find out who need training, what contents provided and frequency of training

There are three levels of needs assessment: organizational analysis, task analysis and individual analysis (Miller and Osinski, 2002)

First, organizational analysis looks at the effectiveness of the organization and determines where training is needed and under what conditions it will be conducted The organizational analysis should identify: environmental impacts,state of the economy and the impact on operating costs,changing work force demographics and the need to address cultural or language barriers, changing technology and automation, political trends such

as sexual harassment and workplace violence, organizational goals (how effective is the organization in meetings its goals), resources available (money, facilities; materials on hand and current, available expertise within the organization),climate and support for training (top management support, employee willingness to participate, and responsibility for outcomes) The information needed to conduct an organizational analysis can be obtained from a variety of sources including: Organizational goals and objectives; mission statements, strategic plans,staffing inventory, succession planning, long and short term staffing needs;skills inventory: both currently available and short and long term needs, organizational climate indices: labor/management relationships, grievances, turnover rates, absenteeism, suggestions, productivity, accidents, short term sickness, observations of employee behavior, attitude surveys, and customer complaints; analysis of

efficiency indices: costs of labor, costs of materials, quality of products, equipment utilization, production rates, costs of distribution, waste, down time, late deliveries, repairs; changes in equipment, technology or automation; annual report, plans for reorganization or job restructurin;audit exceptions and reward systems; planning systems; delegation and control systems; and employee’ attitudes and satisfaction

Next, task analysis provides data about a job or a group of jobs and the knowledge, skills, attitudes and abilities needed to achieve optimum performance There are a variety of sources for collecting data for a task analysis: job description;performance standards; observe the job/sample the work; perform the job; job inventory questionnaire; review literature about the job;ask questions about the job; and analysis of operating problems

Figure 2.1: The Needs Assessment Process

Finally, individual analysis analyzes how well the individual employee is doing the job and determines which employees need training.Sources of information available for an individual analysis include: performance evaluation; performance problems; observation; work samples;interviews; questionnaires;and attitude surveys

Noe (1999) indicated the causes and outcomes resulting from needs assessment

Coaching: Coachingis an activitytakes place betweenapersonwithaperson, can be incorporatedin the workor outsidethe workplace.Itis the waytoapply the knowledgeand skillsjust learnedtosituations, circumstances, through that processto getresultsof the developmentofindividualcapacity.Fournies defined coaching as a face-to-face

discussion between a manager and a subordinate to get the subordinate to stop performing an undesirable behavior Similarly, Kinlaw defines coaching

as a “mutual conversation between a manager and an employee that follows

a predictable process and leads to superior performance, commitment to sustained improvement, and positive relationship DeSimone and Harris define coaching as a process used to encourage employee to accept responsibility for their performance, enable them to achieve and sustain superior performance, and treat them as partners in working toward organizational goals

The benefits of coaching is that the individual will be able to improve their work performance and skill set by receiving one-on-one training to develop career prospects

On the job training (OJT): This is a trainingfor employees at the workplace while he or she is doing the actual job Usually a professional trainer (or sometimes an experienced employee) serves as the course instructor usinghands-ontraining often supported by formal classroom training (business dictionary) OJT can be useful for training newly hired employee within a department or work unit, orienting transferred or promoted method employees to their new job

The advantage of On-the-job training is that it is often cost-effective for

a business because no outside teachers or programs are needed, and the training is typically conducted as part of the actual work shifts There is no need for the new worker to travel for the training, which could require paying for transportation No extra equipment is needed either, as the new worker learns by using the tools that he or she will be using for the job

By training in the workplace, a new employee also has the chance to get to know the people and the environment earlier He or she often gets a chance to interact closely with new co-workers and get practical advice about doing the job Many times, the person who will be doing the training and evaluation is the new worker's supervisor or manager, so this also establishes job expectations from the very beginning The feedback during on-the-job training is also immediate, so the new employee may experience faster growth in the job than he would in other types of training situations

Unfortunately, one major drawback of OJT is that it can be time consuming; at least one experienced employee, coach, or supervisor has to take time out of his or her regular job to conduct the training This can be challenging, especially if there are work deadlines that must be met on top of the person's training duties In addition, structured training requires additional

time for both planning and evaluation

It can also be difficult to find the right person to conduct on-the-job training The person doing the training must have the knowledge and skills with the same equipment the learner will be using, or he or she may not be able to teach effectively If the trainer is too experienced, however, he or she may forget to explain important steps or use technical words that the trainee doesn't understand Care must also be given not to pass on sloppy work habits or unintentionally teach irrelevant or inefficient work methods to the new worker

Job rotation: Job rotation is the training method that is usually used for training managerial and technical employees Movement from one position to another with the goal of gathering working experiences in organization and

from those experiences gathered the manager/ technique employee have capability to perform the higher responsible position in the future Job rotation

is implemented in three ways:

First: Move a manager to another position in another department of organization with similar functions, tasks and power

Second: Move an employee trained to a similar specializing section Last: Move an employee trained to a new position outside his/her major trained

This method is flexible, it reduces the boring feelings, inspires employee in working and trainee has opportunities to gain precious new knowledge, experiences in different positions The weakness of job rotation is employees usually start a new job with new things, new fellow workers, so that one needs time to get familiar and always feels temporary

Lecture: Lecture involves the trainer communicating through spoken words what she wants the trainees to learn The communication of learned capabilities is primarily one-way – from the trainer to the audience

Some of the main features of lecture method are: Inability to identify and correct misunderstandings; Less expensive; Can reach large number of people at once; Knowledge building exercise; and Less effective because lectures require long periods of trainee inactivity

Audiovisual techniques: This is the method that uses overheads, video, slide for presentation This method has been used for improving: Communication skills; Interviewing skills; Customer-service skills;and Illustrating how procedures should be followed

Such method inspires trainees, however, if the lecture and information are not carefully designed and chosen it easily makes trainees to get confused

Simulations: Simulations often involve a trained group practicing making decisions for a real-life situation This type of instruction requires trainers to explain possible situations and new hires to study those situations and think about what they would do and why Management and trainers can then go over their decisions and explain why or why not they were correct Trainees can discuss the situations in groups, which can help them get to know each other, or they can work alone Simulations help trainees envision possible situations and help them to better understand their position and procedures

Case studies: A case study is a description about how employees or an organization dealt with a difficult situation Trainees are required to analyze and critique the actions taken, indicating the appropriate actions and suggesting what might have been done differently (Noe)

Computer-aided instruction: in many cases, training is carried out through computer assistance by lecture designed and uploaded on computer’s software then trainees just follow the instruction of that

Nowadays, this method has been applied widely in the world, the advantages of this method are: trainee doesn’t need trainer; trainee can easily research actual situation with low cost Moreover, it is flexible time, diverse learning content for trainee to choose in accordance with trainee’s need But this method requires high cost to hire experts to design the training content (Le Thanh Ha, 2011)

Greenidge,etal’s “A Comparative Study of Recruitment and Training Practices between Small and Large Businesses in an emerging Market Economy: The Case of Barbadossought to determine differences between recruitment processes and methods and training practices used in small and large businesses in the retailing, manufacturing, and tourism sectors in an emerging economy

Another study conducted was“The Training Practices of Oriented Leaders (Longenecker)which showed that in many organizations training professionals and human resource leaders are under increasing pressure to use training to improve organizational performance, and yet, front-line managers are often passive or even indifferent on the issue of properly training their workers This paper also discussed the key practices of high performance business leaders and how they use effective training practices to achieve superior results

Results-In support of the above claim “Training Practices of Multinational Companies in Asia (Zheng and Hyland)explored a range of training practices adopted by multinational companies (MNCs) operating in Asia It investigated the level of training expenditure, the nature of training programs offered and the concerns about training in MNCs

This was followed by “The Value of Human Resource Development to

an Organization: Providing Technical Assistance to Small Manufacturing Companies (Byrne) which identified enablers and barriers that encourage or

discourage the provision of holistic technical assistance services to small manufacturers The researcher was able to identify four constructs, their inter-relationships, and their respective contributions to the tendency to achieve a high performance workplace The constructs have an interdependent relationship with one another; which the researcher identified as the Connectivity Circle Each construct contributes and one may overshadow another in either a positive or negative fashion The finding that the constructs combine in a synergistic manner to create an aggregate tendency towards high performance is significant The intervention model can facilitate effective comprehensive service delivery that will result in high performance work practices

Aside from this, “The Model of Human Resource Development System’s Evaluation(Kumpikaite and Sakalas)presented the model of human resource development system evaluation Authors suggested an evaluation model of human resource development based on qualitative criteria selected from scientific literature analysis and empirical research The model included comparison of formal human resource development system

data and employees’ approach to this system according to organization‘s position for human resource development; identification of development needs and awards in accordance with deserts; the functions of human development system and human resource development works and evaluation

Also, Statistics of Singapore Institute ofHuman ResourceManagement (2006) cited thattheinvestment intraining and development for human resourcesisbetween 4%- 8% ofenterprises’wage fund This is thelevel of investmentonlyforwork-based trainingcourses

Finally, the study“Human Resources Training and Development Plan at Petro Vietnam Construction Joint Stock Corporation for the years 2012 – 2016’’ analyzed the reality on training and development at PVC in the aspect

of recruitment, training, assessing the needs for training at PVC Then, recommended solutions for training course for PVC with specific training topics and methods of training with supporting solutions

The second frame, which is the process, indicates the data gathering, evaluation through questionnaire checklist and analysis and interpretation of data

The third frame, which is the output, indicates the determined perception of the employees on the human resource development in Bac Thang Long and Nam Thang Long industrial Parks

Figure 2.2.Training Practices in Bac Thang Long and Nam Thang Long

Industrial Parks: Bases for a Comprehensive Training Program for Industrial Parks in Vietnam

Chapter III METHODOLOGY

This chapter presents the research design and the methodology of the study It includes research design, locale of the research, data collection method used in the research, sampling method, procedure for conducting the survey and data treatment

Locale of the Study

The research is carried out in companies in BacThang Long and Nam Thang Long industrial Parks located in Hanoi City

Research Design

The study is primarily built on the basis of descriptive method, applying top-down approach, using quantitative and qualitative analytical tools to determine perceptions of the respondents in Bac Thang Long and Nam Thang Long industrial Parks

According to Manuel and Medel, descriptive method involves the description, analysis and interpretation of the present nature composition or process phenomena The focus is on prevailing conditions, on how a person,

a group, a thing behaves in the present

Data Collection Method

In order to do this research, the researcher used the descriptive method to get the data which included the following:

Primary data was collected by sending questionnaires to 377 respondents (directors, vice directors, engineers, specialists, technicians,

workers, office staff) working in 6companies (3Japanese companies and 3 Vietnamese companies) in Bac Thang LongandNam Thang Long industrial Parks – Hanoi City

Then,the researcher interviewed the specialists of personnel Departments, managers of companies regarding the HMD practices in Bac Thang Long and Nam Thang Long industrial Parks

Population, Sample and Sampling Technique

The researcher used the formula of Slovin (Sevilla, et al/, 1998) to calculate the real quantity of respondents: n = N / (1 + Ne2) with e = 0.05 as margin for error and 95% realibility

Then, the researcher chose 3foreign companies in Bac Thang Longindustrial Park and 3 Vietnamesecompanies in Nam Thang Long industrial Park with6039 people including 186 managers and 5853 employees

Applying the Slovin’s formula to get the number of representatives, a total of 377 people were taken as respondents

The managers were directors, vice directors, unit heads, vice heads of units;whereas, the employees were workers, engineers, specialists, technicians, office staffcurrently working in 6 companies in Bac Thang Long and Nam Thang Long industrial Parks

Research Instrument

The survey questionnaires were the main instrument used to gather data

To meet the research objectivess, the questionnaire was designed into two sections:Section A: it was designed to get the information as: Age,gender, education level, occupation and Section B: it was designed to get the information used for the research Percentage rate were used to analyze the data and evaluation In order to determine the evaluation level and opinions of the respondents, the researcher followed the Likert’s scale of 1 to 5, which is presented below:

Data Gathering Procedure

In the actual conduct of the research, the researcher followed the

following procedures:

Questionnaire – checklist was designed as the main data gathering instrument of the research The researcher sought the advice and guidance of his adviser and some experts while in the process of designing and

developing the questionnaire checklist

Then, the researcher solicited approval of the managers of 6 companies in Bac Thang Long and Nam Thang Long industrial Parks to allow him to conduct the study among their employees The researcher also

conducted unstructured interviews during the actual distribution and collection

Chapter IV RESULTS AND DISCUSSIONS

This chapter presents the analysis and interpretation of data gathered from the survey

Profile of Respondents

Profiles of Management Group

In order to support the purpose of the research, directors, vice-directors and unit heads, vice-heads are considered management group The surveys showed very positive results about this group in the aspects of gender, age, education level

Figure 4.1 Gender Structure of Management Group

In terms of gender, as seen from the pie chart, there are 25 out of 40 male respondents accounting for 62% of the total respondents and the female is15 out of 40 respondents accounting (38%) It is easy to understand that surveyed companies’ fields are mechanics and metallurgy industry, electronic and telecommunication, electricity, thus, it attracted males more than females

25, male, 62%

15, f emale,38%

Figure 4.2: Age Range of Management Group

In terms of age, the above chart indicated that the age of 30 to 40 is the highest with57% (23 out of 40 respondents), the next range of age is under 30 with 18% (7 out of 40 respondents), the third age range is from 41 to

50 (6 respondents) accounting for 15% and the lowest age range is 51 to 60 that accounts for 10% As seen from the chart the biggest age range of this group is from 30 to 40,wholack experience

Figure 4.3 Education Levels of Management Group

5 10

In terms of education, this is the most positive result from this group In fact, 34 out of 40 respondents got Bachelor degrees accounting for 85% This

is because one of the requirements for management position is to have Bachelor’s degree.There are 6 respondents who had a master’s degree accounting for 15% and no one has doctoratedegree yet

In conclusion, the management group has a strong background in education and in the favorable conditions for training and development

Profiles of Employees

The employees are the main and direct workforce deciding product’s quality and productivity, training and development for employees is very important The analysis for employees is done in the aspects of gender, age and education

Figure 4.4 Gender Structures of Employees

In terms of gender, 181 out of 330 respondents are male accounting for 55% of the total respondents, while the females are 149 out of 330 respondents( 45%) The female ratio is slightly smaller than that of the male The female group is mainly working in the field of electricity and electronics

181, 55%

149, 45%

Male Female

and there are more male employees working in the fields of Mechanics metallurgy

Figure 4.5 Age Structure of Employees

As seen from the above pie chart, majority of employees are from 30 and below which is 201 out of 330 respondents (61%) The second place belongs to the age range of 31 to 40 with 62 out of 330 respondents that accounts for 19% Right after is the age range from 41 to 50 with 43 respondents accounting for 13%, the lowest number is the age range from 51

to 60 with 7% From that, young employees in companies requiretraining

Figure 4.6.Education Levels of Employees