LV Thạc sỹ_Improving the process of job analysis in HAIHACO

"IMPROVING THE PROCESS OF JOB ANALYSIS IN HAIHA CONFECTIONERY JOINT-STOCK COMPANY HAIHACO"... TABLE OF FIGURESFigure 1: The turnover of HAIHACO change from 2010-2012 Figure 2a: Chart of

"IMPROVING THE PROCESS OF JOB ANALYSIS IN HAIHA CONFECTIONERY JOINT-STOCK COMPANY HAIHACO"

During my report period, apart from my own attempt to conduct a good thesis, I havereceived great assistance and whole-heartedly enthusiastic support from a pool ofpeople to come up with the topic, expand the ideas to produce this final report

First and foremost, I would like to show my deep down from the heart thanks to thedirect supervisor and the lecturers in the Faculty of Foreign Language, NationalEconomics University Experienced from the subject of EAP English Writing alongwith the knowledge gained from the lectures of the faculty curriculum, I have hadmany advantages in the process of wrting a standard thesis

Sequent, I also want to particularly send my true thanks and gratitude to my directsupervisor, Mrs … from the Faculty of Human Management Resources for the greatcriticism and constructive suggestions to my thesis from an initial idea to a finalcompleted product

Next, I would like to express my sincerity of thank to the supervisor and other staff inHai Ha Confectionery Joint-Stock Company (HAIHACO) for the great help insupporting me with thesis orientation, information collecting and supporting and theenthusiasm in response to my interview They have shared the point of view on mytopic and help me significantly in my activities as an intern Without this precious help,

I cannot neither finish this report nor complete the tasks assigned in he company in theperiod of internship

Last but not least, contributing in the completion of this report with mental supportsand motivation was my family and friends, who always stay by my side and encourage

me to the target Thank you very much again

TABLE OF FIGURES

Figure 1: The turnover of HAIHACO change from 2010-2012

Figure 2a: Chart of organizational structure of HAIHACO

Figure 2b: The chart of main job titles in organizational structure of HAIHACO Figure 3: Chart of organizational structure in the Department of Organization and Administration in HAIHACO

Figure 4: The process of manufacturing hard candy in HAIHACO

Figure 5: : The process of manufacturing soft candy in HAIHACO

Figure 6: The process of manufacturing soft candy in HAIHACO

Figure 7: The labor structure of HAIHACO ( 2009- 2011))

Figure 7a: The labor structure according to labor nature (2009-2011)

Figure 7b : The labor structure according to education level (2009-2011)

TABLE OF CONTENT

ACKNOWLEDGEMENT II

TABLE OF ABBREVIATION III TABLE OF FIGURES IV TABLE OF CONTENT V EXECUTIVE SUMMARY VII

INTRODUCTION 1

I NTRODUCTION OF THE RESEARCH TOPIC 1

R ATIONALE OF THE RESEARCH 1

O BJECTIVES OF THE RESEARCH 2

S COPE OF THE RESEARCH 2

M ETHODOLOGY 3

S TRUCTURE OF THE REPORT 3

CHAPTER I : LIERATURE REVIEW 4

1.1 T ERMINOLOGY 4

1.2 T HE PURPOSE OF JOB ANALYSIS 5

1.3 T HE OUTPUT DOCUMENTS OF JOB ANALYSIS 6

1.3.1 Job description 6

1.3.2 Job specification 8

1.3.3 Performance standards 9

1.4 T HE IMPORTANCE OF JOB ANALYSIS TOWARDS THE ORGANIZATION 10

1.4.1 Towards Human Resources Planning activity 11

1.4.2 Towards Recruitment and Selection activity 11

1.4.3 Towards Training and Development activity 12

1.4.4 T OWARDS P ERFORMANCE A NALYSIS ACTIVITY 12

1.4.5 T OWARDS T RAINING AND D EVELOPMENT ACTIVITY 12

1.4.6 T OWARDS C OMPENSATION M ANAGEMENT ACTIVITY 13

1.4.7 Towards Job Design and Redesign activity 13

1.5 T HE METHODS FOR COLLECTING J OB ANALYSIS INFORMATION 13

1.5.1 Observation Method 15

1.5.2 Interview Method 16

1.5.3 Questionnaire Method 16

1.6 T HE PROCESS OF JOB ANALYSIS 17

CHAPTER II: INTRODUCTION OF HAIHA CONFECTIONARY JOINT-

STOCK COMPANY (HAIHACO) 21

2.1 O VERVIEW OF H AIHA C ONFECTIONERY J OINT -S TOCK C OMPANY (HAIHACO) 21

2.2 T HE FUNCTIONS , TASKS AND ORGANIZATIONAL CHARACTERISTICS OF THE COMPANY 23

2.2.1 The functions and tasks 23

2.2.2 Organizational board of executives of the company 24

2.2.3 The functions and tasks of Departments in HAIHACO 27

2.2.4 The organizational characteristics of HAIHACO 31

-2.3 T HE CHARACTERISTICS OF LABOR FORCE IN HAIHACO 34

CHAPTER III: FINDINGS AND ANALYSIS 39

-3.1 A N OVERVIEW OF J OB ANALYSIS IN HAIHACO 39

-3.2 T HE ROLES OF JOB ANALYSIS PROCESS IN HAIHACO OR THE INFLUENCE OF JOB ANALYSIS PROCESS ON OTHER HRM ACTIVITIES IN HAIHACO 40

3.2.1 HR Planning 40

3.2.2 Recruitment and Selection 41

3.2.3 HR Training and Development 42

3.2.4 Performance appraisal 43

3.2.5 Compensation and Benefits 43

-CHAPTER IV : RECOMMENDATIONS TO IMPROVE THE PROCESS OF JOB ANALYSIS IN HAIHACO 45

-4.1 T RAINING SPECIFIED TEAM ON IMPLEMENTING THE PROCESS OF JOB ANALYSIS 45

-4.2 E NHANCING THE PERCEPTION OF SUPERVISORS AND EMPLOYEES / JOB HOLDERS 45

-4 3 I MPROVING THE PROCESS OF JOB ANALYSIS 46

4.3.1 Identifying all the job titles and job analysis purpose 46

4.3.2 Choosing the collecting information methods 47

4.3.3 Designing the form to collect information 52

-4.3.4 Processing the information to write the outout documents of job analysis - 56 4.3.5 Issuing the output documents of job analysis and revising periodically 62 CONSCLUSION 64

REFERENCES 65

-EXECUTIVE SUMMARY

The important role of HRM activity in the development of any business is apparently unarguable due to persuasive illustrations in the reality of our economy It is always supposed to be a fundamental tool for any manager in controlling his human resources, the most precious resources of an organization The first and initial step to access the field of HRM activity is job analysis, a definitely effective tool in achieving the

success of any manager

This report was conducted with the purpose of showing the limitations in HRM activity

of Hai Ha Confectionery Joint-Stock Company (HAIHACO) and from that situation coming up with hopefully helpful solutions for improving the effectiveness of this process in the company

The report is divided into four main chapters:

Chapter I : Literature review of job analysis process

This chapters aims at clarifying some basic knowledge of job analysis, of whichexplains and demonstrating basic key terms that frequently appear in the report in theprocess of job analysis such as the steps to implement Besides, the chapter also provesthe importance of job analysis in the HRM system through analyzing the purpose ofjob analysis as well as showing the strong impact of job analysis on other HRMactivities

Chapter II: Introduction of Haiha Confectionary Joint- stock company (HAIHACO)

The chapter will gives the readers an overview of Ha Confectionery Joint-StockCompany (HAIHACO) in term of foundation and business sector, along with dedicatedanalysis deeply into the organizational structure of the company which closely relates

to job analysis

Chapter III: Finding and analysis

The chapter will show the situation of job analysis implementation in HAIHACO withevaluations of HRM activities and job analysis in particular Generally, the process ofjob analysis implemented in the company is still far from expectation to a bigenterprise when there is actually no official documents on job analysis such as jobdescription of job specification The Board of Leaders even percepts the key role of jobanalysis but yet to bring the innovative mind to reality The only document discovered

to be similar to the practice of job analysis is a form named Job assignment, but still

under- standard in term of both

Chapter IV: Recommendations to improve the process of job analysis in HAIHACO

On the basis of these findings with limitations in the process of job analysis, I willgives some recommendations for better the activity, finally conducted the officialdocuments for a sample job title

Introduction of the research topic

Successful companies are those that consider their human resources as their mostimportant asset and always try their best in managing it effectively Human ResourcesManagement (HRM) is the strategic management of the employees, who individuallyand collectively contribute to the necessarily obtained objectives of the organization

In any organization there are many job titles, which theoretically range from relativelysimple to extremely complex All of these positions need to be well comprehended inthe process of hiring employees, evaluating their performance, training them amongother human resource functions To do this effectively it takes time and effort to figureout what types of duties and tasks are required for the job mentioned and that process iscalled job analysis Obviously, job analysis plays an extremely important role in anyorganizations The data obtained from a process of job analysis allows us to understandthe frequency and importance of the duties and tasks involved in the job, which aides

in the process of developing human resource and performance management tools

Rationale of the research

In former days, the businesses and enterprises operate within the subsidy of the state,but nowadays when our country has opened its economy, which makes businesses have

to stand on their feet In order to survive and grow, they must find a way for their ownbusiness They must have talented labors who are professional trained and thenefficiently competent in their job To approach these standards, companies have nochoice but to manage their labor resources so as to use them effectively At present,though Human Resources Management tools, to which the process of job analysiscontributes a huge part, the businesses has conducted research to be thoroughly capable

of utilizing these important resources The concept of "Job analysis" is not new to

Western companies and has been carried out off over last 100 years However, thereality in business environment in Vietnam shows that this activity has not receivedadequate intention and concern as it deserves In the period of internship in HaihaConfectionery Joint-Stock Company (HAIHACO), I realize that like most companies

in Vietnam, the executive board has been initially paid attention to this activity but stillfar from standard At this point, the company has not build up a well-qualified system

of Job description, Job specification or Job requirements for job holder For thisreason, improving the process of job analysis plays an extremely important role inenhancing and advancing the quality of the human resources in the company, I have

carried out the research entitled "Improving the process of job analysis in Haiha Confectionery Joint-Stock Company (HAIHACO)"

Objectives of the research

This research mainly aims at:

1 Studying about the situation of HRM, in which simultaneously focusing on thepractice of job analysis in Haiha Confectionery Joint-Stock Company (HAIHACO)

2 Analyzing the roles of job analysis and finding out the weaknesses and limitations(if any) of this activity in HAIHACO

3 Offering some appropriate suggestions and recommendations to improve the quality

of the company’s job analysis activities After that, I would like to design some jobdescription, job speculation as well as performance standards as sample, which wascarried out in the Department of Organization and Administration in the company

Scope of the research

The scope of this study is about the current problems of job analysis process in HaihaConfectionery Joint-Stock Company (HAIHACO) in general, then particularlyfocusing on writing standard job descriptions for the Department of Organization andAdministration in the company

The study will be mainly based on some research methods such as statistics,interpretation, comparison as well as using data from reality of observation, deeplyanalyzing, and crucially evaluating to consider the nature of the problem Based on thisplatform, some recommendations for overcoming the weaknesses to improve theprocess of job analysis will be proposed Here are some methods used in the report tocollect the information to design appropriate output job description:

- Primary data is collected mainly from interview and sometimes observation forobservable easy tasks An interview form is conducted to ask for information whichsequent analyzed and integrated

- Secondary data is collected from company’s documentaries, knowledge fromwebsites on Internet that I can approach Furthermore, the data of other companies’reports and experience in this area will be considered and gained from the library aswell as the Internet in order to give more accurate and objective analysis

Structure of the report

The report is set in the following structure:

Chapter I : Literature review of job analysis process

Chapter II: Introduction of Haiha Confectionary Joint- stock company (HAIHACO)

Chapter III: Finding and analysis

Chapter IV: Recommendations to improve the process of job analysis in HAIHACO

CHAPTER I : LIERATURE REVIEW

-task? Is there any difference between a position and a job? What is an occupation?

According to Human Resources Management course book (MsC.Nguyen Van Diem,

Dr Nguyen Ngoc Quan, p.44) , task is referred to “individual labor activities with the

specific purpose that each employee is required to perform It is supposed to be a duty

to be performed by someone in a given position ” For example, tasks of a office

secretary include editing texts on the computer, answering the incoming calls,preparing documentaries for the meeting

A position consists of a collection of tasks which are performed by a single individual,

for example the position of being marketing manager of a given company, a technicalworker, a salesperson in the Department of Planning and Marketing Development, ahead accountant in a private company

A job represents all the tasks performed by an individual or a group of homogeneous

tasks related by similarity or functions which are carried out by individuals Anexample given here is the same tasks implemented by the typist of the secretary unit

An occupation consists of a group of closely related jobs in term of content and

relevant at a certain level with inherent characteristics which requires the employees to

be qualified with synchronized knowledge of profession and essential experiences to

reach the performance standard For instance the occupation of finance includes jobssuch as auditor, accountant and treasurer.

The distinction between a position and a job is more concrete than that

between a job and an occupation

Back to the main topic ( Job analysis), there are various definitions for this term but inthe general, they all share the same core nature Edwin B.Flippo ( 1977, p 305) had

defined “ job analysis is the process of studying and collecting information about the

operations and responsibilities of a specific job Job analysis is usually deemed to be a personnel management task of determining what kinds and degrees of human abilities and aptitudes are required to perform the job at least at a minimal level of acceptance.” The essential information required to implement a good job analysis is

duties, responsibilities, professional skills, outcomes, and working environment of aspecific job

1.2 The purpose of job analysis

The main purpose of job analysis is providing information of the characteristics andrequirements of job to other HRM activities Thanks to the output products of jobanalysis process, the manager can have the advantages in his almost managementactivities such as recruitment and selection, performance appraisal … at present and inlong-term period In a systematic form, th purpose of job analysis is to answer thesefollowing questions:

 What job (title), tasks or duties, responsibilities does the employeeperform?

 When and where is the job implemented?

 Who will get involved in the job? (Job holder, the direct manager)

 How to perform the job to reach the required standard?

 What requirements, qualifications or professional skills in need of theemployee to perform the job well?

 What equipment, tools or working conditions are supposed toeffectively support the employees in performing their job?

 What relationship is formed in the performance of the job?

The process of job analysis has a significant meaning in the practice of HRM, in which

it provide the manager with a brief description of tasks and responsibilities of a certainjob in the relationship with other jobs as well as extremely required standards andworking condition The factors related to job are recorded precisely and clearly as inthe reality instead of vaguely mentioned without any concrete document

1.3 The output documents of job analysis

Due to the characteristics and organizational structures of each company, accompanied

by the purpose of implementing job analysis, in fact there is no common jobdescription applied for all organizations However, the main content of job description

normally consists of three main parts: Job identifications, job summary of tasks and responsibilities and required working conditions.

Firstly, job identifications includes job title( the name of the job), job code, the section

or the department, the title of direct manager, the span of control ( the number ofsubordinates), the salary… In addition, this part also mentions some statements of thepurpose or the functions of the job

Secondly, the part of job summary in which describes more detailed the tasks and

responsibilities relating to the job defines exactly what tasks the employees have toperform and what they are responsible for This part consists of precious and condensestatements that defines what tasks the employees have to implement, how to implementand why to implement The tasks and responsibilities should be placed in order of theimportance of the frequency of performing The tasks and responsibilities should not beplain listed with no explanations of details included For instance, one of main tasks forthe HR manager is “ select, train and enhance the profession for the subordinates”should be presented in job description as below:

- Enhance the cooperative spirit and solidarity in staff

- Ensure the training and development for the subordinates on the demand of the job

- Directing the training, including teaching, instruction, interpretation and advice forsubordinates

Finally, working conditions required for the job are mentioned such as working

environment ( working time, sanitary conditions, labor safety, pollution levels, vehiclesand other conditions in concern ) and facilities ( machinery, tools, equipment, …)Besides, job description can additionally mentions relationships in term of job holdersand other positions in the organization An example is the Head of PersonnelDepartment might have following relationships in the company:

- Report periodically to Deputy Director of Personnel Department

- Work with all members in the Board of Executives and leagers of units in thecompany

- Implement leadership in the Department of Personnel ( leading, supervising,managing all the operation performances)

- In contact with units outside the company: the Office of Labor service, LaborDepartment…

Additionally, along with the requirements of content in a job description , the requirements of form are critically considered, such as using formal language, simple sentences, explicit meaning, avoiding ambiguousness by using action verbs with observative purpose to describe each activity of each main task For example, one tasks done by receptionist in a hotel is “record the appointments”, so in job description should write “record the appointments from customers” instead of “need to save the records of appointments from customers” Besides, in a job description a job title and position are considered to be mentioned over a particular person

Job Title ………

Job code………

Date ………

Title of immediate supervisor ………

Statement of the Purpose of the Job ……….

………

……….

Primary Responsibilities ………

List of Typical Duties and Responsibilities………

General Information related to the job………

Training requirements ………

Tool use ………

Transportation ……… Signature of the person who has prepared the job description

A sample of a job description form

(Source: http://www.bestjobs.com.ng/understanding-job-description.php)

1.3.2 Job specification

Job specification is an analysis of the kind of person it takes to do the job, that is to say,

it lists the qualifications, normally in term of knowledge, trained skills, requiredexperiences, needed educational qualifications and degrees and the specific personalcharacteristics (health, physical fitness, ) and others requirements in need to performthe job well There are various job titles, so their requirements attached are alsodiversified and abundant A numbers of requirements that are normally put into a jobspecification, such as: Education and training qualifications, foreign language andinformation technology (IT) qualifications, professional skills, accumulatedexperiences, personal quality, behavioral and communicative aptitude, age, physicalfitness and adaptability… Besides, some employers also mentions required soft skillssuch as observative skills, problem solving skills, team working …

In fact, job specification can be written separately from job description or combinedwith job description A well conducted job description should consist of onlyprofessional requirements that clearly relate to job performance, avoid unnecessaryrequirements especially training requirements or expressing the discrimination toemployees ( gender, ethnicity, …) For example, recently the media has claimed thesituation of some companies in southern industrial zones having the employing policywhich rejects to recruit employees from Nghe An and Ha Tinh Province That is adiscriminating action which violates Labor Code in Vietnam

1.3.3 Performance standards

A performance standard is a system of targets and criteria which reflect the acceptablelevels of outcome in term of quality and quantity previously defined in job description.Each organization has its own distinguished performance appraisal Performancestandards is basically used to evaluate the levels of performance of job holder that the

organization expects or a skilled employee ( also job holder) required Apart from thequantitative and qualitative criteria, performance standard also assesses theperformance outcomes based on labor productivity and job completion time Forexample, the requirements for a secretary in typing task are:

- No more than 2 typographical errors in 10 pages (qualitative)

- Type 10 pages or more in 1 hour (productivity)

-…

To conduct a good performance standard, the standards are set in the process below:Firstly, main tasks of measurable jobs are identified, actually it is unnecessary to set thestandard for all tasks of a job title because a single task can meet a group of standards

or a group of task only meets a particular standard

After identifying main tasks that are measurable or quantified, a set of standards forthese tasks are made in term of quality, quantity, time or productivity, which represent

in form of detailed number The unquantifiable standards which can be only set inqualitative form should be attached to organizational objectives

Finally, a reevaluation between stakeholders is needed, they are job holders and directmanagers to examine the feasibility of the standards, the most important outcome andthe influenced factors to their performance outcome

Performance standards should be objective, measurable, realistic, and stated clearly inwriting The standards should be written in terms of specific measurers that will beused to appraise performance In order to develop specific measurers, you first mustdetermine the general measure(s) that are important for each element

1.4 The importance of job analysis towards the organization

Job analysis is always considered the most significant tool of HRM, thus it set thepreliminary basis for the other HRM activities in an inseperately close relationship JobAnalysis plays an important role in recruitment and selection, job evaluation, jobdesigning, deciding compensation and benefits packages, performance appraisal,

analyzing training and development needs, assessing the worth of a job and increasingpersonnel as well as organizational productivity.

1.4.1 Towards Human Resources Planning activity

Human Resources Planning is the process of identifying and evaluating the demand ofhuman resources in order to obtain the target of an organization, with the purpose ofmaintaining sufficient amount of skilled labors for each job title in the company for theorganizational stability in the company

The results of job analysis is the firm basis for the company to implement the sequentprocess (Human Resources Planning) For example, the information from the finaldocuments of job analysis can be effectively used for describing the job titles in need

of employees in advertisements and it is also the criteria to make decision ofrecruitment and selection The company can used the results of job analysis to makeprediction of labor demand in term of quantity and quality, which gains theorganizational targets and avoids the situation of labor excess or shortage as well asunnecessary expense of Human Resources Planning

1.4.2 Towards Recruitment and Selection activity

Following the website Management study guide, “job analysis helps in determining

what kind of person is required to perform a particular job It points out the educationalqualifications, level of experience and technical, physical, emotional and personalskills required to carry out a job in desired fashion The objective is to fit a right person

at a right place.”

In particular, the job description provides the input for the employment managers topost an advertisement of job titles in need; job specification shows in details whatrequirements of profession competence, training qualifications, accumulatedexperiences the candidates have to meet for the employing managers and if the position

is suitable for the candidates to apply vice versa Besides, performance standard helpsthe candidates to identify the results of performance that employing managers expect,simultaneously the criteria to evaluate the employees in the internship period.

1.4.3 Towards Training and Development activity

Also according to Management study guide, “Job Analysis can be used to assess the

training and development needs of employees The difference between the expectedand actual output determines the level of training that need to be imparted toemployees It also helps in deciding the training content, tools and equipment to be

used to conduct training and methods of training.” The content of Training and Development should follow the descriptions in the final job descriptions and the result

of this activity also guarantees that the trained employees would meet all the criteria inperformance standard In general, job analysis is the basis for the company todetermine the demand, form and content of training and development as well asevaluates the efficiency of the whole process

1.4.4 Towards Performance Analysis activity

Job analysis is carried out to check if goals and objectives of a specific job are met ornot It helps in deciding the performance standards, evaluation criteria and individual’soutput On this basis, the overall performance of an employee is measured and he orshe is appraised accordingly The results conducted from job analysis, namely criteriaset in performance standard will be an efficient basis to evaluate the performance of theemployee with absolute equity and perspicuity

1.4.5 Towards Training and Development activity

Job Analysis can be effectively used to assess the training and development needs ofemployees The difference between the expected and actual output determines the level

of training that needs to be conveyed to employees It also helps to decide the trainingcontent, tools and equipment to be used to implement training and methods of training.

In particular, the content of training and development should follow the skills andknowledge written in job specification, thus the result of training and development alsoneeds to ensure that the employee can attain the standards in performance standard Inbrief, job analysis sets a firm basis for the needs, the methods and the content oftraining as well as the effectiveness of the training program delivers

1.4.6 Towards Compensation Management activity

Apparently, according to Management study guide, “job analysis plays a vital role in

deciding the pay packages and extra perks and benefits and fixed and variableincentives of employees After all, the pay package depends on the position, job titleand duties and responsibilities involved in a job The process guides HR managers indeciding the worth of an employee for a particular job opening.”

1.4.7 Towards Job Design and Redesign activity

The main purpose of job analysis is to streamline the human efforts and get the bestpossible output while of the job redesign is to renovate job description so as to make itappropriate for the current situation in the organization (internal) and the market(external) The process of job analysis helps in designing, redesigning, enriching,evaluating and also cutting back and adding the extra responsibilities in a particularjob, which if well implemented will effectively enhance the employee satisfaction

1.5 The methods for collecting Job analysis information

Though there are various methods of collecting job analysis information yet “choosingthe one or a combination of more than one method depends upon the needs andrequirements of organization and the objectives of the job analysis process Typically,

all the methods focus on collecting the basic job-related information but when used incombination may bring out the hidden or overlooked information and prove to be great

tools for creating a perfect job-candidate fit.” (Management Study Guide)

Selecting a suitable job analysis method depends on the organizational structure of thecompany, hierarchical levels, nature of job and responsibilities and tasks involved in it

As a result, prior to the step of executing any method, all advantages and disadvantagesshould be analyzed because “the data collected through this process serves a great dealand helps organizations cope with current market trends, organizational changes, high

attrition rate and many other day-to-day problems.” ( Management Study Guide)

There are various methods used to collect information for job analysis such asobservation, critical events record, interview, questionnaires, diary log or expertworkshop that organizations have used for their implementation Yet to be mentionedabove, choosing what methods totally depends on the nature of job, the kind ofcollected information and organizational structure; so that the researcher only present

in details three methods that are considered to be most efficient in collectinginformation for job analysis:

(Source:www.managementstudyguide.com/ - job-analysis methods.html)

1.5.1 Observation Method

Observation is the method in which the job analyst observes an employee or a group ofemployees and records all his performed and non-performed tasks, fulfilled and un-fulfilled responsibilities, reason why he has to perform and how he performs varioustasks and his mental or emotional ability to handle challenges and risks All theinformation collected was recorded as in a given form

This method shows its effectiveness to tangible and observable job when the analystcan observe the manipulations of employees in the production unit ( workers inproduct- line) to record the informative and abundant things of the job Observationcannot be applied in collecting information of intellectual jobs because most of theperformance of the employees happens in his mind The process of observation should

be done in a complete unit if time (shift) which is supposed to be a necessary cycle tothoroughly finish the job After observing a complete shift of the employee, it isadvised to interview the job holder (employee) to deeply figure out professionalmanipulations in the process and supplement omitted information while observing Theactivity of interviewing can be done simultaneously with observing; however it caninterrupt the performance of the employees for its psychological influence on them.Additionally, to obtain the best achievement in observation, the observer can useequipment such as video recorder, voice recorder or stopwatch to check the completedtime

This method has its own advantage is simple to implement; information collected isconcrete, detailed, reliable with small cost In contrary, due to the fact that every personhas his own way of observing things, the findings conducted can be thought andinterpreted in different ways Therefore, the process may involve personal biasness orlikes and dislikes and may not produce genuine results This error can be avoided byproper training of job analyst or whoever will be conducting the job analysis process

Another disadvantage is when the observer does not have professional knowledge ofwhat he will be observing, the findings produced will not be adequate and profound asexpected.

1.5.2 Interview Method

Interview is the method in which the analysts can collect the information by a face face conversation with the employee on the issue In this method, an employee isinterviewed to take the output of his or her working styles, problems faced, use ofspecific skills and techniques while performing their job and insecurities and fearsabout their careers while their performance is barely observed due to its intellectual andcomplex feature (managers, engineers, accountant,…) This method helps interviewerfind out what exactly an employee thinks about his or her own job and responsibilitiesinvolved in it In order to generate honest and true feedback or collect genuine data,questions asked during the interview should be carefully decided A good interviewincludes more than one individual to get a pool of responses which are sequentlygeneralized and used for job description and job specification

-to-Advantage of this method is its ability to collect the great amount of information,deeply examine in details and through the interview, a clear perspective of the job ismade Conversely, this method is time and expense costly and the distorted informationfrom the interviewee, which makes the results conducted ingenuine

1.5.3 Questionnaire Method

Questionnaire is considered to be the most effective method to collect information forjob analysis The questionnaire lists all prepared questions for the employees torespond Through a pool of responses from them, analyst might have basic information,characteristics of job performed in the company It consists of items such as tasks ,responsibilities, behaviors, skills and other relevant conditions which are evaluated by

the employees in term of its filled or unfilled tasks, importance in a certain scale ( i.e.

from 1 to 5), complex level ,… in a qualitative or quantitative scale

This method shows the quantified information so that it can be done in wide range ofemployees with the technical support from computer software (i.e SPSS : StatisticalPackage for the Social Sciences) to conduct the output The information collectingseems to be far easier than interview method even though designing the format of agood questionnaire is required with plenty of time and effort Additionally, the analystdoes not directly contact with the employees, which results in misunderstanding fromthe interviewees

To improve the quality of the questionnaire, a number of issues are necessarily takeninto account First, the structure of the questionnaire should be clear with focus onmain tasks and responsibilities revolving around the topic in a consistent form.Irrelevant items are not recommended to mention in avoiding distraction Second, theformat of the questions should be designed to be simple, easy to answer, often usingopen-ended questions or multiple-choice questions This methods is normally used tocollect information in specialized research.The methods above are some of the mostpopular methods used to collect information in job analysis However, there are severalother specialized methods and a combination of these methods While choosing amethod, HR managers need to consider cost, time and human efforts included inconducting the process

1.6 The process of job analysis

An right and effective process of analyzing a specific job is a great relief for the analyst

in his implementation, which avoids any waste of cost and time

“It also helps him maintain the right quality of employees, measure their performance

on realistic standards, assess their training and development needs and increase their productivity.” (Management Study Guide)

According to the Human Management Resources course book (MsC.Nguyen Van

Diem, Dr Nguyen Ngoc Quan, 2010, p.59), the process of job analysis consists of foursteps However, I have added one more step in the sequence of the process to make itappropriate for the situation in my internship company The whole process is explain as

in the following chart:

Step 1: Identifying all the job titles and job analysis purpose

Choosing the collecting information methods

Designing the form to collect information

Identifying all the job titles and job analysis

purpose

Processing the information to write the

outout documents of job analysis

Issuing the output documents of job analysis

and revising periodically

Depending on purpose and demand of job analysis in the organization, a setlist of jobtitles to be analyzed should be made This will keep the organization from possiblewaste when there are same or similar jobs

The purpose of job analysis is the crucial factor to be identified due to its orientationrole in the entire process, including deciding the methods of collecting information Generally, job analysis is conducted when an organization initially comes into businessand new job tittles appears or when the organization revises its all job titles as aperiodic activity

Step 2: Choosing the collecting information methods

This step is implemented after all job titles to be analyzed are identified and thepurpose of job analysis is made clear If the analyst understands well the purpose ofjob analysis, he will know what information to be analyzed and focus on it on thewhole process

Based on the nature of job, the analyst will decide which methods to be used to collectthe information As mentioned in 1.5, different kinds of job need specific methods tocollect the information The analyst has to consider which method to be used properly

to distinguished jobs, such as whether the labor activities are observable or not, thendecides which methods to be employed (observation or interview or other methods).Based on the characteristics of the employees interviewed (job holder), the analyst willdecide to choose suitable method to fully obtain the information from them Forexample, if the job holder is unskilled and low at education, the questionnaire shouldnot be employed for he might be confused by the questions and misunderstand

Besides, the methods to be used also depend on the budget and time for job analysis Ifjob analysis has to be implemented in a short length of time, interview and observationthat takes long time are not recommended Conversely, questionnaire is not applicable

if the given budget is limited

Step 3: Designing the form to collect information

Based on the methods chosen, the analyst has to design the form of interview,observation or questionnaire to implement the information collecting

Step4: Processing the information to write the output documents of job analysis

From the collected information, the analyst will check and process systematically andlogically then conduct the output documents of job analysis: job description, jobspecification and performance standard

Step 5: Issuing the output documents of job analysis and revising periodically

After output documents of job analysis are written in the standard of the company, theywill be submitted to the Board of Executives to review and sign to issue officially.When the jobs has change in the nature due to the results of new methods, proceduresand technology or the demand from the reality, they are required to be revised toupdate new items for improving the operations in the organization The revision of jobanalysis in an organization should be implemented periodically , especially in thecontext of globalization trend, the characteristics of a job have to change in adapting tothe demand of business field

CHAPTER II: INTRODUCTION OF HAIHA CONFECTIONARY JOINT- STOCK COMPANY (HAIHACO)

2.1 Overview of Haiha Confectionery Joint-Stock Company (HAIHACO)

Haiha Confectionery Joint-Stock Company is a big Vietnamese company inmanufacturing confectionery products Through over 50 years of developing alongwith the process of industrialization and modernization of the country, HaihaConfectionery Joint-Stock Company has drastically emerged in their field andundisputedly become a popular brand name to Vietnamese consumers These followingare some preliminary introduction of the company

- Foreign transaction names: “Haiha Confectionery Joint-Stock Company

- Register code: 0103003614 certificated by the Department of Planning and

Investment in Hanoi on January 20, 2004

- Tax code: 0101444379

-Bank account: 102010000054566 Thanh Xuan Industrial and Commercial Bank

Hanoi

- Charter Capital: 82,125,000,000 VND (Vietnam dong), of which the state retains

51% of the capital and other shareholders 49% (2012)

Hai Ha Confectionery, the initial name of the company, was established on December

25, 1960 After 50 years of developing and growth, the company has become one of theleading confectionery manufacturers in Vietnam with the scale of production up to

20,000 tons / year From November 24, 2003 up to present, pursuant to the Decision 191/2003 QD-BCN, the company has officially been named Haiha Confectionery Joint-Stock Company (HAIHACO) The long process accompanied by many ups anddowns that the company has overcome is the powerful demonstration for the success ofHAIHACO brand name as at present, concurrently proves the enthusiasm anddynamism of the leaders and working staff The turnover of HAIHACO in the period2010-2012 is presented as following table:

Figure 1: The turnover of HAIHACO change from 2010-2012

(Source:HAIHACO Accounting Department)

Seen from the table above, from 2010 to 2011, the revenue of HAIACO increased from530,850,690,472 VND to 641,069,677,618 VND, equivalent to 120.76%, which wasconsidered one-fifth increasing compared to 2010 At the same time, the turnover after

all cost and expense in 2011 compared to in 2010 also increased by 7.10% (from18,908,113,269 VND to 20,250,771,925 VND) In 2012, due to the common downturn

of the national economy, the total revenue of HAIHACO increased just by 6.27% incomparison with in 2011 However, after all cost minus, the turnover retained went upfrom 20,250,771, VND to 92521,886,619,910 VND, which is equivalent to 108.01%,

or increased by 8.01%, slightly higher than the increase of 2011/1010 In general , wecan see the business of HAIHACO has developed in quantity in spite of variousdifficulties due to economical recession in 2012 The Board of Executives has alwaysproved their incessant attempt in enhancing the success of brand name HAIHACO

2.2 The functions, tasks and organizational characteristics of the company

2.2.1 The functions and tasks

The main business areas of the company are:

- Production and confectionery business and food processing

- Export and import of raw materials, machinery and equipment, specialty products, consumer goods and other commodities

- Investment in construction, office rentals, residential, commercial centers

- Business sectors not prohibited by other provisions of law

Always being dedicated in the professions, the company leaders and employees has gained great achievements The achievements of the HAIHACO has got from the Communist Party and the State are:

- 4 Their class Labor Medal (in the period of 1960 - 1970)

- 1 Second class Labor Medal (1985)

- 1 First class Labor Medal (1990)

- 1 Third class Independence Medal (1997)

Products of the company were awarded with Gold medals in the international

exhibition Expo Vietnam Products of JSC Hai Ha Confectionery in the 13 years from

1997 to 2009 was admired by consumers and voted as " Vietnam High Quality

Product"

2.2.2 Organizational board of executives of the company

The organizational structure in HAIHACO is set in the sort of online- function, whichconsists of under-controlled factories with the autonomy in discretion of dailyoperations for the director of each unit However, all units still follow the long termpolicies and plans set by General Director for the consistent operations in the company.The General Director takes the leadership in the regime of only one leader with thesupport from functional departments, the consultant group in the activity of thinking,studying and discussing for the optimal solution to crucial issues The managementdecisions conducted by the functional departments are brought to General Director forreviewing and signing to officially issue That is a clear hierarchy system with theconsistency from the top manager (General Director) to every employee This type ofstructure has helped the company can operate effectively in the context of acumbersome and complicated system which was remained from subsidy period Themanagement focus in the company, and member factories are increasing their ownautonomy, self-responsibility to implement the business plan for the company At thesame time, this model allows implementing a variety of productions, which can boostprofits for the entire enterprise A chart of all departments and units of HAIHACO withmember factories will give us a clearer and more comprehensive view of theorganizational structure of the company

Figure 2a: Chart of organizational structure of HAIHACO

( Source : The Department of Administration HAIHACO)

Dept ofAdministrationDepartment

HaihaConfectioneryfactory1

Supportiveunit

Factor

y ofHard/

SoftCandy

Factor

y ofBiscuits

Haiha Confectioneryfactory2

Shareholders

Figure 2b: The chart of main job titles in organizational structure of HAIHACO

General Board ofShareholders

DevelopmentDept

Head of ProductqualitycheckDept

Docum

entaryOffice

Head ofPlanning

& MarketDevelopment

Head ofMaterialSupplyDept

Head ofFinance&

Accountin

g Dept

HeadofHCMbranch

Head ofSecurityUnit Head ofExport-

Import

Head ofMarketingUnit

Head ofTransportation

Head ofHAIHABakery

Online relationship

Function relationship

( Source: The Department of Documentary Office HAIHACO)

2.2.3 The functions and tasks of Departments in HAIHACO

General Board of Shareholders: is considered the most powerful department of the

entire company with the authority of deciding all fundamental issues pursuant to the

policy of the company It is the group of all shareholders with voting rights, the highestdecision-making authority in the company along with the right and obligations are asfollowing:

+ Decision of their own shares and number of shares to be offered by each type and theannual dividend of each kind of share

+ Decision of supplementing and amending the company's policy to shareholders,including electing and dismissing members of the Board of Executives andSupervisory Board except for the case of charter capital adjustment

+ Decision of voting to agree on the annual financial report and developmentalorientation of the company

e unit

Director

of Candyfactory

Director

of Chewcandyfactory

Director of Nam Dinh Powder Factory

Director of Viet Tri Food factory

Board Of Executives : is functioned the board of management with full authority on

behalf of the company to decide all issues in term of operation in the company, exceptfor except for issues within the competence of the General Board of Shareholders Board of Executives consists of 5 members including 3 members representing the Statewho hold 51% of share capital, 2 members representing shareholders with the largestnumber of shares

The Board has the powers and duties prescribed in the Law of Enterprises and thecompany's charter, namely:

+ Orientating the policies in term of existence and development to implement thedecision issued by General Board of Shareholders

+ Setting out the solution for action from time to time in accordance with the businesssituation of the company

The requirement for Chairman of the Board in general:

Education level: University degree

Qualifications: Bachelors Degree of Economics

Board of Supervisors: is elected by General Board of Shareholders, with the

responsibility of controlling and supervising all business, management and operationactivities of the company Also, it has the supreme power of checking and supervisingthe leadership activities of General Director and administrative system in term offinancial activities, the execution of company’s charter Its authority and duties areconcretely defined in Law of Enterprises and the company’s charter This board issupposed to be the efficient supporter for General Board of Shareholders in supervisingtheir share operation in the company

In HAIHACO, the Board of Supervisors includes 3 members, of which there is anofficer from Vietnam Tobacco Corporation, one is officer member of the Labor Union,the other is of Finance Department

General Director: the legal representative of the company, responsible for the general

administration of all activities of the company and responsible to the Board on theimplementation of the rights and duties assigned General Director is directly takingcharge of the Department of Organization and Administration, Department ofEngineering and some member factories: Viet Tri Food Factory, Nam Dinh NutritionPowder Factory The requirement for General Director is also Bachelors degree ofEconomics

Deputy Director of Finance: is assigned to manage the activities of finance the

company, especially capital and budget then report to General Director and the Board

of Executives of the profitability in periodic length The Deputy Director of Finance isdirectly responsible for the operation in the Department of Finance and Accounting.Requirement: Bachelors Degree of Economics

Deputy Director of Technique: holds the tasks of managing the activities of

technique, engineering then reports to General Director and the Board of Executives onthe efficiency of using assets and equipment of the company He also controls theproduction line technology and process, directly controls all operations in theDepartment of Engineering Requirements: Food Technology Engineer in major

The functional departments and units:

- The Department of Engineering: on the issues of technical and technological

process:

+ Electrical engineering and technique issues

+ Product line checking and supervising technically

+ Researching and developing new products in accordance with the demand ofcustomers

+ Implementing maintenance of equipment, machinery, plant and materials of thecompany

- The Department of Planning and Market Development: includes the warehouses

unit, transport unit, marketing unit, the system of stores introducing and sellingproduct The task of The Department of Planning and Market Development:

+ Planning the business and production activities of the company

+ Taking charge of the change in cost of goods solds

+ Researching the market

+Balancing between planned and implemented deals

+ Freight, transportation from the factories to outlets or branches

+ Setting up business and production projects

Size: 62 employees

-The Department of Product Quality Check: the main tasks are checking the input

materials and the quality of output finished products Size: 20 employees

- The Department of Finance (and Accounting): the tasks assigned for these units are:

+ Ensuring capital for production and business activities

+ Organizing the practice of accounting in the internal environment

+ Monitoring all production activities of the company in the form of value to reflect thespecific cost inputs, outputs, from which setting out the evaluation of all performances+ Analyzing the business performance of every month, quarter, year and the incomedistribution, also providing information for executives for better management andadministration activities of the company

+ Evaluating the business performance and conducting output financial report ( balancesheet, )

Size: 25 employees

- The Department of Administration: this is the dept with fundamental tasks on the

connection between the Board of Leaders and employees, performs the functions of: