Thực trạng phát triển nguồn nhân lực tại khu công nghiệp bắc thăng long và nam thăng long cơ sở xây dựng chương trình phát triển nguồn nhân lực toàn diện cho các khu công nghiệp ở việt nam

Luận văn

Thai Nguyen University

Socialist Republic of Vietnam

Southern Luzon State University Republic of Philippines

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

A Research Proposal Presented to the Faculty of Graduate School Southern Luzon State University, The Philippines and Thai Nguyen University, Socialist Republic of Vietnam

In Partial Fulfillment of The Requirements for the Degree Doctor in Business Administration

PHAM HAI HUNG (JO)

APPROVAL SHEET

In partial fulfillment of the requirements for the degree Doctor in Business

Administration, this research entitled :"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” has been submitted by Pham Hai Hung - Jo, and

is hereby recommended for oral examination

PROF CONRADO L ABRAHAM

Research Adviser

Approved by the Oral Examination Committee, in partial fulfillment of the requirements for the degree Doctor in Business Administration offered by Southern Luzon State University, Republic of the Philippines in collaboration with Thai Nguyen University, Socialist Republic of Vietnam

ACKNOWLEDGMENT

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:

The deep thanks to 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;

Sincere thanks to 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 me during the years;

PROF CONRADO L ABRAHAM for his selfless guidance and assistance in helping me to stay on the right track;

ITC staff, for providing the necessary research materials;

Thanks to Managers and Employees of Bac Thang Long and Nam Thang Long Parks, my Respondents, for their patience and cooperation in answering the questionnaire and for other data given;

Especial thanks to my Family and Friends, for the love and supports in one way or the other.

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

ABSTRACT

Human Resources Development (HRD) as a theory is activities for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement

Bac Thang Long and Nam Thang Long industrial parks are two large industrial Zones in Hanoi with a hundred of companies are operating; the companies in there have achieved great successes in their business so far However, the companies are also facing

challenges related to human resources For that reason the study: "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” was

conducted

The study aims to identify aspects of the real situation of human resource development in Bac Thang Long and Nam Thang Long industrial Parks The study answered the questions of What is the profile of the respondents at both industrial Parks in terms of: Age, Gender, Educational level, Position; What are the human resource development practices of the foreign companies and Vietnam companies in terms of Training; Which of the HRD practices were perceived to be acceptable and common among group of respondents; What HRD program can be developed as bases of implementing HRD practices in industrial parks

From analysis, training and development proposal along with a comprehensive HRD program

TABLE OF CONTENTS

Page No

Chapter 1: INTRODUCTION 1

1.1 Background .2

1.2 Statement of the Problem 3

1.3 Objectives of the Research……… 4

1.4 Significances of the Research 5

1.5 Scope and Delimitation .5

1.6 Definition of terms 6

Chapter 2: LITERATURE REVIEW AND RELATED STUDIES 8

2.1 Literature Review 8

2.2 Review of Related Studies 20

2.3 Conceptual Framework 22

Chapter 3: RESEARCH METHODOLOGY 23

3.1 Research Design 23

3.2 Locale of the study 23

3.3 Data collection method 23

3.4 Population, Sample and Sampling Technique 24

3.5 Research Instrument 26

3.6 Procedures for conducting the survey 26

3.7 Statistical Treatment 27

Chapter 4: PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA 28

4.1 Profiles of respondents 28

4.2 Perceptions on training……….33

4.3 Comprehensive HRD Program 50

Chapter 5 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS 57

5.1 Summary of Findings 57

5.3 Recommendation 60

BIBLIOGRAPHY 63

QUESTIONNAIRE 65

RESEARCHER CV 71

LIST OF TABLES

Page No

Table 2.1 Comparison among training, education and development……… 9

Table 3.1 Distribution of the respondents 24

Table 3.2 Description of the Respondents 25

Table 4.1 Trainees of training program 37

Table 4.2 Training Needs Assessment .39

Table 4.3 Training methods .42

Table 4.4 Training Time 43

Table 4.5.Training contents for managers 45

Table 4.6 Training budget .47

Table 4.7 Criteria of training evaluation 49

Table 4.8 A sample of job description .51

Table 4.9 A sample of evaluation test .54

Table 4.10 Summary of comprehensive HRD program .55

LIST OF FIGURES Page No Figure 2.1 Changing role of training 9

Figure 2.2 The needs assessment process 14

Figure 2.3 Presents conceptual framework 21

LIST OF CHARTS

Page No

Chart 4.1 Gender structure of managers group 28

Chart 4.2 Age structure of management group 29

Chart 4.3 Education levels of management group 30

Chart 4.4 Gender structures of employees 31

Chart 4.5 Age structure of employees 31

Chart 4.6 Education levels of employees 32

Chart 4.7 Purpose of training program in Vietnam companies 33

Chart 4.8 Purpose of training program in foreign companies 34

Chart 4.9 Trainees of training program in Vietnam companies 35

Chart 4.10 Trainees of training program in foreign companies 35

Chart 4.11 Training needs assessment in Vietnam companies 38

Chart 4.12 Training needs assessment in foreign companies 38

Chart 4.13 The training methods in foreign companies 40

Chart 4.14 The training methods in Vietnam companies 41

Chart 4.15 Training content for employees in foreign companies 44

Chart 4.16 Training content for employees in Vietnam companies 44

Chart 4.17 The effectiveness of training in Vietnam companies 48

Chart 4.18 The effectiveness of training in foreign companies 49

Chapter 1

INTRODUCTION

To develop an economy that requires the resources: capital, science - technology, natural resources and manpower; to grow rapidly and sustainably it should be based on three basic elements: apply new technologies, development of modern infrastructure and improve the quality of human resources

The socio-economic development depends on many factors, and conditions, but most remain largely dependent on human factors, compare with other resources, the human resource is more dominant Therefore, more than any other resources, human resource always occupies the central location and play leading role in socio-economic development

of the country, especially in the promoting period of industrialization modernization and

international economic integration

The exploitation and utilization of human resource effectively is extremely important issue, human resource should promote the diversity and abundance of Eastern cultural traditions such as hospitality, the talent, intellectual, science However so far, the important potentials have not been exploited fully, properly and may have not used effectively

Today, when the world enters the intellectual economic, the problem of talent is a critical issue, because talented people are the nucleus of intellectual economy Although talented people at any time is always important, but nowadays it is even more important than ever, To take a short-cut and leader in the development it must have advanced human resource, not to forget talented people and not to waste human resource Therefore,

develop most effectively

For Vietnam, is in the modernization and industrialization process, many industrial zones and export processing zones have been established and attracted millions of employees working inside that promoted the country‟s economic growth However, the industrial zones are facing some difficulties; one of them regards to human resource, workforce has not satisfied requirements yet, because of low trained percentage, Government's report in 2009 said: "The quality of human resources of Vietnam today is low; the percentage of trained labor reaches only a bout 38%." Therefore, if it would be trained that will be the resources with strong impact on growth and economic development

of the country

For company, in the strong competitive environment, many companies have paid attention to training and human resource development, because human resource is the basis for existence and development of the company Through training that can provide skilled staff for the company to accomplish tasks given and also increase productivity Moreover, along with advance in technique – technology requires company has to train a team of hi-skilled, hi-tech and creative staff to handle complex problems which they can not do before Beside, in market economy, companies compete by using knowledgeable, highly skilled and creative human resource in production That makes human resource development in companies increased rapidly as today

1.1 Background of study

Bac Thang Long and Nam Thang Long industrial Parks are located in Hanoi city, since found they have gained a lot of successes but also cope with challenge of human resource

Before conducting the research, the researcher had in-depth interviews with some managers and workers on HRD practices in their companies in Bac Thang Long and Nam Thang Long Industrial Parks, the researcher realized that companies had paid attention to HRD but companies are facing some problems of human resource such as: lack of hi-tech and skilled employees, unstable workforce and employees feel temporarily when working there Therefore, an effective human resource development program is a necessary need as observed

From the above reasons the researcher chose the topic "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” this

encouraged though rough analysis in innovating HRD Information reveals as follows:

Bac Thang Long industrial Park located in Dong Anh district, Hanoi City

resource development in Bac Thang Long and Nam Thang Long industrial Parks where nearly 100 companies operating inside

Specifically, it sought to answer the following questions:

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

1.3 Objectives of the Research

The research has the following specific objectives:

- Identify the profile of respondents,

- Examine the role of HRD and their practices in local and foreign companies in terms of training

- Identify the current situation and practices of companies‟ HRD in Bac Thang Long and Nam Thang Long industrial Park in Hanoi City

- Develop a comprehensive HRD program for industrial parks in Vietnam based on HRD practices of Bac Thang Long and Nam Thang Long industrial parks

1 4 Significance of the research

The researcher hopes that the outcomes of the study will be significant:

To the companies operating in Bac Thang Long and Nam Thang Long industrial Parks

- The research is very significant to managers, because it provides important information to manage effectively

- Analyzing and evaluating the current situation of human resource development in companies

- Through analysis of the real situation of human resource development, a comprehensive HRD program developed for industrial parks in Vietnam

To the 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

- This study will help the researcher to improve the skill of scientific study and more understandings to support his work This is also an opportunity to apply DBA knowledge learnt into practice

To the future researcher: This is also a significant reference resource for the future

researchers

1.5 The scope and delimitation of the research

- The research was carried out in Bac Thang Long and Nam Thang Long industrial

- The survey was limited to a sample of companies in Bac Thang Long and Nam Thang Long industrial Park in Hanoi with 377 respondents (managers, workers, engineers…)

- Human resource development: It 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 hired, providing opportunities to learn new skills, knowledge, and abilities

- Training: it is the acquisition of knowledge, skills and competencies as result of the

teaching of vocational or practical skills and knowledge that relate to specific useful competencies Training has specific goals of improving one‟s capability, capacity, productivity and performance

- Human resource development practices: Refers to organizational activities practiced at training and ensuring towards the fulfillment of organizational goals

- Training needs assessment: Training needs assessment is 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

- Evaluation of training: Evaluation of training is 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 resource development program: The activities of organization on how to

get effective training

Chapter 2

LITERATURE REVIEW AND RELATED STUDIES

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

2.1 Literature Review

Human resource development (HRD) plays an important role in developing the skills of workers in organizations in order to improve productivity and international competitiveness The concept of human resource development first introduced by Len Nadler at American Society for Training and Development in United States of America According to Nadler and Nadler, HRD encompasses three areas of employee: training, education and development A well trained, multi-skilled workforce has been identified as contributing to the economic success of an organization through cost reduction and/ or increased productivity (Holland & Deery 2002, Stone 2005) The definition given by Desimone and Herris, HRD is the integrated use of training, organization, and career development efforts to improve individual, group and organizational effectiveness HRD develops the key competencies that enable individuals in organizations to perform current and future jobs through planned learning activities Groups within organizations use HRD

to initiate and manage change Also, HRD ensures a match between individual and organizational needs

Training and development: Training, education and development are main areas in

HRD, which focus on the improvement of the knowledge, skills and abilities of employees

in the organization (Nadler and Nadler)

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 defined training as an activity concerned with a person‟s future job and knowledge oriented So

we can understand: Training is an activity which enable employee to acquire new knowledge, new skills to perform effectively functions, tasks given

Development is activities for learning that is open to employee with new job based

on the future development orientation of the organization

However, they are different from their focus, scope, time frame and purpose (Nguyen Van Diem, Nguyen Ngoc Quan, 2004) Figure 2.1 summaries the differences among employee training and development

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

Table 2-1: Comparison among training and development

Purpose Correct lack of knowledge

and skills at present time

Prepare for future work demand and changes and produce a flexible workforce for the organization in the future

The role of training

Figure 2-1 shows the changing role of training Training is moving from a primary focus on teaching employees specific skills to a broader focus on creating and sharing knowledge

Figure 2-1: Changing role of training

Source: Based on J.J Martocehio and T.T Baldwin, 1997, 1-40

Focus on teaching skills and 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

Link training to business needs: 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

Focus on teaching skills and knowledge

Link training to business needs

Use training to create and share knowledge

Use training to create and share knowledge: 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 (care why)

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

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 (Janice A Miller, SPHR and Diana M Osinski, SPHR, 2002):

- 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

+ Increasing global/world market places

+ 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 restructuring

+ Audit exceptions; reward systems

+ Planning systems

+ Delegation and control systems

+ Employee attitudes and satisfaction

- 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 - A narrative statement of the major activities involved in performing the job and the conditions under which these activities are performed If an accurate job description is not available or is out of date, one should be prepared using job analysis techniques

+ Performance standards - Objectives of the tasks of the job and the standards by which they will be judged This is needed to identify performance discrepancies

+ Observe the job/sample the work

+ Perform the job

+ Job inventory questionnaire - Evaluate tasks in terms of importance and time spent performing

+ Review literature about the job - Research the "best practices" from other companies, review professional journals

+ Ask questions about the job - Of the incumbents, of the supervisor, of upper management

+ Analysis of operating problems - Down time, waste, repairs, late deliveries, quality control

- Individual analysis analyzes how well the individual employee is doing the job and determines which employees need training and what kind

Sources of information available for an individual analysis include:

+ Performance evaluation - Identifies weaknesses and areas of improvement

+ Performance problems - Productivity, absenteeism or tardiness, accidents, grievances, waste, product quality, down time, repairs, equipment utilization, customer complaints

+ Observation - Observe both behavior and the results of the behavior

+ Work samples - Observe products generated

+ Interviews - Talk to manager, supervisor and employee Ask employee about what he/she believes he/she needs to learn

+ Questionnaires - Written form of the interview, tests, must measure job-related qualities such as job knowledge and skills

+ Attitude surveys - Measures morale, motivation, satisfaction

Noe indicated the causes and outcomes resulting from needs assessment

Figure 2-2: The needs assessment process

of trainees… There are many different training and development methods On-the-job training, off-the job training, informal training, classroom training, internal training courses, external training courses, coaching, mentoring, training assignments and tasks, skills training, product training, technical training, behavioral development training, role-playing and role-play games and exercises… In Vietnam some of methods are usually used

by companies:

- Coaching: Coaching is an activity takes place between a person with a person, can

be incorporated in the work or outside the workplace It is the way to apply the knowledge and skills just learned to situations, circumstances, through that process to get results of the

In what do

they need

training?

Who needs training?

Who needs training?

Organization Analysis

Individual Analysis

Task Analysis

 Who receives training?

 Type of training

 Frequency of training

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):

Training Employee 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 using hands-on training 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

Advantage: On-the-job training 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

Disadvantages: 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 by three ways:

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

The second one: Move an employee trained to a similar specializing section

The last one: Move an employee trained to a new position outside his/her major trained

Strengths of job rotation: 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

Weakness of job rotations: employee 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 be reached large number of people at once

+ Knowledge building exercise

+ Less effective because lectures require long periods of trainee inactivity

- Audiovisual techniques is the method that uses overheads, video, slide for presentation This method has been used It has been used for improving:

+ Communication skills

+ Interviewing skills

+ Customer-service skills

+ Illustrating how procedures should be followed

Such method has some advantages are to inspire trainees, much content for trainees than some of other methods However, beside advantages, 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)

Evaluation of training

According to Worthen and Sender, evaluation is to determine officially quality, effectiveness, the evaluation of a training program, a process, a model, goals or training program Training valuation is a means to determine if training program is able to meet the expected targets (Bruce Tuckman) The training evaluation is conducted based on evaluative criteria and those criteria are used to evaluate training that includes: production, quality and effectiveness changes before training; attitude and behavior changes, time to withdrawal of funding for training The valuation of training is conducted during process of training and after training by learners, instructors, managers

2.2 Review of Related Studies

The Value of Human Resource Development to an Organization; Providing Technical Assistance to Small Manufacturing Companies (Sandra Miller Byrne Doctor of

Philosophy in Adult Learning and Human Resource Development) This study 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

The Model of Human Resource Development System’s Evaluation (Vilmante

Kumpikaite and Algimantas Sakalas - Kaunas University of Technology, Lithuania). The research is to present model of human resource development system evaluation Authors suggest an evaluation model of human resource development based on qualitative criteria selected from scientific literature analysis and empirical research The model includes 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

Statistics of Singapore Institute of Human Resource Management (2006)

Regarding the investment in training and development for human resources is between 4%- 8% of enterprises‟ wage fund This is the level of investment only for work-based training courses

Human resources training and development plan at Petro Vietnam Construction Joint Stock Corporation for the years 2012 – 2016 The research analyzed the reality on

training and development at PVC in the aspect of recruitment, training, assessing the needs for training at PVC Then, recommend solutions for training course for PVC with specific training topics and methods of training with supporting solutions Recommend a training and development plan for PVC from 2012 to 2016

2.3 Conceptual framework

For a better understanding, a conceptual model was used to guide the researcher in conducting this study

The first frame, which is the input, indicates the profile of the respondents in terms

of age, sex, and education attainment by company It also includes the respondents‟ perception on the human resource development practices with human function, orientation, training and development, management development

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 2.3 presents conceptual framework

- Analysis and interpretation of data

- Recommending some solutions to improve

development

-A comprehensive HRD Program for industrial park in Vietnam

Chapter 3

RESEARCH 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

3.1 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

3.2 Locale of the research

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

3.3 Data collection method

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

- Primary data was collected by sending questionnaires to 377 respondents (directors, vice directors, engineers, specialists, technicians, workers, office staff) working

in 6 companies (3 Japan companies and 3 Vietnam companies) in Bac Thang Long and

- Personal interview: 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

3.4 Population, Sample and sampling technique

The researcher uses 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

Population:

The researcher chose 3 foreign companies in Bac Thang Long industrial Park and 3 Viet Nam companies in Nam Thang Long industrial Park with 6039 people including 186 managers and 5853 employees

Description of the Respondents

The following table shows the breakdown of respondents from the different units of companies:

Table 3.2: Description of the Respondents

Number of managers

Directors/vice directors

- 03 Respondents in Vietnam companies

- 03 Respondents in foreign companies

Leaders of specialized

departments/ sections

- 17 Respondents in Vietnam companies

- 17 Respondents in foreign companies

Total number of

employees

Engineers

- 15 Respondents in Vietnam companies

- 15 Respondents in foreign companies

Specialists and technicians

- 20 Respondents in Vietnam companies

- 20 Respondents in foreign companies

Office staff

- 10 Respondents in Vietnam companies

- 10 Respondents in foreign companies

Workers

- 143 Respondents in Vietnam companies

- 144 Respondents in foreign companies

The Managers were directors, vice directors, Unit heads, vice heads of Units; the employees were workers, engineers, specialists, technicians, office staff currently working

in 6 companies in Bac Thang Long and Nam Thang Long industrial Parks

3.5 Research instrument

The survey questionnaires were the main used to gather data

To meet the research objects, the questionnaire is designed into two sections:

- Section A: it was designed to get the information as: Age, gender, education level, occupation…

- Section B: it was designed to get the information used for the research It includes human resource function, orientation, training and development, management development Percentages rate were used to analyze the data and evaluation Beside, in order to determine evaluation level and opinions of the respondents, the Researcher followed the Likert‟s scale of 1 to 5, which is presented below:

3.6 Procedure for conducting the survey

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

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 of questionnaire checklist

The analysis was mainly based on the outputs of data processing and the information collected from the questionnaires survey

3.7 Statistical treatment

This study used statistical methods to process data analysis as presented in the following table:

Chapter 4 PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

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

in the order of profile of respondent, perceptions on HR function, orientation, training and, management development

The analysis of findings and discussion will also be based on in depth – interviews with the selected managers of different companies in Bac Thang Long and Nam Thang Long industrial Parks

4.1 Profile of respondents

4.1.1 Profiles of management group

In order to support for 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

Chart 4.1 Gender structure of management group

In terms of gender, as seen from the pie chart, there are 25 out of 40 respondents are male accounting for 62% of the total respondent and the female is 15 out of 40 respondents accounting for 38% It is easy to understand that surveyed companies‟ fields are mechanics and metallurgy industry, electronic and telecommunication, electricity, thus attracted males more than females

Chart 4.2 Age structure of management group

6;15%

23; 57%

30 - under 30 31 - 40 41 - 50 51 - 60

Source: Author‟s survey

In terms of the age, the above chart indicated that the age of 30 to 40 is the highest with 57% (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 from 30 to 40 as result they are lacking of experience but they are strong of energy and development

Chart 4.3 Education levels of management group

High school University Master degree Doctoral degree Other

Source: Author‟s survey

In the terms of education this is the most positive result from this group 34 out of

40 respondents got Bachelor degrees accounting for 85% This is not amazing, because one

of the requirements applied for management position is to have Bachelor degree There are

6 respondents who owned master degree accounting for 15% and no one has doctoral degree yet

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

4.1.2 Profiles of employees

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

Chart 4.4 Gender structures of employees

181, 55%

149, 45%

Male Female

Source: Author‟s survey

In terms of gender, 181 out of 330 respondents are male accounting for 55% of the total respondents why the females are 149 out of 330 respondents accounting for 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 and there are more male employees working in the fields of Mechanics metallurgy

Chart 4.5 Age structure of employees