ĐẠI HỌC QUOC GIA HÀ NỘI TRUONG QUAN TRI VÀ KINH DOANH PHAM HONG KY FACTORS AFFECTING AND SOLUTIONS TO IMPROVE THE QUALITY OF HUMAN RESOURCES OF HISOFT VIET NAM JOINT STOCK COMPANY LUẬN VAN THẠC SĨ QUAN TRI KINH DOANH Hà Nội - 2024 ĐẠI HỌC QUOC GIA HÀ NỘI TRUONG QUAN TRI VÀ KINH DOANH PHAM HONG KY FACTORS AFFECTING AND SOLUTIONS TO IMPROVE THE QUALITY OF HUMAN RESOURCES OF HISOFT VIET NAM JOINT STOCK COMPANY CAC NHAN TO ANH HUONG VA MOT SO GIAI PHAP Chuyén nganh: Quan tri kinh doanh Mã số: 8340101.01 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS. NGUYÊN NGỌC THẮNG Hà Nội - 2024 DECLARATION I declare that the thesis has been written by myself and that the work has not been submitted for any other degree or professional qualification. The data and results stated in the thesis are honest and have clear origins. Hanoi, October 2023 Pham Hong Ky ACKNOWLEDGMENT Tam grateful to Vietnam National University, Hanoi for providing me with the resources to complete this project.
Finally, I'd like to thank my parents and numerous friends who supported and loved me throughout this long process. This project would not have been possible without the support of many people. Many thanks to my instructor, Assoc. Nguyen Ngoc Thang who read my numerous revisions and helped make some sense of the confusion.
Also thanks to my committee members, who offered guidance and support. Ha Noi, day. year 2023 Author (Signature and full name) il TABLE OF CONTENTS DECLARA TION. LH HH HH HH HH HH HH HH HH hà 1 ACKNOWLEDGMENT,.
HH HH TT TH TH HH Hà HH nh TT nh ii TABLE OF CONTTENTTS.-- TH HH HH TT HH run 11 LIST OF TABLES0177. vi LIST OF FIGURES1. cece ecceecessceeseceseeececaeeeaecececseeeaeceaecscesseeeaeceaeseesseeeaesenesaeeeaeees Vii CHAPTER 1: GENERAL INTRODUCTION. Research overview on Human resource quaÏ1ty.-- --- «<< ss++sss+seexesess 2 1.
Research objectives Of the {ODIC. cv TH TH HH ng 7 1. Specific OBJECTIVES annD. Data collection methOS.- óc 119 9301 911991 1v ng ng ng 7 1.
Data analysis ImethOS. -- -- -c 13 1321113111911 9 111 111 1 ng ng rệt 8 1. Research SCOpe nh.-- s19 TH TH TH HH kh 9 CHAPTER 2: THEORETICAL BASIS ON QUALITY OF HUMAN RESOURCES 500542: `. Some basic CONCEPES 1n.
Theoretical basic of human reSOUrCes. Quality of human resources .- --- 5 5 +1 nh HH nh nrư 13 2. Improvement of human resource Quality. Improving the Human resources Quality.
The need to improve the quality of human resources in IT company. Research models on the influence of factors affecting the quality of human TOSOULCES 0088. Research model of the authors of Dong Nai Technology University and Lac Hong University 0. cece Gà 1n TH HT TH HH 20 11 2.
Research model of the author Tran Manh Truong Foreign Trade UMIVETSILY oo. Research model by Nair, School of Management Studies, Cochin University of Science and Technology .cccccesscessscesecesceeeecesseeeeeeseeesaeenee 22 CHAPTER 3: RESEARCH DESIGN AND METHODOLOGY. Overview Of HISOT. TH HH HH Hệ 24 3.
General information Of HISOÍL. Hisoft products and S€TVIC€S. -- Ăn ng ng ng 25 3. Structure of organization, management and administration of Hisoft.
Hisoft’s business situation in recent ÿ€AFS. The current situation of Hisoft Human ResOUrces.- --- «kh HH TT TT HH HH HH 31 3. Introduction to the research Process. Research model proposed by the author.
Questionnaires developing DTOC€SS. Survey form and method of investigation. cece «+ sccs«csscssssree 36 CHAPTER 4: RESEARCH FINDINGS. Descriptive SfA{ISẨICS.- 2Q Quàghgh kh 40 hon.
Scale reliability f€SfITE,.-- Án HH TT TH HH ngàng nh Hy 42 4. Cronbach Alpha of the Recruitment factor scaÌe. Cronbach Alpha of the Training and development. Cronbach Alpha of the Support from leaders factor scale.
Cronbach Alpha of the Working environment factor scale. Cronbach Alpha of the Salary and Bonus factor scale. Cronbach Alpha of Human Resources Quality factor scale. Factor analysis and research model VerIfiCafIOI.
Independent variable factor analysis. Dependency Variable Factor AnaÌYS1S. Results of factor analysis and research model verification. TH ng Hư 56 CHAPTER 5: SOLUTIONS TO IMPROVE THE QUALITY OE HUMAN ;9:6)9)0):40569.
Objectives and development orientation of Hisoft from now to 2030. Objectives and business strate gy. Human resources improvement OrIenfafIOn. Solutions primarily raising Hisoft's workforce qualIty.
Improve the salary structure and provide diverse kinds of incentives. Give additional guidance from the leaders. Productive communication and upgrade the physical environment. Develop an extensive system for training involving utilizing several methods and clear instructional materials.
Frequently upgrade the hiring procedure and ensure recruitment 501019:12 212121. Recommendation to the board of directors at Hisoft. Recommendation to Ministry of Information and Communications. Recommendation to information technology vocational, training centers, Colleges aNd UNIVETSILY 07077.
ee ceceeceeecceeesseesceesecececseeesecaecseesseeeaecececseeeaesececsaesseeeaeeeaeceeeeeeaeeegs 80 REFERENCES 1. 82 LIST OF TABLES Table 3.1 An overview of Hisoft's 2019-2022 profit and loss statement.2 Hisoft employee age statistics from 2019 to 2022.3 Hisoft employee year experience data from 2019 to 2022.4 Employee’s qualification statistics of Hisoft from 2019 to 2022.5 The human resource quality scales .-- - «6 se seeeeereerseesee 38 Table 4.-- G5 11 HT TH TT HH HH 40 Table 4.- s1 9n ng HH ngư42 Table 4.3 Cronbach’s Alpha of Recruitment ÍaCfOT.4 Cronbach’s Alpha of Training and development factor .5 Cronbach’s Alpha of Support from leaders faCfOT.6 Cronbach’s Alpha of Working environment factor .7 Cronbach’s Alpha of Salary and bonus ÍaCfOT.8 Cronbach’s Alpha of Human Resources Quality factor .9 Scale assessment results Of 6 ÍaCfOTS. 5 SH ren46 Table 4.10 KMO accreditation and Barlett’s Test .11 Total Variance Explained of independent variables.12 Rotated component matrix of independent variables .13 Total variance explained of dependent variable .14 KMO and Bartlett Test of dependent variable.15 Component matrix of dependent var1abÌ€.- -‹‹-+-«<++s<++see+ssess 49 Table 4.16 Correlations between dependent variable and independent variables. - c5 + 0111211119101 91 19v HH ng 52 Table 4.- G11 HH ng 53 Table 4.20 Summary of hypothesis r€SuÏ(.-- - - c1 21111210113 111911 911110 11v HH kg 64 VI LIST OF FIGURES Figure 2.1 Framework of Doan Manh Quynh.2 Framework of Tran Manh Truong.3 Framework of ÌNalT.- G Ăn HS TH TH HH HH, 23 Figure 3.1 The Hisoft structure.
6 6 523 3191911 91 1H ng HH Hưng giết 26 Figure 3.2 Revenue and profit CÌ4Y.- - - << + 11119111 91 1911 91 9v ng re 28 Figure 3.3 The research process proposed by authOr.----««++-s<+++se+ssesesers 31 Figure 3.4 A framework for factors affecting HR quality at Hisoft. «11v TT TH TH Hà HH Hưng rệt 42 Figure 4.4 Diagram of regression standardized Residual .5 Diagram of normal P-P Plot .- -- - + + + + + E**kE+veEEseereeeeereerereere 54 Figure 4.6 Scatter Plot of dependent variable .-- -‹ s + + + *++ksxeeseeeeeerseeers 54 vil CHAPTER 1: GENERAL INTRODUCTION 1. Research rationale Human resources are considered a prerequisite for the sustainable growth and success of an organization, industry, and nation. High-quality human resources contribute competence, capabilities, and ethical values to the business's core values from every aspect, from company culture to the quality of products and services for customers.
Well aware of human value, many authors have researched human resources throughout the ages to explore the arising challenges and opportunities in the context of changing socio-economic conditions. The scarcity of IT personnel is always at a high level and has become an enduring problem for the Vietnamese IT market though the salary and benefits of this industry still tend to increase and are somewhat higher than the general level. Although nearly 57,000 students enroll in IT majors, the market still suffers from lacking 150,000 to 200,000 programmers annually (TopDev report 2023). Locating high-quality personnel is even the most challenging problem.
For small and medium- sized businesses, minimizing labor costs is a "survival" goal. SME managers tend to favor candidates who are versatile and can handle tasks at an acceptable level rather than excel in a specific field. These managers also enhance internal quality through regular training, an effective working environment, or reasonable salary and bonus regimes. To stay competitive in the market, improving the quality of human resources is crucial, just like companies investing in personnel and the quality of products to gain customers.
Therefore, investigate factors that influence this subject. Hisoft Viet Nam JSC is dedicating significant efforts towards raising the caliber of its workforce as the underlying fundament for company affirmation in this competitive industry. Working spirit and service quality at work, however, still require development. Hisoft directors have grasped the main point of the business and operating situation as well as acknowledged its weaknesses and threats.
Additionally, they delve into determinants influencing labor quality to take necessary measures while drawing strengths to seize any business opportunities. Thus, the key priority is to build on human resource quality. Based on the current scenario, the author has chosen “Factors affecting and solutions to improve the quality of human resources of Hisoft Viet Nam Joint Stock Company” as the topic for the master thesis. The research aims to thoroughly determine and evaluate the current factors influencing human resources quality and offer viable solutions for enhancing the overall management of human resources at Hisoft Vietnam in the future.
Research overview on Human resource quality A multitude of research studies from both within Vietnam and abroad have put forward numerous methodologies for Human Resource and measuring Human Resource Quality a. From international studies Human Resources Quality has been an area of significant interest among HRM writers as evidenced by the works of Costigan (1995), Dawson and Webb (1989), Hill (1991), Hill and Wilkinson (1995), Rosenthal et al. This is not influenced by the impact of conclusions highlighting the major contribution of “founding fathers” (Crosby, 1980; Deming, 1986; Ishikawa, 1985; Juran, 1989) of quality management toward managing efficient labor. Fundamentally, the experts believed that workers are naturally concerned and eager to improve the "quality of the work" they produce.
They believed this could be achieved by providing them with the required training, resources, and a supportive workplace fostering innovation. (1) “The analysis of human resource quality in improving employees performance: An analysis of external and internal environment” by Saharuddin (2019) considers the importance of human resource elements in the growth and development of an organization. Education, health level, and level of income related directly to human resource quality to improve performance. The author indicated competence as one of the major human resource quality issues.
The study underlines the importance of employee quality for government management in autonomy. Moreover, the author defined the quality of employees as the level of educational background, skills, experience, knowledge, and competencies required to carry out jobs. As a result, in order to measure human resources quality, the aforementioned elements must be assessed. According to the author, the major factor at the level of the microsystem that affects the formation of labor force is the personnel policy of the company.
The main components of which are: the mechanism of attracting skilled personnel, availability of training, the development of an effective system of remuneration, creating an organizational culture and maintaining a positive climate in the organization. (4) Mba Okechukwu Agwu & Tonye Ogiriki (2014) with "Human Resource Development and Organizational Performance in the Nigeria Liquefied Natural Gas Company Limited, Bonny" has discussed human resource development (HRD) and organizational effectiveness in Nigerian liquefied natural gas companies. Human resource development refers to the collective utilization of career development, organizational development, and training and development to improve the effectiveness of individuals, groups, and organizations. The study suggests that via enhancing workers' capabilities, attitudes, and manners, HRD practices either directly or indirectly improve business performance.
The findings indicate a significant positive relationship between HRD practices (training and development), employee commitment/motivation, and organizational productivity in the working environment of the Nigerian liquefied natural gas company. According to the study, the success of any organization is predominantly determined by the quality of its products and services.