ĐẠI HỌC QUỐC GIA HÀ NỘI TRƢỜNG QUẢN TRỊ VÀ KINH DOANH --------------------- NGUYỄN HẢI PHÚ COMPLETING THE HUMAN RESOURCE MANAGEMENT STRATEGY AT SHP QUANG NINH COMPANY HOÀN THIỆN CHIẾN LƢỢC QUẢN TRỊ NGUỒN NHÂN LỰC TẠI CÔNG TY TNHH SHP QUẢNG NINH LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2023 ĐẠI HỌC QUỐC GIA HÀ NỘI TRƢỜNG QUẢN TRỊ VÀ KINH DOANH --------------------- NGUYỄN HẢI PHÚ COMPLETING THE HUMAN RESOURCE MANAGEMENT STRATEGY AT SHP QUANG NINH COMPANY HOÀN THIỆN CHIẾN LƢỢC QUẢN TRỊ NGUỒN NHÂN LỰC TẠI CÔNG TY TNHH SHP QUẢNG NINH Chuyên ngành: Quản trị kinh doanh Mã số: 8340101.01 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƢỜI HƢỚNG DẪN KHOA HỌC: TS. NGUYỄN VĂN GIÁP HÀ NỘI - 2023 DECLARATION OF AUTHORSHIP The author certifies that the results of this master‟s thesis “Completing the human resource management strategy at SHP Quang Ninh company” are his own work, have been mainly obtained during his study and research. The content of this master‟s thesis has not been published in any others‟ research program. Any others‟ research results and documents (citations, tables, formulas, graphs and other documents) used in this master‟s thesis have been specifically cited and comply with the regulations.
Author Nguyen Hai Phu i ACKNOWLEDGEMENT After a period of learning, researching and collecting data and information on SHP Quang Ninh Co., I have completed my graduation thesis of “Completing the the human resource management strategy at SHP Quang Ninh company”. By this thesis, I would like to express my sincere thanks to the teachers of Faculty of Business Administration, Hanoi School of Business and Management for your dedication in teaching, guiding, imparting knowledge to me over the years and leading me to the today success. I sincerely thank Ph. Nguyen Van Giap, who directly guided and shared knowledge for me to complete this thesis.
Special thanks also come to the Board of Directors of SHP Quang Ninh Co. for their enthusiastic help and providing materials to complete the thesis. Due to the time limit and wide scope, the study cannot avoid both theoretical and practical limitations. Thus, I hope to receive guidance and suggestions from teachers, and colleagues to improve my thesis.
Once again, I would like to warmly thank you. ii TABLE OF CONTENTS DECLARATION OF AUTHORSHIP ------------------------------------------------------ i ACKNOWLEDGEMENT ------------------------------------------------------------------- ii LIST OF TABLES --------------------------------------------------------------------------- vi LIST OF FIGURES ------------------------------------------------------------------------- vii INTRODUCTION -----------------------------------------------------------------------------1 1. Urgency of the topic ------------------------------------------------------------------------1 2. World research on the thesis topic ---------------------------------------------------2 2.
Domestic research on the thesis topic -----------------------------------------------4 3. Purposes of the research -------------------------------------------------------------------4 4. Objects and contents of the research -----------------------------------------------------5 6. Method of the research ---------------------------------------------------------------------5 7.
Contributions of the thesis -----------------------------------------------------------------5 8. Thesis structure -----------------------------------------------------------------------------6 CHAPTER 1: BASIC THEORETICAL ISSUES ON HUMAN RESOURCE MANAGEMENT STRATEGY -------------------------------------------------------------7 1. Basic theory of human resource management strategy ------------------------------7 1. Purpose and role of developing a human resource management strategy.
Development and implementation of human resource management strategy -- 11 1. Setting up the context for developing human resource management strategy. Analysis of the current state of human resources of enterprises ------------ 15 1. Action plan with specific roadmap and activities ----------------------------- 18 1.
Evaluating the effectiveness------------------------------------------------------ 28 iii CHAPTER 2: HUMAN RESOURCES MANAGEMENT STRATEGY OF SHP - QUANG NINH CO. Overview of SHP Quang Ninh Co. Foundation and development of SHP Quang Ninh Co. Organizational structure of the Company -------------------------------------- 31 2.
Business results of SHP Quang Ninh Co. The current situation of human resource management of SHP Quang Ninh Co. Factors affecting the formation and development of human resources of SHP Quang Ninh Co. Characteristics of human resources of SHP Quang Ninh Co.
Strategic overview of human resource management at the company. General evaluation of human resource management strategy at SHP Quang Ninh Co. Pros the point ----------------------------------------------------------------------- 56 2. Limitations and causes ------------------------------------------------------------ 57 CHAPTER 3: PROPOSED SOLUTIONS TO COMPLETE HUMAN RESOURCES MANAGEMENT STRATEGY AT SHP - QUANG NINH CO.
Viewpoints, goals, and directions for human resource development of SHP Quang Ninh Co. Human resource management perspective ------------------------------------- 61 3. Solutions to complete the human resource management strategy of SHP Quang Ninh Co. Strategic planning, planning and human resource development plan force.
Recruiting human resources ------------------------------------------------------ 65 3. Training and retraining to improve the quality of human resources -------- 67 iv 3. Creating motivation for human resource development ----------------------- 69 3. Build organizational culture ------------------------------------------------------ 73 3.
Other solutions --------------------------------------------------------------------- 75 CONCLUSION ------------------------------------------------------------------------------ 77 REFERENCES ------------------------------------------------------------------------------- 78 v LIST OF TABLES Table 1. External Factor Evaluation (EFE Matrix). Internal Factor Evaluation (IFE Matrix). The difference between work efficiency and work effectiveness.
The company's production and business results from 2019 to 2021 .2: The company‟s labor structure by gender.2: Labor structure by gender at SHP Quang Ninh Co.3: The company‟s labor structure by age .4: The company‟s labor structure by qualification .5: Ethics and behavior of labor .6: Evaluation of recruitment process at SHP Quang Ninh Co.7: Arrangement and employment of employees at SHP Quang Ninh Co.8: Human resource training at the company from 2018 to 2021 .9: Training methods at SHP Quang Ninh Co.10: Content of human resource training at SHP Quang Ninh Co.11: Training scale according to the company‟s actual needs in 2021 .12 : Evaluation of worker's fitness .1: Plan of organizational structure and number of employees of SHP Quang Ninh Co. Training objectives of SHP Quang Ninh Co.3: Coefficient of work completion by job performance .71 vi LIST OF FIGURES Figure 1. Interactions between human resource management strategy and business development strategy. Relationship between human resource management strategy and business strategy in an enterprise.
Employees‟ remuneration structure. Personnel and organizational structure of SHP Quang Ninh Co.1: Number of direct and indirect employees from 2018 to 2021 .3: Working age at the company from 2018 to 2021 .4: The company‟s labor structure by qualifications in 2028 and 2021 .5: Results of the survey about the company‟s trainings .6: Steps to recruit employees at SHP Quang Ninh Co.7 : Average monthly income of employees from 2018 - 2021. Urgency of the topic Establishment and stable development of an enterprise greatly depend on the effective exploitation and use of resources. Unlike the other factors such as machinery, equipment, materials, technology, the human factor cannot be bought, learned, and copied.
Therefore, it can be affirmed that human resources play an essential role in maintaining the stability of an enterprise or economic organization. In Vietnam, according to the Report on Labor and Employment in the third quarter and nine months of 2022 published by the General Statistics Office, the Ministry of Planning and Investment on October 6, 2022, the workforce aged 15 years and over was 51.9 million in the third quarter of 2022, an increase of nearly 2.8 million people compared to the same period last year. The labor force participation rate in the third quarter of 2022 was 68.7%, an increase of 3.1 percentage over the same period last year. The rate of trained workers with degrees and certificates in the third quarter of 2022 reached 26.
Among total number of employed workers, worker rate in service sector takes account for the largest proportion of 39.0 %, followed by rate of workers in industrial and construction areas with 33.4%, and workers in agriculture, forestry, and fishery sector accounting for the lowest proportion of 27. In the construction area, human resources have not met the requirements of both quality and quantity. The percentage of workers directly engaged in production through vocational training is still very low, the industrial style has not been improved, etc., leading to low labor productivity, errors in product quality and reduced competitiveness in the international market as well as in the domestic market. According to the Statistics Office, the construction sector has about 32% untrained workers, 41% primary qualified workers, and 68.7% workers trained in communes and districts.
Only 36% professional staffs are trained in the construction sector across the country (Source: General Statistics Office in 2015). It is the human resource limit that significantly affected project implementation, management and planning. Human resource management in an enterprise is to attract, build, develop, use, evaluate and retain a workforce that meets the needs of human resources in the enterprise both in terms of quantity and quality. Although, human resource management is a deep- 1 seated activity inside the enterprise, it plays a crucial role and is a decisive factor in the achievement of business strategic goals of the enterprise.
At SHP Quang Ninh Co., the recruitment of qualified, skilled, loyal employees for long-term strategic goals is one of the major focus of the Company‟s leadership. Recognizing the importance of human resource management at an enterprise, with the desire to partly contribute to the efficiency of the company‟s workforce, I decided to choose topic of “Completing the human resource management strategy at SHP Quang Ninh Company” as my master thesis in business management. Research overview With the increasingly important role of human resource management strategy for a sustainable development of organizations, scholars increasingly recognize the importance of human resource management strategies in enterprises in their research on strategic topics. With the desire to partly contribute to improve the efficiency of the company‟s workforce, I decided to choose topic of “Completing the human resource management strategy at SHP Quang Ninh Company” as my master thesis in business management.
There have been many scientific works, publications, documents both internationally and domestically on strategy in general as well as human resource strategy in particular in organizations. World research on the thesis topic In the human resource management, in order to get a team of qualified and talented staffs for enterprises and organizations, in addition to on-the-job training, talent attraction is essential and important for all employers over the world. In order to attract qualified and skilled employees, business managers need to have different orientations to build and develop human resources depend on their own conditions. Some typical authors such as Peter Boxall and John Purcell (2011) who wrote “Strategy and Human resource management” or “Theoretical Perspectives for Strategic Human Resource Management” written by Patrick M.Wright and Gary C.
These studies all agree on the importance of developing and implementing a human resource strategy in the organization in general. However, these studies lack in-depth analysis on strategic characteristics of each specific type of organization. The doctoral thesis by Cecilia Maria Schultz (January 2009) on “Building a strategy of competitive human resources in Tshwane University of Technology” has pointed out the lack 2 of competitive human resources at Tshwane University of Technology. From that, the author built a strategy of competitive human resources for Tshwane University of Technology with major focus on business knowledge and human resource implementation, personal skills (professional), management skills (management of change, culture, relationship, information systems, and finance).
However, the strategy proposed by the author is only at the university where the staffs and teachers are highly and evenly qualified, hence, it cannot be applied to other areas. Allen (2006), Cornell University has conducted a research on “Strategic management of human resources in small and medium enterprises”. This research topic has developed the theory on how the human resource management system contribute to the success of small and medium enterprises. Based on the theory of human resource management strategy and business activities in small enterprises, the author has shown that a good human resource management system will make a positive impact on performance of enterprises, especially of small and medium enterprises.
The author also mentioned about three issues in his research, that were impact of human resource strategy management on the enterprise performance; related benefits from choosing small and medium enterprises for the research; and conclusions drawn in the strategic management of human resources in small and medium enterprises. The research topic “Strategic human resource management: what does it mean in practice?” by Ken Lovell (2009), Southern Cross University- a professional expert in the field of construction.