ĐẠI HỌC QUỐC GIA HÀ NỘI TRƯỜNG QUẢN TRỊ VÀ KINH DOANH --------------------- ĐÀM VĂN THÀNH THE IMPORTANCE OF TALENT MANAGEMENT STRATEGIES ON CORPORATE PERFORMANCE: A CASE OF MYTEL CO,.LTD AND KEY SUGGESTIONS TO BECOME MYANMAR’S LARGEST OPERATOR TẦM QUAN TRỌNG CỦA CHIẾN LƯỢC QUẢN TRỊ NHÂN TÀI VỚI HIỆU QUẢ HOẠT ĐỘNG CỦA DOANH NGHIỆP, ÁP DỤNG CHO CÔNG TY VIỄN THÔNG MYTEL VÀ MỘT SỐ KIẾN NGHỊ ĐỂ MYTEL TRỞ THÀNH NHÀ MẠNG LỚN NHẤT MYANMAR LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2023 ĐẠI HỌC QUỐC GIA HÀ NỘI TRƯỜNG QUẢN TRỊ VÀ KINH DOANH --------------------- ĐÀM VĂN THÀNH THE IMPORTANCE OF TALENT MANAGEMENT STRATEGIES ON CORPORATE PERFORMANCE: A CASE OF MYTEL CO,. LTD AND KEY SUGGESTIONS TO BECOME MYANMAR’S LARGEST OPERATOR TẦM QUAN TRỌNG CỦA CHIẾN LƯỢC QUẢN TRỊ NHÂN TÀI VỚI HIỆU QUẢ HOẠT ĐỘNG CỦA DOANH NGHIỆP, ÁP DỤNG CHO CÔNG TY VIỄN THÔNG MYTEL VÀ MỘT SỐ KIẾN NGHỊ ĐỂ MYTEL TRỞ THÀNH NHÀ MẠNG LỚN NHẤT MYANMAR Chuyên ngành: Quản trị kinh doanh Mã số: 8340101.01 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS. NGUYỄN NGỌC THẮNG HÀ NỘI - 2023 DECLARATION I declare that: My research is included in this thesis. All of the data and findings that are presented in the study are genuine and can be traced back to their point of origin.
All of the things that other people did to help with the research are acknowledged and fully cited as required. Chữ ký của học viên/Signature DAM VAN THANH ACKNOWLEDGEMENTS First of all, I would like to offer my profound and heartfelt appreciation to my advisor, Associate Professor Nguyen Ngoc Thang, who has provided me with consistent assistance throughout the duration of my thesis. His sense of duty and his boundless excitement have inspired me to devote every ounce of my energy to finishing this thesis. I was able to successfully complete this piece of academic work with the help of his informative and important remarks, advice, and feedback.
In addition, I based my study on both local and international sources, as well as what I learnt through research conducted in both locations. I would want to express my deepest thanks to my family, classmates from HSB and MBA20, friends, and particularly my coworkers at Viettel Myanmar for their unflinching support and encouragement during the whole of my time spent studying and doing research. In spite of the fact that I have put a lot of work into carrying out this study, it is unavoidable that there will be some deficiencies or restrictions. In order to successfully complete my thesis and put it to use in my professional life, I am looking forward to receiving comments and suggestions from my teachers, friends, and colleagues.
Dam Van Thanh. TABLE OF CONTENTS LIST OF ABBREVIATION. i LIST OF TABLES. Myanmar telecommunication market context.
Foreign investment of Viettel. Human capital theory. Expectation and motivation theory. Resource based theory.
Talent based theory. The impact of talent management strategies on the firm performance 26 2. Data-gathering tools. Data collection procedures.
Data processing and analysis. RESEARCH RESULTS AND DISCUSSION. Overall information of Mytel and talent management in Viettel. Description of research data.
Cronbach’s Alpha reliability analysis. Test the reliability of the Talent attraction. Test the reliability of the Talent retention scale .3 Test the reliability of Talent development scale .4 Test the reliability of the Career advancement scale .5 Test the reliability of the Firm performance. Exploratory factory analysis of variable .1 EFA test results of the independent variable .2 EFA test results of the dependent variable.1 Pearson correlation analysis.2 Verify multivariate linear regression model .3 Multiple regression equations and conclusions about the hypotheses.
CONCLUSION AND RECOMMENDATIONS. Limitations and orientation future research. 66 APPENDIX LIST OF ABBREVIATION No ABB DESCRIPTION The three generation, fourth generation and five generation 1 3G, 4G, 5G of broadband cellular network technology 2 ASEAN Association of Southeast Asian Nations 3 Bitel A subsidiary of Viettel in Peru 4 EFA Exploratory factory analysis 5 HRM Human resource management 6 IBM SPSS IBM Statistical Package for the Social Sciences 7 KDDI A foreign telecommunication company from Japan 8 KMO Kaiser-Meyer-Olkin test 9 Metfone A subsidiary of Viettel in Cambodia 10 Movitel A subsidiary of Viettel in Mozambique Myanmar Posts and Telecommunication, a government 11 MPT telecommunication company 12 Mytel A subsidiary of Viettel in Myanmar 13 Ooredoo A foreign telecommunication company from Qatar A SIM card is an integrated circuit intended to securely store the international mobile subscriber identity number and its 14 SIM related key, which are used to identify and authenticate subscribers on mobile telephony devices 15 Telco Telecommunication company 16 Telenor A foreign telecommunication company from Norway i 17 Unitel A subsidiary of Viettel in Laos 18 USD United State Dollar Voice over Internet Protocol, also called IP telephony, is a method and group of technologies for the delivery of voice 19 VoIP communications and multimedia sessions over Internet Protocol networks, such as the Internet ii LIST OF TABLES Table 3. Talent attraction, base on Adeosun (2020).
Talent retention, base on Adeosun (2020). Talent development, base on Anwar (2014). Career advancement, Author’s own base on the situation of Mytel. The performance of the firm, Author’s own base on the situation of Mytel.
The Multiple regression model equation. The Outstanding statistics of the Talent attraction scale. The Item Total statistics of the Talent attraction scale’s variables 44 Table 4. Statistics reliability of the Talent retention scale.
Item Total Statistics reliability of the Talent retention’s variables 45 Table 4. Talent development reliability statistics. Item Total Statistics reliability of the Talent development’s variables 46 Table 4. Career advancement reliability statistics.
Item-Total Statistics reliability of Career advancement’s variables. Statistics reliability of Film performance scale. Item-Total Statistics reliability of the Film performance variables. KMO and EFA test result of independence variables.
The total variance explained of EFA for the independent variable. Rotation matrix of exploratory factor analysis EFA is independent variable. KMO and Bartlett's of EFA for the dependent variable. The total variance explained of EFA for the dependent variable 51 Table 4.
Rotation matrix of EFA for the dependent variable. Coding mean representations of factors. Pearson correlation matrix. Results of regression analysis.
Test results of the appropriateness of the regression model. Results of regression analysis. The impact level of factors in the research model. Background In Myanmar, mobile telecommunications companies have been placed in the position of having to come up with strategies to deal with the increased level of competition in the business.
The effective deployment of human capital is more important to competitive success than the accumulation of physical assets. As a result of the players' intense competition for the limited number of available skills, there has been a decline in talent. The research sought to determine whether or not talent management techniques play a significant role in the overall success of a telecommunications firm in Myanmar in general and particularly Mytel company. The research was founded on four different theories like the human capital theory, the expectation theory developed by Maslow and Lawler, the resource-based theory, and the talent-based theory.
The research was in the form of a survey that used descriptive and analytical methods. For the purpose of this research, the target group consisted of the 336 employees working for Mytel Company. The data were gathered by the researcher via the use of questionnaires. After collecting the data, they were coded, adjusted, and then prepared for analysis.
The research used the quantitative method of data analysis, which are most suited for assessing open-ended questions on the one hand and closed questions on the other. Descriptive statistics, such as frequencies, percentages, the mean, and standard deviation, were used in the analysis of quantitative data. Content analysis was used, on the other hand, in order to make sense of the qualitative data. To determine the extent of the impact that each independent variable has on the target variable, a multiple regression model was used.
The findings were written forth in the form of tables, charts, and figures. 1 According to the findings of the research, talent acquisition methods have a significant impact on the level of performance achieved in their business, however talent retention have only a minor impact. It was abundantly evident that the success of an organization is significantly impacted by factors such as staff dedication, organizational motivation, the rate at which individuals leave the business, and the effectiveness of efforts to reduce employee turnover. In accordance with the findings of the research, there is a significant link between talent development and performance, as well as between career advancement and performance to a significant degree.
This factor had a big impact on the success of the company, which led to important career advancements like professional counseling and setting career goals. In line with the findings of the study, the career advancement had the most impact on the performance of telecommunication firms, followed by the factors of talent attraction and talent retention. The study found that the talent development had the least impact on the performance of firms. Using the findings of the study, organizations need to understand the concept of talent management in order to effectively harness and leverage intangible assets within the firm in order to achieve a competitive advantage.
Additionally, the study suggests that employees should be appreciated for better performance. Non-monetary bonuses, such as incentive, recognition, and study leave, should also be provided by firms to employees to an acceptable and sufficient degree. In turn, the manager should enact measures that encourage and assist businesses in adopting and implementing strategic talent management in order to discover and develop their people' full potential and use it to optimal use in boosting business success. The research suggests that businesses should maintain and uphold best practices for strategic talent management in order to make the most effective use of their talents and skills.
Moreover, the research suggests that businesses should conduct regular audits 2 to ensure that strategic talent management programs are being fully implemented. Successful companies implement talent management programs as one of the human resource development strategies they implement. These programs assist the company in its efforts to recruit and retain competent and talented employees, which in turn helps the company to improve its performance. While in Thailand, where talent management is considered a construct with three dimensions (strategic, structural, and ideological), and the country views the atmosphere for innovation and organizational performance as single-dimensional concepts.
According to the findings, the linkages that exist between the many facets of talent management and organizational performance are mediated by an environment that fosters creative thinking. To put an organization in a position to achieve high performance through talent management, its main focus should be on creating an environment that encourages and develops the unique creative potential of each of its workers (Hongal, 2020). It has been observed that talent management, organizational development, and the job motivation of employees all have a significant and positive relationship with one another in China. However, the majority of firms fail to properly promote, reward, and retain the one-of-a-kind abilities of their staff (Wang, 2022).
As a consequence of this, workers often switch jobs in the hope of settling into a group to which they can contribute. These kinds of businesses have a tendency to go for human resources who possess a high degree of experience and abilities, only to wind up losing those resources in the end because they do not have an efficient talent management strategy in place. Talent management is becoming more important in contemporary human resource management as a consequence.