Nâng cao chương trình đào tạo và phát triển tại công ty Bitis Việt Nam

THE IMPROVEMENT OF THE TRAINING AND DEVELOPMENT

PROGRAM AT BITIS COMPANY 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 DO DUNG

(JONATHAN)

July, 2013

Thai Nguyen University

Socialist Republic of Vietnam

Southern Luzon State University

Republic of Philippines

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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:

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;

DR. NGUYEN THANH HAI, Vice Director of the International Training Center Thai

Nguyen University of the Socialist Republic of Vietnam, for his enormous pursuit to

provide the Vietnamese people an opportunity to grow through education;

DR. JOANNA PAULA A. ELLAGA for her selfless guidance and assistance thereby

making this paper a scholarly work;

MANAGERS and EMPLOYEES of Biti‟s company, my Respondents, for their

patience and cooperation in answering the questionnaire and for other data given;

MY FAMILY and FRIENDS and to all who have contributed to make this study a

success.

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ABSTRACT

Dissertation mentions the necessary of training, aims and objectives of studying.

According to experts, training is crucial element, such as maintaining the absorptive

capacity of innovative firms, or a key part of the human resource management process

and even improving the quantity and quality of future entrepreneurs. Scientists also

assert that there are a number of reasons for training. In addition, the significantly

impacts of training and training benefits are also been confirmed. Finally, good results

for the company have implemented well training programs is obvious evidences to

emphasize the important of training.

A number of methods were used in this studying. Collecting primary data from books,

journals, articles, research papers and reports, and based on these data, the author do

questionnaires, sending to BITIS Company and collecting the feedbacks. Then, a

mixture of qualitative and quantitative approaches to analyzing the primary research

findings was chosen, with an emphasis on qualitative data.Questionnaires were

chosen as the main tool to carry out the research. Finally, the sampling method and

pilot study are also approached in this project.

Overview of BITIS have been mentioned covering the main background information

of company, the strength, the weakness and strategies that BITIS have done to

achieve their goals and widely recognized in global market are described and

explained. Then, analyzing the results from questionnaires feedback is analyzed.

Author has summarized the results of studying, and has confirmed that the targets of

studying has achieved. Some recommendations are suggested which hope these can

be applied in the BITIS company.

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TABLE OF CONTENTS

ACKNOWLEDGMENT .................................................................................... 1

ABSTRACT ..................................................................................................... 2

CHAPTER I ..................................................................................................... 7

INTRODUCTION............................................................................................. 7

1.1 The significance of study.....................................................................................7

1.2 Background of the Study ...................................................................................12

1.3 Aims of Study ....................................................................................................13

1.4 Objectives of Study............................................................................................14

1.5 Scope and limitations of Research.....................................................................15

CHAPTER II .................................................................................................. 16

REVIEW OF RELATED LITERATURE.......................................................... 16

2.1 The importance of training and development ....................................................16

2.2 Transfer of training ...........................................................................................20

2.2.1 Individual factors.......................................................................................21

2.2.2 Motivational factors...................................................................................23

2.2.3 Environmental factors................................................................................25

2.3 Training methods..............................................................................................27

2.3.1 Videotapes..................................................................................................27

2.3.2 Lectures......................................................................................................28

2.3.3 One-on-one instruction ..............................................................................29

2.3.4 Role plays...................................................................................................31

2.3.5 Games/simulation ......................................................................................31

2.3.6 Case studies ...............................................................................................32

2.3.7 Slides..........................................................................................................33

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2.3.8 Computer-based training ...........................................................................34

2.3.9 Audiotapes..................................................................................................35

2.3.10 Films ........................................................................................................35

2.4 The factors influence the training .....................................................................35

2.4.1 Internal factors...........................................................................................36

2.4.2 External factors..........................................................................................37

2.5 The brief overview of the steps of the training process follows......................38

CHAPTER III ................................................................................................. 42

RESEARCH METHODOLOGY ..................................................................... 42

3.1 Research design ................................................................................................42

3.2 Research tool.....................................................................................................44

3.3 Sampling method ..............................................................................................46

3.4 Research technique ...........................................................................................47

3.5 The Pilot Study ..................................................................................................47

3.6 Procedure ..........................................................................................................48

3.7 Reliability and Validity....................................................................................48

3.7.1 Reliability....................................................................................................49

3.7.2 Validity.......................................................................................................49

3.8 Data analysis.....................................................................................................50

CHAPTER IV................................................................................................. 51

RESULTS AND DISCUSSION ...................................................................... 51

4.1 The background of Bitis company....................................................................51

4.1.1 Historical background ................................................................................51

4.1.2 Organization’s framework ..........................................................................52

4.1.3 Bitis strategies.............................................................................................52

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4.1.4 Human Resources Management and Development ....................................54

4.2 Worker-respondent ...........................................................................................55

4.2.1 Age ..............................................................................................................55

4.2.2 Gender.........................................................................................................56

4.2.3 Length of service .........................................................................................57

4.2.4 Department assigned...................................................................................58

4.2.5 The worker’s perception on the company’s training and development

program in terms of policies and procedure........................................................59

4.2.6 The worker’s perception on the company’s training and development

program in terms of awareness on training process ...........................................60

4.2.7 The worker’s perception on the company’s training and development

program in terms of attendance to a fomal training............................................61

4.2.8 The worker’s perception on the company’s training and development

program in terms of training method...................................................................62

4.2.9 The worker’s perception on the company’s training and development

program in terms of motivation to attend a training ...........................................64

4.2.10 The worker’s perception on the company’s training and development

program in terms of usefulness of the training ....................................................65

4.2.11 The worker’s perception on the company’s training and development

program in terms of gains acquired from the training .......................................67

4.2.12 The worker’s perception on the company’s training and development

program in terms of applicability of training to specific job/tasks.....................69

4.2.13 The worker’s perception on the company’s training and development

program in terms of manager’s role in the training process...............................72

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4.2.14 The worker’s perception on the company’s training and development

program in terms of Influencing factors in the training process.........................74

4.2.15 The worker’s perception on the company’s training and development

program in terms of commitment to attend trainings ..........................................76

4.2.16 The worker’s perception on the company’s training and development

program in terms of suggestions to improved the training process.....................79

CHAPTER V: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS.. 81

5.1 Summary...........................................................................................................81

5.2 Conclusions.......................................................................................................81

5.3 Recommendations.............................................................................................83

5.3.1 In respect of training policy......................................................................83

5.3.2 With respect of methods training ...............................................................84

5.3.3 With regard to training evaluation ............................................................85

5.3.4 In respect of commitment...........................................................................86

5.3.5 With respect of working environment .......................................................86

5.4 Limitations of Research ....................................................................................89

5.5 Further Research ...............................................................................................90

BIBLIOGRAPHY........................................................................................... 91

APPENDIX .................................................................................................... 99

CURRICULUM VITAE................................................................................. 119

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CHAPTER I

INTRODUCTION

The rapid growing and integration of global economy has extensively enhanced the

demand for training and education. Given this reason, it will be significant to

recognise the role of training in economic development, particularly for companies

which compete in competitive market. Since training plan, method and trainee

recognition is considered as the substantial predicator to measure the effectiveness

and succeed of training program. Therefore, training plan, method and trainee

recognition have been received much attention from researchers as well as board of

management in over the world;

1.1 The significance of study

People are the factors that constitute the organization, operation and determine the

success or failure of the organization. This is a valuable asset that every organization

should know to take advantage and develop. Furthermore, in integration of global

economy, the training and development of human resources is considered as a vital

task for every organization because strong human resources is the prerequisite to

compete and survive in today's competitive environment. Therefore, the improvement

of training quality takes an important part in development strategy

Training is the acquisition of knowledge, skills, and competencies as a result of the

teaching of vocational or practical skills and knowledge that relate to specific useful

competencies.

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Training has specific goals of improving one's capability, capacity, and performance.

In addition to the basic training required for a trade, occupation or profession,

observers of the labor-market recognize the need to continue training beyond initial

qualifications: to maintain, upgrade and update skills throughout working life.

Training presents a prime opportunity to expand the knowledge base of all employees,

but many employers find the development opportunities expensive. Employees also

miss out on work time while attending training sessions, which may delay the

completion of projects. Despite the potential drawbacks, training and development

provides both the company as a whole and the individual employees with benefits that

make the cost and time a worthwhile investment.

Training plan, method and trainee recognition have been received much attention

from researchers as well as board of management in over the world:

Addressing Weaknesses: Most employees have some weaknesses in their workplace

skills. A training program allows you to strengthen those skills that each employee

needs to improve. A development program brings all employees to a higher level so

they all have similar skills and knowledge. This helps reduce any weak links within

the company who rely heavily on others to complete basic work tasks. Providing the

necessary training creates an overall knowledgeable staff with employees who can

take over for one another as needed, work on teams or work independently without

constant help and supervision from others.

Improved Employee Performance: An employee who receives the necessary training

is better able to perform her job. She becomes more aware of safety practices and

proper procedures for basic tasks. The training may also build the employee's

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confidence because she has a stronger understanding of the industry and the

responsibilities of her job. This confidence may push her to perform even better and

think of new ideas that help her excel. Continuous training also keeps your employees

on the cutting edge of industry developments. Employees who are competent and on

top of changing industry standards help your company hold a position as a leader and

strong competitor within the industry.

Consistency: A structured training and development program ensures that employees

have a consistent experience and background knowledge. The consistency is

particularly relevant for the company's basic policies and procedures. All employees

need to be aware of the expectations and procedures within the company. This

includes safety, discrimination and administrative tasks. Putting all employees

through regular training in these areas ensures that all staff members at least have

exposure to the information.

Employee Satisfaction: Employees with access to training and development programs

have the advantage over employees in other companies who are left to seek out

training opportunities on their own. The investment in training that a company makes

shows the employees they are valued. The training creates a supportive workplace.

Employees may gain access to training they wouldn't have otherwise known about or

sought out themselves. Employees who feel appreciated and challenged through

training opportunities may feel more satisfaction toward their jobs.

The overall objective of the training and development of human resources is to take

advantage of existence human resources and improve the effectiveness of

organization. There are three reasons that training and development is needed

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• To meet the needs of survival and development organizations

• To meet the learning demand of workers

• To create the business competitive advantage

The necessity of training and development has been the sustainably researched

worldwide as the followings discussion.

The intensity of competition and pace with which knowledge becomes obsolete are

heralding an era where leadership, structure and control systems must increasingly

focus on the management of knowledge and skills. Such an environment requires

management to systematically design an infrastructure that is tailored to the needs of

an increasingly mobile knowledge worker and supports organisational learning in

areas of strategic concern(Cross and Funk,2007).

Many management theorists have paid tribute to today‟s knowledge worker and the

dramatic paradigm shift that managing such an employee has brought to our

society(Naisbitt and Aburdene,2000; Toffler,2000; Crawford,2001). As well

articulated by Peter Drucker (2003), We are now in a knowledge society „knowledge

society‟ where knowledge is quickly eclipsing traditional factors of production such

as labour, capital and land. Nowhere is this more true than in high- end knowledge

work sectors such as professional services, software development, financial services

and technical product development- areas where an organisation‟s ability to tap the

intangibles of employee judgment and creativity are critical. To thrive and grow in

today‟s dynamic business environment, it is increasingly important that businesses in

such knowledge- intensive industries organise to leverage the collective intellect and

creativity of its entire employee base(Cross and Fund,2007) .

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The rise of highly competitive, technology- based information society has caused a

great need for skilled workers. Studies by the Ministry of Labour, Invalids and Social

Affairs (MOLISA) show that 62 per cent of reporting companies have a short- age of

skilled workers and 73 per cent of manufactures believe entry- level workers lack the

necessary skills to positively impact their company in Vietnam (Labour,2011).

Today‟s knowledge worker must exhibit judgment, creativity, technical expertise and

interpersonal skills that promote knowledge creation- intangibles that often cannot be

forced like a labour standard on an assembly line (Nonaka and Takeuchi,2005).

Vietnam is undergoing a transition from a centrally planned to a market- oriented

economy . A shortage of skilled labour exists in Vietnam, largely due to an antiquated

educational system and the country‟s recent opening to major amounts of foreign

investment. This is a ubiquitous problem in Southeast Asia as a whole: skilled labour

is in demand, and managers who are available tend to be unfamiliar with new

technologies. This lack of technical know-how and language skills tends to hamper

new investment. Recently, this problem was illustrated in Intel Corporation‟s

assertion that they will not pursue in country manufacturing due to the lack of a

significant pool of skilled engineering labour and unreliable power supplies.

(Investment, 2010).

Therefore the acquisition of such skills is critical for today‟s workers if they expect to

obtain and keep their jobs, as well as excel in a work environment and it is a way to

attract the foreign investment while the Vietnamese government has implemented

many investment incentives.