LIST OF FIGURES AND CHARTS
Page Figure 1.1: Stages of human resource training and development 12
Figure 1.2: Human resource management and environmental factors 14
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Figure 2.1: Organizational chart of company 25
Figure 2.2: Chart showing the number of ships arriving at the port through 32
Figure 2.3: Chart showing container throughput through 32
Figure 2.4: Diagram showing business results 33
Figure 3.1: Proposed recruitment process 71
Figure 3.2: Process of implementing human resource management results assessment 97
Figure 3.3: Factors affecting employee loyalty 98
INTRODUCTION
1. REASONS FOR CHOOSING THE RESEARCH TOPIC
In the current trend of international economic integration, the issue of human resources and effective human resource management to achieve high quality is the top concern of the state and society. People are the most important asset that a business has, so the success of a business depends on the effectiveness of the way the business "manages people" including: Managing employees, customers, suppliers and lenders. Human resource management is both a science and an art of making the desires of the business and the desires of employees compatible to achieve common goals.
After more than 26 years of innovation, especially after joining the WTO, our country is strongly and deeply integrating into the world economy. The opening of sectors in the economy according to WTO commitments is gradually being implemented according to the roadmap. This brings new opportunities and challenges to businesses in general and businesses operating in the maritime and logistics industries in particular. With the commitment to almost completely open the maritime market of Vietnam upon joining the WTO, in fact, the targeted and selective investment of large domestic and foreign corporations in this market from 2007 - 2012 and in the coming years is expected to bring a strong competitive appearance to all businesses. Therefore, in order to create competitive advantages thereby enhancing competitiveness, businesses must focus on perfecting and optimizing many areas in the business, including human resources. Competitive pressure requires each business to have qualified human resources, in order to take advantage of internal opportunities, create momentum to help businesses overcome challenges and difficulties to survive and lead the market.
Human resources are increasingly becoming a competitive advantage for organizations. The constant shortage of necessary skills coupled with the supply and demand situation
Talent mismatches make getting (and keeping) the right people for the right jobs at the right time increasingly stressful. In response, business leaders are once again citing key skills shortages as a problem.
hottest topic of discussion. Human resource leaders are facing the difficulty of finding the talent to help their businesses grow.
If organizations do not transform themselves to ensure they can attract, motivate, manage, develop and reward their people properly, they risk losing their most valuable assets.
Realizing that human resources play an important role in the development of enterprises, good management of human resources will help enterprises develop steadily and keep up with market changes. Through the above comments, the study of perfecting human resource management at Joint Venture Logistics Development Company No. 1 is necessary, in order to contribute to the overall development of the maritime and logistics industry in Vietnam. That is why I chose the topic "Improving human resource management at Joint Venture Logistics Development Company No. 1" as my master's thesis.
2. RESEARCH OBJECTIVES
Discuss the scientific and practical basis to propose solutions to improve human resource management at Joint Venture Logistics Development Company No. 1:
- Study the general theoretical basis of human resource management, basic functions of human resource management, requirements for human resource management functional activities.
- Analyze and evaluate the current status of human resource management activities at Joint Venture Logistics Development Company No. 1, thereby clarifying the existing problems of human resource management activities that need to be improved.
- Proposing solutions to improve human resource management activities at Joint Venture Logistics Development Company No. 1.
3. OBJECTS AND SCOPE OF RESEARCH
Research object: human resource management functional activities at Joint Venture Logistics Development Company No. 1.
Research scope: at Joint Venture Logistics Development Company No. 1.
4. RESEARCH METHODS
The thesis is conducted on the basis of combining the implementation of two qualitative and quantitative research methods:
- For the first objective: Use deduction, comparison, and synthesis methods to generalize the theory of QTNNL.
- For the second objective: Use the method of analysis and comparison. The assessments are quantified through statistical methods and use SPSS spreadsheet software to analyze the current status of human resources.
- For the third objective: Use the synthesis analysis method and expert method to propose solutions on human resources.
5. STRUCTURE OF THESIS
The thesis consists of 3 chapters, introduction and conclusion. In addition, the thesis also includes a list of tables, references, abbreviations, table of contents, and appendices.
- Chapter 1: Overview of human resource management.
- Chapter 2: Current status of human resource management at Joint Venture Logistics Development Company No. 1.
- Chapter 3: Some solutions to improve human resource management at Joint Venture Logistics Development Company No. 1.
CHAPTER 1: OVERVIEW OF HUMAN RESOURCE MANAGEMENT
1.1 OVERVIEW OF HUMAN RESOURCE MANAGEMENT
1.1.1 Concept of human resources
There are many different views on human resources depending on the approach:
From a macro perspective, human resources are the population of working age and able to work.
At the micro level in an enterprise, human resources are the labor force of the enterprise, the number of people on the enterprise's list, working according to the tasks assigned by the enterprise and being paid by the enterprise. Tran Kim Dung (2009, pages 1-2) said that "The human resources of an organization are formed on the basis of individuals with different roles and linked together according to certain goals. Human resources are different from other resources of the enterprise due to the nature of human beings. Employees have different capacities and personal characteristics, have the potential to develop, have the ability to form groups and unions to protect their interests. They can evaluate and question the activities of managers, their behavior can change depending on themselves or the impact of the surrounding environment".
Thus, it can be seen that human resources are the total labor potential of people in an organization or society. Human resources include experience, skills,
the skills, training, dedication, effort or any other characteristics that create added value and competitiveness for the organization of the employees.
To determine human resources, it is necessary to determine both quantitative and qualitative information in many different aspects. Specifically, it is necessary to determine the size of this force and the structure according to different characteristics such as gender, professional qualifications, industry, according to characteristics of experience, skills and in addition, there are descriptions of dedication, potential, ... of workers in the organization.
1.1.2 Concept of human resource management
Along with the rapid development of the scientific and technological revolution, the global economy has undergone tremendous changes. Since the late 1970s, competition between businesses in the market has become fierce, production has shifted from traditional to modern forms, and occupational and employment structures have changed. The needs of employees have become increasingly higher, requiring a different approach to human resource management. The task of human resource management in the enterprise belongs to all managers, not just the human resource manager as before.
It is necessary to choose the right person for the right job and coordinate human resource management practices with the development goals of the business organization. Reality also shows that no matter how profound the changes are, people are still the central and most important issue in all social organizations in general and in each business in particular. From here, the term human resource management gradually replaces personnel management.
According to Noe et al. (2006), human resource management includes all activities, policies, and related management decisions that affect the results, attitudes, and behaviors of employees; creating conditions for people to complete assigned tasks well and effectively achieve organizational goals. Human resource management is the design of formal systems in an organization to ensure the effective use of human talent to achieve organizational goals (Mathis et al., 2007).
The concept and practice of human resource management may vary from country to country. The above definitions all focus on the aspect of designing and implementing policies in the areas of human resource management activities to make people contribute effectively to the organization, not to mention the benefits of employees. In Vietnam, where the level of technology is still low, the economy is unstable and the State's policy is that the development process must be carried out by people and for people, "human resource management is a system of philosophies, policies and functional activities on attracting, training - developing and maintaining people of an organization to achieve optimal results for both the organization and employees" (Tran Kim Dung, 2009, page 3).
The basic goal of any organization is to effectively use human resources to achieve organizational goals. Human resource management helps to find and develop forms and methods for employees to both contribute to achieving organizational goals and create opportunities for their own development. Thus, human resource management studies issues of human resource management in organizations with two basic goals:
- Use local human resources effectively to increase labor productivity and improve organizational efficiency.
- Meet the increasing needs of employees, create conditions for employees to maximize their personal capacity, make employees most stimulated and motivated at work and attached, loyal and dedicated to the business.
1.1.3 Human resource management and human resource management
At the beginning, human resource management only performed administrative functions such as storing personnel records, checking attendance, performing tasks as required by superiors... Human resource management at that time was considered a recording function of very little value.
In the late 19th and early 20th centuries, Taylor (1856-1915) initiated the scientific management movement. Human resource management during this period focused especially on
productivity and finding the fastest way to do the job. This has forced human resource managers to pay attention to the function of training and educating workers to implement scientific working methods.
The mid-1930s were the period of the human relations management movement, which originated from the studies of Hawthorne, Elton Mayor and the development of the trade union movement. Human resource management in this period emphasized the factors of the working environment such as leadership style, collective atmosphere... which played an important role in improving labor productivity. The functions and tasks of human resource management were enriched by issues such as: human relations, safety and health, welfare and training...
Since the late 1970s, fierce competition in the market has forced managers to try to reduce costs and increase competitiveness while meeting the ever-increasing needs of employees. The term human resource management has gradually replaced personnel management. People are considered a valuable asset of the enterprise. The task of human resource management belongs to all managers, not just the HR manager as before. Enterprises have shifted from saving labor costs to reduce costs to investing in human resources to improve competitive advantage, gain higher profits and efficiency.
Human resource management is developed on the following main principles:
- Employees need to be adequately invested in developing their personal capacity to both satisfy personal needs and create high productivity and efficiency to best contribute to the organization.
- Management policies, programs and practices that satisfy both the material and spiritual needs of employees.
- The working environment needs to be established to stimulate and motivate employees to develop and make the most of their skills.