Solutions to improve human resource management activities at Can Tho Tourism Joint Stock Company

Corporate development activities focus on two activities:

Successor preparation activities: The goal of this activity is that by 2015, each year, a team of 10 to 15 management interns will be trained and assigned to participate in practical management and operation activities, and through those practical activities, a ready successor team will be selected. 30% of the positions of branch directors and deputy directors, participating in the management of joint ventures or joint stock companies in which the company has a large capital contribution, need a ready successor.

The successor manager program performs the following activities:

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The program identifies personnel with the necessary expertise and qualities to prepare for the steps in considering promotion and advancement. The program includes activities such as career counseling seminars; publicizing information related to career goals and career development opportunities to a wide range of employees; organizing surveys to learn about employees' abilities, strengths and potential; setting out standard requirements and opportunities for employees to work independently and creatively;

The succession management program is specified by a personnel replacement plan. In that plan, the organization chart is projected for the next 5 years, identifying management needs and comparing future management requirements with the current team; identifying personnel who can meet those needs, from internal on-site training, or recruiting from outside through two levels of management trainees and actual administrators.

In the personnel replacement plan, two forms are established: the personnel replacement table and the personnel replacement chart. These two forms are established through consultation with the people participating in the discussion about replacement and promotion: the incumbent of the position being discussed for replacement; the superior of the

the incumbent; the immediate superior of the potential replacement, if internal, or a human resources specialist if external; a member of the board of directors who is familiar with the company's future plans.

In 2009, the immediate goal is to create a source of successors through the management trainee program. This program accepts graduates or final year students from universities. Each current position is assigned 2 to 3 management trainees, including one person who is preparing to immediately replace the positions of deputy branch director or department head. Because this is the starting point for potential young managers, this program is designed according to the following criteria: the first period is to consolidate knowledge acquired in school, forming practical knowledge and skills; the next period is to grasp policies, viewpoints, core values and corporate culture; and finally, the skills and art of management and working with people.

Job rotation and expansion : The company plans to arrange and appoint management positions for a term of 2 years, rotate and swap the work locations of middle-level administrators of branches/functional departments and key positions in branches such as head chef, branch chief accountant. In addition, the company creates conditions to organize job expansion programs for professional specialists in functional departments, creating opportunities for employees to voluntarily perform many tasks in addition to the main tasks stated in the job description, acquiring additional skills to perform different jobs through sending company specialists to participate in committees such as organizing committees, coordinating committees, working committees... in many fields during local events and tourism activities. Create conditions for good managers and employees in the company to have the opportunity to participate in professional training courses or study tours, attend seminars abroad.

Organizational Development and Change Agent Program

Faced with the challenges of a company's transformation from a state-owned enterprise to a joint-stock company, the company built an organizational development (OD) program and built a team of change agents to serve the long-term organizational development goal: developing the company's scale and depth of specialization based on the core competencies of the team and the company's business areas.

Organizational Development Program to implement human resource management strategy to change behavior, values, differentiation, meet market requirements, business service structure so that the company can better adjust to challenges, technology, market and especially in the context of a new company changing ownership like Can Tho Tourism Joint Stock Company. The Organizational Development Program and Change Factor are organized through three main steps:

First , identify the need for change; plan a draft of the changes, anticipate possible reactions to the draft changes;

Next , the decision was made to carry out the changes: in terms of organization, an organizational development department was established under the human resources management department, consisting of people deliberately selected by the general director; in terms of implementation, every year, the company organized the recruitment of 2 to 5 experts in various fields from outside who were capable of meeting the company's change requirements to participate in the company's strategic and tactical planning and planning.

The change factor that the company is interested in is the management positions and chefs in the restaurant. The management transfer program from the Que Huong – Liberty hotel system with the main contents is to send people to participate in management and transfer, train managers and organize the transfer of kitchen management authority.

At the same time, transfer and establish a new culinary system and perspective in a competitive spirit with chefs from training and vocational consulting companies from Ho Chi Minh City. The investment budget for the change factor program is on average 400 to 500 million VND per year.

Finally , monitor implementation, address employee objections to the change that may occur, if necessary, modify the change, and move toward creating acceptance, consensus, and support for the new environment that emerges after the change among employees; and encourage them to implement the change programs in progress.

Chapter three presents the main solutions to improve human resource management activities, including key activities such as determining forecasting methods to serve human resource planning and based on data, service development trends and investment projects to be put into operation, there are some forecasts about the human resource situation in the near future and vision for 2015.

In addition, the recruitment and appointment work is oriented towards professionalism and method with a system of job descriptions and detailed personnel descriptions of some positions, interview evaluations and recruitment, appointment and dismissal regulations. The appointment is based on evaluation and interview.

Regarding the implementation of the function of maintaining human resources, the evaluation of work performance is quantified, the salary payment with a five-level system and divided according to job categories is established with the aim of motivating employees to work and creating satisfaction for active employees, at the same time encouraging the improvement of qualifications, skills and the will to progress of employees. The salary and bonus regulations with a systematic and objective nature contribute to the realization of human resource maintenance policies.

Training and development activities are identified as regular work for the company and all employees to adapt to the changing environment and the sustainable development of the company. Training programs and activities of the company's training center are the basic solutions, along with preparing a professional training force and appraisers according to tourism industry standards. In addition, management development with a succession team, replacement planning and change factors participating in the organization development program are some important solutions.

CONCLUDE

In general, the thesis topic " Solutions to improve human resource management at Can Tho Tourism Joint Stock Company " is to contribute to improving human resource management activities to improve the quality of human resources of the company which is at a low level, still has many shortcomings compared to development requirements.

The topic studies the contents of issues in human resource management: theoretical system of human resource management, characteristics of human resources and human resource management and trends of human resource management in the tourism industry; analyzes the current situation, including the disadvantages and proposes solutions to improve human resource management activities at the company.

The topic has some contributions as follows:

1. The company's views and goals on solutions to improve human resource management activities: human resource planning activities and the implementation of human resource management functions at the company.

2. Analyze the current status of the company in terms of organizational structure, business operations, and staff qualifications over the years. In particular, analyze human resource planning and implementation of human resource management functions: functions of attracting and arranging, maintaining and training and developing human resources.

3. Propose solutions related to forecasting and planning for the coming years; develop job descriptions for some positions, recruitment and appointment regulations in the company; propose content to improve the policy of evaluating work performance by quantifying standards; establish a salary and bonus system to stimulate competition in work performance.

employee development and improvement; sustainable development solutions with succession programs, organizational development activities and building change agents in the company.

However, the topic has many limitations: the forecasting work still lacks some supporting scientific methods; it has not yet presented a system of job descriptions for all positions in the company.

This topic can develop further research on long-term strategic human resource forecasting, 10-year vision, job evaluation factors, scientific salary system and in increasingly detailed trends.

This thesis is an opportunity for the author to review and better grasp the acquired knowledge and at the same time, thereby, summarize many aspects of human resource management activities of Can Tho Tourism Joint Stock Company.

Finally, once again, I would like to sincerely thank Dr. Ho Tien Dung, my scientific supervisor, for his dedicated guidance, corrections, and valuable and accurate comments; I would like to sincerely thank the company's board of directors, branch directors, and heads of functional departments of Can Tho Tourism Joint Stock Company for helping to provide documents and comments for the author to complete this thesis./.

REFERENCES

1. Tran Thi Kim Dung (2006), Human resource management , Statistical publishing house.

2. Tran Thi Kim Dung (1993), Quantitative assessment of employee performance , Economic Development, No. 35, Ho Chi Minh City University of Economics.

3. Dinh Trung Kien (2004), Some issues on Vietnam tourism , National Publishing House, Hanoi.

4. Can Tho Tourism Joint Stock Company, Business performance reports for the years 2004, 2005, 2006, 2007, 2008; Company development strategy with vision 2015 (2007); Prospectus (2008).

5. Tourism Magazine, Vietnam National Administration of Tourism (issues related to the topic).

6. Economic Development Journal of Ho Chi Minh City University of Economics (issues related to the topic).

7. Asian Institute of Management and Development (2008), Human resource management and development in tourism enterprises , Hanoi.

8. Dareck Cherrington (1995), The Management of Human Resources . Prentice Hall, New Jersey, pp 536.

9. DeSimone, RL, Werner, J. M & Harris, DM (2002), Human Resource Development (3rd Ed .), Orlando, FL: Harcourt, Inc.

10. Fitz-enz, Jac( 1990), Human Value Management , Jossey-Bass Published, San Francisco.

11. Gómez - Mejía, Luis R., Balkin., David B., Robert L. (1996), Managing Human Resources , Prentice Hall.

12. Likert (1967), The Human Organization, New York, pp1.

13. Shimon L. Dolan & Randall S. Schuler (1994), Human Resource Management , Ontario: Nelson Canada, p. 90.

14. Winstanley Nathan, W. French (1986) , Human Resource Management, USA.

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