Survey Results on Corporate Communication

The salary is commensurate with the responsibility and effort they put in. In addition, up to 34% of the total number of employees assessed that the salary and bonus payment of the Corporation is not fair.

2.3.9.2 Communication information and working environment:

The working and coordination regulations between departments in the Corporation issued since 2009 are outdated and no longer suitable. The Departments have also given their opinions to the Board of Directors about issuing a new regulation, but so far they have not been able to agree on implementation. Instead of issuing a general regulation, based on newly issued circulars and decrees, the Corporation has issued small regulations such as: Regulations on debt management, Regulations on investment, Regulations on financial management, Regulations on recruitment... with somewhat overlapping contents. The issuance of such small regulations is causing many difficulties in the implementation and coordination of work between departments. Instead of working together to achieve the goal, the departments all think that they are following the correct procedures and turn to criticize and blame other departments.

Table 2.15 Survey results on communication information in the company

Question

Average value	Standard deviation	Small value best	Great value best
D1 I have all the correct and necessary information to complete the application. do a good job	3.47	0.68	2	5
D2 My superiors always keep me informed about the changes in the company	3.50	0.6	2	4
D3 My superiors consult with their subordinates before making decisions that affect work. their	3.16	0.90	1	5
D4 Clear working process in the company	3.08	0.74	2	5
D5 Employees can speak freely in meetings. meeting	2.97	0.74	2	4

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The survey results in questions 1 and 2 show that the majority of employees answered in agreement at level 4, indicating that when assigning work, employees will be provided with all necessary information. This reflects that information sharing in the Corporation is very limited, only those necessary for the job are provided with full relevant information.

When asked about the working process, most employees were still hesitant and the average survey result was only 3.08. Because the working regulations are not clear, it is easy for departments to overlap work and sometimes leads to abuse of power when a department is favored or trusted by the Board of Directors.

Table 2.16 Survey results on working environment and atmosphere

Question

Average value	Standard deviation	Small value best	Great value best
E1 Employees in the company have a good working style urgent, punctual	2.74	0.71	2	4
E2 Employees are respected and trusted in their work job	3.05	0.65	2	4
E3 People work together to achieve most effective	3.05	0.79	2	5
E4 Leaders have polite and gentle manners with employees. pill	3.79	0.69	2	5
E5 Very safe and fully equipped working environment suspect	3.32	0.69	2	5
E6 Overall, employees are treated fairly, indiscriminate	2.95	0.83	1	4
E7 Employees are given flexible working and creative freedom create	3.00	0.73	2	4

When surveyed, up to 42% of employees said that compliance with labor regulations and working style at the Corporation was not strict. Employees did not comply with working hours, and in some cases, they came late and left early, and hung around at coffee shops. Although the Board of Directors had reminded them many times in weekly meetings and installed surveillance cameras at the entrance, the situation had not improved. Up to 58% of employees commented that the working environment at the Corporation was very safe and fully equipped, and 63% agreed that the leaders had a polite and gentle manner towards employees.

2.4 General assessment of human resource management at Saigon Tourist Corporation Limited

2.4.1 Evaluation of human resource management performance

Level of importance

High

FOCUS ON DEVELOPMENT

-High level of importance

- Low level of implementation

Includes elements of Salary; Job Analysis and Work Process

KEEP MAINTAINING

-High level of importance

- High level of implementation

Includes Rewards and Benefits elements

DEVELOPMENT RESTRICTIONS

-Low importance

- Low implementation level None

REDUCE INVESTMENT

-Low importance

- High level of implementation None

Short

Low Implementation Level High

Figure 2.2 Diagram showing the importance and implementation level in human resource management

To evaluate human resource management activities at Saigon Tourist Corporation, the author has synthesized the results collected from data collected through the survey results of officers and employees combined with discussions with experts with many years of experience in the field of human resource management, and drawn the following issues:

Issues that need to be focused on: These are tasks that experts consider to be of high importance and the current implementation of these tasks does not meet the requirements of workers, including:

First: Paying wages is causing a lot of dissatisfaction among employees. Employees cannot continue to suffer when receiving only 60% of their salary. If this issue is not thoroughly resolved, many skilled workers will leave.

Second: Job analysis without job description and job standards despite being reminded many times.

Third: Coordination between departments is not effective when there is no coordination process between departments.

Issues that need to be maintained: Compensation and benefits for employees are highly valued by experts and the current implementation of these tasks meets the requirements of employees. This is an issue that should be maintained and promoted.

Issues that need to limit development and reduce investment: Not present in the Corporation.

2.4.2 Advantages

Human resource planning: With the attention of the management.

Recruitment: The Corporation's human resources are experienced and have many years of working experience.

Human resource training and development: highly supported and facilitated by all levels. Strategic human resource training and development program

clear objectives. Some training programs of the City Party Committee such as: K300, management class 3+... all give preferential treatment to the Corporation for some study places. The staff in charge of training and development have many years of experience, the training department has professional qualifications.

Salary and welfare work: The policy on paying labor wages is always implemented in accordance with the law, always paying wages on time and there is no situation of unpaid wages. Reward policy according to national holidays. Welfare programs are very diverse and have clear regulations.

Performance evaluation: Annual performance evaluation at the Corporation is carried out very seriously.

Staffing, transfers and promotions: Staff are being placed in positions that are appropriate to their qualifications and skills. Staff rarely have to work overtime. Transfers and promotions have specific procedures.

Communication and working environment: Comfortable working environment, information in the company is strictly and scientifically managed. Leaders have a gentle and friendly attitude towards staff. Information on policies and procedures related to work is always updated and widely disseminated to staff.

The annual assessment of human resource management performance at Saigon Tourist Corporation Limited is still carried out quite seriously through meetings and conferences to directly collect opinions from employees, from suggestion letters and from Party and Union activities at the company.

2.4.3 Limitations

Human resource planning: There is no specific process. Human resource planning is not linked to the specific strategy of the Corporation. It has not attracted the attention of staff, most of them are indifferent to whether the Corporation has a human resource plan for the coming years or not. Human resource planning is not done by the human resource department but is left to the Party Committee Office to decide.

Recruitment: The recruitment process at the Corporation is relatively simple in the traditional way, not really focusing on selecting the right people with the right capacity, mainly recruiting people according to the task performance criteria. There are no specific and clear recruitment standards. The main recruitment sources are internal sources and external recruitment sources are mainly referrals from relatives, friends, colleagues, not exploiting external recruitment sources to attract new, dynamic factors for the Corporation.

Training: Although the Corporation pays attention, the budget for training is still limited and the training subjects are not really fair. The English proficiency of some managers at all levels is not up to standard, so they are afraid to communicate with foreign guests. There is no consistent training policy throughout the Corporation. There is no integration training program for new employees. After each training program, there is no investigation to see if the employees are satisfied with the training program in terms of content, methods, training facilities, etc. The training quality is mainly assessed based on test results. Surveys are not regularly created to collect employees' opinions on training programs or the tasks that employees want to participate in. Post-training evaluation has not received due attention, the evaluation method is relatively simple and traditional.

Salary and benefits: Average salary is relatively low compared to the general level, the salary is not really competitive and worthy of the Saigontourist brand. The reward and salary increase policy is considered unfair and subjective.

Performance appraisal: The method of evaluating the performance of staff is not profound, not objective and democratic, but also focuses on formality and subjectivity. The evaluation of human resource management activities at the Corporation is still limited in terms of unscientific evaluation methods, only carried out in the traditional way through meetings and conferences of employees to collect opinions.

Staffing, transfers and promotions: There is no job description for each specific position, making staffing difficult. Promotion opportunities for ordinary employees are not high, and staff are mainly promoted based on acquaintances and background without considering ability.

Communication and working environment: Employees are not free to express their opinions in meetings. Although working regulations have been issued, compliance with working hours and working attitudes are not high, depending largely on the level of employee self-awareness. Cooperation between departments is not high, mostly pushing responsibility to each other.

2.4.4 Causes of limitations in human resource management at Saigon Tourist Corporation

Through analyzing the current situation, it can be seen that the limitations in human resource management are due to the following basic reasons:

One is that the awareness of the role and importance of human resource management by some leaders is still limited, they still do not see the need for a complete and comprehensive human resource management system. Human resource officers are mostly not properly trained in management science and do not know how to apply human resource management software, so they mainly solve problems based on habit and experience, according to the nature of the work. The evaluation of human resource management results is still limited, simple and unscientific, only implemented according to traditional methods. Evaluation has not been carried out for each content of human resource management such as human resource planning, recruitment, performance evaluation, labor compensation, training and development of human resources. There is no tool to evaluate the results of human resource management activities.

Second, in the work of attracting human resources, a systematic and scientific recruitment process has not yet been established, leading to the practice of entrusting children of cadres to work, causing dissatisfaction at work as well as difficulties in arranging and assigning work.

Third , there is not enough investment in job analysis, organization and clear job description. This makes employees not understand their responsibilities and roles in the organization and makes it difficult for new employees to integrate.

Fourth, there is not really enough attention paid to the training and development of human resources. There is no long-term training plan, so the scale and quality of training is still limited. In the training and development of human resources, there is still unfairness, not paying attention to potential employees but only focusing on planned staff, leading to gaps in finding successors.

CHAPTER 2 SUMMARY

Chapter 2 analyzed the current status of human resource management at Saigon Tourist Corporation Limited, this chapter also evaluated and analyzed the factors affecting the human resource management of the Corporation. At the same time, based on the results of the survey of staff and interviews with a number of experts, the author identified the existing problems and the causes of those problems.

The next chapter will be based on the general orientation and goals of the Corporation combined with the limitations and shortcomings mentioned in chapter 2 to propose solutions to improve human resource management at the Corporation.

These solutions will improve and overcome the current limitations of human resource management at the Corporation.

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