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Survey Results on the Current Situation of Human Resources Training at Indochina Petroleum Transportation Joint Stock Company

high level. For the positions of director, deputy director, and department heads of the company, they are trained in long-term political theory schools (intermediate and advanced political theory). The workforce often has exams to improve their skills. In addition to improving their skills, the company also organizes annual training on knowledge of fire safety and rescue.

Regarding policies on human resource training at the company, we have a survey on the level of agreement as follows:

Table 2.10: Survey results on the current status of human resource training at Indochina Petroleum Transport Joint Stock Company

STT

Survey content

Level of agreement

Point

TB

1

2

3

4

5

Training and human resource development

1

Effective training, right people,

right profession

1

11

65

13

10

3.11

2

Sending to study to improve qualifications is aimed at

improve the quality of work processing.

0

13

50

23

14

3.38

3

The work of planning positions is being carried out.

act fairly, objectively, and democratically.

1

10

49

20

20

3.48

4

The work of promoting and appointing leaders meets

requirements, suitable for ability, capacity.

2

9

47

18

24

3.53

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Survey Results on the Current Situation of Human Resources Training at Indochina Petroleum Transportation Joint Stock Company

Source: Author's survey results June 2021

From the survey, we can see that most people agree that training brings practical results to the unit, when an employee is properly trained, it will contribute to improving their professional capacity and help handle work more effectively. The average level of agreement of employees in the company with the content "Effective training, right person, right expertise" and "Sending to study to improve qualifications to improve the quality of work handling" are 3.11 and 3.38 respectively. Through that, it can be seen that the company still has certain limitations in human resource training, specifically: Currently, the Logistics and Transportation industry is only trained at universities, so the company's employees are mainly recruited from a number of industries such as: Law, automotive engineering, automation, maritime, finance, economics... the staff sent for training are still

spread out, not meeting actual needs, limited training budget does not meet the needs of those sent to study, so it does not encourage many people to participate in training to improve their qualifications.

Regarding the planning of leadership positions, the majority of civil servants agreed with an average score of 3.48 points. However, the planning work for leadership positions from the department level and above still faces many difficulties due to the high standards set forth. In addition to the standards of quality, politics, ethics, etc., there are also requirements on professional qualifications, training majors, years of experience, age, etc. Those in the planning category will strive to perform well in all areas to be eligible for consideration for appointment.

The promotion and appointment of leadership positions was largely agreed upon by the staff, with an average score of 3.53 points. The appointed staff generally met the job requirements and the company implemented the process in accordance with the guidelines, publicly and democratically in the spirit of consensus among all staff.

2.2.2.4. Employee treatment and motivation

(i). Treatment

- Financial benefits

Salary: To ensure fair salary distribution for staff, the company has organized timekeeping according to the common issued form. For direct production workers, in addition to the timekeeping sheet, there are also sample log sheets according to assigned work to serve as documents for salary calculation.

Payment method

Due to the characteristics of production and business, the company applies the form of time-based salary payment. Time-based salary is the salary determined based on the working time and technical level of the employee. Time-based salary can be calculated by month, by day, by working hours, called monthly salary, daily salary, hourly salary.

There are two types of time-based wages: simple time wages and bonus time wages. The company pays for the following cases: holidays, New Year, annual leave, meetings, and study sessions convened by the company.

Salary payment principles

The finance and accounting department bases on the monthly timesheet and documents related to time-based salary payment confirmed by the responsible officer and the director to pay time-based salary to officers and employees at the end of the month.

Time-based salary with bonus: This form is based on the combination of time-based salary with bonus regimes: this bonus is calculated based on factors such as: ensuring full working hours of employees...

Bonus: Regarding bonus work, every year at the end of the year, the company will have meetings to review and reward employees and departments with outstanding achievements throughout the working year: Completing and exceeding the set plan. In addition, the company also applies the form of reward for technical innovation initiatives from the company's profits.

The company's bonus payment method is generally reasonable, which has affected the spirit of the employees, encouraging them to be more and more enthusiastic in doing their assigned work well. However, through research, the time from the time of reward to when the employee receives the reward is quite long, so it also affects the employee's psychology to some extent. Therefore, the company needs to pay more attention to this.

- Non-financial compensation

Compensation through work: At Indochina Petroleum Transport Joint Stock Company, most employees are assigned jobs according to their professional qualifications, strengths and health conditions. During their working time, the company always focuses on creating promotion opportunities for employees according to the abilities and aspirations of each employee.

Treatment through working environment: The company always has a reasonable work plan, ensuring the company's operations and suitable for the health status of employees. At the company, official employees have 15 days of vacation per year. In addition, employees are supported by the company with equipment to serve the employees' work process when on site. The company also ensures the environment

clean, non-toxic, safe for employees

The author's survey results on the assessment level of 100 officers and employees on the current treatment status at the company are shown in Table 2.11.

Table 2.11: Survey results on the current status of remuneration at Indochina Petroleum Transport Joint Stock Company


STT


Survey content

Level of agreement

Average score

1

2

3

4

5

Company benefits

1

The unit has clear salary regulations.

and specifically

2

5

55

18

20

3.49

2

Unit with flexible salary paid according to

work results

4

9

50

23

14

3.34

3

Units with bonuses encourage innovation and exceed work targets

2

4

57

21

16

3.45

4

The unit has many other benefits.

in addition to employee salaries.

1

3

67

27

2

3.26

Source: Author's survey results June 2021

Through the survey, it can be seen that the company's remuneration (including salary, bonus and welfare) is rated at a fairly average level by employees. Specifically, for the salary regulations, according to the regulations of the industry and the state, it is very clear and specific, so it is rated at a fairly good level by employees at 3.49 points. As for the soft salary for rewards and incentives for creative activities in the agency, it is still limited and does not meet the needs of employees, so the assessment is still at a fairly average level, with an assessment of 3.34 points and 3.45 points, respectively. In particular, the non-salary benefits are very small because the sources of these benefits are from the agency's additional income, so they are limited, so they are rated at 3.26 points. Therefore, employees in the agency rate the agency's non-salary benefits as only quite good. This is also a common situation in state-owned companies. The main source of income for employees is still salary, additional income and benefits are very little because this source is taken from administrative cost savings.

(ii). Motivate employees

The driving factor that motivates workers is benefits. Benefits have two aspects: material benefits and spiritual benefits. Of the two types of benefits, material benefits are closely related to the daily lives of workers and their families. Spiritual benefits aim to create long-term motivation for workers.

Realizing the importance of motivation in labor, Dong Duong Petroleum Transport Joint Stock Company always cares and creates maximum conditions for officers and employees to help them always be enthusiastic, strive to complete the assigned work well. The company's motivation in labor is clearly demonstrated through the following policies:

- Create material motivation for staff

In addition to attractive salary and benefits, the company also has ways to motivate employees with material incentives as follows:

For employees, the company always pays attention to fulfilling social obligations to ensure the material safety of workers such as paying social insurance and health insurance according to current laws. In addition, the company always prioritizes and implements the regime in the following cases: Sickness allowance, maternity allowance, retirement regime. Hazardous allowance, skilled worker allowance, overtime allowance...

Realizing the importance of family to each employee in the company, every year, Dong Duong Petroleum Transport Joint Stock Company has supported the purchase of health insurance for the families of officers and employees. In addition, the company's trade union always cares about the families of each employee when they are sick or ill. In particular, the company has established a scholarship fund to promptly award valuable scholarships to children of officers and employees with good academic achievements and examples of overcoming difficulties to study well...

- Create spiritual motivation for staff

Every year, the company always has a competition to find employees with good and excellent performance in the year to have valuable rewards for employees. Besides, the company always cares and shares with its employees.

company in all cases of illness, disease. This creates a happy, friendly atmosphere to encourage staff to strive and contribute to the company.

The company's management always listens to the thoughts and aspirations of employees and makes adjustments to staff rotation and job arrangements that are appropriate to the expertise of employees. In addition, the company always pays attention to training for employees. Every year, the company always has a policy of encouragement to create conditions for employees to study and improve their qualifications.

It can be seen that the Indochina Petroleum Transport Joint Stock Company has had many solutions to motivate the families of employees in general and the company's employees in particular. This contributes significantly to the employees being able to work with peace of mind and contribute to the development of the business. However, the motivation work has only been focused on the surface, not in depth. In order for the company's motivation work to be more effective, it is necessary to dig deeper and research to come up with comprehensive policies to help employees always be in the best state to devote themselves to their work wholeheartedly.

The author's survey results on the assessment level of 100 officers and employees on the current treatment status at the company are shown in Table 2.12.

Table 2.12: Survey results on the current situation of employee motivation at Indochina Petroleum Transport Joint Stock Company

STT

Survey content

Level of agreement

Point

TB

1

2

3

4

5

Motivate employees


1

The company's working environment is safe, and the necessary facilities and equipment are available.

fully equipped


1


10


54


20


15


3.38

2

You have many opportunities for advancement.

3

11

49

20

17

3.37

3

The job is very motivating.

fight for you

1

4

60

17

18

3.47

4

Current job is developing

your ability

1

3

55

27

14

3.5

Source: Author's survey results June 2021

Through the survey results of the current situation of employee motivation at the Company, it can be seen that the majority of employees are satisfied with the criteria in the assessment. However, it can be seen that the rate of employees who do not feel truly happy at the company is still quite high. This reflects that the company's motivation work has not been really thorough and has not brought motivation to all employees.

2.3. Evaluation of human resource management activities of Indochina Petroleum Transport Joint Stock Company

2.3.1. Advantages

In the period of 2016 - 2020, Indochina Petroleum Transport Company has paid attention to its human resource management to improve the company's business efficiency. Some advantages of the solutions that the company has applied to improve the company's human resource management efficiency are as follows:

- The work of human resource planning and job analysis at the company has the full participation of the company's Board of Directors, departments, divisions, technical teams, and fleets to demonstrate fairness, objectivity, and accuracy. The tasks, functions, powers, and relationships between leaders, departments, and fleets are clearly and specifically defined. This helps the company's operations run smoothly, helping to improve the interaction between the company's Board of Directors, specialized departments, technical teams, and fleets, thereby improving work efficiency and having flexible plans to add or reduce human resources. This is clearly demonstrated through the results of the survey of employees' assessment of job analysis in Table 2.5 and the results of the survey of the current status of human resource planning at the company in Table 2.6.

- The company has developed a set of criteria to evaluate the level of work completion of employees. Employee evaluation activities take place annually and evaluate on many aspects such as expertise, moral qualities, attitude, ideology; helping employees to strive and avoid mistakes. The employee evaluation form is shown in Table 2.7.

- The company always attaches importance to the issue of training and developing human resources, the number of staff sent to study to improve their qualifications increases every year. Therefore, the quality

The Company's human resources have improved significantly over the years, thereby helping to improve productivity and work quality. This is clearly demonstrated by the increasing number of employees with university and postgraduate degrees from 2016 to 2021 as shown in Table 2.3 and the satisfaction level of employees through a survey of the current training situation at the company as shown in Table 2.10.

- The company has policies to encourage employees through specific actions through treatment, motivating employees and bringing about quite high efficiency. In addition to fulfilling obligations to ensure benefits for employees such as: social insurance, health insurance, emulation - reward, holidays, funerals, the company also pays great attention to resolving leave, retirement, maternity ... in accordance with the law. The deduction of social insurance, health insurance, of the enterprise is carried out in accordance with current state regulations. Subsidies are calculated correctly, paid fully and promptly, creating conditions to ensure the health of employees. In particular, employees' income does not increase every year, the lives of employees are also constantly improved. Therefore, the treatment policy and motivation for employees at the company are highly appreciated, shown through the survey results of the current status of treatment in the table.

2.11 and survey results on the current status of employee motivation in table 2.12.

2.3.2. Limitations and causes

2.3.2.1. Limitations

- The issue of job analysis and job performance evaluation is still a new issue for the company. Therefore, there are still many limitations in implementation. This leads to the situation that many staff still do not fully visualize the work they need to do and there is still a situation of job overlap. Job analysis activities do not mention much about working conditions, job evaluation standards, job standards for each department, each specific position. The arrangement, assignment, and assignment of work are not really based on the results of job analysis but almost only based on experience and seniority, so the situation of human resource arrangement is not suitable for the capacity of the employees still occurs.

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