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SCHOOL OF BUSINESS
ASSIGNMENT COVER SHEET
STUDENT DETAILS Student name: ĐỖ NGỌC BẢO CHÂU Student ID number: 22002570 UNIT AND TUTORIAL DETAILS Unit name: HUMAN RESOURCES MANAGEMENT Unit number: HRM Tutorial group: Tutorial day and time: Fri 15:30 – 18: Lecturer or Tutor name: TRAN NGUYET QUE ASSIGNMENT DETAILS Title: FINAL PROJECT - INDIVIDUAL Length: Due date: Aug 8 Date submitted: Aug 8 Home campus (where you are enrolled): DECLARATION I hold a copy of this assignment if the original is lost or damaged. I hereby certify that no part of this assignment or product has been copied from any other student’s work or from any other source except where due acknowledgement is made in the assignment. I hereby certify that no part of this assignment or product has been submitted by me in another (previous or current) assessment, except where appropriately referenced, and with prior permission from the Lecturer / Tutor / Unit Coordinator for this unit. No part of the assignment/product has been written/produced for me by any other person except where collaboration has been authorised by the Lecturer / Tutor /Unit Coordinator concerned. I am aware that this work will be reproduced and submitted to plagiarism detection software programs for the purpose of detecting possible plagiarism (which may retain a copy on its database for future plagiarism checking). Student’s signature: ĐỖ NGỌC BẢO CHÂU Note: An examiner or lecturer / tutor has the right to not mark this assignment if the above declaration has not been signed. ARO 00380 08/
Table of Contents
- I - Introduction.....................................................................................................................
- 1.1. The role of HRM and L&D in the digital age
- II - Literature Review..........................................................................................................
- 2.1. Current trends of L&D and effective L&D strategy...............................................
- 2.2. HRM and L&D application in Vietnam
- III - Industry Statistic & Reports
- IV - Evaluation
- 4.1. The positive effect
- 4.2. The negative effects
- V - Reflection
- VI – References
I - Introduction 1.1. The role of HRM and L&D in the digital age In the digital era of today, human resources are among the most important aspects of any businesses which have a significant contribution towards building a competitive edge for organizations and firms (Barney 1991; Singh 2004). Therefore, human resource management (HRM) practices need to be adjusted to be more fitted with the current shift in technology and trend. Furthermore, in regard to technology advancement, HRM applies technology can open many opportunities for business to further and better equipped and developed their employees in order to improve their competencies. The transition to an economy based on digital technology requires a workforce that needs to be quality and flexible. Research have suggested that the success of companies lies within three important factors: (1) skilled employees, great leaders, and (3) knowledge. The role of Learning and Development (L&D) is the key factor in increasing the competency of employees which is often expressed through following aspects: (1) Acquiring and keeping talents, (2) Building on Capabilities and Skills, (3) Keeping staff Engaged and Motivated, (4) and Preserving a culture and brand based on corporate values.
1. 2. Viettel Group's HRM management programs and strategy in regards of L&D Viettel Group and its subsidiaries manage and develop its workforce with many mottos such as “Show Us Your Way”, "People are a valuable asset of Viettel" (Viettel IDC, 2022), "Create the future you dream of", "Rise to the challenge”, and "Grow with Viettel" (Viettel, 2023) in order to boost morale and performance. However, the core policies, which aid tremendously in the process of training and developing its human resource, revolve around the following philosophies: - characteristics first, qualifications second, - training through staff rotation and hard work, - look up to and learn from the superior (for guidance, advice, training, and experience).
building events and activities, Viettel aims at improving and retaining the quality and quantity of its workforce. II - Literature Review 2.1. Current trends of L&D and effective L&D strategy According to ACADEMIES framework (Brassey et al., 2019), a successful implementation of L&D function should include 9 components. First, the alignment with business strategy describes the goal of building a workforce with a specific set of skills which is suitable for the goals and priorities of the business. Secondly, having co-ownership between business units and HR helps cutting short training and learning time, promoting leadership and responsibility among managerial roles, and flexibility in adapting to newer technology. Thirdly, the evaluation on employee's performance is crucial since it can provide key insights to the current strengths and setbacks of the workforce and in turn create a more suitable and systematic approach to close the capability gaps between the employees as well as improve existing competency. Fourthly, having a learning journey (or in other words, a career orientation) that can provide occupational security for the employees is very beneficial. Fifthly, execution and scale-up components will aid in cost management process of rolling out new programs and initiatives. Measuring the performance of the business is the sixth components where HRM applies technology can provide data for a timely interventions or adjustment. After having sufficient data for interventions, L&D must be integrated into HR processes but this must be coupled with periodic development feedback. 70:20:10 learning framework should then be adopted to replace the traditional formal- learning component. Lastly, other applications of other learning platform should also be considered and implemented accordingly. Several illustrations for such applications are virtual or mobile learning apps, learning and performance support and management systems, platforms for knowledge sharing/learning/assessment, massive open or private online courses (MOOCS or SPOCs respectively). The measures mentioned above can be utilized by companies in order to maximize employee engagement and motivation, help them as well as the companies in achieving
goals, attract and recruit talent, promote a healthy work culture, and stay at a competitive advantage among the competitors. 2.2. HRM and L&D application in Vietnam The institutional changes and the adoption Western practices (similar to countries with developing economies) ties in directly with Vietnam's HRM progress (Dulebohn et al., 1995). Furthermore, a younger and more literate workforce and the upsurge in foreign investment are key drivers for many changes in HRM practices in Vietnam (Budhwar et al, 2009; Bartram et al., 2009). However, a study on training and firm performance (Nguyen et al., 2011) suggests that most HRM strategies and programs adopted and utilized in Vietnam, Viettel included, can heavily influence the outcome of training and performance. Studies by Guest (1997) and Pfeffer (1998) stated that by incorporating several aspects of HRM practices (such as selection, rewards, engagement, assessment, training, etc.) can even promote deeper commitment and involvement level of staff towards the company. Other studies from Guest (1994) and Legge (1995) also add to this by stating that a safe and healthy work environment can be contributing factors in building mutual trust between employees and employers. Lastly, retention rate can also be influenced by loyalty and positive work culture (Meyer et al., 1991). Lastly, the link between HRM practices (and L&D practices to an extend) and employee satisfaction and commitment are also influenced by other factors such as compensation-benefits packages, training activities, career development and orientation programs (Ritzer et al., 1969). III - Industry Statistic & Reports On average, a Viettel’s employee can enjoy a salary of 23 to 32 million VND but the average income is slightly higher (reaching about 27.5 to 36.7 million VND due to other benefits, rewards and commissions) (Viettel Report, 2020). However, their salary can vary depending on their experience, role, or job responsibility, as well as location (MISA AMIS, 2023). In term of pay grade, there are 4 main categories: low, medium, high, and extra high (which are vary from 6 million VND per month to over 50 million VND per
IV - Evaluation 4.1. The positive effect In accordance to the Need Theory and Maslow's Need Theory, Viettel Group's L&D strategy and practices considerable promote the aspect of occupational security, self-esteem and self-worth. As regard to occupational security, Viettel provides career orientation and coaching sessions which can help employees to find a suitable career development path within the company. As for other policies, many health insurance packages also provide a safety cushion in case of leave of absence due to illness or accident. As for the social level mentioned in both theories, social and team building events should encourage the feeling of being a part of a group. Lastly, self-actualization is reflected through the process of finding the right position within the company as well as achieving goals (either align with corporate goals or self-goals). Additionally, to further boost the feeling of importance and self-worth, recognition programs are also utilized. As for Reinforcement Theory, several benefits and rewards related to performance and results have a close connection with the Positive Reinforcement aspect of said theory. These L&D practices employed at Viettel tend to gravitate heavily towards compensation, beneficial welfare packages and commissions which can promote a more desirable behavior from employees as well as their engagement. Viettel also adopts practices which are in line with both Social Cognitive Theory and Experiential Learning. The best example of this case is the Job Rotation policy which rotates staff in order to promote hands-on experience, opportunities for observing and gaining knowledge and insight across different department and how they work in conjunction of each other. Moreover, the practice of looking up to managerial roles can also be applied to these theories. Expectancy Theory can also explain most philosophies which are applied to most HRM and L&D practices at Viettel. Since Viettel wants to guide their employees to act and behave a certain way (e.g., the way of a soldier), so Viettel often favor behaviors that can bring harmony and unanimity between staff through many activities (social events, coaching session, occupational training classes). Lastly, Andragogy Adult Learning Theory can also provide a basis for the adoption of Viettel's practices. The motto of "Show Us Your Way", for example, aligns with the
Self-concept aspect of the theory where Viettel wants their employees to find their own solutions to problems and make their own decisions. Furthermore, the Experience aspect manifests itself through job rotation and vocation training in which Viettel expects their staff to have diverse experience and knowledge (which can be applied for problem solving and critical reflection). Although little can be said regarding the Readiness aspect, Orientation and Motivation can be seen clearly through the implementation of career orientation programs and quality-of-life insurance packages. 4.2. The negative effects There are also some criticisms towards some of Viettel’s implementation of Compensation and Rewarding practices. Viettel often puts a heavy emphasis on Rewarding (Positive Reinforcement in regard of Reinforcement Theory) which might work against them if being used inappropriately. Specifically, rewards without consequences might affect the quality of employees (or stop them from having any motivation to work harder) which in turn makes Viettel unlikely to retain quality workforce. Lastly, the lack of clear criteria for evaluation of performance in the Reward and Compensation system might be a breeding ground for exploitation. Regarding regular common activities, due to Vietnam's long-standing preconception of strict obedience to orders and participation in social events, employees might feel that they are being forced to participate in many non-work-related affairs which can cut short their personal time. This issue can be further exacerbated due to the fact that Viettel is governed by a governmental body (The Ministry of Defence) which is heavily correlated with socialism and its practices. On the aspect of employee training and developing, Viettel seems to put a high emphasis on managerial and administrative roles, inferior and secondary positions might feel neglected or being paid unequally (or unfairly). This can also impact the relationship between employees and managers, and employers negatively. Furthermore, despite having decent career programs in place, the inadequate in extensive knowledge and expertise might hinder the progress of development. Lastly, there is no road map for development for employees and no intensive professional training programs.
VI – References About Viettel (2019). Viettel.com.vn. https://viettel.com.vn/en/about-viettel/. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management , 17 (1). https://doi.org/10.1177/014920639101700108. Bartram, T., Stanton, P., & Thomas, K. 2009. Good morning Vietnam: New challenges for HRM.Management Research News. Budhwar, P., & Debrah, Y. 2009. Future research on human resource management systems in Asia. Asia Pacific Journal of Management. Brassey, J., Christensen, L., & van Dam, N. (2019, February 13). Essential components of a learning and development strategy | McKinsey. www.mckinsey.com. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our- insights/the-essential-components-of-a-successful-l-and-d-strategy. Dulebohn, J. H., Ferris, G. R., & Stodd, J. T. 1995. The history and evolution of human resource management. In G. R. Ferris, S. D. Rosen, & D. T. Barnum (Eds.). Handbook of human resource management. Guest, D.E. (1994). Organizational psychology and human resource management: towards a European approach. European Work and Organizational Psychologist.
Guest, D. E. (1997). Human Resource Management and Performance: a Review and Research Agenda. International Journal of Human Resource Management. Le, D. (2020). Viettel Report 2020. Viettel.com.vn. https://viettel.com.vn/en/news-events/report/viettel-report-2020/. Legge, K., (1995), Human Resource Management, Rhetoric's and Realities, Macmillan, Basingstoke MISA AMIS. (2023, May 18). Phần mềm quản trị doanh nghiệp. MISA AMIS. https://amis.misa.vn/92742/che-do-dai-ngo-cua-viettel/. Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human resource management review. Nguyen, T. N., Truong, Q., & Buyens, D. 2011. Training and firm performance in economies in transition: A comparison between Vietnam and China. Asia Pacific Business Review. Pfeffer, J. (1998). Seven practices of successful organizations. California Management Review. Pham, H. (2022, October 13). Assignment 2 - PROGRAM TITLE: Higher Nationals in Business UNIT TITLE: Unit 1: Business - Studocu. https://www.studocu.com/vn/document/truong-dai-hoc-bach-khoa-ha-noi/business- cultures/a signment- 2 - hmm/39432905?origin=home-recent- 2.
