Some solutions to improve the quality of human resources at in VNPT-Quảng Ninh 2021-2025 period

DAI HOC QUOC GIA HA NOI
TRIONG QUAN TRI VA KINH DOANH

PHAM HUU TRUNG

SOME SOLUTIONS TO IMPROVE THE QUALITY OF HUMAN
RESOURCES AT VNPT - QUANG NINH IN 2021-2025 PERIOD

MOT
SO GIAIPHAP NANG CAO CHAT LUONG
NGUON NHAN
•
•
LUC TAI VNPT - QUANG NINH GIAI DOAN 2021 - 2025
Chuyen nganh: Quan tri kinh doanh

Ma so: 8340101.01

LU AN VAN THAC SI QUAN TRI KINH DOANH

NGUO’l HUONG DAN KHOA HOC: PGS.TS. NGUYEN NGOC THANG

HA NOl - 2022


DECLARATION

I hereby declare that this thesis is my own independent work. The figures

and citations in the Thesis are completely truthful, clearly sourced and truthful.
The factors affecting the quality of human resources are drawn by myself in

the process of studying, in theoretical and practical research at VNPT - Quang Ninh,

where I am working.

I sincerely thank!
Date, September 11, 2022

Author

Pham Huu Trung

1


ACKNOWLEDGMENTS

I would like to express my sincere thanks to the teachers of the College of

Business Administration - Vietnam National University, Hanoi for their enthusiastic
teaching and support in the process of studying and guiding the completion of this

thesis.
In particular, I would like to express my gratitude to Assoc. Prof.Dr. Nguyen
Ngoc Thang enthusiastically guided me throughout the process of writing this

thesis.

I would like to express my sincere thanks to the Management Board and

colleagues of Quang Ninh Telecommunications for helping me in the process of

writing this thesis.

I would like to thank my family and friends who have supported and shared

with me in all difficulties and encouraged me to complete the course.
Despite the best efforts, with limited time and research qualifications, the

thesis cannot avoid shortcomings and limitations. I look forward to receiving
sincere comments from teachers, teachers and colleagues to continue to supplement

and complete this thesis.

I sincerely thanks !

11


CONTENTS

DECLARATION............................................................................................................... i

ACKNOWLEDGMENTS................................................................................................ ii
CONTENTS..................................................................................................................... iii
ABBREVIATIONS
•••
Vlll

LIST OF TABLES
LIST OF FIGURES
CHAPTER 1: GENERAL INTRODUCTION

1

1.1. The urgency of the topic....................................................................................... 1
1.2. Research overview................................................................................................ 2

1.3. Research objectives of the topic.......................................................................... 9

1.3.1. General objectives......................................................................................... 9
1.3.2. Specific objectives......................................................................................... 9

1.4. Research object of the topic................................................................................10
1.5. Research scope..................................................................................................... 10

1.6. Research method of the topic............................................................................ 10
1.6.1 Qualitative method:...................................................................................... 10

1.6.2 Quantitative method:.................................................................................... 10

1.7. The scientific and practical significance of the research topic....................... 11
1.8. Structure of the thesis......................................................................................... 11
Conclusion of chapter 1
CHAPTER 2: THEORETICAL BASIS ON QUALITY OF HUMAN RESOURCES

IN ENTERPRISE
2.1. Some basic concepts...........................................................................................13
2.1.1 The concept of human resources................................................................. 13

2.1.2. Quality of human resources........................................................................13
2.1.5. Improving the quality of human resources................................................ 16

2.2. Quality of human resources and the need to improve the quality of human
resources in enterprises

in


2.2.1. The concept of human resource quality in the enterprise........................ 17
2.2.2. The role of human resources in enterprises.............................................. 17
2.2.3. The need to improve the quality of human resources in enterprises..... 18

2.2.4 The criteria for assessing the quality of human resources........................ 21
2.2.5. Some methods of assessing the quality of human resources................... 23

2.4 Research models on the influence of factors affecting the quality of human
resources...................................................................................................................... 26
2.4.1 Research by Rosemary Hill and Jim Stewart............................................ 26

2.4.2 Research model of Dr. Do Minh Thuy - President of Hai Phong University26
2.4.3 Research model of the authors of Lac Hong University, Industrial

University of Ho Chi Minh City - HCMC Vietnam:......................................... 27

Conclusion of Chapter 2................................................................................................. 29
CHAPTER 3. RESEARCH DESIGN AND METHODOLOGY.............................. 31

3.1 Overview of VNPT - Quang Ninh.....................................................................31
3.1.1 The establishment and development of VNPT QN...................................31
3.1.2 Functions of VNPT Quang Ninh................................................................ 31

3.1.3. The current situation of human resources at VNPT Quang Ninh..........32

3.2 Research design.................................................................................................. 37
3.2.1. Introduction to the research process......................................................... 38

3.2.2 Research model proposed by the author..................................................... 39
3.2.3. Develop questionnaires, how to collect information............................... 40
3.2.4. Survey form and method of investigation................................................ 40
CHAPTER 4: RESEARCH FINDINGS.......................................................................44

4.1 Descriptive statistics............................................................................................ 44
4.1.1 About gender................................................................................................ 44

4.1.2 Age................................................................................................................. 44
4.1.3 Qualifications:.............................................................................................. 45

4.2 Scale reliability testing.........................................................................................46
4.2.1 Cronbach Alpha of VNPT’s recruitment factor scale:...............................46

4.2.2 Cronbach Alpha of the Factor ScaleManpower Utilization of VNPT: ..47
iv


4.2.3 Cronbach Alpha of the Wage factor scale of VNPT:.............................. 48

4.2.4 Cronbach Alpha of the Policy factor scale of VNPT:............................. 49
4.2.5 Cronbach Alpha of the Training factor scale of VNPT:.......................... 50

4.2.6 Cronbach Alpha of VNPT's Human Resource Quality factor scale:...... 51
4.3. Factor analysis and research model verification.............................................. 53

4.3.1. Independent variable factor analysis......................................................... 53
4.3.2 Dependency Variable Factor Analysis...................................................... 56
4.3.3 Results of factor analysis and research model verification...................... 57

4.3.4 Adjusted Research Model........................................................................... 65

4.3.5. Measure and evaluate the level of employee perception through each
factor to the quality of human resources:............................................................ 65

4.3.6. Comparison with other research results...................................................68
Conclusion of chapter 4:................................................................................................ 69
CHAPTER

5:

SOLUTIONS

TO

IMPROVE

THE

QUALITY

HUMAN

RESOURCES AT IN VNPT QN.................................................................................. 70

5.1 Obectives and development orientation of VNPT Group from now to 2025.70

5.1.1 Objectives and orientations of VNPT.........................................................70
5.1.2 Objectives and orientations of VNPT QN................................................. 71

5.2. Some solutions mainly improve the quality of human resources of VNPT QN..73
5.2.1 Basis for proposed solution........................................................................ 73

5.2.2 Contents of solutions.................................................................................. 73
5.2.2 Renovating the remuneration regime for human resources of VNPT QN ....75
5.2.3 Promote planning, training, and retraining of human resources.............. 78

5.2.4 Innovating the management, evaluation, and rational use of human

resources................................................................................................................. 80
5.2.5. Implement well the work of rewardingand disciplining employees......82

5.3. Request................................................................................................................. 84
Conclusion of chapter 5................................................................................................. 86

CONCLUSION............................................................................................................... 87
LIST OF REFERENCES............................................................................................... 88


ABBREVIATIONS

CBCN
Officers and employees

V
CLTC

Difference between the revenue and cost

CNTT

Information technology

CSDL

Database

DVVT

Telecommunication services

NLD

Workers

NNL

Human Resources

NSQL

Management personnel

NSQL

Management personnel

NVKT/

Technical staff/Sales staff

NVKD
PCCN

Fire prevention

QTL

Wage fund

SXKD

Manufacturing business

TTCN
TT

Center of Information and Technology

TTDH
Information Operations Center

TT
TTKD

Business center

TTVT

Telecommunication center

VSATL

D
VT-

Occupational safety and hygiene

Telecommunications-Information Technology

CNTT

VTQN

Quang Ninh Telecommunications

VTT

Provincial Telecommunications

vi


<•
Vll

LIST OF TABLES

Table 3.1 Labor productivity by revenue for the years from 2017 to 2021.............. 33
Table 3.2 age from 2017 to 2021 .................................................................................. 34
Table 3.3 working seniority.......................................................................................... 36
Table 3.4 Human resources statistics........................................................................... 36

Table 3.5 Structure of human resources according to functions and tasks................ 37

Table 3.6 Scales of the model...................................................................................... 41
Table 4.1 Statistics based on Gender............................................................................ 44
Table 4.2 Age-based statistics........................................................................................45

Table 4.3 Education-Based Statistics............................................................................ 46
Table 4.4 Cronbach Alpha of VNPT’s Recruitment Factor Scale............................. 47
Table 4.5 Cronbach Alpha of VNPT’s Recruitment Factor Scale............................. 47
Table 4.6 Cronbach Alpha of factor scale Usage of VNPT........................................ 48
Table 4.7 Cronbach Alpha of the Wage factor scale of VNPT................................. 49
Table 4.8 Cronbach Alpha of the Policy factor scale of VNPT................................. 49
Table 4.9 Cronbach Alpha of the Policy factor scale of VNPT................................. 50
Table 4.10 Cronbach Alpha's Training factor scale of VNPT....................................51

Table 4.11 Cronbach Alpha of the Quality factor scale of VNPT............................ 52

Table 4.12 Cronbach Alpha of the coefficients........................................................... 53
Table 4.13 Total quoted variance.................................................................................. 54

Table 4.14 EFA factor analysis results......................................................................... 55
Table 4.15 Dependent variable analysis rotation matrix............................................ 56

Table 4.16 Correlation Matrix table between dependent variables and independent
variables........................................................................................................................... 59

Table 4.17 Check the suitability of the multivariable linear regression model....... 60
Table 4.18. Results of correlation regression analysis................................................. 61

•••
Vlll


LIST OF FIGURES
Diagram 2.1: Proposed determinants of HQR............................................................. 28

Diagram 3.1 Diagram of research steps........................................................................ 39
Diagram 3.2 Research model proposed by the author................................................ 39
Figure 4.1 Research model after adjustment............................................................... 65

ix


CHAPTER 1: GENERAL INTRODUCTION

1.1. The urgency of the topic
For each country, people are always the most basic and important resource

that determines the existence, development and position of that country in the
world. For an Enterprise, human resources are the key factor that creates the
strength of the business. Human resources have a tremendous influence on the
economic and social development of a country and the competitiveness of an

enterprise. Facing the trend of global economic integration, the issue of improving
the quality of human resources is posing new requirements for Vietnamese

enterprises operating in all fields. Management to improve the quality of human

resources is considered as a fundamental element to meet the strategic goals of

enterprises. Vietnam Posts and Telecommunications Group (VNPT) is not an
exception.

As a unit under VNPT, VNPT QN is also in the general development
trajectory of the industry. Human resources have been paid attention but have not
been properly invested, leading to many limitations. This affects the efficiency of

production and business as well as the working environment of enterprises. To meet
the renovation requirements of VNPT in the coming time, VNPT QN also needs to

take steps to prepare human resources to contribute to building a team of qualified
staff who can adapt well to the new environment, future changes, contributing to
VNPT QN's sustainable development.

Over the years, VNPT QN has made great efforts in improving the quality of

human resources, making a difference to gain advantages in business and achieve
certain results. However, the results achieved, and the differences are not many, the

service quality and service attitude of VNPT QN's staff are still limited and

inadequate. On the other hand, Telecommunications is an industry that is always
affected by the innovation of science and technology, so it is very necessary to

improve the quality of human resources for VNPT QN.


Stemming from the above problems, the research topic "Some solutions to

improve the quality of human resources at VNPT in the period of 2021 - 2025" was
selected for research to provide complete solutions to improve quality, human

resources at VNPT QN in the coming time.

1.2. Research overview
In the context of an increasingly fierce competition environment, successful

organizations know the most effective combination of resources to implement their
strategies. Yet at the heart of any strategy and any resource-intensive process are the

people who design and run the organization's strategy. To promote the potential of

human resources, managers need to know how to plan human resources, attract and
select people who are suitable for the organization's requirements, and know how to

arrange and arrange the right people. At the same time, there is a plan to train and
develop the workforce so that they have enough skills, knowledge and business

capacity, master modern technology, and meet the requirements of the business now

and in the future, future.
When learning about improving the quality of human resources through
textbooks, documents, scientific research, theses, theses, books, magazines, etc., I

noticed a lot of research topics on the content of human resources, above content,

can be mentioned as:
- Associate Professor. Doctor. Nguyen Thi Minh An (2018) - Human

Resource Management, Institute of Post and Telecommunications Technology. This
is a document for teaching and learning at the Institute of Posts and
Telecommunications Technology, as well as a reference for those interested in this

field. The content of the book deals with the most basic knowledge of Human
Resource Management.

- "Training and using human resources in the market economy in Vietnam",

Phan Van Kha, Education Publishing House, 2007. The author has introduced the
basic concepts and contents of training and use of human resources, thereby,

devising strategies to train and develop quality human resources in line with the
requirements of the market economy in Vietnam.
2


- ’’Improving the quality of human resources to meet the requirements of
innovation and international integration”, Pham Cong Nhat, Communist Magazine
No. 786, April 15, 2008. In the article, the author analyzed the current situation of

human resource quality in Vietnam and proposed solutions to solve the
shortcomings of Vietnamese human resources in the renovation period.
-

Hoang Thu

Telecommunications,

Ha (2013),
thesis

Quality of human resources

completed

at

the

Academy

of

at Hanoi
Posts

and

Telecommunications. In the thesis, the author has mentioned the current situation of

human resources at VNPT Ha Tinh, the advantages and disadvantages and proposed
solutions to overcome those shortcomings.
- Nguyen Thanh Nga (2014), Solutions to improve the quality of human

resources at VTC Online Company, thesis completed at the Academy of Posts and
Telecommunications. The author has introduced concepts and factors affecting the
quality of human resources; advantages and disadvantages of human resources at
VTC Online Company and measures to solve outstanding problems.
Human resources have affirmed their important role and are receiving more
and more attention from each country, organization, and enterprise. Improving the

quality of human resources is an urgent job to help businesses enhance their

competitiveness in the market, especially in the context of current globalization. It can be
affirmed that attracting, training, developing, improving the quality, and maintaining
human resources is the decisive factor for the success or failure of the organization.

❖

Research situation in the world
(1) “Framing Human Resource Development: An Exploration of Definitional

Perspectives Utilising Discourse Analysis” language”, David McGuire et al
research on the concept of Human Resource Development itself. Explore the

development of two schools of human resource development, the American and
European schools. Research suggests that human resource development is
undergoing an evolutionary transition in which emerging contributions to improving
organizational

performance.

Analyzing

the

definition

of human

resource

development reveals two distinct schools of human resource development. The
3


school in the US mainly defines human resource development in terms of learning.

It emphasizes the development aspect of the term "human resource development."
In contrast, the European school seems to focus more on linking human resource

development and strategy. In this regard, the European school focuses on the labor
potential inherent in the concept of "Human Resource Management." As such, the

European school favors a stochastic approach, emphasizing the heterogeneity of
learners and recognizing that individual differences exist in the workforce that

affect the development of solutions, human resource development for end users

(Sadlier-Smith 1996; Newstrom & Lengnick-Hall 1991). The European School

adopts a more socially constructive approach to human resource development. The
study also shows human resource development approaches according to three
schools, namely social constructivism, human resource development from the point

of view of management and human resource development according to critical
theory.
(2) Priyanka Rani

and

MSKhan in “Impact of Human

Resource

Development on Organizational Performance” - “Impact of human resource
development on organizational performance”. The authors used analytic tools to

examine a research framework composed of a set of causal relationships between
organizations and randomness, resources and human resource development, and

techniques, skills, attitudes, behaviors and organizational performance. This study is

based on secondary data. Using data from organizations operating worldwide, the

results show that the impact of human resource development on organizational
performance is positive and indicate its impact on skills and attitudes, and behavior,

and moderated by resources, organizational contexts, and other contingencies.
Therefore, the article not only confirms that human resource development has a
positive impact on organizational performance but also explains the mechanism

through

which

human

resource

development

can

improve

organizational

performance. However, the limitation of this study is that the data and documents
are collected from many books and journals related to human resource development

and organizational performance, i.e., on available research papers, no specific
4


statistical tool was used for the analysis. However, the data has been compiled and
analyzed in such a way as to provide substantial results.
(3) “Human Resource Development and Organizational Performance in the

Nigeria Liquefied Natural Gas Company Limited, Bonny”, by Mba Okechukwu
Agwu and Tonye Ogiriki. The article discusses human resource development
(HRD) and organizational effectiveness in Nigerian liquefied natural gas

companies. The authors view human resource development as the integrated use of

training and development, organizational development, and career development to
improve individual, team, and organizational performance. It is assumed that human

resource development practices have a direct or indirect impact on improving
business performance through improvements in labor skills, attitudes and behaviors.
Use of a sample of 370 people is limited to direct hires, contract workers and

secondaries working in Nigeria liquefied natural gas company industrial sites (184
direct hires, 149 contract staff and 37 seconded officers). The sample of respondents

was selected using a card shuffling (non-replacement) method, where all the names

of the three types of workers were written separately on each small card and the top

name of each of the three group of cards is selected each time, the cards are shuffled
until all the selected people have been asked. Collected data were analyzed by
descriptive and inferential statistics. The questionnaire was designed on a four-point

Likert scale. Responses are presented as panel data and hypotheses are tested using

analysis of variance (ANOVA). The results of the data analysis indicate that there
exists a significant relationship between human resource development activities
(training and development) and increased employee commitment, motivation, and

organizational productivity in the workplace. Nigerian liquefied natural gas

company.
(4) “The Impact of Human Resource Development on Organizational

Performance: Test of a Causal Model” by Anastasia A. Katou. The purpose of this

article is to explore the links from HRD to organizational performance using linear
structural modeling (SEM). Specifically, the author uses this analytical tool to test a
research framework composed of a set of cause-and-effect relationships between
5


organizations and random variables, resources and human resource development. ,
skills, attitudes, behaviors, and organizational performance. Using data from

organizations operating in the manufacturing sector in Greece. The results show that
the impact of human resource development on organizational performance is

positive and sequential, mediated by skills, attitudes, and behaviors, and moderated
by resources, organizational context and other factors, other random variables.

Therefore, the article not only supports the view that human resource development

has a positive impact on organizational performance, but also explains the
mechanism through which human resource development improves organizational

performance. .
(5) PVC Okoye and Raymond A. Ezejiofor in “The Effect of Human
Resources Development on Organizational Productivity”- “Impact of Human

Resource Development on Organizational Productivity”. The study aims to

determine the extent to which effective HRD can enhance productivity in order to

reduce poor performance in the organization, determine the effectiveness of training

and human resource development in the growth of the organization, demonstrate
that human resource development has a significant impact on organizational

profitability,

identify

factors

affecting

human

resource

development

and

organizational productivity, demonstrate the attitudes of senior management and

employees employees are necessary for the correct use of available human
resources that have a significant impact on the profitability of the organization. To
achieve the objectives of this study, data were collected from both primary and

secondary sources. Collected data were analyzed using mean, variance, and

standard deviation. The construction hypothesis is tested by z-test. Research results

show that human resource development is very important for any organization from

small to large because one of the main functions of human resource development is
the commitment of people at work to achieve growth in sales and profits. Based on
the findings of this study, the researchers recommend that organizations inculcate
the habit of attending seminars and conferences, and that companies should make

sure that the efforts of their recruiters are met. assessed over time to see how they

6


contribute to the achievement of the organization's goals, as the quality of education
must be a prerequisite for recruitment, promotion and placement.

(6) Group of authors German Cubas, B.Ravikumar and Gustavo Ventura

(2013) in the study on "Talent, Labor Quality, and Economic Development - Talent,

labor quality and economic development". The authors measured labor quality and
drew implications for the importance of TFP. They observe directly on the
achievements of individuals prior to entering the labor force as an exogenous input

to a theory of labor quality. Specifically, the authors have developed a detailed
framework of consumption within countries that differ in two main aspects - talent
and TFP. Develop a measure of talent using observed test scores from the Program

for International Student Assessment (PISA). The authors then quantify its relative
role to TFP to account for cross-country differences in output per worker.

❖

Research situation in the country
Up to now, the issue of improving efficiency and perfecting human resource

management has had many published topics, works, theses and articles. Among

them, there are some notable projects such as:
(1) Author Nguyen Phu Trong with the topic "Scientific arguments for

improving the quality of cadres in the period of accelerating industrialization,

modernization of the country" gave orientations in the use of measures to improve
the quality of cadres and in different fields of socio-economic life. Therefore, this is

a very useful reference in research related to civil servants and public employees in

non-business units.
(2) Research by Do Phu Tran Trinh et al. (2012): The research has

discovered 5 factors affecting the long-term commitment of employees to the
enterprise: Promotion opportunities; Reward and welfare policy; Relationship with

leadership; Working conditions and Level of fitness for career goals. Among them,
the opportunity for promotion is the most influential factor. The results obtained
from the study are an important suggestion for businesses in building appropriate

strategies and plans to better maintain human resources for their units.

7

(3) Research by Bui Thi Thanh et al (2014) - The influence of human

resource management practices on employee satisfaction and business results of

enterprises - Case study of Dong Nai Telecommunications. Basic scientific research
topics. The results of the study on the human resource management practice model
applied to Dong Nai Telecommunications include 7 components: Job Identification,

Recruitment, Training - Promotion, Performance Evaluation, Compensation, and

Empowerment and Labor Relations.
(4) Author Pham Van Son (2015) with the article "7 solutions to improve the

quality of Vietnamese human resources”, in the Education Times. The author has
proposed groups of solutions to improve the quality of human resources, including:

"Improve education level and labor skills, encourage workers to self-study,
associate human resource development strategies with strategic socio-economic

development, respecting talents and building a learning society, improving
information on the labor market, expanding international cooperation”.
(5) Author Le Van Ky (2018) with the topic: "Developing high-quality

industrial human resources of Thanh Hoa province”. The thesis has systematized,
clarified and supplemented the theoretical basis for the development of high-quality

human resources, analyzed and evaluated the current situation of human resource

development on two basic contents: the current situation of quality, quality and
structure shift of high-quality human resources in the industry, thereby providing

solutions to develop and improve the quality of human resources to meet the

requirements of industry development and development, socio-economic of Thanh
Hoa province.
(6) Author Tran Thi Kieu Nga (2019) with the topic: "Developing scientific

human resources at Ho Chi Minh National Academy of Politics", doctoral thesis,
the author has explained and clarified the basis. Theoretical, practical experience on

developing 4 scientific human resources in training schools and fostering leaders,
from which to draw reference experiences.

(7) Tran Thi Anh Thu, in the PhD Thesis in Economics (2012) on

“Strengthening the competitiveness of the Vietnam Posts and Telecommunications
8


Group in the condition that Vietnam is a member of a commercial organization the

world" has devoted much effort to systematize theoretical issues on competition and
competitiveness of VNPT in the condition that Vietnam is an official member of the

WTO. Although, the thesis has mentioned the aspect of corporate culture,
considering corporate culture as a tool and weapon to improve competitiveness,

however, the research results have not clarified the relationship, dialectic between

elements of corporate culture and other elements in the management strategy, in

order to improve VNPT's competitiveness as well as proposed solutions to develop
corporate culture for VNPT in the context of integration, international.

The above works have contributed to systematizing the basic theories of
Human Resources, improving the quality of human resources. Based on inheritance,

promoting the strengths as well as overcoming the limitations in the above studies,
using the existing information, the author focuses on analyzing and evaluating the

effective status of human resources. Therefore, the research topic on improving the

quality of human resources at VNPT - QN in the 2021-2025 period is really
necessary, in order to meet the requirements of restructuring and improving work

efficiency, improve the competitiveness of enterprises, meet the requirements in the

new period. This is the new point of the thesis.

1.3. Research objectives of the topic

1.3.1. General objectives
Based on practical theory on human resource management, the essay

analyzes, evaluates and clarifies the current situation of human resources at VNPT

QN. From there, some measures are proposed to improve the quality of human
resources at VNPT QN in the 2021-2025 period.

1.3.2. Specific objectives
- Systematize some basic theoretical issues about the quality of human

resources and improve the quality of human resources of the Enterprise.

- Assess the current situation, point out the achieved results, limitations,
shortcomings and causes of human resources at VNPT QN.

9


- Outline the direction and propose possible solutions to contribute to

completing the work of improving the quality of human resources at VNPT QN.

1.4. Research object of the topic

- Research object:
The thesis studies the quality of human resources in VNPT group in general

and VNPT QN in particular.
The topic focuses on practical research on some of the basic causes affecting
the quality of human resources at VNPT QN.

- Survey object:
There are officials and employees at all levels working at VNPT QN

1.5. Research scope

- Spatial: Thesis studies the current status of human resource quality in VNPT
QN.

- About time: Secondary data on the operation and quality of human
resources of VNPT QN is collected for the period of 2019-2021. Primary data is
collected from April to June 2022.

1.6. Research method of the topic
The thesis uses a combination of different research methods such as:

qualitative method and quantitative method.

1.6.1 Qualitative method:
Using the assessment of experts, professional managers to assess the

overview of the current situation of VNPT QN and factors affecting VNPT in the
coming time.

1.6.2 Quantitative method:
Using collected data to analyze, make statistics, describe factors affecting

production and business activities of VNPT.
Using a regression function to determine the factors and levels affecting the

quality of human resources at VNPT.
Use statistical testing methods to determine and compare the degree of

difference between groups.
10

1.7. The scientific and practical significance of the research topic
The Human Resources of Vietnam Posts and Telecommunications Group in

QN, represented by VNPT QN, has many shortcomings and is not consistent with
the development orientation of Vietnam. Group in the future. Therefore, completing
the work of improving the quality of human resources is an urgent requirement for
VNPT QN in the coming time.

The thesis helps VNPT QN to have an overall view of the current human
resource situation of the unit and at the same time offers solutions for VNPT QN to

choose to apply in the effective use of human resources of the unit, more effectively,
contributing to shaping human resource development strategy and helping VNPT

QN meet VNPT’s restructuring requirements in the coming time as well as help
VNPT QN better compete in the context of economic integration.

In addition, the thesis is also a practical reference for VNPT in the provinces

and cities under the Vietnam Posts and Telecommunications Group in improving
the quality of human resources at the unit as well as to meet the needs of students
with disabilities, research needs in business management or human resource

management related to VNPT QN in particular and VNPT in general.

1.8. Structure of the thesis
In addition to the introduction, conclusion, appendices and list of references,
the thesis consists of 5 chapters:

Chapter 1: General introduction.
Chapter 2: Theoretical basis of the quality of human resources in
enterprises;

Chapter 3: Research design and methodology
Chapter 4: Research results.
Chapter 5: Solutions to improve the quality of human resources at VNPT
QN.

Conclusion of chapter 1

11


Tn chapter T, the author introduced an overview of the research problem and the
necessity of the topic. The topic has research objectives, objects, research scope,

research methods and ideas, practical meaning that the topic brings. The layout of
the thesis will help the reader have an overview of the content of the research topic.

12


CHAPTER 2: THEORETICAL BASIS ON QUALITY OF HUMAN

RESOURCES IN ENTERPRISE

2.1. Some basic concepts
2.1.1 The concept of human resources
There are many different definitions of human resources. For example:

According to the United Nations'. Human resources are all the knowledge,
skills, experience, abilities and creativity together with the capabilities that exist in

the form of human potential related to the success of the people, individual and

national development. The concept of human resources in this approach is
somewhat biased towards the quality of human resources. In this view, the highly

appreciated point is to consider human potentials as capabilities and capacities from

which to have appropriate mechanisms in management and use.
According to the International Labor Organization: Human resource is the

skill level, knowledge, and capacity of the entire human life in actual or potential
form for socio-economic development in a community.
According to the Human Resource Management textbook, National Economics
University edited by Nguyen Ngoc Quan and Nguyen Van Diem (2010), this concept
is understood as follows: “Human resources of an organization include all the

employees work in that organization, and human resources are understood as the
resources of each human being, which includes physical and mental strength” [23,

P-7].
In summary, human resource is an aggregate concept that is determined by
the quantity, quality and structure of employees eligible to participate in the
activities of that organization at present as well as in the potential future of each

organization. , each locality, each country, region and the world. Therefore, human

resources are recognized not only in terms of quantity but also in the change and

continuous improvement of structure and quality.

2.1.2. Quality of human resources
13


*. Quality concept
Each different field, with different purposes, will have many different views
on quality. However, there is an internationally recognized definition of quality,

which is the definition of the International Organization for Standardization.

According to article 3.1.1 of ISO 9000:2005 standard defines quality as: “The
degree to which the requirements of a set of inherent characteristics are met”.

*. Quality of human resources
According to Ta Ngoc Hai - State Institute of Organizational Science:

“Human quality is a composite factor of many partial factors such as intelligence,
qualifications, understanding, ethics, and skills. , health, aesthetics, etc. of

employees. Among the above factors, mental and physical strength are two

important factors in considering and assessing the quality of human resources” [13].
According to Nguyen Tiep: "The quality of human resources is a certain state

of human resources, the inner qualities and nature of human resources, it always has
movement and reflects the level of economic development - society as well as the

standard of living and intellectual level of the population” [25, p.10].
According to Vu Thi Ngoc Phung: “The quality of human resources is

assessed by the education, expertise and skills of employees as well as their health”
[21, p. 168]. With this view, the quality of human resources is assessed through:

education level, professional qualifications,

skills (intellectual)

and health

(physical), these criteria can be measured fairly, easily because it is quantified by
professional training levels.

Although there are many different expressions, it can be understood in

general that the quality of human resources is a certain state of human resources
expressed by the constitutive factors including: physical strength, intelligence, and

mind, force.

*. Characteristics of human resources in telecommunications enterprises
Telecommunications enterprises both implement business goals and serve
socio-political goals, enterprises also produce and provide telecommunications

14


services to sell to customers, so the human resources of the enterprise are not The

common features also have the following specific characteristics:
(1) . To organize production activities of telecommunications enterprises

according to a unified network organization, in order to produce one product or

service unit, it is necessary to coordinate with many telecommunications units, each
participating in The operations of these units must be closely linked, coordinated

and highly specialized.
(2) . The essence of work is both business and service, extensive
telecommunications network throughout the territory. Therefore, the reasonable

arrangement of labor is always a difficult and urgent issue. Labor arrangement
ensures the principle: arrange the right qualifications, right titles and professional

ability...
(3) . Due to the diversity of jobs, the employees of the telecommunications

unit are also very diverse, including: support workers, technical workers (IT,

switchboard, peripheral networks ..) customer service workers, accounting, toll
collection... these workers always have to improve their professional skills and
service quality to meet the rapid changes of the times and the industry.

For telecommunications businesses, products are intangible products, so the
human factor in the process of providing products and services will increase the
tangibles

of

products

and

services.

Therefore,

the

human

factor

in

telecommunications enterprises not only determines the quantity but also

determines the quality of products and services.

*• The role of human resources in enterprises
Enterprises in general and telecommunications enterprises in particular,

when conducting production and business activities, must meet two factors: human

and material resources. In which human resources play an extremely important role,
decisive to the existence and development of enterprises.

-

Human resources

are

the

main

factor that creates

profits

for

telecommunications businesses: human resources ensure the creative source in the
organization, people with unlimited and rich creativity have created many products

15