Developing the job specifications for managers in Commercial Group Vietnam Airlines

VIETNAM NATIONAL UNIVERSITY
HANOI SCHOOL OF BUSINESS
NGUYEN THI HA DONG
DEVELOPING THE JOB SPECIFICATIONS FOR
MANAGERS IN COMMERCIAL GROUP,
VIETNAM AIRLINES
Major: Business Administration
Code:
MASTER OF BUSINESS ADMINISTRATION THESIS
SUPERVISOR: NGUYEN NGOC ANH
HANOI. 2004
1
FOREW ORD
Organizations today face many challenges in management of their human resources.
Challenges are from organizational structure, market of business, human resource,
finance, technology, and all of them can make the business build to last or exist.
Between these elements, the human resource is one of the most important one.
Human resource management involves the skills, ability, knowledge, behaviors,
perform ance, For each posistion in the organization need the diffirence
requirements and at diffirence level. The managers has the duties to evaluate and
direct the way for employees. That manager has get enough ability and knowledge
in managing other people in the organization. To get that target, the standardization
is neccessav condition to ensure high performance and developing correct
rewarding system and development program. To enhence performance of the
employees, that employee has to prepare herself certain knowledge, understanding
about job. and enthusiam. On the organization, they need has the program for
evaluate people inside the organization and supporting program about the
knowlwdge, skills, and the last purpose, the organization will last longer and
more develop. With that targets, this thesis is made to solve some problems like
this. I, myseif, feel so happy if this project can become true and made the
organization well develop. The human resource is more and more important in any

organization and especially with Vietnam Airline, the service corporation, the
human resource management is much more important and lead to the success of the
business.
With that purpose, I hope that this paper will be useful in real and become :he
direction for directors in managing their human resouce.
DEVELOPING THE JOB SPECIFICATIONS FOR MANAGERS IN
COMMERCIAL GROUP, VIETNAM AIRLINES
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CHAPTER 1
INTRODUCTION OF THE THESIS
At present, many Vietnam businesses consider training is one of the most important
activity to get the short-term and long-term objectives in the globalization market and
changeable environment. Investment activity for training o f Vietnam businesses has
increased rapidly. However the problem is that a master training program which
geared toward the corporation long- term objectives is not yet well develop and the
content of training is not developed from the employees’ need. This situation lead to
the result of the training activities are always so low and the training does not meet
real the demand of business
With the target to become a leading airline in the region, Vietnam Airlines set the
target to increase growth speed and develop in some next few years. To get that
target, Vietnam Airlines is implementing many program such as open the new
airlines, increase their fleet and enhance the management activities In order to do
that, Vietnam Airlines need to be continuously improved and one of the solutions is
training.
Improve training means that managing training activities o f Vietnam Airlines has to
achieve change to the standardization and systemization. Training effectiveness will
be improved when it close to the business objectives and support for development of

employees. To make training to be standardization and systemization, it is necessary
to create many methods but the first method is to build up specification training. At
this moment, the technical group of Vietnam Airlines has had job specification but
other group o f the Vietnam Airlines has not yet. the Director of Vietnam Airline want
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to build up the trainmg system for all groups and consider it as the handbook for
employees. With that purpose, the project will build the job specification for the
commercial group as the first unit after that the job specification of other groups will
be in work and when it finishes, it is really the useful tool for managers in managing
the employees of the organization.
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CHAPTER 2
LITURATURE REVIEW
2.1. The B ackground o f Job Analysis'
2.1.1. Term inology
To avoid as much as possible the semantic confusion in job analysis terminology
noted
by Harvey2 (1991), this section will define the terms used throughout time.
First, job characteristics can be analyzed at three main levels, the elem ent, the task,
and the duty (Cascio, 1998). An element is the smallest unit o f analysis, describing a
highly specific action carried out for a highly specific purpose (e.g., pressing keys
on a typewriter to mark letters on a piece of paper). Comprised of more than one
element, a task is a more general activity performed for a more general purpose
(e.g., typing a letter). The broadest job characteristic is a duty, which comprises any
number of tasks collectively carried out for a general purpose (e.g., communicating

with the public).
Second, worker characteristics describe the knowledge, skills, abilities, and other
characteristics (KSAOs) that employees must possess to perform a job’s elements,
tasks, and duties.
Interrater Agreement of Incumbent Job Specification Importance Measurement
Steven R. Burnkrant
Professional researchers in Human Resource
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In this context, know ledge is having the necessary information to perform one’s job
(e.g., fluency in English) and a skill is the competence to perform a learned activity
(e.g., typing). Abilities and other characteristics describe unobservable worker
characteristics, such as intelligence (in the case of ability) and personality traits (in
the case o f other characteristics) that may be correlated with the KSs required by a
job and the ability to successfully carry out the relevant elements, tasks, and duties.
Third, workers may be classified by their position, job, occupation, and
occupational family. A position describes the work o f an individual employee. A
job is a group o f similar positions within a single organization. The same or similar
jobs across multiple organizations are collectively referred to as an occupation. At
the highest level, an occupational family refers to groups of similar occupations
(e.g., clerical, professional). In the Federal government, workers are classified
according to occupational series, where each series refers to similar jobs in different
agencies. Within series, workers are classified by grade, a classification that
corresponds to the level of responsibility, job complexity, and other characteristics
o f a position in a series, as well as by step, a sub-classification of grade primarily
determined, in practice, by organizational tenure rather than any work requirements
or responsibilities. The private sector equivalents of grades and steps are usually
more fluid and less rigidly defined, as are the accompanying compensation systems.

Finally, given job and worker characteristics on the one hand, and jobs and
occupations on the other, one can distinguish among job analyses, job
specifications, occupational analyses, and occupational specifications. Following
Harvey (1991; see also Harvey & Wilson, 2000). job analysis is “the collection of
data describing (a) observable (or otherwise verifiable) job behaviors performed by
workers, including both what is accomplished as well as what technologies are
employed to accomplish the end result and (b) verifiable characteristics of the job
environment with which workers interact, including physical, mechanical, social,
and informational elements” (p. 74, emphasis in original). By extension, an
occupational analysis refers to ihe description of observable job behaviors and
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characteristics common to the jobs classified in a single occupation. A job
specification, on the other hand, refers to a description of the worker characteristics
needed to perform a job successfully (i.e., the setting ofK SA O requirements). One
may then define an occupational specification as a description of worker
characteristics needed to perform the requirements of an occupation. A worker with
the KSAOs identified by an occupational specification should be able to transfer
with minimal difficulty to any job within that occupation.
2.1.2 Methods o f Setting KSAO Requirements
The various methods of developing a job specification all rely on subject matter
experts
(SMEs) to measure the applicability and importance of KSAOs. The SME3s may be
incumbents, supervisors, or job analysts; measurings may be made directly or with
reference to a job analysis; and measurings may be made using a questionnaire or
through discussion by a panel of SMEs. With threshold traits analysis (Lopez,
Kesselman, & Lopez, 1981), for example, supervisors in a group first independently
and directly measure the relevance and level required of 33 traits, and then resolve

disagreements with a discussion. Using an adjective checklist approach (Ameson &
Peterson, 1986, cited in Harvey, 1991), trait specifications are inferred from
incumbents’ direct measurings o f the relevance of various worker characteristics. In
other cases (e.g., Hughes & Prien, 1989), a job analyst may conduct a ‘pilot" job
analysis (e.g., via observation) to identify relevant tasks, behaviors, and KSAOs,
and from which a standard questionnaire will be developed. SMEs then measure the
job tasks and KSAOs on the same questionnaire. Those KSAOs meeting some
specified cutoff are then used, for example, in a selection system. To save time and
money, some have advocated the use of direct, holistic measurings of worker
requirements, an approach adopted by some “competency modelers" ie.g.,
‘ Small and Medium Enterprises
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Shippmann et al., 2002) and the Occupational Information Network (0*Net).
Whatever the method, individual measurings must be aggregated to form summary
scores for the job or occupation.
The question then becomes whether or not the resulting job specification is valid.
As discussed by Harvey (1991), if KSs are set with reference to a task- or behavior-
based job analysis, an analyst may easily verify their necessity by matching job
requirements with the skills and knowledge needed to perform them (i.e., content
validation). On the other hand, when KSs are measured directly, without reference
to a job analysis, and whenever AOs are measured, validity can only be inferred.
Such evidence may come from a criterion-related validation study or from the use
of job component validation (e.g., McCormick. DeNisi, & Shaw, 1979). Even these
methods, however, presuppose the existence of internally valid KSAO measurings.
In other words, whether SMEs measure KSAOs directly or with reference to a job
analysis, adequate intermeasurer agreement is a necessary but not sufficient
precondition for the validity o f the resulting job specification.

2.1.3 Legal Requirements and Professional Guidelines
While not explicating how one should conduct a job specification, legislation and its
accompanying case law clearly require that they be valid and job-related. Title VII
of the Civil Rights Act of 1964 (and its extensions: the Equal Employment
Opportunity Act o f 1972 and the Civil Rights Act of 1991), the Equal Pay Act of
1963, the Age Discrimination in Employment Act of 1967, and the American with
Disabilities Act o f 1990 each has as its central objective the prevention of
employment practices that deny equal opportunity to otherwise qualified members
o f protected groups. Because they delineate occupational requirements,
comprehensive and thorough job analyses form the backbone of legally defensible
personnel practices (Albemarle Paper Co. v. Moody, 1975; EEOC v. Atlas Paper
Box Co., 1989; Griggs v. Duke Power Co., 1971; Jones v. New York City Human
Resources Administration. 1975; Sledge v. J. P. Stevens & Co., 1978). in Guardians
Association o f the New York City Police Department v. Civil Sen ice Commission
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of the City of New York (1980), the court ruled as impermissible a test constructed
to measure KSAOs identified by a perusal of occupational materials (e.g., job
manuals), without conducting a formal job analysis (e.g., observing worker
behavior). Along the same lines, the court ruled in U.S. v. State of New York (1979,
cited in Harvey, 1991) that direct measurings of KSAO criticality, in the absence of
a task-based job analysis that demonstmeasures their relevance to the job, are not
sufficient to justify their inclusion in an employment test (cf. Kesselman & Lopez,
1979). Echoing these and other decisions (e.g., Vulcan Society v. Civil Service
Commission, 1973), the court in Contreras v. City of Los Angeles (1981) ruled that
KSAO requirements must be shown to be predictive of important work behavior.
Importantly, the court viewed the agreement in KSAO criticality measurings as
evidence that the measurings were neither skewed nor biased. In other words, a

KSAO should not be included in an employment test if job experts do not agree on
its importance. Thus, the KSAOs used in personnel practices should be linked to
verifiable occupational requirements and must be clearly critical, as judged, for
example, from agreement in measurings of importance.
Professional guidelines, viz. the Uniform Guidelines on Employee Selection
Procedures
(1978), the Standards for Educational and Psychological Testing (1985), and the
Principles for the Validation and Use o f Selection Procedures (1987), generally
parallel the requirements set forth by legislation and case law. The Guidelines, for
example, have a clear preference for minimizing the inferential leap from job
content to required KSAOs, stating “a selection procedure based upon inferences
about mental processes cannot be supported solely or primarily on the basis of
content validity” (section 14C(1)). The Standards, though not specific with respect
to job analysis, similarly note that content validation requires a direct link between a
test and job content, and that construct validation must be based on more than
expert judgment alone.
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The Principles are somewhat less strict and somewhat more vague, as in the
requirements that “scales used to evaluate tasks and [KSAOs] should have
reasonable psychometric properties” and “lack of consensus should be noted and
carefully considered” (p. 5, emphasis added). The meaning and implications of
these terms are not exactly clear, although it can be inferred from the Principles’
recommendation that construct validation be used for general KSAOs that KSAO
measurings should be reliable and valid. When multiple measurers are used, this
implies that, at a minimum, SMEs should agree on the relevance and importance of
the KSAOs (Harvey, 1991).
2.2 Jo b ana ly sis th eo ry

2.2.1 Jo b Analysis in general
As the Job analysis is one o f the main activities of Human Resource Management.
That is a systematic way to gather and analyze information about the content and
the human requirements of job, and the context in which jobs are performed. There
are many definitions o f job analysis, such as
Job Analysis 4 is a process to identify and determine in detail the particular job
duties and requirements and the relative importance of these duties for a given job.
Job Analysis is a process where judgements are made about data collected on a job.
Job analysis 5: The process o f describing and recording many aspects or elements
of the job. The outcome of job analysis has two components
Job description: A written summary of task requirements. This is the
physical and environmental characteristics o f the work to be done.
Job specification: A written summary of work requirements (knowledge,
skills, aptitudes, attitudes)
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Job analysis6 identified what the existing tasks, duties, and responsibilities of a job
are. It is usually involves collecting information on the characteristics o f a job that
differentiate it from other jobs. Information that can be helpful in making the
distinction includes the following :
- Work activities and behaviors
- Interactions with others
- Performance standards
- Machines and equipment used
- Working conditions
- Supervision given and received
- Knowledge, skills and abilities needed
The job analysis provides information to develop the job description and

specifications.
A Job description is the identification of the tasks, duties, and responsibilities of the
job.
Meanwhile, a Job specification is the list of knowledge, skills, and abilities an
individual needs to do the jobs satisfactorily.
2.2.2 Job anaysis process
6 Human resource management, eighth edition, Roberĩ L. Mathis&John H Jackson
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This is the typical job analysis process
A. Identify Jobs and review existing documentation
The first step to identify the job under review. Part of identification is to review
existing documentation, such as existing job description, organization chart,
previous analysis information and other industry-information resources.
B. Explain Process to managers and employees
A crucial step to explain the process to managers, affected employees and other
concerned people such as union stewards. Explanation should address the natural
concerns and anxieties people have when someone puts their jobs under close
scrutiny. Items to be covered often include the purpose o f the job analysis, the step
involved, the time schedule, how manager and employees will participate, who is
doing the analysis, and to whom contact as the questions arise.
C. Conduct Job analysis using Interviews, questionnaires, observation
The next step is actual gathering the analysis information. Questionnaires might be
distributed, interview conducted and observation made. Depending on the method
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used, this phase often required follow up contact to remind managers and
employees to retune questionnaires or to schedule review.

D. Prepare Job descriptions and specification
All job analysis information must be sorted, sifted and used in drafting the
description and specification for each job. Usually, the drafts are prepared by
member of Human resource department. Then they are sent to appropriate managers
and employees for review. Following the review, all necessary changes are made,
and the final description and specification are prepared.
E. M aintain and update Job descriptions and specification
When the job description and specification have been completed and reviewed by
all appropriated individual, a system must be developed for keeping them current.
Otherwise, the entire process, beginning with job analysis may have to be repeated
in some years later. Because organization is dynamic and evolving entities, rarely
do all jobs stay the same for years
2.2.3 Methodology to develop jo b specifications6
The portion o f the job description gives the qualifications needed to perform the job
satisfactorily. The job specification typically are started as
1. Knowledge, skills, and abilities
2. Education and experience
3. Physical requirement or working conditions
The component of the job specification provide information necessary to determine
what accommodation might and might not be possible under company regulations
Job specification can be developed from a variety of information sources.
Obviously, the job anaysis process provides a primary starting point. But any
knowledge, skills and abilities included must be based on what is needed to perform
a job duty. Futhermore, a job specification list should reflect what is necessary for
satisfactory job performance, not what the ideal candidate would have.
6 Human resource management, eighth edition. Robert L. Mathis&John H. Jackson
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In writing job specification, it is important to list specifically those knowledge,

skills and abilities essential for satisfactory job performance. Only
nondiscriminatory, job related items should be included.
2.2.4 The way to write Job specification
As the Calum Robson, the Human Resource Manager, published in the August
2002, said that in order to write a Job specification need to get many information of
the positions and make a comparision between them. After that design the Job
specification base on the requirement of the organization.
The job specification is a tailored description of the vacancy, including the
responsibilities of the postholder and goals of the job. The person specification is a
profile of the person you consider best fits the bill. Preparing a detailed spec helps
you to focus on exactly what skills you seek. The finished document aids your HR
or personnel department or recruitment consultant in identifying candidates for you
to interview. It’s also a great exercise in revaluating your departmental needs,
giving you the opportunity to juggle around responsibilities amongst your team if
necessary.
Job and person specifications help candidates. Tliev get a better grasp of the job for
which they are applying; helping to attract those who might not otherwise apply and
narrowing the field by hopefully excluding those who don't fit the bill or who don’t
even like the sound of the job. Many employers make the mistake of advertising a
vague-sounding job, with the intention of seeing ‘who turns up'. This invariably
leads to lost time spent sifting through irrelevant applications or interviewing
candidates who. when confronted with the reality of the position, discover the role
is not for them after all.
The specifications you prepare will help you evaluate cvs more speedily and
ruthlessly, as well as providing a list of pertinent questions for interview.
The job specification
C C j h i n i R o h s o n C o n t e n t M a n a g e r H a v s r ^ c r s o n n e i . L i w i ¡ u ^ n s t 2 M i 2
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Overview:

• Department and job title
• Salary range
• Core job description
• Aims of position
Specific responsibilities:
• Range of responsibilities
• Day-to-day duties
• Who the job reports to
• The ‘job process’ from start to finish
• A ‘typical day’ (if appropriate)
• Examples o f one-off projects (livens up the job)
The person specification
Skills & abilities:
• Abilities you expect your ideal candidate to demonstrate
• Think in terms o f technical, organisational, communicative or creative skills
• Apply each skill required with the specific job tasks
Qualifications & experience:
• What specific education or course background do you require?
• What level of experience (if any) is needed0
• Is the candidate required to have held a prior job of similar description?
• Length of experience gained - in which specific industries and departments
Character & personal qualities:
• What sort of personality would fit in with your team?
• Use descriptive words that wouid describe the nature of your ideal candidate
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• Think of traits that would help them complete the job efficiently
• Character traits o f a person with a love of the industry or a similar role

Ideal qualities:
• What other qualities would you like your employee to display?
• Include any other areas o f the person and job that you have not included
• Think laterally in your descriptions - delve into the underlying nature of the
person and job
By specifying as much as possible your exact needs, jobseekers will know exactly
what the job entails and be able to say better if they fulfil your expectations. By
specifying exactly who it is you are looking for, you are avoiding the problems that
can arise once the successful applicant has actually started work.
Vague (or non-existent) descriptions can even result in an employee leaving
prematurely because they have found that the job has not fulfilled their ideals or you
can feel continually frustrated due to mistakes that have been made in the job
because the employee has not known the job requirements. In essence, a job for
person speciication is a communicative document between you and your
department, your HR or personnel officer and your job applicant.
Current studies on Job specification of Airlines
In 2002. the VNA had received a project of Mr Nguyen Quoc Truong in Human
Resource Division which build up a job specification for leaders, managers and
executives in VNA. Tins was very first project which define the job specification
for each position in the corporation.
The research targets of the project were all managers under the managing of the
Corporation and executives in technical and functional divisions, representatives
offices, people in joinstock which under the direction of the Corporation
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Scale of the project: This project would be applied in the offices o f the Corporation;
units members, administration and Management Board, executive offices of the
Corporation and for the units which having contribution capital of the Corporation.
This was very first research in the corporation which apply the job modification for

positions. This job specification bring good condition for human resource strategy,
training, recruiment, planning for human resource, performance assessment, salary,
com m itsion, and many other benefits.
In the research, the author divided the research into 3 stages:
* Preparation stage, which include works
- Reaearch to make clear the organization, duties, input information,
products
- Making the list o f works which the business need to do
* Information collection stage
- Determine jo f for ech position. It is not the easy work because sometime
between the organization, they find difficult in determine job for each
position. In VNA, the author has used the secondary data to do this part.
- Making servev request. The managers have to organize the servey request
under form of position servey or work stactistics^ The questions in the
servey requets are concluded : Duties and position, ability, and standard for
each position . Implementation process, all the requests need to design the
same for positions.
■ Analysis stage
- Job analysis: Is the announcement document for name, duty, working
codition, and other condition concerning to the work.
- Job description: After having the job analysis, the manager need to deep
anaiysis work, characteristics of job. and process of job.
Preparation stage
Information collection stage
Analysis Stage
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- Job specification: The author intended to write the job specification under 4
parts as:
o Position
o Knowledge
o Ability
o Qualification
And he divided the position in Vietnam Airlines into
A. M anagers, leaders
B. Executives
C. Technical executives
D. Representatives
E. Joint stock executives
F. Specialists
So in Vietnam Airlines, there are many positions, and each position need the
diffirence groups. But the limitation of the paper was that, he just give out some
positions o f Vietnam Airlines, the position for executive for example, he made the
job specification as the potion which that person is in charged, no at any division or
group. So for each job specification, that is for the job he did. For example, in
Passenger Commerical, he developed job specification for executives into 6 kind of
executives as
- Ticketing and sale development executive, this man is in charged for
activities o f ticketing and for saling
- M arketing development and Tour executive, this man is in charged for
activities of managing work of marketing and tours for Vietnam Airlines.
- Spacing executive, this man is in charged for activities of spacing in the each
flight.
- Ticketing and sale development seniors, this man is in charged for activities
of managing ticketing, pricing and sale development.
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- Marketing development and Tour senior, this man is in charged for activities
of managing marketing and tour o f Vietnam Airlines.
- Passenger Marketing Seniors, this man is the highest executives level in
Passenger Department , which in charged for activities o f managing all
activities of the Department. After changing of the organization, many new
positions are built up, some units and divisions are new, the directors want
to develop the job specification for each position as what is he is charge of
and they are under certain division. It is easier for head of office in managing
their man, and clearer verify the position of each executives
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CHAPTER 3
DEVELOPING JOB SPECIFICATIONS FOR MANAGERS IN THE
COMMERCIAL GROUP OF VIETNAM AIRLINES
3.1 R ationale o f the project
3.1 .1 Objectives o f th e project
The long term objectives of this project is to contribute for standardization all
training activities of VNA. The certain dbjectives o f the projcet is to define job
description for commercial group of VNA.
The demand o f the job description for staffs of VNA is training content and it is
based on current result, objectives, and long term program o f the corporate.
Specificly, for each position, we will define:
• Training’s content and scope
• The time needed
• Methodology for training
3.1.2 Sco p e o f the project

The scope of the project is to build up the job specification for some targeted people
so it will concentrate for executives; group and unit monitors; head o f offices in the
commercial group o f VNA. These positions are just only for specializations of the
commercial group so for the position like the finance, administration, informatics of
the group will be eliminated. The project will also work with the direct manager of
each position in the group and Training group of the corporation VNA.
3.1.3 Project limitation
This is the first project which define the function of each department and person so
it can not be totally right with all the targets of the VNA. However the project will
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try to overcome all problems rising up during the research time and give the best
result to form the job specialization for commercial group of VNA
3.2. Steps applied in the thesis
3.2.1 VNA ’s objectives to 2010
Vietnam Airlines is the public big corporation. It is the only one Vietnam airlines so
its development will affected to the development of the country. So the Vietnam
Airlines’ objectives to 2010 is that : Building up the Vietnam Airlines becomes a
strong corporation, based on air transport as the mam way, as well as develop
multiple businesses with the purpose of effective, and serve for Vietnam’s
industrialization, modernization and contribute for country development At the
same time, based on airlines transport, the Vietnam Airlines try to apply new
technology, and become the big airlines in the area which having the special
characters, culture, reputation, and competitive airlines.
3.2.2 Organizational structure o f Vietnam Airlines
Chart 1: Organization Chart o f VNA
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H um an
R esou rce
/ Investm ent
planning
Finance
Foreign
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Inform atics
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and
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Transportation A irlin s
In the Comm ercial Group, there are 4 Departm ents and under each Departm ent, there
are some diffirenren Departm ents like:
• M a r k e t P la n nin g
• P as se n g e r M ar k e tin g
• C o m m o d ity M a r k e tin g
• A n d B ranch O ffic e
In M arket Planning Departm ent, It conclude 5 divisions
• R oute P lanning Division

• M arket Su rvey Division
• A dve rtisin g D ivision
• F req u enc y C ustom er C enter
• P ublish in g D ivision
In Passenger M arketing Department, there are 4 divisions as
• R e venu e M an a gem en t Division
• T ech n ical an d Support Sellin g D ivision
• S ellin g D evelopm ent and Tour
• S pace Control Center
In Com m odity M arketing Department, there are 2 divisions
• C om m odity M arketing Division
• P lan nin g D ivision
Branch Office, there are 4 Offices
• S ellin g ticket and Reservation O ffice
• S e lling D evelopm ent Office
• Trading C om m odity Office
• Ad m inistra tion Office
• F inance Office
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3.2.3 Analysis o f divisional and strategic business units' objectives
in the development process, the business sets up the objectives after that some
strategies are given to get these objectives. The business’s objectives and strategies are
specifying to be the objectives and strategies for the functional division or member
business.
Training activities have to follow the business’s objectives and strategies. And after
that they will define for the m anpower in the business what to train and how to train.
The content o f the projects is to redefine and analysis to m ake clear objectives,

strategies, plans, business program o f Vietnam Airlines and all m em ber units. This will
be used for analysis jo b description and appropriated training demand. Define and
analysis business objectives are earned out by direct interview for managers.
3.2.4 Job description
A fter having jo b description, all requirements for each work will be define. All
requirements for each job w ould content: Knowledge, skills and behaviors. All
elem ents will form ability or competency for the labor. So for each position, there is
define what is needed for one position, in order to do well, w hat are the knowledge,
skill and behaviors are necessary.
3.2.5 Job specifications
There are m any positions in VNA and each position have to take m any responsibilities,
in order to make this project run well, need to pay attention to object o f the project and
the object o f the organization.
To define job specification, we intend to divide all man into 3 groups like:
- H ead o f department ( branch and division)
- M onitor o f small groups, units, and representative offices
- Executives in the group
N guyen Thi Ha D ong
Final Thesis
Remba 01
A fter define the requirem ents on knowledge, attitude, and skills for each position,
another step is give out the needed training content based on these requirem entss
Training is not only give the basic knowledge for trainees, training requirem entss are
set up with the targets:
- G ive out the standard knowledge
- Behaviors requirements
- Skills
Training requirem ents are confirm based on
- Training’s content
- T raining’s frequency

- T rainin g’s specialize
- Training’s m ethods
3.3 D ata C ollecting M eth o d
3.3.1 Secondary research
The project will use secondary information like organization chart, business program ,
job description, documents for policy, human resource management regulations, and
many other useful docum ents as the basic information o f the project.
3.3.2 In - depth Interviews
In-depth interviews will be carried to com pliment and make clear the collected
inform ation. The targeted people in the interview are direct m anager o f position and
people are keeping that position.
Tool o f interview is Guide for interview, w hich is made by consultants, with the hope
o f collecting information will be unique. There are many objects o f the interview, so
the Guide for Interview needs to design clear for each position. T he number o f
interview will define for each position.
3.3.3 Questionnaires
Nguyen Thi Ha Dong
Final Thesis
Rem ba 01