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Download miễn phí Đề tài Developing and training human resource in PVFC





TABLE OF CONTENTS

ACKNOWLEDGEMENTS 2

TABLE OF CONTENTS 3

LIST OF ABBREVIATIONS: 5

LIST OF FIGURES 6

LIST OF TABLES 6

LIST OF APPENDICES 7

CHAPTER I: INTRODUCTION 8

1.1 Necessity of research 8

1.2 Research objectives 9

1.3 Research question 10

1.4 Research methodology 10

1.5 Scope of research 12

1.6 Limitation 12

1.7 Structure of thesis 12

CHARTER II: THEORETICAL BACKGROUND 14

2.1 Overviews of human resource and human resource development 14

2.2 Nesecity of development and training human resource in business 17

2.3 Content of training and development human resource in business 18

2.4 Method of training and development human resource in business 19

2.5 Process of HR training and development in business. 21

CHAPTER III: HUMAN RESOURCES DEVELOPMENT AND TRAINING ACTIVITY IN PVFC 25

3.1 An Overview of PVFC 25

3.2 Current situation of human resource development and training in PVFC. 32

3.2.1 Findings on current situation of HR at PVFC. 32

3.2.2 Findings on current situations of HR training and development at PVFC 44

3.2.3 The problems and reason of the problems 56

CHAPTER IV: RECOMMENDATIONS FOR IMPROVING HR DEVELOPMENT AND TRAINING ACTIVITY AT PVFC 58

4.1 PVFC’S BUSINESS STRATEGY 58

4.2. Requirement for developing HR and Training needs in PVFC: 64

4.3. Recommendations for improving development and training activity at PVFC: 65

4.3.2 Improving financial capacity for training and development activity 66

4.3.3 Increasing quality of training 67

4.4 CONCLUSION 70

Experience at PVFC: 76

 

 





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ties of the company includes:
Fund Mobilization:
Long term deposits;
Issuing Promissory Notes, Bonds, Certificate of Deposits and other Valuable Notes to mobilize capital from domestic and international economic entities and individuals under the current laws;
Borrowing from domestic and international financial institutions and credit institutions;
Receiving Trust Fund from Government, domestic and international institutions and individuals;
Lending:
Short-term, medium term and long-term loans under the SBV regulations;
Trust loans by the Government, domestic and international institutions and individuals under current credit law and trust contract;
Consumer loans by installment payment;
Documentary Discounting:
Credit service to institutions and individuals through discounting and/or mortgaging bonds, commercial papers and other valuable notes;
Rediscounting and/or remortgaging bonds, commercial papers and other valuable notes to credit institutions;
Guarantee:
To be ensured by PVFC’s prestige and financial capability. The assurance is compliance with Article 58, Article 59 and Article 60 of Credit Institution Law and Guidance of SBV.
Other types of credit which are compliance with regulations of SBV;
Account:
Opening deposit accounts at SBV which is in the same zone with PVFC’s Head office, and other banks within the whole country. Opening deposit accounts at banks outside of Vietnam need to be approved by SBV;
Providing credit service, PVFC has to open an account at SBV with an average balance remaining is not less than an amount stipulated by SBV;
Cash services: collect money and make payment to customers;
Investment, capital contribution, buy shares of enterprises and
Institutions; investment in projects under contracts;
Dealing in money market;
Providing Trust Service and Agency Service in financial sector, bank, insurance, investment, including asset and capital investment management to institutions as well as individuals;
Providing bank – finance – monetary advisory services;
Forex dealing:
Buy foreign currencies from Petro Vietnam, subsidiaries of Petro Vietnam, and their clients who have credit relationships concerned with their revenue from production, service and trading;
Sell foreign currencies to objects as mentioned in point (a) to serve their demand on production, trading and services;
Buy foreign currencies from credit institutions who have the legal right in dealing foreign currencies in Vietnam to ensure sufficient foreign currency sources to demand on production, trading, and services of objects in point (a) as well as demand on banking of PVFC;
Sell foreign currencies to credit institutions who have the legal right in dealing foreign currencies in Vietnam to ensure sufficient VND currency sources to demand on production, trading, and services of objects in point (a) as well as demand on banking of PVFC;
Foreign exchange service;
Services for domestic correspondents, remittances, and gold trading;
Agency for issuing bond, stock and other valuable notes of enterprises;
Preserve service for precious assets, valuable notes, and other services.
Organizational chart:
There are 10 departments and divisions who are assigned to assist and provide consultancy to the Director General in his planning and marking, human resource, finance and accounting, internal audit and control, investment and credit risk management, project appraisal and other extents. They are:
Department of Planning and Market
Department of Human Resource
Department of Accounting
Department of Internal Control
Department of Credit and Investment Risk Management
Administration Department
Department of Independent Appraisal
Department of Executives Assistance
Information and Technology Center
Training Center
There are 06 departments who are assigned to conduct sales as well as assist the Director General to the extend of investment, cash flow management, financial services, trust management, credit and others related, they are:
Department of Fund Arrangement and Corporate Lending
Department of Cash Flow Management
Department of Finance Service
Investment Department
Department of Trust Fund Management
Lang Ha Transaction Center
Business result
Table 1.1: PVFC’s business results from 2002 to 2006
Unit: million VND
Items
2002
2003
2004
2005
2006
Assets and Owners’ Equity
Total Assets
1,230,625
2,895,532
4,207,024
6,828,142
18,143,649
Owners’ Equity
106,194
112,402
318,531
359,674
1,134,859
Business results
Total Revenue
65,534
133,881
214,799
429,127
1,023,421
Total Cost
60,372
127,947
206,499
400,263
897,119
Earning before tax
5,162
5,934
8,300
28,864
126,302
Corporate Tax
1,652
10,512
34,095
Net Income after Tax
3,510
5,934
8,300
18,352
92,207
Financial ratios
Earning before tax/ Total Assets (%)
0.42
0.20
0.20
0.42
0.70
Earning before tax/ Owners’ Equity (%)
4.86
5.28
2.61
8.03
11.13
Earning before tax/ Total Revenue (%)
7.88
4.43
3.86
6.73
12.34
Net Income after Tax/ Owners’ Equity (%)
3.31
5.28
2.61
5.10
8.12
( Sources of PVFC)
From the above table, we can see that the company has a high growth rate, within 5 years from 2002 to 2006, the total revenue are 65.534 million (VND) in 2002 and 1023421 million ( VND) in 2006. PVFC’s development orientation is that financial investment and monetary finance services will be the key products and to generate main profit, revenue proportion from interest of loans and deposits will be reduced.
In the period of 2002-2006, PVFC targets to reach average total assets’ growth rate of 162% per year and average revenue growth rate of 124% per year.
Strong growth rate of investment in the period 2002-2006 increase assets proportion generated from investments to 30% of total assets and revenue from investment to 34.47%. Income from finance services in the period 2002-2006 account for 2% of total revenue with average growth rate of 66% per year.
Proportion of deposits at credit institutions and loans will be reduced. Average proportion of revenue from interest of loans in this period will account for 25.5% of total revenue compared with 43.9% in the period . Revenue from deposits in the period 2006 account for 38.11% of total revenue.
The number of new branches opened during the year reaches a record, bringing the total number of branches and such branches to nearly in 9 provinces and cities. PVFC has strongly committed to maintain its leading position in finance technology by successfully upgrading it core finance system.
3.2 Current situation of human resource development and training in PVFC.
3.2.1 Findings on current situation of HR at PVFC.
3.2.1.1 Scale and structure of PVFC
Table 1.2: Scale and structure of PVFC HR in terms of education/ unit (person)
Items
2004
2005
2006
2007
Number
%
Number
%
Number
%
Number
%
Postgraduate
26
8.44
29
8.65
31
7.61
81
7.75
University
252
81.8
266
79.4
332
81.5
855
81.8
College
10
10
15
4.47
17
4.17
69
6.6
Skilled workforce
20
20
25
7.46
27
6.63
39
3.73
Total
308
100
335
100
407
100
1044
100
(Source of PVFC)
In 2004, the total number of post graduated is (accounted 26 for 8.44%) while this is 81 in 2007 (7.75%). In 2004, 252 people (81.8%) graduated from university and in 2007,855 (81.8%) graduated from university. Total workforce if increasing from 308 in 2004 to 407 to 1044 in 2006 and more than double in 2007. The table 1.2 shows an increasing of the PVFC’s workforce over the year.
Table 1.3: Scale and structure of PVFC HR in term of age
Age
The number of people
Unit (person %)
2003
2005
2007
2003
2005
2007
<35
107
181
879
51.19%
48.66%
84.19%
35-45
101
152
162
4.78%
45.37%
15.51%
>45
1
2
3
44.03%
5.97%
0.3%
209
335
1044
100
100
100
(Source of PVFC)
The following table 1.3 shows the comparison of HR over three years among 3 groups of age: Smaller than 35, from 35 to 45; and higher than 45. The proportion of labor for the group of smaller than 35 is very high and increase over the years from 51.19% in 2003 to 84.19% in 2007. In contrast, the proportion for the group of over 45 decrease from 44.03% in 2003 to 0.3% in 2007. So, the trend is that the labor force of PVFC is becoming younger. The reasons for that trend are scale of PVFC is increased with more branches opened, the services are diversified, the company recruited more young and educated staff to cope with new environment…
There is a very fast growing in scale of workforce from 2004 to 2007 (more than triple).
Educated labor percentages is very high ( more than 81% of university staff).
The labor of PVFC are young but lack of experience so it is important to train and retrain staff to improve skills, update knowledge, make them possible to do new tasks and respond quickly with changing environment.
3.2.1.2 The quality of HR in PVFC
Finding on qual...
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