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RESEARCH PAPER
........
ABSTRACT
Employee retention is the cornerstone of any organization success, particularly in the wage
of globalization with the hostile competition between businesses. Previous study indicates
the total cost of employee turnover can reach the amount of 150% of an employees salary;
hence it is a critical issue facing many companies today. In Vietnam in 2010, among 168
foreign and local companies queried in a survey conducted by the executive recruitment
solutions provider Navigos Group, 64% companies ranked staff retention as the most
significant challenge which is worthy of long-term investment. In search of appropriate
retention schemes for Vietnamese companies in Ho Chi Minh City, the paper employed
quantitative method in which questionnaires on staffs satisfaction and suggestions towards
their companys retention practices were conducted. The results assembled regarding the
major reasons for employees departure are undesirable salary and the lack of opportunities
for promotion and career development. From these findings and practices adopted currently
by some Vietnamese companies, two recommendations suggested are linking salary to
staffs performace and benefits to retention, and making the job more challenging and
interesting. How the research comes to these suggestions and some possible ways to
implement them will be revealed in the following chapters.
i
TABLE OF CONTENTS
Title Page
Advisors Comments
Abstract ........................................................................................................................ i
Table of Contents ......................................................................................................... ii
List of Figures .............................................................................................................. iv
Chapter 1: Introduction ............................................................................................ 1
1.1. Background ............................................................................................ 1
1.2. Objectives ............................................................................................... 1
1.3. Limitation ............................................................................................... 1
1.4. Outline ................................................................................................... 1
Chapter 2: Literature Review ................................................................................... 2
2.1. Definition of talented employee ............................................................ 2
2.2. Definition of employee retention ........................................................... 3
2.3. Definition, classification and effects of employee turnover .................. 3
2.4. Herzbergs Motivation and Hygiene Theory in retaining employees ... 5
2.5. Retention practices proposed by previous studies ................................. 6
2.6. Prevailing retention practices at some Vietnamese companies ............. 8
2.6.1. Offering competitive salary and benefits in an equitable
and transparent working environment ......................................... 8
2.6.2. Offering stock options ................................................................. 9
2.6.3. Building a strong corporate culture ............................................. 9
Chapter 3: Methods and Materials .......................................................................... 10
3.1. Research methods .................................................................................. 10
3.2. Research materials ................................................................................. 11
3.2.1. Questionnaire description ............................................................ 11
3.2.2. Respondent description ................................................................ 11
3.2.3. Other materials.............................................................................. 11
3.3. Overview ............................................................................................... 11
Chapter 4: Findings and Analysis ............................................................................ 12
4.1. The main reason for changing company to work for ............................ 12
4.2. Employees satisfaction with salary and benefits at current company .. 13
ii
4.3. Employees satisfaction about training and development programs ..... 14
Chapter 5: Conclusion and Suggestions .................................................................. 15
Suggestions .............................................................................................................. 15
5.1. Linking salary to performance and linking benefits to retention ........... 15
5.2. Making the job more challenging and interesting ................................. 16
Conclusion ............................................................................................................... 17
References List ........................................................................................................... 18
Appendices
iii
LIST OF FIGURES
Title Page
Figure 1. Talent pyramid and choices ........................................................................... 2
Figure 2. Turnover classification of Scheme ............................................................... 3
Figure 3. Hygiene and motivator factors ..................................................................... 5
Figure 4. The research process .................................................................................... 10
Figure 5. The main reason for changing company to work for ................................... 12
Figure 6. Employee's satisfaction with salary and benefits at current company ......... 13
Figure 7. Employee's satisfaction about training and skills development program ..... 14
iv
Chapter 1: Introduction
INTRODUCTION
1.1. Background
In a globalized environment - the time of high turnover, keeping talents permanently
employed is difficult yet crucial to a companys survival and success. Being regarded as an
emerging economy, Vietnam has been provided many opportunities for global integration but
has also encountered many challenges, including business competition facing by local
companies. Therefore, Vietnamese companies should have the know-how to retain and to
develop their young and creative workforce in order to bolster the companys productivity and
to enhance organizational competitiveness.
1.2. Objectives
This paper aims to investigate the prevailing retention policies of business
organizations in Ho Chi Minh City and the level of employees satisfaction with those policies
as well as their aspirations for improving them. According to the findings and several patterns
learned from some Vietnamese companies famous for their retention schemes, some programs
of retaining talented staff are suggested and believed to be of good use for Vietnamese
companies in general and those in Ho Chi Minh City in particular.
1.3. Limitation
The research addresses the situation of retention schemes employed by Vietnamese
companies within Ho Chi Minh City in the year of 2014. The target population is Vietnamese
white-collar workers of the above firms. Foreign organizations, companies located in other
cities and blue-collar workers are excluded from this study.
1.4. Outline
The paper is comprised of five chapters beginning with the introduction part. The
important theories and some effective retention practices suggested by previous studies are
covered in chapter 2. Chapter 3 includes methods, questionnaire and respondent description,
other materials used and the overview of current situation of employee retention at Vietnamese
firms. Chapter 4 concentrates on findings and analyzing the data collated on retention schemes
of Vietnamese companies in Ho Chi Minh City. Finally in chapter 5, some suggestions and
the conclusion of the research are presented.
LITERATURE REVIEW
2.1. Definition of talented employee
Identifying who are talents in the firm is the initial and fundamental step to take prior
to look at other steps in retention strategy designing process. According to the modern
viewpoints, all staff members of an organization are regarded as individuals with unique
competencies and characteristics who are worthy of respect, as they have the potential of
becoming organization leaders (Drake, n.d.). Sharing the same notion, Ulrich and Smallwood
(2011) indicated four kinds of talents: C-Suite executives, leadership cadre, high potentials
and all employees, ranking from high to low position in a company as follows:
Figure 1. Talent pyramid and choices (from Ulrich and Smallwood, 2011, p.1)
Apart from the C-suite executives who have ultimate responsibility for overseeing the
company operations and the top leaders who take the role of developing companys business
model, the high potentials and all employees are also future talents of the company. Ulrich
and Smallwood (2011) defined talent as something all employees possess and it can be
measured by the formula:
Competence x Commitment x Contribution
Competence refers to an employees knowledge and skills, yet competence means
nothing if there is no or little commitment. When employees needs are satisfied, they will
actively engage in their work and contribute to their organization with enthusiasm. From
Ulrich and Smallwoods study, it can be concluded that every employee possesses latent talent.
Only when being offered the right motivations and incentives, e.g. high salary and rewards,
great working environment, good communication with managers and colleagues, etc. will they
become the major boost to their companys objectives accomplishment.
2.2. Definition of employee retention
Browell (2003) indicated that employee retention is keeping the members of staff the
organization wants to keep and not losing them for whatever reasons, especially to the
competitors. However, McKeown (2002) argued that as every manager perceives differently
about retention, some of them defined it as the reducing the employee turnover to an
acceptable level whilst to others, it is about compensation and benefits. In sum, retention can
be regarded as various policies and practices employed with the aim of retaining the staff
members a company wishes to keep for a long period of time. It is also vital to note that staff
retention of a firm is heavily depends on its organizational culture in which people behave
towards a set of values, norms, and beliefs (Jones, 2007) when working with each other to
achieve companys objectives.
2.3. Definition, classification and effects of employee turnover
The retention strategy cannot be successfully implemented without tackling the
problem of employee turnover. Generally, turnover is the rate at which staff depart from a
company and are supplanted by the other people (Parkinson, 2008). As per Allen (2008),
turnover is classified into two prime categories namely voluntary and involuntary, each of
which has different organizational implications.
Avoidable
Dysfunctional
Voluntary Unavoidable
Turnover Functional
Involuntary
understanding of the reasons for employees departure and staying in a particular organization
is highly required (Allen, 2008).
With regard the voluntary category, it is crucial to discriminate the dysfunctional and
functional turnover as they exert contrasting impacts on an organization. The dysfunctional
turnover is harmful to a firm and it can be in various forms, e.g. the departure of high
performers or staff with hard-to-replace skills and the turnover rates that lead to high
replacement costs (Allen, 2008). Whilst the dysfunctional turnover is detrimental, the
functional turnover does not harm an organization, e.g. the departure of staff with poor
performance or with easy-to-replace skills.
It is impossible for a firm to retain all the valued employees they desire to keep, hence
the existence of avoidable and unavoidable turnover. Avoidable turnover is caused by some
agents that the firm is able to influence or obviate. For instance, if employees are leaving due
to bad working conditions, the company can redesign the office with more space for staff to
work or provide them with more modern facilities and equipment. Unavoidable turnover is a
result of causes on which the firm has little or no control, e.g. health problems or a desire to
return to school of some employees.
From the study of Allen (2008), it can be observed that among types of turnover, the
dysfunctional one, especially the avoidable turnover is the most significant threat yet can be
controlled by an organization. Thus, efforts, time and money should be adequately invested
by companies in managing this type of turnover.
As regards the impacts of high turnover on
a firm, it is stated that the total cost of employee
turnover is from 90% to 200% of an employees
salary, including recruitment costs, training costs,
lost productivity costs and lost sales costs
(Ramlall, 2003). High turnover can pose a threat
to the companys reputation, e.g. no one feels
confident dealing with an organization that cannot keep their employees. Furthermore, it can
negatively effect staffs morale and company productivity, e.g. the sense of frustration,
instability and tension between new and current staff can lead to employees poor
Research Author: Halo Group Page 4
Chapter 2: Literature Review
performance. Additionally, vacant positions would create heavier workloads for other staff
members who are probably inexperienced or not trained for these tasks.
2.4. Herzbergs Motivation-Hygiene Theory in retaining employees
Evidence suggests that motivation plays a vitally important role in staff retention since
motivating staff will create and promote their satisfaction towards the job; hence will lead to
strong desire to remain with the organization. One of the most well-known theory of
motivation is Frederick Herzbergs two-factor theory. Having conducted a number of
studies in the region of Pittsburg, USA in the late of 1950s, Herzberg asserted that at work
there are some factors causing job satisfaction whilst others lead to job dissatisfaction (Cotton,
1988), as being shown in the Figure 3.
HYGIENE MOTIVATORS
Figure 3. Hygiene and motivator factors (from Mondy and Premeaux, 1995, p. 318)
On the one hand, hygiene factors are in the job context - the interrelated conditions in
which the job is conducted. These factors are comprised of pay and benefits, working
conditions, interpersonal relations, etc. It is concluded by Herzberg that hygiene factors cannot
Research Author: Halo Group Page 5
Chapter 2: Literature Review
enhance motivation yet can lead to dissatisfaction. Thus, a clean and well-organized office
such as the following shown here may be crucial to prevent dissatisfaction amongst staff
members but employees who work in such
office are not necessarily motivated and
happy. In other words, hygiene factors can
only obviate the problems, they cannot
create or promote positive motivation as
well as retention.
Motivators, on the other hand, can
generate high level of well-being,
satisfaction, therby building the staffs
desire to stay and contribute to the
enterprise. Motivatiors reside in challenging work, recognition for accomplishment,
achievement, increased responsibility, career propects and the job itself. Whereas hygiene
factors are concerned with the job context, the motivators relate to the job content which is
internal to the job (Mondy & Premeaux, 1995). Herzberg argued that instead of giving a great
attention to the motivators, many managers are focusing on employee salary, benefits and
working conditions, which cannot tackle the problem of staffs low satisfaction and retention.
Hence, so as to obtain excellence, it is a must that organizations satisfy employees needs for
both hygiene factors and motivators. Moreover, HR practitioners should show considerable
concern over the latter by providing more challenging and interesting work, increasing
recognition, responsibility as well as offering more opportunities for growth and advancement.
2.5. Retention practices proposed by previous studies
As being synthesized from numerous researches on employee retention by Allen
(2008), there are some HR practices which can assist an organization in obtaining its retention
objectives including recruitment, training and development, compensation and rewards,
supervision, and employee engagement.
Since recruitment practices considerably influence turnover, Breaugh and Starkes
study (as cited in Allen, 2008) suggests presenting candidates with a realistic job preview
development, and compensation and performance management are powerful practices that can
influence and strengthen employees engagement within an organization.
2.6. Prevailing retention practices at some Vietnamese companies
2.6.1. Offering competitive salary and benefits in an equitable and transparent
working environment
As stated above, the hygiene factors, including pay, do not promote employees well-being
and positive motivation, thereby cannot ensure retention within an organization.
Notwithstanding, staffs dissatisfaction can be caused if their needs related to hygiene factors
are not satisfied, resulting employees departure. Moreover, in the difficult economic time
with the high inflation rate, the cost of living constantly increases, leading to a growing need
for high income amongst Vietnamese workers. As per a recent survey conducted at the
beginning of 2014 by BestViet a national rating employment program, 70% Vietnamese
workers are now focusing much on short-term benefits such as salary and benefits package
besides long-term benefits such as training programs and advancement opportunities.
Accordingly, not only competitive salary and benefits are
valued but an equitable and transparent working environment
is argued to be crucial to obviate employees dissatisfaction
and partially enhance their desire to remain with a company.
At Golden Communication Group one of the leading Vietnamese communication companies
- an open and transparent working environment and a salary grade which matches staffs
contribution after a year or a successful projet is the key for company development.
Furthermore, the transparency in rewarding and in assessing each employees performance is
also vital to retain high quality staff. Golden
Communication Group shows its high respect and
appreciation towards employees by sharing its profits
with them, i.e. a staff member working at overseas
communication agency can be rewarded with an amount
of money that equals to the salary of two or three
months, depending on their constribution and the
success of the project they run (Bao Nhi, 2014).
Research Author: Halo Group Page 8
Chapter 2: Literature Review
STEP 6:
STEP 5: Questionnaire STEP 4: Questionnaire
Questionnaire conducting revision
analysis
100% 2% 5%
8% 8% 8%
90%
80% 32%
70% 38%
52% 54% 47%
60%
50%
40% 52%
30% 31%
54% 33%
20% 38%
10%
14% 14%
3% 7%
0% 0%
My salary is My salary is balanced I receive good The benefits I receive I am satisfied with my
competitive compared by my responsibility benefits beiside my from my company is companys policy on
with the domestic and my performance. salary. more attractive than salary raises and
labor market. that of my friends in benefits.
other companies.
CONCLUSION
Andrew Carnegie, a renowned industrialist of 19th century once said: Take away my
factories, my plants; take away my railroads, my ships, my transportation, take away my
money; strip me off all these but leave me my key employees, and in two or three years, I will
have them all again. These words remain true in todays evolution of technology and global
integration. It is a prime concern of many firms that whether their ability to attract, engage
and retain the right people is considerable enough to achieve the organizational objectives and
to enhance their competitiveness. Studies have shown that the future success of a firm heavily
depends on how they can adopt an appropriate and effective retention strategy by which
satisfaction, innovation and flexibility in the work environment are created and developed.
The quantitative method is employed in the paper with the secondary data is used to
collate conceptions and theories in literature review. In addition, questionnaires on staffs
notions and aspirations for essential alterations in their companies retention policy are
delivered. The result regarding main reasons for white-collar workers in Ho Chi Minh City to
change company to work for are the low salary and the shortage of promotion and
development opportunities.
Making the job more interesting and challenging is believed to be the most cost-
effective and appropriate retention practice for Vietnamese companies in Ho Chi Minh City
since it can bring the long-term benefits for both organizations and their staff members. In this
practice, assigning employees short, small and challenging projects can provide them more
opportunities to obtain and to hone their skills and priceless experiences which are vital to
their growth and advancement.
Due to the shortage of time, human sources and knowledge in the field, the paper has
some limitations. Several parts of the questionnaire are still left open without analyzing and
offering solutions. Wishfully in the near future, there will be an opportunity for the researchers
to return to these matters. The research also serves as a reference for those who have interests
in the topic as well as for further study.
Dear Sir/Madam,
We are students from Department of English of Ho Chi Minh City University of Education.
We are conducting a research about employee retention policy of Vietnamese companies in
Ho Chi Minh City. The results will assist us in making some suggestions about important
policies on keeping talented staff to enhance the Vietnamese companies competitive
advantage and the development of these companies. Your responses will be treated with
confidence and all of the information provided will be served for the research purpose only.
I. General information
Gender: Male Female
Age: 18 25 26 35 Over 35
Current working department:
Marketing Financial - Accounting Administration
Human resource Research and Development Sales
Other:
Current position:
Staff Team leader Manager Other: ..
II. Current situation:
1. Have you ever changed to another company to work? (If YES, please continue
with question 2. If NO, please continue with question 3)
Yes No
2. The main reason for that? (Tick one box only)
Bad working conditions
No opportunity for developing and promoting
Bad working relationship with colleague/manager
Low salary
Other:
3. How satisfied are you with these criteria in your current company?
My company
Satisfied Normal Unsatisfied does not
provide
Salary and benefits
From question number 4 to question number 9, please rate the following statements
according to these levels of agreement/disagreement and tick in the appropriate column.
A. Very agree B. Agree C. Disagree D. Very disagree
4. Regarding the salary and benefits:
Opinions A B C D
The executive board hold staffs health and working safety workshops
for all employees.
I am provided with sufficient modern facilities and equipment necessary
for finishing the work.
My working environment is safe and modern.
Assessments are frequently held to help staff recognize the aspects they
need to improve in work.
I really like the programs that encourage staff morale (vacations, family
days, team building activities, etc.) in my company.
My boss asks for employees opinions before making decisions that can
influence on their work.
I understand clearly what should be done and who I can ask for
advices/instructions if I have any problem in the work.
III. Solutions:
Please circle the letter with the change you would like your company to make. More than
one answer is accepted.
10. Which of the followings you would like your company to change in terms of the
salary and benefits?
a. Pay according to productivity
b. Increase salary in accordance with the increased work intensity
c. Support the travels, meals expenses
d. Organize more vacations for employees and their families
e. Others:
11. In your opinion, which of these salary grades is match with your job and
position at present?
a. 3-5 million/month c. 11-15 million/month
b. 6-10 million/month d. Other: .
12. Which of the following changes you would like your company to make
concerning the staffs health and working safety policy?
a. Provide staff with adequate and more modern facilities and equipment
b. Provide safer and more comfortable working space.
c. Staffhealth is checked periodically.
d. Organize staffs health workshops
e. Employees are trained in case of emergencies (fires, earthquakes, etc.)
f. Others: ..
13. Which of the following changes you would like your company to make concerning
the training and development policy?
a. Provide more training and development courses
b. Pay more attention to the quality and the practicality of training and
development programs
c. The trainees are selected overtly and equitably (the selection is based on staffs
performance, competency, attitude and morale, etc.)
d. Provide more opportunities for studying and exchanging experience in inter-
cultural environment.
e. Others: ...
14. Which of the following changes you would like your company to make
concerning the company policy and work flow?
a. Flexible working hours
b. The promotion, reward, punishment and job arrangement are conducted equitably
and transparently.
c. Employees have the right to nominate and self-nominate for promotion
d. The nomination and promotion are only from within the company
e. Employees can make their voice freely and have the autonomy in their work
f. Company has a policy on caring and enhannncing staffs spiritual life.
g. Others:
15. Which of the following suggestions you would like to make to your company
concerning the working relationship?
a. No discrimination between sexes, races, ages
b. Strictly handling matters involving the evasion and the harassment
c. The boss listens and respects staffs voice
d. There are no bias and individualism in the workplace
e. Others:
---------THE END--------
THANK YOU VERY MUCH FOR YOUR CONTRIBUTION
APPENDIX 1B: Questionnaire Vietnamese version
B GIO DC V O TO
TRNG I HC S PHM THNH PH H CH MINH
KHOA TING ANH
MN NGHIN CU THNG MI
_____________
PHIU KHO ST V CHNH SCH TRNG DNG NHN VIN V NHN TI
CA CC CNG TY TI THNH PH H CH MINH
kin A B C D
Ban lnh o t chc nhng bui hi tho v tha thun v sc khe
ngh nghip v an ton ni lm vic cho ton b nhn vin.
Ti c cung cp y c s vt cht v thit b hin i cn thit
hon thnh tt cng vic.
Ti cm thy mi trng lm vic ca ti hin i v rt an ton.
kin A B C D
Ti c tham gia cc kha hun luyn cn thit lm vic hiu qu.
kin A B C D
Ti c gii thiu v hng dn cng vic r rng.
8. V quan h cng s
kin A B C D
Ti lm vic rt tt vi ng nghip v ti thch lm vic vi h.
Ti hc c rt nhiu t cc ng nghip.
kin A B C D
Ti c y thng tin ng v cn thit hon thnh tt cng vic.
---------HT---------
XIN CHN THNH CM N S NG GP NHIT TNH CA ANH/CH.
0%
Poor working conditions
8%
Low salary
30% 26.9%
34.4%
20%
10% 22.5%
10.8% 15.1%
7.5%
0%
I participate in seminars and I am provided with adequate I have many opportunities My company invests in
workshops needed to work materials and training for development and training and development
effectively. programs to develop promotion. programs for staff.
working skills.
Very agree Agree Disagree Very disagree
APPENDIX 1D: Questionnaire results by table
Numbers Percentage
I. Thng tin chung:
Gii tnh:
Nam 42 45.2
N 51 54.8
93 100.0
Tui:
18 25 37 39.8
26 35 32 34.4
Trn 35 24 25.8
93 100.0
Phng ban:
Marketing 11 11.8
Ti chnh K ton 23 24.7
Hnh chnh 14 15.1
Nhn s 12 12.9
Nghin cu Pht trin 6 6.5
Kinh doanh 7 7.5
Khc 20 21.5
93 100.0
V tr:
Nhn vin 54 58.1
Trng nhm 15 16.1
Trng phng 18 19.3
Khc 6 6.5
93 100.0
II. Thc trng
1. Trc khi lm cng vic hin ti, Anh/Ch tng thay i ni lm vic hay cha?
C 49 52.7
Cha 44 47.3
93 100.0
2. L do chnh Anh/Ch thay i ni lm vic:
iu kin lm vic km 0 0.0
Khng c c hi pht trin 18 36.7
Lng thp 22 44.9
Quan h vi ng nghip 5 10.2
Khc 4 8.2
49 100.0
3. Anh/Ch vui lng cho bit mc hi lng vi nhng iu kin sau ti ni lm vic
hin ti:
Lng bng v phc li
Hi lng 29 31.2
Trung bnh 43 46.2
Khng hi lng 17 18.3
Cng ty khng cung cp 4 4.3
93 100.0
Sc khe v an ton lao ng
Hi lng 56 60.2
Trung bnh 28 30.1
Khng hi lng 7 7.5
Cng ty khng cung cp 2 2.2
93 100.0
Chng trnh o to v pht trin cho nhn vin
Hi lng 21 22.6
Trung bnh 49 52.7
Khng hi lng 16 17.2
Cng ty khng cung cp 7 7.5
93 100.0
Chnh sch v quy trnh lm vic
Hi lng 23 24.7
Trung bnh 55 59.1
Khng hi lng 13 14.0
Cng ty khng cung cp 2 2.2
93 100.0
Quan h vi ng nghip v cp trn
Hi lng 52 55.9
Trung bnh 31 33.3
Khng hi lng 10 10.8
Cng ty khng cung cp 0 0.0
93 100.0
Vic thng bo/thng tin n nhn vin
Hi lng 49 52.7
Trung bnh 31 33.3
Khng hi lng 10 10.8
Cng ty khng cung cp 3 3.2
93 100.0
4. V lng bng v phc li
Mc lng ca ti rt cnh tranh so vi th trng lao ng trong nc
Rt ng 0 0.0
ng 50 53.8
Khng ng 35 37.6
Rt khng ng 8 8.6
93 100.0
Ti c tr lng xng ng cho trch nhim v cht lng cng vic
Rt ng 13 13.9
ng 48 51.6
Khng ng 30 32.3
Rt khng ng 2 2.2
93 100.0
Ti nhn c phc li tt ngoi tin lng (chi ph i li, n ung, ngh mt)
Rt ng 3 3.2
ng 35 37.6
Khng ng 48 51.7
Rt khng ng 7 7.5
93 100.0
Ti cm thy phc li ti nhn c t cng ty hp dn hn so vi bn ng nghip nhng
cng ty khc
Rt ng 7 7.3
ng 31 33.3
Khng ng 50 54
Rt khng ng 5 5.4
93 100.0
Ti rt hi lng vi cch quy nh ch tng lng v cc phc li khc ca cng ty
Rt ng 13 14.0
ng 29 31.2
Khng ng 44 47.3
Rt khng ng 7 7.5
93 100.0
5. V sc khe v an ton lao ng
Ban lnh o t chc nhng bui hi tho v tho thun v sc khe ngh nghip v an ton
ni lm vic cho ton b nhn vin
Rt ng 9 9.6
ng 57 61.3
Khng ng 25 26.9
Rt khng ng 2 2.2
93 100.0
Ti c cung cp y c s vt cht v thit b hin i cn thit hon thnh tt cng
vic
Rt ng 12 12.9
ng 73 78.5
Khng ng 8 8.6
Rt khng ng 0 0.0
93 100.0
- Task assignment
- Proposal writing
Week 2 1:30 p.m. Ho Chi Minh City - Proposal adjustment All
(25.2.2014) 3:00 p.m. University of members
Education - Questionnaire
preparation
Week 3 11:00 a.m. Ho Chi Minh City Questionnaire design All
(4.3.2014) 3:00 p.m. University of members
Education
Week 4 11:00 a.m. Ho Chi Minh City Questionnaire revision All
(11.3.2014) 3:00 p.m. University of members
Education
Week 5 1:30 p.m. Ho Chi Minh City Questionnaire All
(18.3.2014) 3:00 p.m. University of conducting members
Education
Week 6 1:30 p.m. Ho Chi Minh City Questionnaire All
(25.3.2014) 3:00 p.m. University of Conducting members
Education
Week 7 11:00 a.m. Ho Chi Minh City Research paper draft All
(1.4.2014) 3:00 p.m. University of preparation members
Education
Week 8 11:00 a.m. Ho Chi Minh City - Questionnaire All
(8.4.2014) 3:00 p.m. University of analysis. members
Education
- Research paper draft
writing
Week 9 11:00 a.m. Ho Chi Minh City Research paper draft All
(15.4.2014) 3:00 p.m. University of writing members
Education
Week 10 11:00 a.m. Ho Chi Minh City Research paper draft All
(22.4.2014) 3:00 p.m. University of writing members
Education
Week 11 11:00 a.m. Ho Chi Minh City Research paper draft All
(29.4.2014) 3:00 p.m. University of revision and members
Education adjustment
Research paper
writing and revision
Week 12 11:00 a.m. Ho Chi Minh City - Research paper All
(6.5.2014) 3:00 p.m. University of writing and revision members
Education
- Presentation
preparation
Week 13 11:00 a.m. Ho Chi Minh City - Presentation All
(13.5.2014) 3:00 p.m. University of preparation members
Education
Week 14 12:30 p.m. Ho Chi Minh City - Research paper All
(20.5.2014) 3:00 p.m. University of submission members
Education
- Presentation
APPENDIX 3: Members Percentage