| Summary: | 碩士 === 樹德科技大學 === 金融與風險管理系碩士班 === 100 === The Bank for Investment and Development of Vietnam (BIDV), a large state-owned bank in Vietnam, was established on 26 April 1957. The BIDV Human Resource Management is continuously improved in terms of both quantity and quality to meet the bank’s demand in the process of equitization and transformation into a universal Financial-Banking Group. With the equitization process, BIDV will be a joint-stock enterprise at the end of 2011 and it is facing many challenges as well as opportunities. Under the changing organization, BIDV has to cope with many new problems. Human resources management is one of such problems.
The main purpose of this project is to provide a critical analysis of BIDV''s human resource management, in both policy and practice. Being a part of strategic management, strategic human resource management (SHRM) gets more and more important in the fiercely competitive business environment nowadays. With a committed and qualified workforce, with most employment relationships properly solved and managed, a company is believed to survive and have an edge on other competitors in the market. With the equitization process, all businesses in the country have to face both opportunities and challenges. In coming years, how to cope with, respond to and manage changes relating to the above-mentioned opportunities and challenges are matters of vital importance. Human resource, workforce, employment relations are by no means exceptions to such changes and possibilities. The project is, therefore, believed to have both academic and practical, as well as theoretical and empirical meanings to the author - a manager in the organization and a student of MBA program.
The author does not have the ambition to engage in an overall and comprehensive project dealing with a master plan to restructure human resource of BIDV. His humble objective is to present an overview of BIBV’s human resource management, with its realities, problems, plus some recommendations and solutions at the basic level of sophistication. Personal interviews (face-to-face, via-mail, or by telephone ones) were made with key persons and some staffs from branches, as well as in Head Office.
Upon the findings and analysis from data collected, some insights into BIDV’s human resource management practices have been attained. BIDV clearly has a lot of things to do with their current human resource management unless they do not want to survive the harsh competition in Vietnam banking field. Some recommendations and solutions are also suggested as initiatives to restructure the bank’s human resource management. Further and comprehensive research in this topic is also mentioned as a plan for future research by the author in coming years.
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