F11-031 - Nguyen Thi Thu Huong.v.1.1.docx

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3.0 Interrelationship Between Different Functions within Vietinbank and How They Link to Organisational Objectives and Structure .............................................................................. 14 3.1 Analyse the structure of Vietinbank explaining its organisational chart in the light of its strengths and weaknesses ........................................................................................................... 15 3.2 Critically analyse the interrelationship between various functions within Vietinbank and how they are interconnected to organisational objectives and structure of Vietinbank ............. 15 4.0 Purpose of Human Resource Function ................................................................................ 16 4.1 Key Roles and Responsibilities of Human Resource Function ........................................... 16 4.2„Best Fit approach or „Best Practice ................................................................................. 16 4.3 Hard and Soft models of HRM ............................................................................................ 17 4.4 Work Force Plan .................................................................................................................. 17 4.5 Branch Organization Chart .................................................................................................. 18 5.0 Critical Issues Related to Workforce Planning ................................................................... 18 5.1 Types of Labour Market, LabourMarket Trends .................................................................. 18
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5.2 The Internal Labour Market ................................................................................................. 19 5.3 Analysing Turnover, Stability and Retention ....................................................................... 19 5.4 The Impact of Legal and Regulatory Frameworks .............................................................. 20 5.5 Advances in Technology ...................................................................................................... 20 6. Assessment of the Approach to Recruitment and Selection, Development and Training, Performance Management and Reward Systems ..................................................................... 21 Sources of Recruitment .............................................................................................................. 21 Job Analysis, Job Descriptions, Personal Specifications and Competency Frameworks .......... 22 Selection ..................................................................................................................................... 22 On-Boarding and Induction ....................................................................................................... 23 Recommendations ...................................................................................................................... 24
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Opening a New Branch of Vietinbank in My Dinh Overview of Vietinbank Vietinbank (Vietnam Joint Stock Commercial Bank for Industry and Trade) is a leading commercial bank in Vietnam which was established in 1988 with 155 local branches and 958 transaction offices (Vietinbank, 2017). The majority stakeholder of Vietinbank is the State Bank of Vietnam with 64.5%. Besides, Mitsubishi UFJ Financial Group holds 19,7% and IFC holds 8% of stake (Koh & Nguyen, 2018). In accordance with the Vietinbank annual report (2017), the bank has 1,095,061 billion VND in total assets. Moreover, it has 9% in ROA and it employs around 23,000 individuals. As can be seen from the organizational chart (see appendix A), one can decide that Vietinbank has a highly centralized operations work with a decentralized department framework typical in Vietnam (Vietinbank, 2017a). This analysis will weigh the trade implications for Vietinbank such as the Business Type and Purpose, the Size and Scope, and the Interrelationship of Functions. In addition, this analysis will consider the Human Resource necessities, including the Purpose of Human Resource Management (HRM), Critical Issues Related to Workforce Planning, and an Assessment of the HRM Process to open a new branch in My Dinh.
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1.1 Business Type and Purposes of Vietinbank 1.2 Explain the different types and purposes of organizations; public, private and voluntary sectors and their legal structures. Apply these concepts to the scenario below Legal struture has three types: Sole Traders, Partnerships, Companies/Corporations. Sole traders are single individuals carrying on a business on their own. Parnerships is defined to be two or more persons associated for the purpose of a business or profession. Each partner contributes an agreed amount of capital and there is an agreed method of sharing profits, salaries and interest.
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