Author's name: Vuong Hong Ha
Thesis title:Social capital in the development of young human resources in Hanoi and Ho Chi Minh City
Dissertation field: Sociology
Major: Sociology Code: 60 31 03 01
Name of the postgraduate training unit: University of Social Sciences and Humanities - Vietnam National University, Hanoi.
1. Purpose and scope of the thesis
Research objectivesThis study applies sociological theories and research methods to analyze social capital (regarding its creation, maintenance, and utilization) in the development of young human resources in Hanoi and Ho Chi Minh City. Based on this analysis, it proposes recommendations to promote the positive aspects and mitigate the negative manifestations of social capital, serving the goal of developing young human resources in Hanoi and Ho Chi Minh City.
ObjectSocial capital in the development of young human resources.
2. Research methods used
Methods for analyzing available documents:This study utilizes data analysis, with readily available data being the primary research method.
The author used survey data from Hanoi and Ho Chi Minh City in research project KX.03.09/11-15. Number of questionnaires: 1000 (500 from Hanoi and 500 from Ho Chi Minh City).and in-depth interview datasets.
In-depth interviewThe author's unique aspect in this thesis is that after processing the quantitative and qualitative data of the topic, the author designed a separate research approach and conducted in-depth interviews to supplement, develop, and explain the findings from the dataset of research project KX.03.09/11-15. The group providing information for the in-depth interviews conducted by the author consisted of managers and users of young human resources in Hanoi and Ho Chi Minh City.
Group discussionSimilar to in-depth interviews, the author conducted focus group discussions in four wards in Hanoi and Ho Chi Minh City.
3. Main results and conclusions
3.1. Main results
Research on social capital in the development of young human resources focuses on analyzing the current state of how young human resources build and maintain: social networks, trust, and reciprocal relationships among members of social groups and communities. Social capital is considered a resource of social networks; the benefits received from social networks are based on trust through mutual interactions. These are favorable conditions for young human resources to effectively mobilize and utilize social capital in seeking job opportunities, improving their skills, expertise, and professional positions, as well as performing public duties.
3.1.2.Building social capital in the workforce.youngthrough social networks
3.1.2.1.Building social capital through participation in social group activities.
To build their social capital, young people have proactively participated in the activities of various social groups, with varying levels of individual participation. For the most part, they participate...very positiveparticipate in activities within the following groups:groups of colleagues, relatives, and former classmates..In addition, young people also participate in other social groups withlevel Less active groups include the Youth Union and hometown associations;social groups in which young human resources participateAt least groups with shared interests, farmers' associations, credit groups...The participation of individuals in activities within the groups they belong to, to varying degrees, in order to build different social relationships within the social network, is also an expression of each individual's social capital development within specific social groups.
3.1.2.2.Building social capitalin lChoosing to participate in social group activities is important.
Each individual makes their own decisions in choosing which social groups to join that they consider suitable for themselves and their life goals in order to build social capital. To assess the importance of social groups in the process of building social capital, the study divides them into two groups: the first most important group and the second most important group. For the first most important group, the majority of young people choose to participate in activities within the following groups: family (72.6%); relatives (11.5%); and colleagues (10%). Other groups such as former classmates and youth organizations are also considered the most important group by some young people, but their proportion is not high. For the second most important group, young people mainly participate in activities within the colleague group (60.2%) and former classmates (20.4%). Participation in other groups such as youth organizations and relatives is very limited.
3.1.3.Maintaining the social capital of young human resources.
3.1.3.1.Maintaining social capital through individual roles.
From the perspective of relationships with group members, young workers use various forms of interaction to maintain their social capital, such as participating in eating, playing, and entertainment activities, and employing different methods of communication and exchange. This thesis focuses on exploring how young workers in the survey sample maintain their social capital from two perspectives: the proactive role of individuals in maintaining social capital and maintaining social capital through the responsiveness of group members.
3.1.3.2. Maintaining social capital through participation in extracurricular activities of social groups.
In addition to maintaining social capital through formal activities such as collaboration, cooperation, and work support, young professionals also maintain social capital through informal activities such as socializing and meeting outside of work hours through meals, sports, coffee, shopping, etc. Maintaining social capital through extracurricular activities is not only considered a priority in social capital maintenance strategies but also a basic need for individuals within social networks. Many young people believe that building personal lives and fostering connections among members in daily life outside of work is crucial for strengthening relationships.
3.1.3.3.Maintaining social capital through communication channels.
Social relationships, both intangible and tangible, are considered a crucial strategy for success in both personal and professional life. Individuals have different ways of establishing social relationships, but building, nurturing, and maintaining them are extremely important. These relationships can be cultivated through regular phone calls, friendly greetings, exchanging messages and congratulations on holidays, and communicating via phone, email, and social media platforms like Facebook, Zalo, and Skype. These methods are implemented subtly and sincerely. This is not only a vital life skill but also a form of cultural behavior. It's how members of a group accumulate and maintain their social capital through the group.
3.1.4Young human resources utilize capital in the workplace.
3.1.4.1Utilizing social capital in information resource exploitation strengthens social relationships in the workplace.
Firstly, information relevant to work is of immense value, primarily for the successful completion of each individual's tasks, and subsequently for their career development. The two factors of information acquisition and work efficiency are closely related. Information resources play a crucial role in the career development of young professionals. However, the important thing is not simply acquiring a large amount of information, but rather how to select, utilize, and accumulate that information in a way that is beneficial to each individual.
Secondly, from the perspective of utilizing social capital in the workplace, we are interested in the relationship between young employees and social groups in the workplace, or in other words, leveraging the advantages of social relationships in the work environment.
3.1.4.2. Utilizing social capital in income enhancementand advancement
Salaries tend to increase steadily because the value of labor itself is constantly increasing. Survey results show that 72% (2/3) of young workers receive regular salary increases during their employment, which is entirely consistent with the regulations on regular salary increases in state-owned organizations, agencies, and enterprises.
The analysis results show the dual nature of social capital in the career advancement process of each individual; social relationships in the work environment, such as superiors and colleagues inside and outside the organization, have both positive and negative manifestations.
3.1.5. The impact of social capital on the recruitment, training, and placement of young human resources.
3.1.4.1. The impact of social capital on the recruitment of young talent.
Survey findings show that there are three groups of factors related to young human resources seeking employment opportunities: (1) social capital, which is the social resource that individuals acquire according to the regulations and requirements of employers (professional competence, professional qualifications, work experience); (2) social capital that individuals acquire through relationships in social networks (family/relatives, colleagues, personal background, friends, hometown); and (3) social capital through exploiting social information (social networks, information from the internet, job placement centers, print newspapers, radio, television). Qualitative data reveals the role of weak links through strong links—that is, bridging relationships. In this work, according to the assessment of many young people, the use of the above factors in the recruitment process has both positive and negative aspects.
3.1.4.2. The impact of social capital on the training and placement of young human resources.
Training and professional development in state-owned organizations, agencies, and enterprises are implemented annually by sending staff to training courses to improve their skills, expertise, and professional qualifications, and to standardize compliance with state regulations. This aims to strengthen their human and social capital for career advancement and development. This aspect reflects the two-way interaction between employees and organizations in the process of personnel placement and promotion.
The results showed that nearly 90% of young officials agreed with the statement that good relationships with people make it easier to resolve issues. Several subsequent statements regarding the promotion of officials and the awarding of commendations also received quite diverse assessments from the respondents. In the working environment of the state agency system, there has long been a prejudice that work efficiency is lower and is heavily influenced by social relationships.
3.2. Conclusion
1. Young human resources in state agencies or in Hanoi and Ho Chi Minh City in the research sample participate in various social groups with the social relationships they are members of. Each individual is surrounded by numerous relationships, which can form networks providing resources, including social capital—that is, channels for accessing resources within that network. Young human resources not only participate in formal groups within the work environment but also actively expand their social relationships through informal groups outside the work environment, with a strong emphasis on family and friends…
2. Each individual has numerous relationships. Young human resources in both Hanoi and Ho Chi Minh City build social capital through relationships within social networks: family, colleagues, and friends. Furthermore, young human resources focus heavily on capital creation and development, not only during working hours but also through activities such as recreation, picnics, and meals after and outside of work. Research results indicate a correlation between human capital and social capital in some cases; active and passive human capital have completely different impacts in relation to social capital.
3. Maintaining and strengthening the social capital of young human resources in Hanoi and Ho Chi Minh City involves strong connections between long-term and close relationships such as family, as well as short-term but close relationships among colleagues. Young human resources utilize various communication methods to maintain their relationships with group members through face-to-face meetings, phone calls, emails, and social media platforms like Facebook, Zalo, and Skype. Furthermore, enhancing skills and activities to foster understanding and close connections among network members is also considered a crucial strategy for maintaining individuals' social capital.
4. Young human resources in Hanoi and Ho Chi Minh City, in the study sample, have leveraged social relationships within the groups they belong to to access information about employment, education, income improvement, and career advancement opportunities. No significant differences were found in the use of social capital by young human resources in Hanoi and Ho Chi Minh City. The most noticeable differences were concentrated in age group and gender, impacting the use of these resources.
5. The research results also indicate the dual nature of social capital in the development of young human resources in Hanoi and Ho Chi Minh City. Young workers have leveraged social relationships within the groups they belong to to access information about employment, education, and career advancement opportunities. The majority of survey participants affirmed that social capital has a clear impact on the recruitment, placement, and training of young human resources.
SUMMARY OF DOCTORAL THESIS
Name of author: Vuong Hong Ha
Name of Doctoral Thesis:Social capital in developing young human resources in Hanoi and Ho Chi Minh City
Scientific Brand of Thesis: Sociology
Major: Sociology
Code: 60 31 03 01
Name of Graduated academy: University of Social Sciences and Humanities- Hanoi National University.
1. Research purpose and subject of Doctoral Thesis
Trucks: Applying theoretical basis and methods of sociological research in analyzing social capital (on the creation, maintenance and use of social capital) in developing young human resources in Hanoi and Ho Chi Minh City, based on which recommendations are made to promote the positive and limit the negative expression of social capital for the purpose of developing young human resources in the capital. Hanoi and Ho Chi Minh City.
Suobjects: Social capital in developing young human resources
2. Research Methodology
MiddleDocument analysis methods:Research using data analysis methods, available data is the main research method. The author uses the survey data set of Hanoi and Ho Chi Minh City in the topic KX.03.09 / 11-15. Number of votes: 1,000 (Hanoi with 500 and Ho Chi Minh City with 500) and a set of in-depth interviews.
In-depth interview:The author's unique point in the thesis is that after processing quantitative and qualitative data of the topic, the author designs his own research direction and conducts in-depth interviews to supplement, develop and explain the findings from the dataset of the topic KX.03.09 / 11-15. The group provided in-depth interview information that the author conducted are young human resource management and utilization officers in Hanoi and Ho Chi Minh City
Board discussion: Similar to in-depth interviews, the authors conducted focus group discussions in 4 wards in Hanoi and Ho Chi Minh City.
3.Results and Conclusions
3.1.The Main Results
3.1.2. Creating social capital among young human resources through social networks
3.1.2.1. Creating social capital through participation in activities of social group
In order to create and social capital for themselves, young human resources have actively participated in the activities of different social groups with different levels of individual participation. For the most part, they actively participate in activities in the following groups: colleagues, relatives and former classmates. In addition, young human resources also participate in other social groups with less active than the Youth Union and compatriot groups; The social groups that young human resources take part in are at least the same interest group, farmer's union, credit group, etc. To create different social relationships within the social network, is also an expression of the creation of social capital of each individual in specific social groups.
3.1.2.2.Creating social capital in choosing to participate in activities of important social groups
Each person has their own decision in choosing to join the social groups that they think are right for themselves as well as the goals they set in life to create social capital. Assessing the importance of social groups to the process of building social capital, the study is divided into two groups: the first important group and the second important group. For the first important group, human resources choose to participate in main activities in the following groups: family group (72.6%); group of family members (11.5%); group of colleagues (10%), the remaining groups like old classmates, youth groups ... some other groups such as the youth union, groups of relatives ... there is a very limited rate of participating in this group's activities.
3.1.3.Maintain the social capital of young human resources
3.1.3.1. Maintain social capital through the role of individuals
From the perspective of relations with team members, in order to maintain their social capital, young workers have used various forms of interaction such as participating in activities of eating, playing, entertainment and use different methods of communication. The thesis focuses on understanding how to maintain social capital of young human resources in the survey sample from two perspectives: the active role of individuals in maintaining social capital and maintaining social capital through response. of the team members.
3.1.3.2. Maintain social capital throughtreating activities workoff of social groups
In addition, young human resources maintain social capital from formal activities such as collaboration, cooperation, and support at work, they also maintain social capital through informal activities such as meeting each other after working hours by going out for drinking, playing sports, drinking coffee, shopping, etc. Maintaining social capital through non-work activities is not only considered a priority in the strategy. Many young people believe that building a personal life, the cohesion between members in daily life outside of work is very important to strengthen relationships in life.
3.1.3.3.Maintain social capital throughcommunication media
Social relations are both invisible and visible, and are considered one of the important strategies for success, whether in everyday life or in the affairs of every person. Each individual has different ways to establish social relations but necessarily establishing, nurturing and maintaining it are extremely important manipulations. You can take care of those relationships by making regular phone calls, always welcoming when meeting, texting and exchanging greetings on Tet holidays ... contacting each other by phone, email, pages. Social networks such as Facebook, Zalo, Skype ... these measures are implemented in a subtle, sincere way. It is not only an important skill in life but also a cultural behavior. This is the way for team members to accumulate and maintain their own social capital through the group.
3.1.4Young human resources use capital in the working environment
3.1.4.1. Using social capital in exploiting information resources strengthens social relationships at work
Firstly, information for the job is very valuable, first for the accomplishment of each individual's task, then for their professional development. The two factors are: information acquisition and job performance are closely related. Information resources play a very important role in the professional development of young human resources. Information resources also contribute to strengthening social relationships at work. However, it is important not to have a lot of information, but rather to select, use and accumulate that information to be useful to each person.
Secondly, from the perspective of using social capital in the working environment, we are interested in the relationship between young staff and social groups in the workplace, or in other words, the use of superiority from social relationships in the work environment.
3.1.4.2.Using social capital in increasing income and promotion
Wages tend to increase incessantly because the labor value itself increases continuously. The survey results show that the proportion of young human resources who have a regular increase in salary during their work organizations accounts for two-thirds, accounting for 72%, which is completely consistent with the regulations on regular salary increase in, agencies, state enterprises.
The analysis results show that the duality of social capital in the promotion process of each individual, social relations in the working environment such as superiors, colleagues inside and outside the agency has just shown signs of achievement extreme moderate has negative expression.
3.1.5. Impact of social capital on recruiting, training and allocating young human resourcesS.
3.1.51. Impact of social capital on recruiting young human resources.
In fact, the survey shows that there are three groups of factors related to young human resources seeking employment opportunities: (1) social capital group of social resources that individuals achieve according to regulations and requirements. The employer's (professional competence, professional qualifications, seniority of work); (2) Group of social capital that individuals gain through relationships in social networks (family / relatives, colleagues, personal profile, friends, countrymen) and (3) Group of social capital sources through the exploitation of social information (social networks, information from the internet, job introduction centers, print newspapers, radio and television). Finding through qualitative data is the role of weak links through strong links - that is, transitive relationships. In this work, according to the evaluation of many young people, the use of the above factors in the recruitment process is both positive and negative.
3.1.5.2Impact of social capital on training and allocating young human resources.
Training and retraining at state organizations, agencies and enterprises is conducted annually by sending staff to attend refresher training courses to improve their qualifications, skills, expertise and standards. develop, trying to consolidate human and social capital to promote and develop career. This aspect represents the two-way interaction between the employee and the organization in the process of staffing and promotion.
As a result, nearly 90% of young cadres agreed that their good relationship with everyone will help solve everything easily. A number of subsequent comments on the promotion of officials and emulation and commendation also received fairly diverse assessments from respondents. In the working environment of the state agencies system, which has long been evaluated as the lower job performance and much influenced by social relations factors.
3.2.Surgery
1. Young human resources at the government agencies or Hanoi and Ho Chi Minh City in the sample, joinning different social groups with the social relations of which they are members. In each individual, there are many relationships, which can form relationships networks that provide capital sources including social capital, that is, the channels of access to resources in that network. Young human resources not only participate in activities in formal groups in the working environment but also participate in activities and actively expand social relationships through informal groups outside the work environment. Therefore, emphasizing family groups, friends ...
2. Each individual has a lot of relationships, young human resources in both Hanoi and Ho Chi Minh City create social capital through relationships in social network groups: family, colleagues and friends play a key role in helping individuals build their own social capital. In addition, young human resources attach much importance to the way of raising capital, building capital not only during working hours but also participating in activities such as entertainment, picnics, eating after and after working hours. The research results show the relationship between human capital and social capital in some cases, active and passive human capital have completely different impacts in relation to social capital.
3. The maintenance and consolidation of the social capital of young human resources in Hanoi and Ho Chi Minh City is a strong connection of long-term and close family ties, as well as short-term but closely is the group of colleagues. Young human resources use various means of communication to maintain their relationships with group members through forms and means of meeting. directly, exchanging and communicating with each other via phone, email, social networking sites such as facebook, Zalo, Skype... In addition, strengthening skills and activities to understand and closely connect among network members is also considered an important strategy to maintain the social capital of individuals.
4. the young human resources in Hanoi and Ho Chi Minh City in the sample, took advantage of social relationships in the groups they are members to access information on employment, study, improve income and promotion opportunities. There is no great difference in the use of social capital by young workers in Hanoi and Ho Chi Minh City. The difference is quite clear, focusing on age group and gender, and the impact on capital use.
5. The findings also point to the duality of social capital in developing young human resources in Hanoi and Ho Chi Minh City, and young workers have taken advantage of social relationships in the groups they are into. members to access information about jobs, education and promotion opportunities. Most of the opinions of the survey confirm that social capital has a clear impact on recruiting, allocating and training young human resources.
Author:ussh
Newer news
Older news
