Author name: Vuong Hong Ha
Thesis title:Social capital in youth human resource development 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 research objects of the thesis
Research purpose: Applying theoretical foundations and sociological research methods to analyze social capital (on the creation, maintenance, and use of social capital) in the development of young human resources in Hanoi and Ho Chi Minh City, on that basis, proposing recommendations to promote the positive aspects and limit the negative manifestations of social capital to serve the goal of developing young human resources in Hanoi and Ho Chi Minh City.
Object: Social capital in youth human resource development
2. Research methods used
Methods of analyzing available documents:The study uses data analysis method, 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 ballots: 1000 ballots (Hanoi 500 ballots and Ho Chi Minh City 500 ballots)and in-depth interview data set.
In-depth interviews: The author's own point in the thesis is that after processing the quantitative and qualitative data of the topic, the author designed a separate research direction and conducted in-depth interviews to supplement, develop and explain the findings from the data set of the topic KX.03.09/11-15. The group providing information for the in-depth interviews that the author conducted were young managers and human resource users in Hanoi and Ho Chi Minh City.
Group discussion: Similar to in-depth interviews, the author conducted focus group discussions in 4 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 situation of young human resources creating and maintaining: social networks, trust and reciprocal relationships of members in social groups and social communities. Social capital is considered as a resource of social networks, the benefits received from social networks are based on trust through mutual interactions, which are favorable conditions for young human resources to participate in mobilizing and using social capital effectively in finding job opportunities, improving qualifications, expertise, profession and working positions as well as performing public duties.
3.1.2.Building social capital in human resourcesyoungthrough social networks
3.1.2.1.Building social capital through participation in social group activities
To build social capital for themselves, young human resources have proactively participated in activities of different social groups with different levels of participation for each individual. For the most part, they participate invery positiveinto activities in the following groups:group of colleagues, group of relatives and group of old classmates.Besides, young human resources also participate in other social groups withlevel Less active are the Youth Union and the Association of Fellow Countrymen;social groups that young people participate inat least hobby groups, farmers' associations, credit groups...The participation of individuals in activities in the groups they are members to different degrees to build different social relationships in the social network is also a manifestation of the creation of social capital of each individual in specific social groups.
3.1.2.2.Building social capitalin lchoose to participate in the activities of important social groups
Each person has their own decision in choosing to join social groups that they consider suitable for themselves as well as their goals in life to build social capital. To assess the importance of social groups to the process of building social capital, the study divided them into two groups: the first important group and the second important group. For the first important group, the human resources choose to participate in activities mainly in the following groups: family group (72.6%); group of family members (11.5%); group of colleagues (10%), the remaining groups such as old classmates, youth union... have some young people choose to be the first important group but the percentage is not high. For the second important group, young human resources participate in activities mainly in the group of colleagues (60.2%) and the group of old classmates (20.4%), some other groups such as youth union, group of relatives... have a very limited percentage of choosing to participate in activities of this group.
3.1.3.Maintaining the social capital of young human resources
3.1.3.1.Maintaining social capital through individual roles
In terms of relationships with group members, to maintain their social capital, young workers use different forms of interaction such as participating in eating, playing, and entertaining activities and using different methods of communication and exchange. The thesis focuses on understanding how young workers in the survey sample maintain social capital from two perspectives: the proactive role of individuals in maintaining social capital and maintaining social capital through the responses of group members.
3.1.3.2. Maintain social capital through participation in extracurricular activities of social groups
In addition to maintaining social capital through formal activities such as collaboration, cooperation, and support at work, young people also maintain social capital through informal activities such as socializing and meeting each other outside of work hours through going out to eat, playing sports, drinking coffee, shopping, etc. Maintaining social capital through activities outside of work is not only considered a priority in the strategy of maintaining social capital but also a basic need of individuals in social networks. Many young people believe that building personal life and connection between members in daily life outside of work is very important to strengthen relationships in life.
3.1.3.3.Maintaining social capital through communication
Social relationships are both invisible and tangible, considered one of the important strategies for success whether in daily life or in each person's work. Each individual has different ways to establish social relationships, but it is essential to establish, nurture and maintain them are extremely important operations. You can take care of those relationships by regularly calling, always being friendly when meeting, texting and exchanging greetings on holidays... contacting each other via phone, email, social networking sites such as Facebook, Zalo, Skype... these measures are carried out in a subtle and sincere manner. It is not only an important skill in life but also a cultural behavior. This is the way for group members to accumulate and maintain their 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 work is very valuable, first of all for the completion of each individual's tasks, then for their career development. The two factors: information acquisition and work efficiency have a close relationship with each other. Information resources play a very important role in the career development of young people. However, the important thing is not to have a lot of information, but the key is how to select, use and accumulate that information to be useful to each person.
Second, from the perspective of using social capital in the working environment, we are interested in the relationship between young cadres and social groups at work, or in other words, the use of advantages from social relationships in the working environment.
3.1.4.2. Using social capital in income enhancementand promotion
Salaries tend to increase continuously because the value of labor itself increases continuously. Survey results show that the proportion of young human resources receiving regular salary increases during their work is 2/3, accounting for 72%, which is completely consistent with the regulation on regular salary increases in organizations, agencies, and state-owned enterprises.
The analysis results show the two-sided nature of social capital in the promotion process of each individual, social relationships in the working environment such as superiors, colleagues in and outside the agency have both positive and negative manifestations.
3.1.5. The impact of social capital on recruitment, training and placement of young human resources
3.1.4.1. The impact of social capital on youth recruitment
The survey shows that there are three groups of factors related to the young workforce's search for recruitment opportunities: (1) the group of social capital, which is the social resources that individuals achieve according to the regulations and requirements of employers (professional competence, professional qualifications, seniority); (2) The group of social capital sources that individuals achieve through relationships in social networks (family/relatives, colleagues, personal history, friends, fellow countrymen) and (3) The group of social capital sources through the exploitation of social information (social networks, information from the internet, job referral centers, print newspapers, radio, television). The qualitative data revealed 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 is both positive and negative.
3.1.4.2. The impact of social capital on training and placement of young human resources
Training and development work at organizations, agencies and state-owned enterprises is carried out annually by sending cadres to attend training courses to improve their abilities, skills, expertise and standardize State regulations. Accordingly, they strive to strengthen their human and social capital to be promoted and develop their careers. This aspect shows the two-way interaction between employees and organizations in the process of human resource allocation and promotion.
The results showed that nearly 90% of young cadres agreed with the statement that good relationships with people will help solve everything easily. Some of the following statements about the promotion of cadres and emulation and rewards also received quite diverse assessments from the respondents. In the working environment of the state agency system, which has long been prejudiced as having lower work efficiency and being influenced by many factors of social relations.
3.2. Conclusion
1. Young human resources in state agencies or Hanoi and Ho Chi Minh City in the research sample, participate in different social groups with social relationships of which they are members. Around each individual there are many relationships, which can form networks of relationships that provide capital resources including social capital, that is, channels of access to resources in that network of relationships. Young human resources not only participate in activities in formal groups in the working environment but also participate in activities and proactively expand social relationships through informal groups outside the working environment, in which family groups, friends, etc. are emphasized.
2. Each individual has many relationships, young human resources in both Hanoi and Ho Chi Minh City build social capital through relationships in groups in the social network: family, colleagues and friends. In addition, young human resources pay much attention to how to create capital, build capital not only during office hours but also participate in activities such as entertainment, picnics, eating after and outside of work hours. Research results show the relationship between human capital and social capital in some cases, active and passive human capital have completely different impacts in correlation with social capital.
3. Maintaining and strengthening the social capital of young people in Hanoi and Ho Chi Minh City is strongly connected by long-term and close relationships such as family, as well as short but close relationships such as peer groups. Young people use different means of communication to maintain their relationships with group members through forms and means such as direct meetings, exchanging contacts with each other via phone, email, social networking sites such as Facebook, Zalo, Skype ... In addition, enhancing skills and activities to understand and connect closely between members in the network is also considered an important strategy to maintain the social capital of individuals.
4. Young human resources in Hanoi and Ho Chi Minh City in the research sample have taken advantage of social relationships in the groups of which they are members to access information about jobs, study, income improvement and promotion opportunities. There is no significant difference in the use of social capital by young human resources in Hanoi and Ho Chi Minh City. The difference is quite clear, focusing on the factors of age group and gender, affecting the use of capital sources.
5. The research results also show the two-sided nature of social capital in developing young human resources in Hanoi and Ho Chi Minh City. Young workers have taken advantage of social relationships in the groups they are members of to access information about jobs, study and promotion opportunities. The majority of survey participants affirmed that social capital has a clear impact on recruiting, arranging and training 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
Research purpose: 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
Secondarydocument 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
Group 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 throughparticipating 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.
3.1.5.1. 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.
3.1.5.2. Impact 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 assessed as the lower job performance and much influenced by social relations factors.
3.2.Conclusion
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
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