Recommendation improve the quality of human resources in insurance industry 39

Funding for the training of human resources have a decisive role to the training plan has been implemented or not. We can have a detailed training plan, specific train-ing programs, but without fundtrain-ing it will not be done, or if there are insufficient funds for the training program will be postponed. Currently with huge training demand, the company needs to have solutions to increase funding for training:

4. Re-evaluate the effectiveness of the training of human resources.

Evaluate the effectiveness of training is a very important part of the training process in human resources. Through the evaluation results would help people organ-ize the training learned have achieved the target set or not, achieve some degree. The purpose of evaluating the effectiveness of training is not just the view of training achieved anywhere, but more importantly is to find the cause of this result so that there are solutions for improvement in the training later.

Currently working in the company to assess the effectiveness of training have not been interested, training effect has only been assessed learning outcomes of employees.

Therefore not accurately reflect the effectiveness of the training of human resources.

To accurately assess the training of human resources, in addition to assessment methods through the learning outcomes of employees, companies should apply the following methods: Review via reflection of learner, Review job performance of em-ployees after training, In the long term, insurance Training Center aims to coordinate with partners are the universities and training institutions and foreign insurance to ex-tend the training program to the next level, as Long-term programs on insurance busi-ness management, accounting management and insurance ...

5.3 Recommendation improve the quality of human re-sources in insurance industry

First, the need to expand and improve the training quality of the training base of insurance. Accordingly, the insurance training organization focused on providing training courses on insurance operations, both knowledge and practical skills. In

par-ticular, the application of knowledge, skills applied to resolve the situation in fact is very important.

The knowledge and skill intensive, tied to real situations there should be coor-dination among training institutions, insurance associations and insurance firms for training effective. The knowledge and skills are new to Vietnam market, the need to strengthen cooperation in training with training organizations and regional internation-al. Show Insurance Training Centre (Administration and Supervision of insurance) is stepping up the training of insurance in this direction.

Besides training courses for staff of insurance business in the basic level, to strengthen the organization of intensive training, high professional applicability of each professional practice in the insurance business. Also, in collaboration with uni-versities to develop work practicing for the object of employee insurance.

In the long term, Insurance Training Center aims to coordinate with partners are the universities and training institutions and foreign insurance to extend the training program to the next level, as Long-term programs on insurance business management, accounting management and insurance ...

Second, the university (specialized teaching insurance business) should im-prove the quality of employee insurance training. Third, insurers need to develop hu-man resources further. Fourth, the need to enlist more partners the advantages of inter-national professional management skills and operating experience of handling difficult situations in the insurance business to train insurers officers Vietnam.

5.4 Research limitation and future works

Understanding the situation of human resource training in enterprises is a step to review activities to strengthen, improve and develop the business. Additionally, this is also the basis for strategic decisions in future training. Beside the contribute to XTIC as particular and insurance industry in general, this study also has some limita-tion as: the queslimita-tion is still not well designed and the number of queslimita-tionnaire is just meet the reasonable and just conducted in the XTIC, the variable should be added. The future research should have based on this study result and conduct with lager sample and more various insurance company as well as multiple industry. Also the next study should investigate with some other factor such as: financial for training or testing the relationship of training and job satisfaction or loyalty.

References

Ahmad, K.Z. & Bakar, R.A. (2003). The association between training and organiza-tional commitment among white-collar workers in Malaysia. Internaorganiza-tional Jour-nal of Training and Development,7(3), 166-185.

Baldwin, T.T. and Holton, E.F., 2003. Improving learning transfer in organiza-tions, Wiley, San Francisco

Cole, G.A. 2002. Personnel and human resource management, 5th Ed. Continuum London: York Publishers.

Cooper, D. R., & Schindler, P. S. (2011). Business Research Methods (11th ed.). New York: McGraw-Hill/Irwin

Coverstone, P.D., 2003. IT Training Assessment and Evaluation: A Case Study.

CITC4 ’03, Lafayette, Indiana, USA. ACM, p. 206-215.

David Gwynn Morgan; (2008) 'Three Unjustly Uncelebrated Local-government Cases' In: D. Keogh (eds). Gerald Goldberg: A Tribute.

Debrah, Y. A. & Ofori, G 2006. Human Resource Development of Professionals in an Emerging Economy: the Case of the Tanzanian Construction Industry. In-ternational Journal of Human Resource Management, 17,3, 440 – 463.

Dominic T. & Kessy S., (2009), An Assessment of the Effectiveness of Training and Development Function in Public Service Management Office in Tanzania. The-sis

Gary, Dessler. 2007. Human Resource Management. 10 th Edition. Prentice Hall Inc.

Golafshani, N. (2003). Understanding reliability and validity in qualitative research.

The Qualitative Report, 8(4), 597–607. Retrieved from http://www.nova.edu.

Gordon, B. 1992. Are Canadian firms under investing in training? Canadian Business Economics 1,(1), 25–33.

Guest, D. E. 1997. Human resource management and industrial relations. Journal of Management Studies , 24 (,5), 503–521.

Gupta, C.B., (2006), Human Resource Management, 7th Edition, Sultan Chand &

Sons, Daryaganj, New Delhi

Harrison, R. 2000. Employee Development. Silver Lakes, Pretoria. Beekman Pub-lishing.

Harvey, M. 2002. Human Resource Management in Africa: Alice’s Adventures in Wonderland. International Journal of Human Resource Management. 13 (,7), 1119 –1145.

Insurance as Executive Committee, Board of Directors ( 2012) Strategy for develop-ment of Vietnam's insurance market 2011 -2020

Kinicki, A. & Kreitner, R. 2007. Organizational Behavior, New York. McGraw-Hill.

Kraak, A. 2005. Human Resources Development and the Skills Crisis in South Africa: the Need for Multi-pronged Strategy. Journal of Education and Work, 18, (1), 57–83.

Lindvall, M. and Rus, I., 2002. Knowledge Management in Software Engineer-ing, IEEE Software, p. 26-38.

MacCallum, Widaman, Zhang và Hong (1999), Sample Size in Factor Analysis: The Role of Model Error, Multivariate Behavioral Research, 36 (4), 611-637

Mathieson, M., 2006. Improving organizational performance through developing our people, Industrial and commercial training, vol. 38 , no. (2), p. 70-77.

Nunnally, J.C. (1978), Psychometric theory, McGraw-Hill, New York

Appendix

Appendix: Questionnaire (English Version)

I am a Vietnamese graduate employee of International Master of Business of Admi istration program I-SHOU University, Taiwan. My master thesis is about iness of Administr our people, Need for Multi-pronged Strategy. n Construction Industry.

rance company in Viet Nam.rsity, Taiwan. bout 10 to 15 minutes to answer all of the questions in my survey. The answers will only be used for academic purposes and will be strictly confidential. Thank you in advance for your time and help.

Part A: Please read each item carefully and circle the appropriate number that indicates HOW MUCH YOU AGREE OR DISAGREE with each of the sec-tions below:

Statement

Strongly Disagree

Disa-gree NeutralAgree

Strongly Agree

1 2 3 4 5

Before training, company has the meet-ing to emphasis on trainmeet-ing field

Work analytical to answer the question what should be taught in the training program

Workforce analysis to identify who need training in business and should have a specific training

Determine the amount of training and restructuring of learners

Determine the result to be achieved by training programs

Send staff attend regular schools

Training on the job with the help of su-pervisor

Organize short time class inside company

Using case study method in training

Lecture combined group discussions

Using methods of business games and plays

The training program is logical and sci-entific

Documentation is rich, useful, and prac-tical with actual work

Instructors have high-level theoretical and practical

Training program is consistent with the objective of training

Awareness and skills of employees work improved and effective in their work

Employees feel satisfied for training programs

After Quality human resources increases

After Labor productivity is increased

After Company revenue and profit is raised

Part B: Demographic Information

1. Your Gender: Male Female

2. Your age (years old): 20 -29 30 -40

Over 40

3. Your position: Staff Leader

4. Your experience: 1 to 5 years 6 to 10 years Over 10 years 5. Your Education: High school degree College degree

Bachelor degree Master degree or higher

Thank you for filling the survey!