| Abstract | The equitization program, called as “equitization” in Vietnam, started in 1992 as the sole
method of state-owned enterprises (SOEs) renovation in Vietnam. The Government
expects this program will transform the SOEs into shareholding companies operating
effectively in the market economy. The conversion operation model will affect the overall
on SOEs, the post-equitization company will have to overcome many challenges to survive,
exploit the inherent advantages and capture new opportunities to develop.
Sonadezi Corporation, a state-owned company in Dongnai province, made equitization a
dependent enterprise, Sonadezi Industrial Zone Service Enterprise, became Sonadezi Long
Binh Shareholding Company (SZB) in July 2009. As many companies after equitization,
reorganize the structure and renew the human resource policy is top priority to stabilize the
organization and create prerequisites for development later. Besides, SZB also has some
characteristics in its human resource. The member of board of directors was appointed
from various subsidiaries of Sonadezi Corporation. Similarly, although the majority of
employees are former employees, there also has several employees were transferred from
other subsidiaries of Sonadezi before equitization.
This research analyzes the company’s situation with available information and data
gathered from various sources in order to determine the faced problems and explain
ongoing solutions in the human resource management of SZB after first year
equitization. The research also generates several possible solutions to settle newly arising
problems and recommends a strategic of human resource management (HRM) for the
company in long-term base on the viewpoint HRM strategy is matched to business strategy. |