Unproductive project management process in ITC-HCM

Abstract

Employee turnover places a lot of difficulties towards organizations in terms of new recruitment, training, organization, costs and so on. Voluntary turnover behaviors can be initiated by low job satisfaction, especially in state-own organizations. ITC-HCM is one of state-owned organizations located in Ho Chi Minh city and facing abnormally high turnover rate among skilled engineers. To investigate the situation as well as the main causes for engineer turnover, a number of in-depth interviews were conducted with departing employees and relevant co-workers. The results of these interviews reveal the main causes for their departure, which involves leadership style, project management, work environment, compensation and benefits, work morale. To have broad views of the turnover situation in state-owned petroleum firms, a number of previous academic theories have been applied to make a cause-effect diagram for the turnover issue. By evaluating and verifying each cause, researcher could locate the core problems leading to the high turnover rate. Though the reasons for employees are diverse and varied from employees to employees, for the company, the most critical problems of the state-owned company is “Unproductive project management process” which involves loose management, unclear task assignments and too much reporting system. The suggentio for improvement are 1) to apply project management technology for the company, which also enables team communication and progress tracking, and 2) to hire consultancy service to help construct more productive work process with clear measures and key performance indicators. Action plan and budget are proposed accordingly. The suggestions from researcher are expected to improve the company’s performance in order to help reduce the turnover intention accordingly.