Luận án Nghiên cứu các nhân tố tác động đến việc tranh chấp lao động – trường hợp các doanh nghiệp FDI từ Hàn Quốc tại Việt Nam

employees are frustrated and have negative feelings because their problems cannot be solved, leading to tense disputes which can cause strikes. In fact, this situation was experienced by the author during serious TC while working for the company D in Quang Ngai. After the TC, Company D no longer had TC because of the introduction of employees’ touchpoints and regular staff-management meetings. So, the solutions that the author proposed to employees, CD, employers, and the state can be evaluated as practical solutions to suppress the occurrence of TC at Korean FDI firms in Vietnam. 6.3. Managerial implications and recommendations The research conclusions reveal that all seven factors impact on occurrence of TC at Korean FDI firms in Vietnam. Based on the research conclusions and discussions, the author developed some managerial implications and recommendations as below. 138 | P a g e 6.3.1. For the State and regulatory agencies The author suggests the role of the State and regulatory agencies to reduce the occurrence of TC and provide a stable environment for industrial relations. Firstly, it is the Government that both sets the labor laws and plays the role in State management of industrial relations, at the same time, participates in harmonising interests between the parties, protecting national and community interests. Vietnam’s economy is growing constantly, in addition, industrial relations is becoming increasingly complicated in the socialist-oriented market economy. In the context of such urgent need, the labor laws should be regularly studied (Jie Shen, 2007; Jeoung, 2009; Duong Van Sao, 2009; Pham Thi Bich Hao, 2012), analysed and forecasted to define, amend and supplement regulations in accordance with the new reality. In the recent COVID-19 pandemic, there was no detailed provision of the “3 tại chỗ” policy, no specific regulations such as whether the government supports, the level of wages paid to workers, use of annual leave, etc. Without the detailed provisions, cause of “3 tại chỗ” policy, there was confusion among regulatory agencies, firms and employees. It is the typical example of laws and regulations which have not been properly reflected the new reality. To avoid this situation happening, the State and regulatory agencies continuously research, analyze and forecast labor laws to define, amend and supplement regulations in accordance with the new reality. Secondly, During the period of economic development, the labor law is also amended to suit the new situation. Normally, employees have unfavorable conditions to promptly grasp the newly issued regulations to know how to defend their interest lawfully and comply with the law. Therefore, the Stage and Government agencies need to periodically organise seminars, training sessions, meetings, exchanges and discussions with employees, to answer and solve their questions and problems, build the close relationships with employees, guide employees through the necessary procedures for and regulations on payment according to regimes and policies. Employers should create favorable conditions for employees to attend seminars and training sessions. The fact that employees understand and comply with the law facilitates the employers’ management and operation of production and business. 139 | P a g e As per reviewed in the previous studies such as Jeremy Brecher (2000), Jie Shen (2008), Duong Van Sao (2009), Jeoung (2009), Lee et al.(2010), Vuong Vinh Hiep (2014) including the author’s own research results, there are many TC caused by employees’ low perception of laws. In other words, the educational level of the employees is low, they do not have a good understanding of the labor law, thus they are confused in negotiating with the employers to find a reasonable solution when some conflicts arise. Therefore seminars, training sessions, meetings, exchanges and discussions with employees should be periodically organized by the State and regulatory agencies. Finally, The supervision of the observance of the minimum wage increases should be reinforced, and the payment of Tet bonus to employees should be reported. After the minimum wage is issued by the government, some enterprises still deliberately fail to follow, or increase salary but cut allowances of employees. The local Departments of Labor need to reinforce their monitoring of observance of the minimum wage by enterprises and use strict enforcement upon detecting any violations. In the ending period of each year, the local Departments of Labor send written requests to the enterprises for reporting the payment of year-end bonuses. Besides a number of enterprises with good observance, many companies oppose such request. State management agencies need to take strict measures to force such opposing enterprises to comply, even impose the forms of sanctions if deemed necessary (Vuong Vinh Hiep, 2014). After the local Departments of Labor receive the comprehensive plans for payment of Tet bonuses from enterprises, the intended action plan consists of the preparations to prevent conflicts and disputes in enterprises without the intention of setting up such plans or imposing the low-level bonuses that make employees dissatisfied. Also, bonus- associated labor dispute and strike prevention includes working with and finding out the difficulties and problems of the employers, meeting and listening to employees’ thoughts and aspirations. Eventually, the local Departments of Labor and the upper level CD coordinates with the CD of enterprises and employers to organise employees’ conferences to discuss and seek harmonious solutions. 6.3.2. For employers and firms As confirmed in this thesis, there are still a lot of labour disputes caused by economic reasons in Korean FDI firms. Thus, the author makes some suggestions to the employers who can directly solve the employee’s economic reasons as follows. 140 | P a g e Firstly, although employees and employers have differences and contradictions in economic objectives, the only thing they have in common is the desire for effective production and business of enterprises. The positive growth of an enterprise leads to an increase in its employer’ profit, stable business and production and employees’ long-term jobs and high income. Employers need to pay attention and care for employees’ life so that employees commit to enterprises, feel secure in working and production, contribute to improving productivity and product quality, and bring the yields to enterprises (Kim, 2019). Employers shall regularly update the information to ensure that the level of income of employees is consistent with the minimum living standard of them, the salary and allowances that the employers pay to the employees are equal to or higher than the minimum living standard. In addition to paying fully all kinds of insurance for employees and deducting CD fees, employers need to pay attention to and facilitate the organization of tours and art-physical activities for employees. Besides, companies’ employee benefits should be elaborated and publicised locally. Secondly, Working conditions and environments in enterprises are very important to employees. When employees are assured of working conditions and have a comfortable working environment in enterprises, their productivity will increase, they are more attached to enterprises, and industrial relations between them and their employers are better and more harmonious (Jie Shen, 2008; Kwon, 2010; Beissenova et al., 2013; Do & Broek, 2013; Kim et al., 2014; Kim, 2019). From the very first day of establishment and operation of enterprises, the employers need to provide, create and perfect the working conditions and environment for employees in the enterprises. After a long time of production and business, facilities and equipment will deteriorate and be damaged, employers need to pay attention to repairing, improving and upgrading the same in order to ensure that employees have good working conditions and environment in enterprises at all times. Thirdly, At the beginning of establishment, FDI firms need to employ foreign managers and workers to build facilities, install and operate equipment and machines, provide technical and production technology guidance. Each investor needs to set out the roadmap for technology transfer, recruitment and training of Vietnamese employees to replace foreign technicians and managers. After a certain period of operation, the investor needs to limit and reduce the number of foreign managers in order to not only reduce the cost of wages and other expenses but also prevent conflicts between foreign managers and 141 | P a g e Vietnamese employees due to differences in culture and language (Clarke, 2006; Lee & Kim, 2010; Kwon, 2010; Nguyen Hoang Anh, 2012; Chae, 2013; Kim 2019). Fourthly, The relationship between the CD and employers is very important, affecting the effectiveness of business and production of enterprises, directly affecting the employers’ interests, employees’ life, jobs and wellbeing (Vuong Vinh Hiep, 2014). In fact, the production and business of the enterprises is likely ineffective, and employees and the employers cannot achieve the significant benefits unless the relationship between the CD and employers is based on the mutual support in the organization of the implementation of functions and tasks of each party. The employers shall be aware that without CD, industrial relations between employees and employers are not progressive and well- developed, employees’ collective cannot united and solid with a high sense of discipline and industrial manners and healthy lifestyle. Therefore, employers wishing to grow production and business and gain numerous profits shall pay attention to coordinating and facilitating CD’ fulfilment of their functions. Fifthly, Although employers are not unconscionable exploiters as before, some themselves are not aware of their social responsibilities. Most of the employers of FDI firms work in Vietnam mainly for short and medium-term profits, and conduct the production and business by outsourcing contracts of holding companies in the home countries (Kim, 2019). When finding that the outsourcing price is reduced in proportion to the highly competitive price level of the low-cost labor market in the region and the world, a holding company with reduced competitiveness will move its subsidiary to other countries with cheaper labor costs. A firm has targets short-term profits. But the firm should recognize the need for increased awareness of CSR, remembering that there are TC caused by employers’ failure to fulfil CSR, and recognizing that when they invest in a region, it is time to engage in activities related to social responsibility in that region. Finally, as presented as a case in this thesis that revealed the importance of communication, it was confirmed that when employees had a problem or a question, they could not obtain information or seek advice to solve it (Vuong Vinh Hiep, 2014; Kim, 2019). In particular, this point is directly related to the cause of the TC at the company where the author worked, so the author suggests a more specific solution as follow. During working at the firms, the employees have questions or inquiries about regimes according to policies, wages, working hours... When the employees cannot access the information, 142 | P a g e sending text messages or calling, mailing via suggestion boxes, or communicating via CD’ staff is preferred. Sometimes, employees can receive answers through their direct managers, CD’ staff, or notice boards and communication systems of their companies. However, these one-way communication methods make employees passive as they have no right to give feedback, explain and communicate. Over time, the employees are frustrated and have negative feelings because their problems cannot be solved, leading to tense disputes which can cause strikes. Employers need to set up employee touch-points with the presence of representatives of the human resources department and CD. In addition, the authorised employer representatives shall participate in direct dialogues in order to immediately solve problems arising from employees. In addition, when the employers are aware of problems from the employees’ collective, they are required to proactively meet and work with the employees and workers in order to prevent strikes. 6.3.3. For trade unions In the conclusion, the author found that the biggest cause of TC at Korean FDI firm was CD factor. Only two or three previous research papers have mentioned the important role of CD. Vietnamese employees are also aware of the limitations of individual negotiations for the company’s policies, salary increases, and etc. Now, they are focusing on stronger collective agreements, but the limited organizational and managerial capacity of the CD cannot gain employees’ trust, resulting in actions at their own discretion. Their dissatisfaction with the role of the CD can be an important factor that leads to TC occurrence (Duong Van Sao, 2009; Jeoung, 2013b; Vuong Vinh Hiep, 2014). Then, in more detail, the author would like to suggest what CD should recognize and practice as follows. Firstly, The CD needs to be capable of actually representing employees in negotiation, arrangement and agreement with the employers on specific issues such as formulation of the salary scale, labor norms, bonuses, mid-shift meal allowances (Vuong Vinh Hiep, 2014). Upon signing collective bargaining agreements, it is necessary to propose benefits higher than the levels stated in provisions of the Labor Code, and at the same time, demonstrate the benefits of signing and implementing the collective bargaining agreements to the employers. The sense of responsibility of the CD’ staff shall be constantly strengthened and improved. CD’ staff need to be aware of the importance of the employee representation role. The fact that the employees cannot express their desires to 143 | P a g e their sole supporter, the CD likely leads to their frustrations as one of the significant causes of the illegal TC. Therefore, the structure of the Executive Committee of any CD needs to involve comprehensively all departments in the enterprise in order to protect the rights and interests of employees more closely and effectively. Secondly, The CD of firm, in addition to protecting the rights and interests of employees and acting as the bridge between the employees and the employers in building the harmonious and stable industrial relations (Jeoung, 2013b). The CD’ staff working in the firm and knowledgeable about the organizational structure and management system in the firm, need to promptly provide useful information to the employees in order to create favorable conditions for training and propaganda to raise employees’ awareness of their rights and obligations during their service at the firm, and impart necessary information to the employers. Finally, the CD must understand the psychology and feelings of the employers in order to take appropriate measures in establishing the industrial relations, introduce and explain the benefits from the CD to the firms to the employers (Vuong Vinh Hiep, 2014). In order to build the harmonious and stable industrial relation in firm, in addition to protection of the rights and interests of employees, the CD needs to actively build the friendly and close relationships with employers. Thanks to such relationship, the CD is able to explain and persuade the employers to fulfil the insurance payment and funding for the employees and remind the care for the employees’ life. In addition, the CD can also assist employers in complying with and enforcing Vietnamese laws in term of corporate governance. 6.3.4. For employees The author makes some suggestions for the employees who are the main subjects of TC occurrence. As mentioned above, most of the TC were due to the lack of understanding between employers and employees, therefore, employees need to see themselves objectively, the environment they are working in. Firstly, the lack of legal knowledge and self-improvement are the likely causes of employees’ frustrations, which lead to TC (Jeoung, 2009; Do Quynh Chi et al., 2009; Lee et al., 2010). Therefore, employees should strive to study and improve their qualifications and skills and have long-term involvement in work. The employees should be, at all times, self-aware of acquiring legal knowledge, learning and improving industrialised manners, 144 | P a g e observing the labor law and corporate rules. Employees need to attend training sessions and seminars on labor laws and occupational safety and health, actively participate in CD’ activities to grasp their own legal and legitimate rights and interests. Secondly, the fact that employees participate in the social network of their compatriots or others in their accommodation is useful to exchange work experience or assist one another in daily life (Chae, 2013). The author judges that this is the most important point in minimizing the occurrence of TC. In case of their frustrations in daily work, employees need to boldly and promptly complain about their concerns. The staff of CD must be the first place to receive complaints, then, exchange, discuss, and communicate them to employers. Employees should frankly present their recommendations, suggestions and thoughts during but not after the conferences, talkshows and collective bargaining sessions to avoid causing the confusion and disturbance to other workers and employees. The employees should know how to take advantage of the CD’ functions and powers in protecting employees’ rights and interests. Employees themselves should also grasp the current situation of the enterprises where they work in order to give appropriate responses and opinions. An individual employee is lonely and has a low position, but a collective of employees has remarkable power and strength. Finally, even though the CD represents the rights of employees, there are many cases where the employees are not interested in the election of CD staff (Vuong Vinh Hiep, 2014). The employees should select a right staff of CD who not only successfully represent, take care of and protect the legal and legitimate rights and interests of the employees, but also pay attention to the interests of the employers to facilitate the stable operation and development of the firms. The majority of employers are willing to receive opinions from employees through staff of CD, but each of them seldom gives opinions. This is because they themselves hesitate to communicate with employers and set a gap. At the same time, some of them believe that their employers are unwilling to receive and deal with recommendations of employees. Therefore, choosing staff of CD who operate actively and effectively lays the foundation for the promotion of enterprises’ production and businesses, stabilisation of employment and high incomes for employees to make their life better. As above suggestions, the author presented some implications to the State, employers, CD and employees. The author hopes that such suggestions will help effective 145 | P a g e human resource management and help limit and reduce the occurrence of TC in Korean FDI firms in the near future. 6.4. Limitations and directions for future research Despite the efforts by the author during the research process, there are some existing limitations as follows. Firstly, under the limited scope of time and place, the author only focused on rather large Korean FDI firms in large industrial zones which are characterised by different influencing factors in comparison to those of small and medium Korean firms in other regions. Therefore, the generalisation of their findings is to some extent limited. Secondly, psychological factors can drive the results of the thesis. The responses of workers to the questionnaire heavily depend on their interests and understanding. The engagement and commitment to the questionnaire differs from one employee to another; some employees are highly serious about the questionnaire while others neglect the importance of questionnaire. Also, non-managerial employees are easily influenced by the crowd psychology. They produce their responses similar to the responses by their workmates. Therefore, the accuracy of data is affected. Since this thesis examined the factors affecting TC in the context of Korean FDI firms in Vietnam, it is recommended that a comparison between how Korean FDI firms and other FDI firms from other countries settle TC may be an interesting area of research. The following research should examine the similarities and differences in the way of TC prevention and settlement of Korean FDI firms and other FDI firms from other countries, and cultural impacts on the way of TC prevention and settlement of Korean FDI firms and other FDI firms from other countries. 146 | P a g e THE AUTHOR’S PUBLISHED ARTICLE LISTS STT Tên công trình Tên tạp chí Số/năm Đồng tác giả 1 The current situation and factors influencing labor disputes at Korean FDI in Vietnam The Vietnamese Studies Review (ISSN: 2005- 5331), South Korea 17(01), 2019 Không có (tác giả một mình) 2 An empirical research on factors influencing of labor disputes at Korean FDI in Vietnam The international conference on management and business (ISBN: 978- 604-84-4583-6, COMB2019), Vietnam 01, 2019 Nguyen Truong Son, Nguyen Phuc Nguyen 147 | P a g e 3 Factors influencing labor disputes at Korean FDI in Vietnam Tạp chí Công thương (ISSN: 0866-7756), Vietnam 23, 2021 Không có (tác giả một mình) 4 Các nhân tố ảnh hưởng đến tiêu dùng sản phẩm sữa của công ty cổ phần sữa Việt Nam tại thị trường Thành phố Hồ Chí Minh The Vietnamese Studies Review (ISSN: 2005- 5331), South Korea 18(02), 2020 Không có (tác giả một mình) 5 Nghiên cứu các nhân tố tố ảnh hưởng đến quyết định mua mỹ phẩm Hàn Quốc của nữ giới tại Thành phố Hồ Chí Minh The Vietnamese Studies Review (ISSN: 2005- 5331), South Korea 19(02), 2021 Không có (tác giả một mình) REFERENCES Ahmad, Ahsan & Carmen, Pages (2009). 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International Journal of Project Management, 26(7), 713-725. Young, R. & Jordan, E. (2013). Top management support: almost always necessary and sometimes sufficient for success. International Journal of Project Management, 31(7), 943-957. 155 | P a g e APPENDIX Appendix – 1: Questionnaire Dear respondents, I would like to enlist your help. I have been pursuing a Doctorate Program at (Da Nang University of Economics). I am conducting a survey for my doctorate dissertation on labor disputes at the Korean invested manufacturers in Vietnam. The survey should only take about maximum 15 minutes of your time. Your answers are anonymous, so DO NOT put your name on the survey. I am appreciative of your helping me finish this questionnaire. I hereby confirm that all your responses are for study purposes alone and your personal information is kept confidential. If you have any questions related to this survey, please do not hesitate to contact me at taekyu_kim@outlook.com Thank you for your time and cooperation. Sincerely Part 1: Background information Please read carefully each question item below and put a tick () for your answer. 156 | P a g e 1. What is your gender? (1) Male (2) Female 2. What is your marital status? (1) Single (2) Married 3. What is your age bracket? (1) Under 18 years old (2) 18-25 years old (3) 25-40 years old (4) 40-55 years old (5) More than 55 years old 4. What is your education level? (1) Primary & secondary (2) Diploma (3) Bachelor (4) Higher education (5) Others (specify) 5. How many years have you worked? (1) Less than 3 years (2) 3-5 years (3) 5-7 years (4) 7-10 years (5) More than 10 years 6. What is your job level? (1) Full-time workers (2) Line managers (3) Administrative staffs (4) Senior managers 7. Where are you from? (1) Northern Vietnam (Thanh Hoa – Ha Noi) (2) Central Vietnam A (Hue – Nghe An) (3) Central Vietnam B (Khanh Hoa – Da Nang) (4) Southern Vietnam (Incl. HCMC) 8. What is your average wage? (VND per month) 157 | P a g e (1) Less than 3 million (2) 3-5 million (3) 5-7 million (4) 7-10 million (5) More than 10 million Part 2: Main questions Please read carefully each question item below and put a tick () for your answer depending on the following scale: (1) Strongly disagree (2) Disagree (3) Neutral (4) Agree (5) Strongly agree Do you agree that the following items affect the occurrence of labor disputes? No Code Items (1) (2) (3) (4) (5) Labor-related factor (LD) 9 LD1 Educational level of employees 10 LD2 Lack of problem-solving skills of employees 11 LD3 Employees’ perception of the law 12 LD4 Unstable economic situation of migrant employees 13 LD5 Request of the employee’s hometown or same accommodation friends for strike participation 14 LD6 Employees’ perception that strikes are the most effective way to ensure employees’ rights Trade union related factor (CD) 15 CD1 Lack of care and support for the lives of employees by trade union officials 16 CD2 Lack of trade unions’ duties in the collective bargaining 17 CD3 The union’s inability to deal with labor issues 18 CD4 Trade union activities are not related to protecting employees’ rights 19 CD5 Unclear use of union fees 20 CD6 The union’s bad relationship with the employer 21 CD7 The trade union officials’ inadequate communication with employees Manger-related factor (NSLD) 22 NSLD1 Managers’ lack of respect for the rights and interests of employees 23 NSLD2 The failure of resolving issues by managers 24 NSLD3 Managers’ management style and skills Company related factor (DN) 25 DN1 The bad and unsafe working conditions 26 DN2 Poor meals and hygiene for employees 158 | P a g e 27 DN3 High working pressure of employees 28 DN4 Lack of company insurances for employees 29 DN5 Dissatisfaction with the corporate culture 30 DN6 Lack of harmony and solidarity in the working environment Labor-living related factor (SHLD) 31 SHLD1 Low wages compared to the cost of living 32 SHLD2 Irregular wage payment 33 SHLD3 Dissatisfaction with the pay structure 34 SHLD4 Dissatisfaction with the welfare policies 35 SHLD5 Insufficient pay for labor intensity 36 SHLD6 Lack of benefits such as accommodation, transportation or fuel costs 37 SHLD7 Lack of transparency and unfairness of promotion system Internally environmental factor (MTN) 38 MTN1 Dismiss a large number of employees 39 MTN2 Factory relocation 40 MTN3 Lack of communication across teams or individuals 41 MTN4 Lack of communication on labor issues with foreign managers 42 MTN5 Cultural differences (such as language barriers, working styles) 43 MTN6 Complicated and unclear process for resolving labor issues 44 MTN7 Absence of internal regulations to resolve labor issues Externally environmental factor (MTNG) 45 MTNG1 Poor diplomatic relationships between Vietnam and neighboring countries 46 MTNG2 Overall relationship between Vietnam and Korea 47 MTNG3 Lack of practicality of current labor laws 48 MTNG4 Absence of CSR policy 49 MTNG5 Weak commitment to CSR and employer participation Labor Disputes (TC) 50 TC1 Trends in the frequency of labor disputes 51 TC2 Violation of rights and benefits of employees 52 TC3 Employee complaints about requirements and claims 159 | P a g e Appendix – 2: Questionnaire (tiếng Việt) Xin chào Anh/Chị, Tôi mong nhận được sự giúp đỡ của anh chị trong việc hoàn thành bảng hỏi sau. Tôi đang thực hiện nghiên cứu cho việc hoàn thành luận án tiến sỹ tại Trường Đại học Kinh Tế - Đại học Đà Nẵng với chủ đề “Nghiên cứu các nhân tố tác động đến việc tranh chấp lao động – Trường hợp các doanh nghiệp FDI từ Hàn Quốc tại Việt Nam”. Mục đích của bảng hỏi này để tìm hiểu mức độ thường xuyên và nghiêm trọng của các tranh chấp lao động và các yếu tố ảnh hưởng đến việc Anh/Chị tham gia vào tranh chấp lao động tại công ty Hàn Quốc mà Anh/Chị đang làm việc. Bảng hỏi này dự kiến kéo dài từ 15 đến 20 phút để hoàn thành. Các thông tin sẽ được giữ kín nên Anh/Chị không cần điền tên vào bảng hỏi. Tôi cam đoan những thông tin Anh/Chị cung cấp sẽ được bảo mật và chỉ phục vụ cho mục đích nghiên cứu. Sự tham gia của Anh/Chị sẽ giúp cho cuộc nghiên cứu được thành công. Nếu anh chị có bất cứ câu hỏi gì về nghiên cứu này có thể liên hệ với người nghiên cứu qua địa chỉ email taekyu_kim@outlook.com Rất mong nhận được sự hợp tác từ Anh/Chị. Chân thành cảm ơn! 160 | P a g e Phần 1: Thông tin cá nhân Đọc kỹ câu hỏi và tích vào lưa chọn của Anh/Chị. 1. Giới tính (1) Nam (2) Nữ 2. Tình trạng hôn nhân (1) Độc thân (2) Có gia đình 3. Độ tuổi (1) Dưới 18 tuổi (2) 18-25 tuổi (3) 25-40 tuổi (4) 40-55 tuổi (5) Hơn 55 tuổi 4. Trình độ giáo dục (1) Tôt nghiệp THCS (2) Tốt nghiệp THPT (3) Cử nhân (4) Sau đại học (5) Khác (cụ thể:.) 5. Anh/Chị đã làm việc cho doanh nghiệp Hàn Quốc bao nhiêu năm? (1) Ít hơn 3 năm (2) 3-5 năm (3) 5-7 năm (4) 7-10 năm (5) Hơn 10 năm 6. Vị trí làm việc của Anh/Chị là gì? (1) Công nhân (2) Quản đốc xưởng (3) Nhân viên hành chính (4) Quản lý 7. Quê của Anh/Chị là ở đâu? (1) Các tỉnh miền Bắc (Thanh Hóa - Hà Nội) (2) Các tỉnh miền Trung A (Huế - Nghệ An) (3) Các tỉnh miền Trung B (Khánh Hòa – Đà Nẵng) 161 | P a g e (4) Các tỉnh miền Nam (bao gồm T/p. HCM) 8. Mức lương tháng trung bình của Anh/Chị (VND) (1) Ít hơn 3 triệu (2) 3-5 triệu (3) 5-7 triệu (4) 7-10 triệu (5) Hơn 10 triệu Phần 2: Câu hỏi chính Hãy đọc kỹ các câu hỏi dưới đây và tích vào lựa chọn của bạn dựa theo thang sau: (1) Rất không đồng ý (2) Không đồng ý (3) Trung lập (4) Đồng ý (5) Rất đồng ý Anh/Chị, có đồng ý rằng mục liệt kê dưới đây có ảnh hưởng đến việc xảy ra tranh chấp lao động không? STT Mã Ý kiên (1) (2) (3) (4) (5) Nhân tố người lao động (LD) 9 LD1 Trình độ học vấn của người lao động 10 LD2 Thiếu kỹ năng giải quyết vấn đề của người lao động 11 LD3 Nhận thức của người lao động về luật pháp 12 LD4 Tình hình kinh tế không ổn định của người lao động nhập cư 13 LD5 Yêu cầu quê quán của người lao động hoặc bạn bè cùng chỗ ở để tham gia đình công 14 LD6 Nhận thức của người lao động rằng đình công là cách hiệu quả nhất để đảm bảo quyền lợi của người lao động Nhân tố công đoàn (CD) 15 CD1 Cán bộ công đoàn thiếu quan tâm, giúp đỡ đời sống người lao động 16 CD2 Thiếu trách nhiệm của công đoàn trong thương lượng tập thể 17 CD3 Công đoàn không có khả năng giải quyết các vấn đề lao động 18 CD4 Các hoạt động của công đoàn không liên quan đến việc bảo vệ quyền của người lao động 19 CD5 Sử dụng không rõ ràng phí công đoàn 162 | P a g e 20 CD6 Mối quan hệ xấu của công đoàn với người sử dụng lao động 21 CD7 Cán bộ công đoàn ít giao tiếp với người lao động Nhân tố người sử dụng lao động (NSLD) 22 NSLD1 Người quản lý thiếu tôn trọng quyền và lợi ích của người lao động 23 NSLD2 Sự thất bại trong việc giải quyết các vấn đề của người quản lý 24 NSLD3 Phong cách quản lý và kỹ năng quản lý của người quản lý Nhân tố doanh nghiệp (DN) 25 DN1 Điều kiện làm việc tồi tệ và không an toàn 26 DN2 Bữa ăn và an toàn vệ sinh kém cho người lao động 27 DN3 Áp lực làm việc cao của người lao động 28 DN4 Thiếu bảo hiểm công ty cho người lao động 29 DN5 Bất mãn với văn hóa doanh nghiệp 30 DN6 Thiếu hài hoà và đoàn kết trong môi trường làm việc Nhân tố đời sống lao động (SHLD) 31 SHLD1 Mức lương thấp so với chi phí sinh hoạt 32 SHLD2 Thanh toán tiền lương không chính quy 33 SHLD3 Không hài lòng với cơ cấu trả lương 34 SHLD4 Bất mãn với các chính sách phúc lợi 35 SHLD5 Không đủ lương cho cường độ lao động 36 SHLD6 Thiếu các lợi ích như chỗ ở, phương tiện đi lại hoặc chi phí nhiên liệu 37 SHLD7 Việc thăng chức thiếu minh bạch và không công bằng Nhân tố môi trường nội bộ (MTN) 38 MTN1 Sa thải một số lượng lớn người lao động 39 MTN2 Di dời nhà máy 40 MTN3 Thiếu giao tiếp giữa các nhóm hoặc cá nhân 41 MTN4 Thiếu giao tiếp về các vấn đề lao động với các nhà quản lý nước ngoài 42 MTN5 Sự khác biệt về văn hóa (như rào cản ngôn ngữ, phong cách làm việc) 43 MTN6 Quá trình giải quyết các vấn đề lao động phức tạp và không rõ ràng 44 MTN7 Không có quy định nội bộ để giải quyết các vấn đề lao động Nhân tố môi trường bên ngoài (MTNG) 45 MTNG1 Mối quan hệ ngoại giao không tốt giữa Việt Nam và các nước lân cận 46 MTNG2 Mối quan hệ chung giữa Việt Nam và Hàn Quốc 47 MTNG3 Thiếu tính thực tiễn của luật lao động hiện hành 48 MTNG4 Không có chính sách trách nhiệm xã hội của doanh nghiệp 163 | P a g e 49 MTNG5 Cam kết yếu kém đối với trách nhiệm xã hội của doanh nghiệp và sự tham gia của người sử dụng lao động Tranh chấp lao động (TC) 50 TC1 Xu hướng về tần suất xảy ra tranh chấp lao động 51 TC2 Vi phạm quyền và lợi ích của người lao động 52 TC3 Sự không hài lòng của người lao động với các yêu cầu Appendix – 3: Pilot Survey Reliability Analysis Results Code Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item- Total Correlation Cronbach's Alpha if Item Deleted Cronbach’s Alpha of labor-related factor (LD): 0.809 LD1 17.80 6.993 .550 .796 LD2 17.80 6.993 .550 .796 LD3 17.80 6.993 .550 .796 LD4 18.53 3.982 .823 .719 164 | P a g e LD5 18.53 3.982 .823 .719 LD6 17.70 6.700 .471 .800 Cronbach's Alpha of trade union factor (CD): 0.949 CD1 21.50 6.259 .858 .939 CD2 21.53 6.051 .926 .933 CD3 21.53 6.051 .926 .933 CD4 21.53 6.051 .926 .933 CD5 21.97 7.068 .469 .969 CD6 21.67 6.023 .855 .939 CD7 21.67 6.023 .855 .939 Cronbach’s Alpha of manager-related factor (NSLD): 0.977 NSLD1 8.67 1.471 .913 1.000 NSLD2 8.73 1.168 .982 .945 NSLD3 8.73 1.168 .982 .945 Cronbach’s Alpha of company-related factor (DN): 0.920 DN1 20.43 4.944 .773 .906 DN2 20.40 4.524 .801 .903 DN3 20.27 4.823 .685 .919 DN4 20.30 5.321 .746 .912 DN5 20.33 4.644 .871 .892 DN6 20.27 4.823 .802 .901 Cronbach’s Alpha of labor-living related factor (SHLD): 0.896 SHLD1 26.13 6.120 .767 .873 SHLD2 26.17 6.075 .781 .871 SHLD3 26.23 6.254 .699 .881 SHLD4 26.33 6.437 .647 .887 SHLD5 26.40 5.628 .815 .866 SHLD6 26.57 6.737 .490 .904 SHLD7 26.37 6.102 .698 .881 Cronbach’s Alpha of internally environmental factor (MTN): 0.941 MTN1 25.23 4.254 .860 .927 MTN2 25.23 4.254 .860 .927 MTN3 25.43 4.944 .730 .939 MTN4 25.47 5.154 .677 .943 MTN5 25.43 4.944 .730 .939 MTN6 25.30 4.286 .911 .922 MTN7 25.30 4.286 .911 .922 Cronbach’s Alpha of externally environmental factor (MTNG): 0.828 MTNG1 15.67 1.885 .545 .816 MTNG2 15.60 1.766 .590 .806 MTNG3 16.07 1.995 .537 .817 MTNG4 16.13 1.706 .732 .762 MTNG5 16.13 1.706 .732 .762 165 | P a g e Cronbach’s Alpha of labor disputes (TC): 0.950 TC1 8.87 .947 .896 .927 TC2 8.83 .902 .948 .887 TC3 8.83 .971 .845 .966 Source: Analyzed by the author