Unit 11: Research Project Submission

ASSIGNMENT 2 FRONT SHEET
Qualification BTEC Level 5 HND Diploma in Business
Unit number and title Unit 11: Research Project
Submission date 29/12 Date Received 1st submission
Re-submission Date Date Received 2nd submission
Student Name Le Duc Huy Student ID GBD1845
Class GBD0704 Assessor name Van Hung
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I certify that the assignment submission is entirely my own work and I fully understand the consequences of p
that making a false declaration is a form of malpractice.
Student’s signature huy
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Table of Content
I. Introduction ................................................................................................................................................................ 4
II. LITERATURE REVIEW ................................................................................................................................................... 5
Conception .......................................................................................................................................................................... 5
III. Hypothesis and Research Model ............................................................................................................................ 6
Table 1: The descriptive statistics .................................................................................................................................... 10
Table 2: The Cronbach’s alpha. ........................................................................................................................................ 10
Table 3:The Exploratory Factor Analysis (EFA). ............................................................................................................... 10
Table 4:Model fit indices .................................................................................................................................................. 12
Table 5:The measurement model .................................................................................................................................... 13
Table 6:Discriminant validity ............................................................................................................................................ 13
Table 7: Structural paths assessment and hypothesis test ............................................................................................. 14
V. Conclusion ................................................................................................................................................................. 14
Limit ................................................................................................................................................................................... 15
VI. Implementation .................................................................................................................................................... 15
VII. Reference: ............................................................................................................................................................. 17
Appendix ........................................................................................................................................................................... 18
List of table
Attracting Talents ................................................................................................................................................... 6
Hypothesis 1 .......................................................................................................................................................... 6
Deploying Talents ................................................................................................................................................... 7
Hypothesis 2 .......................................................................................................................................................... 7
Retaining Talents .................................................................................................................................................... 7
Hypothesis 3 .......................................................................................................................................................... 7
Planning ................................................................................................................................................................. 8
Hypothesis 4 .......................................................................................................................................................... 8

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I. Introduction
Talent management is a comprehensive strategy for recruiting, training, employing and maintaining good
employees in the business. Talents are good people, with outstanding potential in an organization, an
enterprise, a field of business. ( Dooher & Marting, 1957 ) Organizations need to invest in proper utilization of
the talent for the advantage of the organization. In other words, organizations need to “Manage Talent”.
According to TS. John Sullivan 2019, in the top 4 of the world's leading accounting and auditing companies
including Ernst & Young, KPMG, Deloitte, PwC, whichever company has more effective talent management,
the revenue is higher than the rest. 18%. He also found that the senior personnel also bring added value to
the business. For every 1% of talented employees, they bring 10% of total revenue for the business, which is
10 times more than the average employee. And, the top 5% of employees bring 26% of total revenue, which
is nearly 5 times the average employee. The added value of talented personnel has many times changed
compared to the value of the average employee. The reason is:
Firstly, with the rapid development of digital technology and artificial intelligence repetitive, non-creative jobs
will easily be replaced by "robotic process automation". Robot process automation is a comprehensive term
used to define a set of technologies that organizations can use to automate both business and operational
processes. ( Robert E.Lewis, Robert J.Heckman ,2016 )
Second, cloud computing and the internet allow customers to find the best service and price without being
restricted by carriers located in different countries. This also results in the loss of advantages in products and
services due to rapid replication. Thus, businesses will always have to be creative if they want to thrive. And
only talented labor can create this value, so businesses will have to focus on this source of labor. However,
how to recruit highly qualified workers and "retain" them is also a difficult problem, especially when
advancement in information technology can allow them to work remotely - recruiting global.
Specifically, the issue related to Vietnam's aviation industry will be studied in this research paper. Specifically,
Vietjet Air in Da Nang, the participants are the officers and employees specializing in operating and working
in many departments of this company. Even so, engineers from all over the world are mostly Vietnamese.
Moreover, Vietjet Air is also a great English-speaking environment for cultures to exchange and build a vibrant
community. This distribution is made because in Vietnam, Vietjet Air's cultural diversity is very high and
recommendations should be made to prevent future clashes and maintain a comfortable working atmosphere.
roof has been done. A wide range of variables has not been thoroughly studied regarding the diversity of work
cultures. Then, on the basis of theoretical and philosophical structure, arguments will be written in Vietnam
to choose the method. In response to the requirement of the study Managing cultural diversity in the
workplace through a combination of theory and empirical methods, this study will therefore give a different
perspective on the topic. this. And research methodology room. Many scholars have been interested in this
topic, and various assumptions have been made, but they are unable to provide an accurate analysis of the
diversity of cultures. ( Robert E.Lewis, Robert J.Heckman ,2016 )

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The main objective of this study is to use the analysis of Vietjet Air In Da Nang to provide managers with a
better understanding of how cultural diversity is present in the HR department. For one thing, this research
could help managers facing problems find approaches or ways to promote cultural diversity. This assessment
may be influenced by a number of external and internal considerations. It allows in-depth managers to
consider how processes and causes ultimately affect their final decision. This research can be very important
for those interested in discussing more of these topics. Analysis shows that the problems have been identified,
the various factors and solutions for managers and employees are assessed.
The three main questions used for this study can be considered as follows:
1) What are relationship between independent variables and successful talent management ?
2) What is the importance of talent development and the implementation of future plans affect the way talent
is managed ?
This investigation will be about cultural diversity in the working environment, of Vietjet Air in Da Nang.
However, this study does not guarantee the most accurate accuracy because it is located in a company with a
small number of employees, so some of the details in the study will not be strong. Furthermore, the study was
conducted over a two-month period, from November 12, 2020 to December 31, 2020. As there is such a brief
amount of time, it is not feasible for the inquiry to cover and show that the conclusion is right. The findings
can however differ, and this analysis will be split into many sections. The first is about the interpretation of
the thesis, including the basis, reasons for selecting the topic, priorities, research questions, scope, significance
and methodology. Subsequently, all of the terms and Greek relevant to the management of cultural diversity
and concub variables will be clarified in a literature review. Last but not least, research would be used in order
to recognize factors affecting the management of cultural diversity as real or incorrect and draw fair
conclusions in the end.
This research is intended to provide a clearer understanding of how to handle cultural diversity of their
businesses to managers in the organisation. Not only that, but analysis also lets students learn how to perform
surveys and recommend responses to topics that emerge. Last but not least, in order to explore cultural
diversity in the workplace, the research offers information for prospective testers, in this case a small business,
Vietjet Air. Data were gathered for further review without the absence of a crucial element in several different
fields related to cultural diversity. Finally, it can be used to assess Data Analysis, Regression Analysis and
Descriptive Statistics using various approaches.
II. LITERATURE REVIEW
Conception
Although some reasonable definitions of talent management are available, there is still a lack of clarification
about what it essentially means (Lewis and Heckman 2006) and a definite description of talent management

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remains quite tenuous (Hughes &Rog, 2008). Stephenson & Pandit(2008) and several other researchers have
suggested that it is essential for talent management to have the right number of people in the right place at
the right time with the right skill sets and levels of motivation. Others believe that talent management fully
embraces the activities of an organization that attracts, develops, selects and retains (Stahl et al., 2007). Talent
management is characterized by CIPD as the coordinated attraction, distribution, growth and retention of high
potential workers who are perceived to be a certain asset for the company (CIPD, 2009, p. 2). Talent
management is active in all processes of human resource management (HRM) with a particular focus on
recruiting, cultivating and retaining talent (Lewis and Heckman, 2006). In another way, it can be claimed that
talent management covers nearly all facets of the management of human resources (Stewart & Harte, 2010).
Some others define talent management as an agreed and statutory promise to use a consistent, technical and
strategic approach to the management of human resources (Hughes &Rog, 2008). According to Iles et
al.(2010a) and Capelli (2008), talent management and HRM present a correlated theoretical base with
dissimilar analysis. The following graph will illustrate about the factors that put an influence on the managing
cultural diversity at workplace, in this case, at Vietjet Air.
III. Hypothesis and Research Model
Attracting Talents
Hypothesis 1
H1:There is a positive relationship between attracting talents and successful talent management in
Vietjet Air
The attractiveness to prospective expertise relies on the ideals of the company and how the prospective
applicants see the enterprise; it depends on whether the organization holds a high reputation in the new
market in which it exists or only struggles to survive. Therefore, one of the most critical and essential
challenges that can quickly draw external talents is the employer brand. It is clear that all the talents seek
growth and advancement; they cannot find it unless they look for high performance companies, which have
good reputation. This issue can be supported by some researcher’s quotes such as: The invention of an
attractive employer brand is a critical issue in attracting external talent (Iles et al., 2010a). Recruiting the
right people needs proactive HR thinking and Clever entry criteria formulation to pick the right talents (Pruis,
2011). There is a strong link between recruiting external talents and the 'employer image' (Glen, 2007). Some
assume that attracting and retaining talents based on the exclusive-people model are the two basic needs of
talent management (Iles et al., 2010a). Therefore, the first step that the talent management should focuson
is “talent pool”, which can be both internal and external to the organization. Thus, the “employer brand” and
“employee segmentation” is to emphasize on attracting talent management (Iles et al., 2010b) (Iles et al.,
2010b). Talented people join organizations, which they observe to be attractive and add leverage to
themselves (Glen, 2007) (Glen, 2007). Building a superior brand for the company can be very challenging so
the firms should be creative to make a high-quality brand and also they need to have commitment to bring
the best in the organization. Most of the top firms in the world recruit all the time. They look for talents
continuously, it means that they don’t recruit just when a position opens; they recruit when they find a

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talent. It doesn’t mean that they don’t focus on talent development; they may recruit talents whenever
they find them and train within the company for the high positions (Chambers et al., 1998).
Deploying Talents
Hypothesis 2
H2:There is a positive relationship between deploying talents and successful talent management in
Vietjet Air
Usually organizations fail to implement strategic plans. Strategy deployment links strategy plans with
implementation activities. Thefirst thing that organization needs to do before implementing action is
examining the deployment process. In this way, they will be able to examine the feasibility of the deployment
process. Therefore, by putting more attention on the deployment process, organizations are able to
implement strategic plans more effectively. Deploying talent management refers to the organization's
judgment on talent recruiting, positioning and departure. The decision in these phases is therefore crucial and
a skilled boss can make it. Guarino (2007) has launched a "Quick Screen" approach to talent procurement that
coincides with key facets of the job and the skills of the applicant. This approach helps top performers to be
recognized by organizations (Guarino,2007). Deployment may resemble the restoration of a vehicle. There is
no completed product until you have all the parts to complete the vehicle, until you install and repair them in
the right place (Williamson, 2011). Consequently, in every organisation, how to deploy talents in a manner
that follows corporate priorities and individual growth is a critical decision. SMART target setting or Locke's
goal setting can be used by them. SMART refers to a particular, measurable judgment. Locke’s goal setting
theory is very famous and frequently used by studies; is refers to specific goals that are more attainable
than general goals; difficult goals result in greater effort than do easier goals (Morganand Jardin 2010).
Retaining Talents
Hypothesis 3
H3: There is a positive relationship between retaining talents and successful talent management in Vietjet
Air
Because of the economic crisis, employee downsizing and also because of the population figures that suggest
that most eligible US managers retire in 2012, one of the crucial issues of current businesses has been the use
of techniques that protect organisations from information loss. Generation Y, on the other hand, displays little
commitment to its staff and many employees surrender their skills to their headhunting competitors (Whelan
&Carcary, 2011). There are many factors related to the acquisition of talent. Hygiene considerations such as
profit, salary, position that have a direct impact on career success, for example, while career success and
intrinsic benefits indirectly minimize talent loss (Whelan & Carcary, 2011). As stated before, some assume that
talent attraction and retention are the two basic needs of talent management (Iles et al., 2010a). As mentioned
before, some believe that attracting and retaining talents are the two fundamental necessities of talent
management (Iles et al., 2010a). Others say they just need to recruit and grow skills and they don't even pay
attention to the issue of retention. These companies invest in talent, but the talent leaves their organisation

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when it is time to reap returns on their investment. They need to consider that their talents are quitting the
business and finding a solution.
Planning
Hypothesis 4
H4: There is a positive relationship between succession planning and successful talent management in
Vietjet Air.
In succession planning, there are different viewpoints, but nearly all of them have a similar source. Some see
it as a succession planning strategy of recruiting the next executive staff. It is a sufficient pool of proper skills
for in-house recruiting for other groups. Any succession planning is a "future-proofed solution that helps the
company to effectively expand and perform in the future (Hills, 2009). A particular foundation can be found
in these three separate interpretations, which is; "have the right people in the right jobs at the right time"
(Hills, 2009). Hor et al. claimed that succession planning in the next decade has the potential to become the
most basic discipline of all organisations and would be necessary for the future competition of the enterprise.
Succession has now been the main focus of Human Resource Management. Hills claimed that succession
planning is inexorably a combination of purchasing-hiring and building talents in core skills. While buying talent
is extremely costly, its presence is crucial in the currently competitive business demand and is a fast way to
get fresh ideas and skills. In other aspects, though the company can save money and boost job promotion and
participation within the current workforce by building skills, but less incentive to introduce new ideas and
knowledge into the organization (2009). According to various corporate techniques, succession planning has
different meanings (Hor et al., 2010). Forecasting future corporate needs, which is entirely separate from
replacement planning, is the primary focus of organisations that monitor succession planning. Succession
preparation protects the interests of human capital and assures organisations' continuity and
accomplishment. Consequently, some organisations describe preparation for succession as “identification and
development of future leaders”, the others define it as a logical effort to venture leadership necessities, or
to classify a source of high skill and knowledgeable talents. An company should then consider, select and
cultivate skills who are the best candidates for the right positions in leadership. So, they don't have to figure
out who's next, they have to identify high ability according to the necessary preparation and expertise they
need to become a talented manager. They will grow their own skills in this way (Hor et al., 2010).
The author has collected data from a sample given by technology-loving students to experiment with the
model. From December 15 to December 29, the author applies quantitative analysis in the survey process.

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IV. Methodology & Data analysis
The use of quantitative science allows the author to analyze easily by machine processing (AMOS, SPSS).
Process large amounts of data quickly and reliably. Minimize the technology errors that can occur in the data
analysis process with human variables. Sample size in Danang of Vietjet Air. The author only surveyed these
three universities, because these are the places where, compared to other aviation majors in Da Nang,
students with a deeper understanding of the subject are interested. The author believes that the use of survey
analysis on the internet is completely compatible with this study. Online surveys save writers time collecting
and reviewing material, and with this approach they feel relaxed. For online surveys, this method uses
questionnaires in conjunction with Google Format. Consult with Dr. Van Hung Trong, who developed the
questionnaire from the previous research and comparison questionnaire. The offline survey will be based on
more in-depth research questions for people working in Da Nang. Based on response, the author considers
the employee's future interest needs and trends. Therefore, this approach will be useful for this research on
talent management and the role of talent orientation and development as it describes a new research area
in HRM. College students will receive a survey with questions in five different sections: talent management,
Acquisition of talent, talent planning, talent development and deployment. It will process the data. has been
analyzed by SPSS and AMOS programs along with multiple test methods (Cronbach's Alpha, EFA, CFA, SEM)
to find relevant information for the study. The tables will summarize the results by different groups. To test
the research model, it was designed as a questionnaire for data collection. The scores used in the
questionnaire are mainly based on the breadth and form of the previous studies. On a seven-point Likers
Attraction
Deployment
Retention
Succession Planning
Talent
Management

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scale, it examines the composition, strongly disagrees (1) strongly agrees (1) (7). The author obtained 198
responses with a response rate of 86.9 percent from 174 participants. There are 24 responses that have been
ignored for lack of authenticity. 74 men and 98 women were among the respondents.
Table 1: The descriptive statistics
Demographic
profile
Frequency Percent (%) Demographic profile Frequency Percent (%)
Gender:
Male
Female
Total
76
98
174
43.7
56.3
100.0
16-19
19-25
25-30
Over 30
Total
18
120
29
7
174
10.3
69.0
16.7
7
100.0
University
College
High School
Graduated
Over university
Total
127
25
7
15
174
73.0
14.4
4.0
8.6
100
Table 2: The Cronbach’s alpha.
TL AT D P R
Cronbach’s alpha .847 .833 .810 .845 .825
The table above shows that the alpha coefficient of the cultured diversity for the three questions is more than
0.6. All Correction Items (question) Total Conscious Correlation is 0.847, 0.833, 0.810, 0.845, 0.825 greater
than 0.6. Final. Therefore, the three questions of talent management influenced by attraction, innovation and
implementation planning are acceptable to measure talent management.
All factor loads were above the 0.5 threshold. As shown in Table 4, Cronbach's alpha values range from 0.810
to 0.847, with 5 search concepts: TL (Talent Management), AT (Attraction), D (Deployment), P (Plan), R
(Innovation) is internally consistent reliability satisfaction after refinement.
Table 3:The Exploratory Factor Analysis (EFA).

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Component
1 2 3 4 5
TL1 .817
TL2 .762
TL3 .645
TL4 .676
TL5 .642
R1 .774
R2 .830
R3 .602
R4 .767
R5 .659
P1 .586
P2 .722
P3 .728
P4 .764
P5 .744
AT1 .813
AT2 .729
AT3 .713
AT4 .821
D1 .799
D2 .836
D3 .770

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Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 7 iterations.
Based on Table 5, a exploratory factor analysis (EFA) was performed with the aim of reducing and grouping
the Variable items. The basic factors obtained from EFA factor analysis belong to the interdependence
techniques group, that is, there are no dependent variables and independent variables but it is based on the
correlation between the variables. interrelationships. EFA is used to reduce a set of k observations into a set
F (F <k) of more significant factors. The basis of this reduction is based on linear relationships of factors with
primitive variables (observed variables).
The authors Mayers, L.S., Gamst, G., Guarino A.J. (2000) mentioned that: In factor analysis, the method of
extracting Pricipal Components Analysis together with Varimax rotation is the most commonly used method.
According to Hair & CTg (1998, 111), Factor loading (factor load coefficient or factor weight) is the criterion to
ensure the practical significance of EFA. Using the varimax rotation, the latent root criterion 1.0 is used to
include the factor, and the factor load 0.50 is used as the criterion for including items in an element. Then,
these aggregate factors are considered as indicators for measuring a structure. This process can help reduce
the multicore correlation or variance, error between indicators in the assert factor analysis of the
measurement model. Such errors should be avoided as much as possible in structural equation modeling
processes (Bollen, 1989). In addition, the factors in the Exploratory Factor Analysis gathered into 5 groups TL,
AT, R, P, D corresponding to values above 0.5. Section P4 is deleted to meet the requirements of the EFA test.
Table 4:Model fit indices
Model fit indice Cmin/df CFI GFI AGFI RMSEA TLI
Recommended
value
<3 >.8 >.7 >.7 <.08 >.8
Obtaine 1.703 .929 .862 .822 .064 .916
To estimate the suitability of the measurement model, 6 metrics compatible with the common model are used
in Table 6: (1) chi-square/degree of freedom (v2/df), (2) index comparative conformity (CFI), (3) goodness
conformity index (GFI), (4) modified conformity index (GFI), (5) square root mean approximate error (RMSEA),
(6) Tucker Lewis Index (TLI), as seen in Table 4, all measures are shown (Hair et al., 1998). Therefore, we can
conclude that the measurement model fits well with the data collected. Table 4 also displays the typical model
conformance indices, the suggested values and the findings of the structural model suitability evaluation. A
well-matched trend is illustrated by comparing all the parameters matching their respective proposed values

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(Hair et al., 2010). In addition, there are a number of things that are removed according to the 5 variables in
the sample to increase the value of 6 measures that are compatible with the common model to satisfy the
condition given in Table 6.
Table 5:The measurement model
TL R P AT D
CR 0.850 0.847 0.799 0.844 0.887
AVE 0.533 0.525 0.500 0.579 0.723
In Table 7, things that are pointers of a specific structure ought to combine or share a high proportion of
fluctuation, called assembly esteems. A few markers to test union legitimacy: factor load, AVE (normal
difference extraction), unwavering quality (Build dependability). If AVE is higher than 0.50 and CR is higher
than 0.7 and CR on AVE of total variance, convergence validity is established and convergence validation of all
5 Mobie voting coefficient classes has been verified, according to Fornell et al. (1981). If AVE is greater than
the square correlation coefficient between factors, the differential effect, which means that each factor is
different, is defined.
Table 6:Discriminant validity
TL R P AT D
TL 0.730
R 0.439 0.725
P 0.385 0.61 0.707
AT 0.625 0.113 0.145 0.761
D 0.640 0.313 0.440 0.502 0.850
The correlation matrix, with associations between constructs and AVE's square root on the diagonal, is shown
in Table 8. Following the same method used for Mobile voting CFA analysis, the final calculation model omitted
objects producing significant uniform residuals. The final series of tests validated the efficiency of each factor
(Table 8). A discriminant validity analysis confirmed that each build is independent from each other. In
summary, the measurement model demonstrated adequate reliability, convergent validity, and discriminant
validity.

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Table 7: Structural paths assessment and hypothesis test
Estimate S.E C.R P Label
TL  R .291 .085 2.994 .003 Support
TL  P -.009 .108 -.091 .927 Rejected
TL  D .422 .071 4.951 *** Support
TL  D .341 .078 3.767 *** Support
V. Conclusion
This thesis explores the influence of growth and direction on talent acquisition within Da Nang organizations.
The utility of this strategy is to use main variables (Talent Management, Talent Retention, Talent Allocation,
Talent Growth, Planning.) to resolve the problem. Variables extend from the field of HR to other fields outlined
in the research paper, the Da Nang organizational review of workers that sponsored it. Talent management
is an important element in the interaction between the expectations of their company by workers and the
world of Da Nang technology. Only a single model is suggested by the author, containing elements from many
disciplines. The fundamental purpose of this study is to help Vietjet Air executives better grasp their
organizations' talent management principles and also enhance their performance by active talent
management programs so that they can compete more effectively globally. It illustrates that the independent
variables (talent development, talent distribution and succession planning) have a clear relationship with the
performance of talent management as the dependent variable of this analysis. The talent of good
management at Vietjet Air is greatly connected to all independent variables. Among these independent
variables, talent growth is a significant and important indicator of Vietjet Air's efficient talent management.
This parallel study analyzes talent acquisition and the effect of technology in Danang's organisations, moving
forward empirically and logically. The author also observed that better talent management would enhance
the efficiency of an organization through growth and direction, confirming previous awareness of the other
two insights. Research suggests that the AT attribute affects talent management. The first conclusion is that
the greater the platform of a company that recruits talent, the better its capacity to handle talent. In addition,
the variables R and D are also affected by talent management, primarily through the measurement of the
growth of social networks in Da Nang. The second inference is that talent creation and the application of
innate human resource skills will help maximize talent management in the business. Talent management is a
competency defined by the philosophy of employment, working environments, and talent growth. The report
further discusses how managers can improve this potential depending on the efforts of the organization to
gain expertise and develop innate abilities.

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Limit
The purpose and interpretation of this analysis, however, are still restricted. In addition to the study path for
this topic in the future and related outcomes, these drawbacks make the use of this model in reality even less
successful. The drawbacks include: (1) The analysis only applies in Da Nang; (2) Since the study only analyzes
subordinate employees of Vietjet Air, there would be a lot of mistakes in the Preparation component and few
people know. Limit Up
The purpose and interpretation of this analysis, however, are still restricted. In addition to the study path for
this topic in the future and related outcomes, these drawbacks make the use of this model in reality even less
successful. The drawbacks include: (1) The analysis only applies in Da Nang; (2) Since the study only analyzes
subordinate employees of Vietjet Air, there would be a lot of mistakes in the Preparation component and few
people know. (3) Used only four of the study's variables; (4) The sample is public, but its precision is not high.
This renders the technology problem in this study incapable of national calculation for constraints 2, 3 and 4.
In comparison, the representation of 2 variables for technology issues has left several facets of this analysis
untapped, allowing the extent of advanced and functional understanding of the technical variables not yet
reached. If this study is to extend in the future, it would be needed. Furthermore, restriction 1 indicates that
the size of this study is small, with a population of about 1,134 million people and the lowest proportion of Da
Nang businesses compared to the other two major cities (Hanoi, Saigon) in Vietnam. (Firmani, 2020). On the
other hand, it guarantees the purpose of the research, moreover the research data still functions properly in
this study.
VI. Implementation
What is the importance of talent development and the implementation of future plans affect the way talent
is managed ?
Most of the respondents to the survey are business employees and they completely agree on the contents of
the question. However, the rest do not agree with the criteria for talent development and developing plans in
the business. Most of them are not assigned the right tasks with their abilities and plans for the future are not
clear. To achieve the critical goal of successful talent management, not only HR and management staff, as well
as other employees and managers need to better understand talent. manage and place it as one of their
organization's key strategic goals. Performance management processes are critical for rearranging talent with
the work requirements, culture, and overall strategy of an organization. To achieve greater success in talent
management, they need to deploy other talent management initiatives in their organizations. It means they
shouldn't just improve development initiatives that are also based on other initiatives, including talent
development and planning. Promote talent management by building processes and developing talent
Management thinking as their primary strategic goal. Establish talent management processes and capitalize
on all of these initiatives. Adjusting the business with talent management and its forecasting factors include
talent acquisition, talent development, talent development, talent retention and planning. needs across the
organization and proactively, instead of reacting to the needs of only a few units. The plan allows the

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organization to be more integrated, rather than working in isolated departments and making the best use of
the resources available to it, including human resources.
What are relationship between independent variables and successful talent management ?
Four hypotheses and seven research questions were developed in this study. There are four independent
variables, namely talent attraction, talent development, talent development, and planning. This study
investigates the relationship between the independent variables and successfully managed talent, as the
dependent variable. The analysis results show that all five independent variables have a positive relationship
with successful talent management. As a result, variables D, P, R and AT are not rejected.
A significant positive relationship between talent acquisition and successful talent management is consistent
with the findings of Iles et al. (2010), Glen (2007) and Chambers et al., (1998). Between talent deployment and
successful talent management is consistent with the research results of Guarino (2007), Williamson (2011)
and Morgen & Jardin (2010). From the results of the study, it can be concluded that Vietjet Air businesses have
deployed their management talents in their organizations. Their definition of talent management as
mentioned in CIPD (2007) depends on the nature and the strategy used by the company. However, most
studies agree with the definition of Ready and Conge (2007) that talent is employees with above average
knowledge and skills and willing to be promoted to the position of onions. The results of the study show that
talent management encompasses most of the human resource management activities as mentioned in Iles et
al. (2010a) and Capelli (2008).
Without a doubt, talent management is an important strategy for all organizations to enhance their
competitive positions and employer branding. It is an inevitable approach to dealing with the labor crisis. The
resulting management competency provides a better strategic position among competitors and reduces
employee turnover. Therefore, organizations need to work to build effective talent management and strategic
fundamentals not only attracting, deploying, developing and retaining talent, but also implementing a positive
succession plan. Contribute to the successful talent management of the organization and also the best source
of candidates in all succession planning processes. Therefore, managers need to create an environment in the
organization that values human capital and key skills that increase productivity and business efficiency.
Retention

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VII. Reference:
Areiqat, A. Y., Abdelhadi, T., and Al-Tarawneh, H. A. (2010). Talent management as a strategic practice of
human resource management to improve human performance. Journal of Contemporary Research in
Business, 2(2)
Beechler, S., and Woodward, I. C. (2009).The global war of talent. Journal of International Management, 15,
273-287.
Boxall, P., and Steenveld, M. (1999).Human resource strategy and competitive advantage: A longitudinal study
of engineering consultancies. Journal of Management Studies, 36, 443-463
Cappelli, P. (2008). Talent on demand: managing talent in an age of uncertainty, Boston: Harvard Business
School Press.
Carins, T. D. (2009).Talent management at homeland security :A corporate model suggests a recipe forsuccess,
Employment Relation Today, 19-26
Chambers, E., Foulon, M., Handfield-Jones, H., Hanki, S., and Michaels, E. (1998). The war for talent. Mckinsey
Quarterly 3, 44-57
Charan, R., Drotter, S., and Noel, J. (2001). The Leadership Pipeline, San Francisco: Jossey-Bass.
Chartered Institute of Personnel and development (2007). Learning and development. The Chartered Institute
Of Personnel and Development, London.
Attraction
Deployment
Planning
Talent
Management
.422 -.009
.291
.341

18
Chartered Institute of Personnel and development (2007). Talent management: Strategy, policy, Practice.
Chartered Institute of Personnel and development, London
Collings, D., and Mellahi, K. (2009). Strategic talent management: a review and research agenda. Human
Resource Management Review, 19, 304-313.
Glen, C. (2007). Foresting talent opportunity: getting past first-base. Emerald. 23, 3-5.
Guarino, A. C. (2007). Smart is Not Enough-The South Pole Theory and Other Powerful Talent Management
Secret, Wiley, Hoboken, NJ
Hills, A. (2009). Succession planning –or smart talent management? Industrial and Commercial Training, 41(1),
3-8.
Holland, P., and Pyman, A. (2005). Corporate universities: A catalyst for strategic human resource
development. Journal of European Industrial Training, 30, 19-31.
Hor, F., Huang, L., Shih, H.S ., Lee, Y. H., and Lee, E. S. (2010). Establishing talent management for management
for company’s succession planning through analytic network process: Application to an MNC semiconductor
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Hughes, J., and Rog, E. (2008).Talent management: A strategy for improving employee recruitment, retention
and engagement within hospitality organization. International Journal of Contemporary Hospitality
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Appendix
Customer sample evaluation
I am a student of Greenwich University Danang Vietnam. Currently, I am researching factors influencing talent
management of Vietnam Airline Danang to serve as a basis for recommendations for management at all levels
of Vietnam Airline in policies on attracting, distributing and retaining employee and inheritance plan. In order
to bring Vietjet Air to the height of talent management, thereby meeting more and more employees' wishes.
I promise to

19
I hope you will support and cooperate with us in this questionnaire. Thank you very much!
1. You are
• Male
• Female
2. Your age is
• 16-19
• 19-25
• 25-30
• Over 30
3. What is your education level?
• High school
• College
• University
• Master, doctor,….
4. Have you been and are an employee of Vietnam Airline?
• It's correct
• Wrong
5. Please tell us how you feel about the service quality of Vietnam Airlines Da Nang below by ticking the scales
from (1) to (7) with the following meanings:
1: Totally agree
2. Strongly agree
3. Agree
4. Normal
5. Disagree
6: Strongly disagree
7: Totally disagree

20
Strong
Agree
Agree Less
Agree
Normal Less
Disagree
Disagree Strong
Disagree
Talent management
I was attracted to
Vietjet Air
I am being recruited
in a transparent and
open way.
You are satisfied
with the talent
management policy
of the company
I have a clear plan
for the job by the
company.
I am trained in the
skills needed for the
job.
Attraction
I find the working
environment at
Vietjet Air is good
I find Vietjet Air
salary to match my
expectation
Working at Vietjet
Air helps me
develop myself.
I was attracted to
the talent of the
CEO at Vietnam
Airline

21
I find the
application
program has quite a
few positions that
suit me.
Deployment
The company
allocates
appropriate
positions
I am allocated the
appropriate salary
I am assigned to the
right department
The company has
the right policy
when transferring
employees
between
departments
Retention
I am respected by
the leaders of the
company
Good working
environment
Management gets
along with
subordinates
Benefits in
accordance with
wishes.
I am honored for
good performance
at work.
Planning
The company is
planning to build
key team
The company plans
in-depth training

22
for employees to
hold positions in the
company.
The company
makes a business
plan
The company
makes a plan to
attract the market.
The company
makes appropriate
human
development plans.
https://docs.google.com/forms/d/e/1FAIpQLSfr6h2I6a2VatT16AawUogd4bZldLAzBkIoplChRwPOCHLW2Q/vi
ewform
SPSS
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling
Adequacy. .875
Bartlett's Test of
Sphericity
Approx. Chi-Square 2059.356
df 253
Sig. .000
Total Variance Explained
Componen
t
Initial Eigenvalues Extraction Sums of Squared
Loadings
Rotation Sums of Squared
Loadings
Total % of
Variance
Cumulative
%
Total % of
Variance
Cumulative
%
Total % of
Variance
Cumulative %
1 7.513 32.664 32.664 7.513 32.664 32.664 3.49
5 15.197 15.197
2 3.501 15.220 47.884 3.501 15.220 47.884 3.11
2 13.531 28.728
3 1.578 6.862 54.746 1.578 6.862 54.746 3.09
2 13.444 42.172
4 1.349 5.867 60.613 1.349 5.867 60.613 2.90
3 12.621 54.793

23
5 1.165 5.064 65.677 1.165 5.064 65.677 2.50
3 10.885 65.677
6 .836 3.634 69.311
7 .793 3.448 72.760
8 .685 2.977 75.736
9 .597 2.598 78.334
10 .585 2.543 80.877
11 .564 2.451 83.328
12 .480 2.085 85.414
13 .459 1.996 87.410
14 .416 1.808 89.218
15 .382 1.663 90.881
16 .359 1.559 92.440
17 .307 1.335 93.774
18 .300 1.302 95.077
19 .282 1.225 96.302
20 .258 1.120 97.422
21 .223 .968 98.390
22 .212 .920 99.310
23 .159 .690 100.000
Extraction Method: Principal Component Analysis.
Model Fit Summary
CMIN
Model NPAR CMIN DF P CMIN/DF
Default model 52 304.853 179 .000 1.703
Saturated model 231 .000 0
Independence model 21 1977.009 210 .000 9.414
RMR, GFI
Model RMR GFI AGFI PGFI
Default model .087 .862 .822 .668

24
Model RMR GFI AGFI PGFI
Saturated model .000 1.000
Independence model .415 .310 .241 .282
Baseline Comparisons
Model NFI
Delta1
RFI
rho1
IFI
Delta2
TLI
rho2 CFI
Default model .846 .819 .930 .916 .929
Saturated model 1.000 1.000 1.000
Independence model .000 .000 .000 .000 .000
Parsimony-Adjusted Measures
Model PRATIO PNFI PCFI
Default model .852 .721 .792
Saturated model .000 .000 .000
Independence model 1.000 .000 .000

25
Structure Equation Modelling

26