BTEC HND Business: Research Project on Vietjet Air Talent Management

This report presents a research project on talent management within Vietjet Air, a Vietnamese airline based in Da Nang. The study investigates the relationship between various factors and successful talent management, including attracting, deploying, and retaining talents. It explores the importance of talent development and the implementation of future plans. The research includes a literature review on talent management concepts, hypothesis development, and a research model. Statistical analyses, including descriptive statistics, Cronbach's alpha, exploratory factor analysis, and structural equation modeling, are used to test the hypotheses. The report examines the impact of employer branding, employee segmentation, and strategic deployment on talent management outcomes. The study aims to provide insights for managers to improve cultural diversity and overall talent management practices within the organization. The report also addresses limitations such as the study's scope and duration, offering recommendations for future research and practical implementation.

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
Student declaration
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
Grading grid
P3 P4 P5 P6 P7 M2 M3 M4 D2

2
 Summative Feedback:  Resubmission Feedback:
Grade: Assessor Signature: Date:
Internal Verifier’s Comments:
Signature & Date:

3
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

4
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 )

5
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

6
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

7
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

8
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.

9
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

10
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).

11
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

12
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