sedev0109-06

Science & Technology Development, Vol 12, No.01 - 2009

Trang 60 Bn quyn thuc HQG-HCM

NGHIN CU CC YU T QUN L C NH HNG N NNG SUT CA CC DOANH NGHIP TRONG NGNH MAY

Trn Th Kim Loan, Bi Nguyn Hng Trng i hc Bch Khoa, HQG-HCM

TM TT: Hin nay, trong mi trng cnh tranh ha nhp v ton cu ha v kinh t,

nng sut l yu t quyt nh s pht trin kinh t ca mt quc gia, mt ngnh v trong

tng doanh nghip. c bit, i vi cc nc ang pht trin, nng sut lao ng c coi l

yu t quan trng nht.

Trn th gii c mt s nghin cu v nng sut v cc yu t tc ng n n trn

cc gc v quan im khc nhau. Tuy nhin, a s cc nghin cu trc y u tp trung

cc nc pht trin vi nhng iu kin rt khc bit so vi cc nc ang pht trin nh

Vit Nam. Mt khc, trong cc nghin cu thc nghim trc y, cc tc gi a ra danh

sch nhng yu t nh hng n nng sut doanh nghip da vo kt qu ca cc nghin

cu trc m cha a ra mt m hnh l thuyt.

Bi vit ny s trnh by ba ni dung. Phn mt, nghin cu l thuyt c lin quan, trn

c s xut mt m hnh l thuyt, nghin cu cc yu t nh hng n nng sut doanh

nghip. Phn hai, trnh by kt qu nghin cu nh tnh v cc yu t nh hng n nng

sut i vi cc doanh nghip ngnh dt may Thnh ph H Ch Minh v cui cng xut

hng nghin cu tip theo kim nh m hnh l thuyt.

1.GII THIU

Hin nay, trong mi trng cnh tranh

ha nhp v ton cu ha v kinh t, nng

sut l yu t quyt nh s pht trin kinh

t ca mt quc gia, mt ngnh v trong

tng doanh nghip (Steenhuis & Bruijn,

2006). c bit, i vi cc nc ang

pht trin, nng sut lao ng c coi l

yu t quan trng nht (Sauian, Chapman

& Al-Khawaldeh, 2002). o lng nng

sut l mt cng c quan trng nh gi

ton b kt qu ca mt doanh nghip

thng qua cc hot ng sn xut (Chen &

Liaw, 2001). T nhiu nm qua, vn

nng sut c em ra tho lun, phn

tch v c mt s nghin cu v nng

sut v cc yu t nh hng n n trn

nhng gc v quan im khc nhau

(Hoffman & Mehra, 1999). Cc yu t

qun l c nh hng n nng sut doanh

nghip c cp n trong cc

nghin cu trc y nh: S quan tm

ca qun l cp cao, ngun nhn lc, vn

ha doanh nghip, qun l sn xut,

TP CH PHT TRIN KH&CN, TP 12, S 01 - 2009

Bn quyn thuc HQG-HCM Trang 61

hng n khch hng. Tuy nhin cc yu

t ny c nghin cu ring r, c lp

ty theo mc tiu, thi gian, ngun lc ca

nh nghin cu. Do , bi vit ny s tp

trung vo ba ni dung chnh. Th nht,

nghin cu l thuyt c lin quan, trn c

s xut mt m hnh l thuyt,

nghin cu ng thi cc yu t nh hng

n nng sut doanh nghip mt cch ton

din hn. Th hai, trnh by kt qu nghin

cu nh tnh v cc yu t nh hng n

nng sut i vi cc doanh nghip ngnh

dt may Thnh ph H Ch Minh. Cui

cng, xut hng nghin cu tip theo

kim nh m hnh l thuyt.

2.L THUYT V NNG SUT

Nh kinh t hc Adam Smith (1723

1790) l tc gi u tin a ra thut ng

nng sut (productivity) vo nm 1776,

trong mt bi bo ni v hiu qu sn xut

ph thuc vo s lng lao ng v kh

nng sn xut ca lao ng. Trong mt

nghin cu khc ca Sumanth (1997), cho

rng thut ng nng sut u tin c mt

nh ton hc ngi Php l Quesney

cp n trong mt bi bo vo nm 1766.

n nm 1883, mt ngi Php khc l

Littre nh ngha nng sut l kh nng

sn xut. Sau thut ng ny c s

dng kh thng xuyn khi phn tch cc

vn v kinh t.

C kh nhiu nh ngha v nng sut

trn nhng gc v quan im khc

nhau. Khi nim nng sut thay i, m

rng theo thi gian v theo s pht trin

ca qun l sn xut. Tangen (2005),

tng kt nh ngha nng sut ca nhiu

nh nghin cu (bng 1), v kt lun: nng

sut l mt thut ng c ngha rng,

ngha ca n c th thay i ty thuc vo

phm vi s dng.

Bng 1.nh ngha nng sut Tangen

(2005)

nh ngha Tham kho Nng sut = Kh nng sn xut

(Littre, 1883)

Nng sut l t s gia u ra trn mt trong cc yu t sn xut: Nng sut vn, nng sut u t, nng sut nguyn vt liu

(The Organization for European Economic Cooperation - OEEC, 1950)

Nng sut l nhng iu m con ngi c th t n vi nguyn vt liu, vn v cng ngh. Nng sut l mt s ci tin lin tc.

(Japan Productivity Center - JPC, 1958)

Nng sut biu hin kh nng ca cc yu t sn xut, lao ng v vn trong vic to ra gi tr.

(The British Institute of Management Foundation - BIM, 1976)

Kh nng to li nhun = Nng sut x Gi

(American Productivity Center - APC, 1979)

Nng sut = S n v u ra/S n v u vo

(Chew, 1988)

Nng sut = u ra thc t/ Ngun lc s dng

(Sink & Tuttle, 1989)

Nng sut l mt s so snh cc u vo vi u ra ca mt phn xng sn xut.

(Kaplan & Cooper, 1989)



nh ngha Tham kho Nng sut = Tng thu nhp/(Chi ph + Li nhun k vng)

(Fisher, 1990)

Nng sut = Gi tr gia tng/u vo ca cc yu t sn xut.

(Aspen et al., 1991)

Nng sut l t s gia s sn phm c sn xut v ngun lc cn thit sn xut n. Nng sut o lng mi quan h gia u ra nh sn phm, dch v v cc u vo bao gm lao ng, vn, nguyn vt liu v cc u vo khc.

(Hill, 1993)

Nng sut l yu t chnh quyt nh cht lng cuc sng.

(Thurow, 1993)

Nng sut l t s gia u ra (sn phm hay dch v) v u vo (vn, lao ng, nguyn vt liu, nng lng v cc u vo khc)

(Mohanty & Yadav, 1994)

nh ngha nng sut bao gm li nhun, hiu sut, hiu qu, gi tr, cht lng, s i mi v cht lng cuc sng.

(Smith, 1995)

Nng sut l vic s dng cc ngun lc ca mt t chc, mt ngnh, hay mt quc gia t n kt qu mong mun. Nng sut l t s gia u ra v u vo. Tng nng sut khi chng ta to nhiu u ra hn vi cng mt lng u vo hoc sn xut cng mt lng u ra vi u vo t hn.

(Baines, 1997)

Nng sut l vic s dng cc ngun lc mt cch tt nht. Nu chng ta sn xut c nhiu sn phm hn t mt ngun lc nh nhau, chng ta tng nng sut. Hay l sn xut c cng s lng sn phm vi mt ngun lc t hn,

(Bernolak, 1997)

nh ngha Tham kho chng ta cng tng nng sut. Ngun lc bao gm c ngun lc vt cht v con ngi. Nng sut lin quan n vic s dng cc u vo trong qu trnh sn xut sn phm/dch v.

(Stainer, 1997)

Nng sut =u ra/u vo

(Rolstadas, 1998)

Nng sut = u ra/u vo = Thunhp/(Lao ng + Cc chi ph khc)

(Hodgkinson, 1999)

Nng sut = Hiu sut * Hiu qu = Thi gian to ra gi tr gia tng/Tng thi gian thc hin qu trnh

(Jackson & Petersson, 1999)

Nng sut cp n qu trnh chuyn i cc ngun lc mt cch c hiu qu v hiu sut thnh cc u ra cn thit.

(Mohanty & Deshmukh, 1999)

Nng sut =(u ra/u vo)*Cht lng = Hiu sut * Gi tr s dng * Cht lng

(Al-Darrab, 2000)

Nng sut l vic t n mc tiu ca t chc bng cch chuyn i u vo thnh u ra mc chi ph thp nht. Nh vy, nng sut lin quan n c hiu sut v hiu qu.

(Robbins, 2001)

Nng sut l kh nng tha mn nhng nhu cu ca th trng bng vic s dng t nht cc ngun lc.

(Moseng & Rolstadas, 2001)

Nng sut = u ra/u vo = Sn phm + Dch v)/(Lao ng + Nguyn vt liu)

(Sauian, 2002)

Nng sut l s ch n nhu cu v mong mun ca khch hng tha mn nhng nhu cu v mong mun .

(McKee, 2003)

Nng sut l hiu qu ca cc yu t sn xut, lao ng v vn trong vic to ra gi tr.

(Bheda, Narag & Singla, 2003)



nh ngha Tham kho nh ngha nng sut n gin nht l t s gia u ra v u vo. Tuy nhin cc thnh phn ca u ra, u vo c th thay i. Nng sut phn nh kh nng sn xut ca mt doanh nghip.

(Grunberg, 2004)

Nng sut = u ra/u vo = Kt qu (s tin thu c)/Chi ph

(Voordt, 2004)

Trong sn xut, nng sut c mi tng quan vi tng doanh thu v c tc ng n li nhun ca doanh nghip.

(Appelbaum, 2005)

Trong bi vit ny, chng ti s dng

nh ngha nng sut c nhiu ngi

tha nhn v s dng rng ri nht, lin

quan n c hai kha cnh: nh tnh v

nh lng.

nh lng:vaoauraausuatNang =

nh tnh: Nng sut = Hiu sut *

Hiu qu

nh ngha nh lng c s dng

nh l mt c s o lng kt qu, vi

mc ch chnh l ci tin nng sut. nh

ngha nh tnh bao gm c tnh hiu qu

v hiu sut. Nng sut cao l vic s dng

ti u cc ngun lc sn xut sn phm

mc chi ph thp nht c th c v

cung cp cho khch hng ng lc, gi c

cnh tranh vi cht lng m h mong

mun.

Trn th gii c mt s nghin cu

v nng sut v cc yu t nh hng n

n trn cc gc v quan im khc

nhau. Trong bi vit ny, chng ti trnh

by tm tt kt qu ca 22 nghin cu l

thuyt v thc nghim v cc yu t c nh

hng n nng sut doanh nghip

c thc hin cho n nay (bng 2).

Kt qu cc nghin cu trc trong

bng 2 cho thy, c 5 nhm yu t nh

hng n nng sut doanh nghip, l:

S cam kt ca qun l cp cao, hng n

khch hng, qun l sn xut, qun tr

ngun nhn lc v mi quan h trong

doanh nghip. Tuy nhin, cc nhm yu t

ny c nghin cu tng i c lp. V

s nhm yu t c nghin cu ng

thi, a s cc nghin cu trc (14/22

nghin cu) ch tp trung vo t 1-2 nhm

yu t nh qun l sn xut, qun tr ngun

nhn lc, mi quan h trong doanh nghip.

Trong cc nghin cu trc chng ti

tham kho ch c nghin cu ca APO

(2000) cp n c 5 nhm yu t, nhng

nghin cu ny ch dng li mc

nghin cu l thuyt. Vi cc l do trn,

bi vit ny xut mt m hnh nghin

cu ng thi 5 nhm yu t nhm tm ra

mi lin h c th c gia cc nhm yu t

trn cng nh mc ng gp ca tng

nhm yu t i vi nng sut doanh

nghip.



Bng 2.Nhng yu t nh hng n nng sut doanh nghip

Sta

iner

Bai

nes

Par

k &

Mille

r

Sav

ery

Gya

n-B

affu

or

Sch

ultz

, Jur

an &

Bou

drea

u

Gol

har &

Des

hpan

de

Hof

fman

& M

ehra

AP

O

McK

one,

Sch

roed

er &

Cua

Rah

man

Cha

pman

& A

l-Kha

wal

deh

Bur

ton,

Lau

ridse

n &

Obe

l

App

elba

um

Che

n &

Lia

w

Sau

ian

Che

n, L

iaw

& L

ee

Kha

n

Bhe

da, N

arag

& S

ingl

a

Pol

itis

Ste

enhu

is &

Bru

ijn

Che

n &

Lia

w

1995

1997

1998

1998

1999

1999

1999

1999

2000

2001

2001

2002

2004

2005

2001

2002

2003

2003

2003

2005

2006

2006

S quan tm v cam kt ca lnh o x x

Thit lp mc tiu r rng o x

Ci tin lin tc x x o

Khuyn khch ca qun l cp cao x

Kim sot ti chnh xKim sot h thng thng tin xS phi hp gia cc b phn trong DN x oCung cp cc ngun lc y x x

Mc tp trung quyn lc x x

Bo v mi trng o

Gi c sn phm oGiao hng ng hn x xDch v i km oCht lng sn phm x o x o

Thi gian p ng n hng x x

iu kin lm vic (vt l) x x

T chc cng vic theo khoa hc x x

Qun l cht lng ton din x x x x o

ISO 9000 x x

K hoch sn xut x x

Cng ngh sn xut x x o x

i mi oNng lc qun l sn xut x x o x

Kim sot cht lng bng thng k x

Quy m sn xut x

Loi sn phm, mc gi v sn lng x

T l sn phm lm li x x

Thit k cng vic xGio dc v o to x o x xChnh sch khuyn khch, khen thng x o x xThu nhp ca ngi lao ng o x

Thu ht ngun nhn lc o x

Pht trin ngun nhn lc o x

Duy tr ngun nhn lc o x

Cng nhn thnh tch ong c thc y nhn vin x x x

T l lun chuyn lao ng x

S tha mn ngh nghip x

S th thch trong cng vic x

Mi quan h gia qun l - nhn vin o x o x

S tham gia v hp tc ca nhn vin o o x x x oS truyn thng trong doanh nghip o x x x

Thi lm vic ca cng nhn xT qun l v kim sot cng vic x

Trch nhim i vi cng vic x

S cng tc v lm vic nhm x o x

Mi trng lm vic oS xung t x

p lc trong cng vic x x

Phn ng li vi s thay i x

Cc tr ngi trong doanh nghip x

Quan im i vi thi gian x

Ghi ch: o k hiu cho nghin cu l thuyt x k hiu cho nghin cu thc nghim

Mi quan h trong doanh nghip

S cam kt ca qun l cp cao

Hng n khch hng

Qun l sn xut

Qun tr ngun nhn lc

Nhng yu t nh hng n nng sut DN

Nghin cu cc nc pht trin Nghin cu cc nc ang pht trin



M HNH L THUYT

Hnh 1. M hnh nghin cu ngh

Cc gi thuyt

Da vo nghin cu l thuyt v

nghin cu nh tnh, cc gi thuyt (H

Hypothesis) v mi lin h gia cc nhm

yu t vi nng sut doanh nghip c

ngh cho bc nghin cu nh lng tip

theo nh sau:

H1: Mc quan tm ca qun l cp cao

cng cao th nng sut doanh nghip s

cng cao.

H2: Mc hng n khch hng cng

cao th nng sut doanh nghip s cng

cao.

H3: H thng qun tr ngun nhn lc

cng tt th nng sut doanh nghip s

cng cao.

H4: H thng qun l sn xut cng tt th

nng sut doanh nghip s cng cao.

H5: Mi quan h trong doanh nghip cng

tt th nng sut doanh nghip s cng

cao.

Cam kt ca QL cp cao

Hng n khch hng

Qun l sn xut

Qun tr ngun nhn lc

Nng sut doanh nghip

Mi quan h trong DN

H1(+)

H2(+)

H3(+)

H5(+)

H4(+)



3.KT QU NGHIN CU NH

TNH THNH PH H CH MINH

Cc nghin cu trc c thc hin

nhiu quc gia v trong nhiu ngnh sn

xut. Ty theo iu kin ca tng quc gia

v c th tng ngnh, cc yu t nh

hng n nng sut doanh nghip c khc

nhau. Do , sau khi tm tt kt qu ca

cc nghin cu trc v ngh m hnh

l thuyt, chng ti thc hin mt

nghin cu nh tnh Thnh ph H Ch

Minh. Mc tiu chnh ca nghin cu ny

l iu chnh v b sung cc yu t cho

ph hp vi iu kin ca Vit Nam v

c th ca ngnh may.

Trong nghin cu nh tnh, tm cuc

phng vn su vi cc chuyn gia v nh

qun l c kinh nghim lm vic nhiu

nm trong ngnh dt may c thc hin.

Da vo danh sch cc yu t c nh

hng n nng sut doanh nghip c

tm tt trong bng 2, mt bng cu hi

c thit k bao gm 5 nhm yu t: S

cam kt ca qun l cp cao, hng n

khch hng, qun l sn xut, qun tr

ngun nhn lc, mi quan h trong doanh

nghip v cc yu t trong tng nhm trn.

Da vo bng cu hi, qua tho lun, cc

chuyn gia v nh qun l c yu cu

nh gi v xp hng mc quan trng

ca tng yu t theo 5 mc t rt quan

trng n khng quan trng, ng thi

iu chnh, b sung thm cc yu t trong

tng nhm theo kinh nghim ca h. Kt

qu ca nghin cu nh tnh cho thy tnh

ph hp ca m hnh ngh, m hnh ny

bao ph kh ton din cc yu t v qun

l trong mt doanh nghip sn xut. y l

c s cho nghin cu nh lng trong

bc sau.

Bng 3.Danh sch nhng ngi tr li

trong nghin cu nh tnh Tp HCM Stt V tr cng tc Ngnh Loi

doanh

nghip

1 Chuyn gia Dt

may

Nh nc

2 Ph Tng Gim

c tp on Dt

may Vit Nam

Dt

may

Nh nc

3 Ch tch Hi ng

qun tr -Tng

Gim c

May Cng ty c

phn

4 Qun l sn xut -

kinh doanh

May Cng ty c

phn

5 Qun l sn xut May Cng ty c

phn

6 Trng phng kinh

doanh

Dt

may

Cng ty c

phn

7 Ph Tng Gim c May Cng ty c

phn

8 Ch doanh nghip -

Gim c

May Trch

nhim hu

hn



Bng 4.Kt qu nghin cu nh tnh

Tp H Ch Minh Stt Nhm

yu t

Cc yu t trong nhm

1

S cam

kt ca

qun l

cp cao

- S quan tm v h tr ca lnh o

- S khuyn khch ca lnh o

- Kim sot ti chnh

- Kim sot h thng thng tin

- Phi hp gia cc b phn trong

doanh nghip

- Cung cp cc ngun lc y

- Bo v mi trng

2

Hng

n

khch

hng

- Cht lng sn phm

- Gi sn phm

- Giao hng ng hn

- Thi gian p ng n hng

3

Qun l

sn xut

- iu kin lm vic (vt l)

- K hoch sn xut

- Cng ngh

- Nng lc ca cc nh qun l cp

trung

- S phi hp gia cc cng on

trong sn xut

4

Qun tr

ngun

nhn lc

- Gio dc v o to

- Chnh sch khuyn khch khen

thng

- Thu nhp ca ngi lao ng

- Duy tr ngun nhn lc

- S tha mn vi cng vic

5

Mi

quan h

trong

doanh

nghip

- Mi quan h gia qun l - nhn

vin

- S tham gia v hp tc ca ngi lao

ng

- S truyn thng trong doanh nghip

- T qun l v kim sot cng vic

- S cng tc v lm vic nhm

4.KT LUN

Bi vit ny trnh by mt m hnh l

thuyt gm nm nhm yu t nh hng

n nng sut doanh nghip, l: S

quan tm ca qun l cp cao, hng n

khch hng, qun tr ngun nhn lc, qun

l sn xut v vn ha doanh nghip. Kt

qu nghin cu nh tnh nhm iu chnh

v b sung cc yu t nh hng n nng

sut i vi cc doanh nghip dt may, y

l ngnh sn xut c t l thm dng lao

ng cao nht trn a bn Thnh ph H

Ch Minh. Bn cnh , t kt qu nghin

cu l thuyt v nghin cu nh tnh, cc

gi thuyt nghin cu cng c

ngh. kim nh m hnh nghin cu v

cc gi thuyt, bc tip theo chng ti s

thc hin mt nghin cu nh lng. D

liu phc v cho vic kim nh s c

thu thp t cc doanh nghip sn xut

Thnh ph H Ch Minh v cc tnh thuc

vng kinh t trng im pha Nam.



MANAGERIAL FACTORS INFLUENCING PRODUCTIVITY OF APPAREL MANUFACTURING ENTERPRISES IN HOCHIMINH CITY

Tran Thi Kim Loan, Bui Nguyen Hung University of Technology, VNU-HCM

ABSTRACT: Productivity is playing a significant role in economic development of a

nation. In the context of global and regional competition, productivity is critically important to

industries in general and to firms/enterprises in a paucity. Especially, to developing countries,

labour productivity is one of the most crucial determinants.

A number of existing literature have involved productivity and factors influencing

productivity in different ways and perspectives. However, most past studies have examined

productivity across developed countries which may have conditions differ significantly from

those of developing countries such as Vietnam. Alternately, based on results/findings of the

previous empirical studies, researchers have just proposed a portfolio of factors having an

effect on firm productivity. Moreover, there is a lack of an appropriate theoretical model into

and out of these works.

Therefore, this paper aims to bridge the gap in existing knowledge. The work introduces

three sections. The first involves reviewing related literature on research topic. Seeking

published and un published information relating to productivity area helps author to put

forward a model which dig for main determinants to exert an impact on firm productivity. The

second demonstrates quantitative research about key factors governing productivity of textile

and garment firms/enterprises in Ho Chi Minh City. The last proposes a need for further

research to test the recommended theoretical model.

TI LIU THAM KHO

[1]. Appelbaum, S.H., A Case Study Analysis of the Impact of Satisfaction and

Organizational Citizenship on Productivity, Management Research News, Vol. 28

No. 5, pp. 1-26, (2005).

[2]. Asian Productivity Organization, Productivity in the new millennium, APO News,

May 2000. Available at http://www.apo-tokyo.org/productivity/000video.htm,

(2000).



[3]. Baines, A. Productivity improvement, Work Study, Vol. 46 No.2, pp. 49-51, (1997).

[4]. Bheda, R., Narag, A.S. & Singla, M.L. Apparel manufacturing: a strategy for

productivity improvement, Journal of Fashion Maketing and Management, Vol. 7 No.

1, pp.12-22, (2003).

[5]. Burton, R.M., Lauridsen, J. & Obel, B. The impact of organizational climate and

strategic fit on firm performance, Human Resource Management, Vol. 43, No.1, pp.

67-81, (2004).

[6]. Chapman, R. & Al-Khawaldeh, K., TQM and labour productivity in Jordanian

insdustrial companies, The TQM Magazine, Vol. 14 No. 4, pp. 248-262, (2002).

[7]. Chang, C., Lee, C. & Lee, T. Quality/productivity practices and company

performance in China, International Journal of Quality & Reliability Management,

Vol.18 No. 6, pp. 604-625, (2001).

[8]. Chen, L. & Liaw, S. Investigating resource utilization and product competence to

improve production management, International Journal of Operation & Production

Management, Vol.21 No. 9, pp. 1180-1194, (2001).

[9]. Chen, L. & Liaw, S. Measuring performance via production management: apattern

analysis, International Journal of Productivity and Performance Management, Vol. 55

No. 1, pp. 79-89, (2006).

[10]. Chen, L., Liaw, S. & Lee, T. Using an HRM pattern approach to examine the

productivity of manufacturing firms an empirical study, International Journal of

Manpower, Vol. 24 No. 3, pp. 299-318, (2003).

[11]. Golhar, D.Y. & Deshpande, S.P. Productivity comparisons between Canadian and

US TQM firms: an empirical investigation, International Journal of Quality &

Reliability Management, Vol. 16 No. 7, pp. 714-722, (1999).

[12]. Gyan-Baffour, G., The effects of employee participation and work design on firm

performance: a managerial perspective, Management Research News, Vol. 22 No.

6, pp. 1-12, (1999).

[13]. Hoffman & Mehra, Operationalizing productivity improvement programs through

total quality management, International Journal of Quality & Reliability

Management, Vol.16 No. 1, pp. 72-84, (1999).

[14]. Khan, J.H., Impact of Total Quality Management on Productivity, The TQM

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