An Initial Assessment Of A Logistics Company’s Potential As A High Performing Organization (HPO): A Case Study Of Saigonship Danang Joint Stock Company, Vietnam

Uyen Thao To, Maria Socorro (Marrisa) Fernando

Abstract


The rapid pace of change and development of the logistics industry in Vietnam has created both of opportunities and challenges for logistics companies. They are forced to define the key factors that set up high performance model to better withstand the pressures it is facing. This study determines the current conditions and abilities of Saigonship Danang Logistics Joint Stock Company (SSC) to become a high performing organization (HPO) with sustainable financial and non-financial results. The purpose of the study was to determine the influence of four key factors in term of strategic planning; employee competencies; management quality; and performance management as potential elements to become a high performance organization, and then provide recommended plan, based on the findings, for SSC to become a HPO. The findings of quantitative and qualitative data all of four factors, namely strategic planning, management quality, employee competencies and performance management have significant effects on the potential to be a HPO. Among all these four independent variables, strategic planning possessed the strongest effect on organizational performance. It could be concluded that Saigonship needs to have comprehensive development practices, build high-performing culture, and conduct right orientations for both managers and employees, enhance people programs and enabling infrastructure. Therefore, the proposed action plan is conducted in 3 levels – organizational, managerial and individual levels in terms of strategic planning, management quality, performance management, and employee competencies to get the high-performance results as a whole company.


Keywords


high performing organization, logistics industry, employee competencies, strategic planning, management quality, performance management

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