Human Resources Management Strategies of Taiwan-based Enterprises in Vietnam

 
 
 
 

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Table of Tables 
Table 2-1 Map of Vietnam 
Table 2-2 Hofstede’s ranking of Vietnam 
Table 2-3 Existing problems for hiring employees in Vietnam 
Table 3-1 The Brief Description of Participants 

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Abbreviations 
HRM – Human Resources Management 
FDI – Foreign Direct Investment 
CEO – Chief Executive Officer 
CFO – Chief Financial Officer 
PCI - Provincial Competitiveness Index
GSO - General Statistics Office
SOP – Standard Operating Procedure 
KPI – Key Performance Indicator 
SEMs – Small and Medium Enterprises 

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Chapter 1: Introduction 
1.1
 
Background of Study 
In recent years, Taiwan becomes one of five largest trade partners of Vietnam 
and this investment trend of Taiwan-based enterprises into Vietnam will be rise up 
through each year, according to (Hung Le
, 2018). Furthermore, in order to “revitalize 
Taiwan’s economy and enhance relations with neighboring countries”, (Executive 
Yuan, 2017) Taiwan government has launched out the 
“new south bound policy” aims 
to encourage their people go to Southeast Asia investment for trading cooperate, 
sources sharing, talents exchanging and regional linking. Moreover, the trade war 
between China and United States took place recently that is significant impacted to 
foreign investors in China, and Taiwanese enterprises are one of them. Therefore, 
majority of companies relocated factories to other countries as Vietnam, Thailand, 
Indonesia, and so on. 
Vietnam is considered as a potential country of economic developing where has 
an essential location, connecting other countries in the region as well as owns young 
workforce, which prompts not only foreign enterprises, but also Taiwanese companies 
more investment, (Hung Le, 2018). However, the situation of striking took place 
frequently in Taiwan-based factories more than in other 
countries’ factories that also 
one of matters worth considering. Hence, I am wondering whether Taiwanese 
companies proposed the human resources management (HRM) strategies that really 

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preferable to the Vietnamese employees as well as working environment in Vietnam or 
not. And what is the real reason lead to the mistakes and how we can deal with these 
problems reasonably as well.
Hopefully, through this study of HRM strategies that could provide useful 
suggestions and effective resolution to the Taiwanese enterprises in Vietnam in the 
future, thereby, it could also enhance the labor relations; restrict the interior conflicts of 
company, and improve the work efficiency of employees as well as business 
development.