Retaining Human Resources

Maastricht MBA
BR&T
C/o HCMC University of Technology, 268 Ly Thuong Kiet, D.10, HCM City Vietnam, Tel: (84-8) 8660 898 - Fax: (84-8) 8660 899 - E-mail: msmsim@hcm.vnn.vn
RETAINING HUMAN RESOURCES

IN A VOLATILE INDUSTRY
THE CASE JAPAN VIETNAM PETROLEUM COMPANY
By
PHAM HOANG TRI ANH
(VIETNAM)
“This paper was submitted in partial fulfillment of the requirements for the Master of Business Administration
(MBA) degree at the Maastricht School of Management (MSM), Maastricht, the Netherlands in August 2007”.
Maastricht School of Management

P.O box 1203
6201 BE Maastricht
The Netherlands
TABLE OF CONTENTS
ACKNOWLEDGEMENTS................................................................................................ 5
ABSTRACT........................................................................................................................ 6
ABBREVIATIONS ............................................................................................................ 7
Chapter 1: INTRODUCTION ...................................................................................... 8

1.1 THE OIL INDUSTRY: AN OVERVIEW IN VIETNAM & WORLDWIDE... 8
1.2 INTRODUCTION OF JVPC............................................................................ 10
1.3 BACKGROUND OF THE PROBLEM............................................................ 13
1.4 THE PROBLEM DEFINITION ....................................................................... 16
1.5 OBJECTIVE AND SCOPES............................................................................ 17
1.5.1 Objective ................................................................................................... 17
1.5.2 Scopes ....................................................................................................... 18
1.6 RESEARCH FRAMEWORK........................................................................... 18
1.7 PRESENTATION OF THE STUDY................................................................ 20
Chapter 2: LITERATURE REVIEW ......................................................................... 21

2.1 REASON WHICH MAKE STAFF TO LEAVE THEIR CURRENT JOB ..... 21
2.2 REASON WHICH MAKE STAFF TO STAY WITH THEIR CURRENT JOB
........................................................................................................................... 25
2.3 DEVELOPING A RETENTION STRATEGY ................................................ 26
2.4 SWOT ANALYSIS CONCEPTS ..................................................................... 29
Chapter 3: RESEARCH METHODOLOGY ............................................................. 31

3.1 INFORMATION NEEDED.............................................................................. 31
3.2 SOURCE OF THE INFORMATION............................................................... 32
3.3 METHOD TO COLLECT THE INFORMATION .......................................... 32
3.3.1 Interview ................................................................................................... 32
3.3.2 Observation ............................................................................................... 34
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3.4 DATA COLLECTION ..................................................................................... 35
3.5 DATA ANALYSIS........................................................................................... 36
Chapter 4: RESEARCH FINDING ............................................................................ 39

4.1 FINDING FROM INTERVIEW....................................................................... 39
4.1.1 Outcomes Collected From Interview Ex-Employees ............................... 39
4.1.2 Outcomes Collected From Interview Staying Employees ........................ 44
4.2 FINDING FROM AUTHOR’S OBSERVATION ........................................... 48
4.3 SWOT ANALYSIS .......................................................................................... 49
4.3.1 The Strength of JVPC ............................................................................... 49
4.3.2 The Weakness of JVPC ............................................................................ 50
4.3.3 The Opportunity of JVPC ......................................................................... 50
4.3.4 The Thread of JVPC: ................................................................................ 51
Chapter 5: RECOMMENDATION ............................................................................ 52

5.1 CONCLUSION................................................................................................. 52
5.2 RECOMMENDATIONS.................................................................................. 55
BIBLIOGRAPHY............................................................................................................. 59
DECLARATION .............................................................................................................. 61
APPENDIX A: INTERVIEW QUESTIONS FOR LEFT STAFF............................. 62
APPENDIX B: INTERVIEW QUESTIONS FOR STAYING STAFF..................... 64
APPENDIX C: LEFT STAFFS’ INTERVIEW RECORDS...................................... 66
APPENDIX B: STAYING STAFFS’ INTERVIEW RECORDS............................ 102
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LIST OF TABLES AND FIGURES
Figure 1.1: JVPC office and worksite map (Source: JVPC) ……………………………11
Figure 1.2: Japan Vietnam Petroleum Company Limited Organization Chart (Source
JVPC) ……………………………………………………………………………12
Table 1.4: JVPC's Statistics for staffs leaving during period 2001 – 2006 (Source:
JVPC’s annual reports) ………………………………………………………16
Figure 1.6: Frame work ……………………………………………………………………19
Figure3.1: Qualitative Analysis As a Circular Process (Dey, 1993) ………………38
Figure 4.1: Summary left staffs by age ……………………………………………………39
Figure 4.2: Summary left staffs by seniority ……………………………………………40
Table 4.1: Summary of four paths of leave………………………………………………40
Figure 4.3: Percentage of staying by seniority …………………………………………44
Figure 4.4: Summary of staying staffs by age……………………………………………45
Figure 4.5: Summary staying staffs by satisfaction ……………………………………46
Figure 5.1: Retention flow …………………………………………………………………55
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ACKNOWLEDGEMENTS
Primarily, I would warmly thank my family in Vietnam, who has continued to be a

source of inspiration and encouragement throughout this program, especially my parents,
and my wife who has appreciated my inquisitiveness to accomplish the MBA degree,
even when I am overseas – far away from my home country.
I would like to show my gratitude towards my coach – Dr. Le Chien Thang for his
invaluable guidance and support, which help me focus on the main points of the research
In addition and indeed, I would like to show my special thanks to all of my friends and
colleagues for their true friendship and cooperation throughout this course and especially
the ones who become really close to me and as I truly believe will share success as well
as hardship in the future.
Last but not least, I would like to thank my beloved ones – my wife and my little
daughter, for “backing me to the hill” - giving me opportunity to pursue my MBA studies
at Maastricht school of Management, sharing the work and daily chores in the family
Great thanks to you all, dear family and friends!
Pham Hoang Tri Anh
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ABSTRACT
With the significant increase in crude oil price and the strategy to speed up
exploration/drilling/production from Petro Vietnam, the government authority managing
Vietnamese oil resource, many oil companies realize that this period is a big change for
them to make money by drilling more and producing more. Human resource in this kind
of business becomes more critical day by day due to skills and experiences are strictly
required. There is a big move between those staffs among the oil companies which cause
a lot of trouble for human resources management. Therefore the competition to retain
those key employees is intense in all of the oil companies.
During the past 6 years, JVPC was facing with significant increasing in staff turnover rate
from just about 6.5% in year 2001 to 14.5% in year 2006. With income around 4.25
million US dollars/day under controlling by 119 Vietnamese staffs, this turnover rate
became an operational problem for the organization.
The purpose of this research is to identify the major reasons why key staffs leave from or
stay at PVPC in order to develop appropriate strategies to retain them.
To conduct the research, qualitative method is employed in which the primary data are
collected from the in depth interviews of 35 ex-employees and 15 staying staffs. Author’s
observation and experience are also used to support for the research issues.
The research reveals that the most prominent factor which made staff left the company is
leave for something better which includes changing the company to get closer to family
or to get higher position as well as benefit or having both, whereas the main reasons
which make staff to stay in the company is because of having link set up in their job, feel
comfortable to work in a friendly environment and enjoy with the training policy of the
company. In the light of these findings, the recommendations are proposed by the author
with a dream to keep the turnover in the company as low as possible
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ABBREVIATIONS
FPSO Floating Production Storage Offloading

GD Team General Director Team
HR Human Resource
JVPC Japan Vietnam Petroleum Company
JOC Join Operation Contract
Operator The investor who does exploration, drilling and operates the Oil &
Gas field in Vietnam
PetroVietnam Vietnam Oil and Gas Corporation
PSC Production Sharing Contract
PV Petro Vietnam
PVEP Petrovietnam Exploration and Production Company
Secondee Staffs who are PVEP’s employee but assigned to JOC/ PSC
companies
VSP VietSovPetro is join venture between PetroVietnam and
Zarubezhneft (belong to the former Soviet Union – now Russian
Federation)
WTO World Trade Organization
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Chapter 1: INTRODUCTION
“The best rose bush, after all, is not that which has the fewest thorns, but that which
bears the finest roses” – Henry van Dyke. Therefore, the most important task for Human
Resources Management Team is to find the right person for the right job in every
organization. Human resources are a critical resource for any organization, especially in
some specialized industries such as the oil and gas industry. Manpower is considered as
the most valuable resource in every single business in which staff retention is the need to
success.
This chapter starts by providing an overview about the oil industry in the world and in
Vietnam in which Petro Vietnam, vietnamese government authority, is mentioned and
their strategy is described. It then introduces the reader about the target company, JVPC,
and their turnover problem. In the light of this background, the purpose of the study and
its aims are presented.
1.1 THE OIL INDUSTRY: AN OVERVIEW IN VIETNAM & WORLDWIDE
Nowadays, the entire world is facing with a liquid-energy crisis, which has caused Oil &
Gas price to increase rapidly with no indication of an ending point. At the time of the
research period, the price of crude oil is over 65 USD/ barrel which is higher than that in
year 1998 nearly 7.2 times. This crisis could be solved by the effort of utilizing in energy
usage and the improvement of the technology. According to Global Energy Monitoring
Organization, the related issues of this kind of energy is remained up to next few decades
with the demand of the increase in exploration/ drilling/ production activities.
Reports from Petroleum Research Organizations reveals that world’s oil reserve is around
891.3 billion barrels supposedly suffient for the next 37 years of production; the rate of
energy consumption is 66 million barrel per day (rate of 37.3% crude oil & 23.9% gas
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consumption in general energy consumption) (BP Statistical Review of World Energy,
June 2006).
The PetroVietnam is the dominant player on the Vietnamese market and the company is
the sole state-owned petroleum corporation for Vietnam. It has a full monopoly on all
upstream exploration, production and plays a significant role in downstream operations as
well. It has investment licenses to build the country’s first oil refineries. Any foreign oil
company working on upstream projects would have to deal with PetroVietnam in some
capacity. The central management of PetroVietnam is located in Hanoi, while it had two
subsidiaries supervising upstream activities: PetroVietnam Exploration and Production
Company (PVEP) and PetroVietnam Supervision Company (PVSC).
The Vietnam’s crude oil was lifted average 400,000 bpd which is mainly from:
• The Rong (Dragon) and Bach Ho (White Tiger) fields by the joint venture
company Vietsovpetro. This was a 50-50 joint venture between PetroVietnam and
Zarubezhneft, a company formed under the former Soviet Union. This is the sole
joint venture company in upstream exploitation. It has been lifting oil in the Bach
Ho field since 1986. It has operational gas pipeline and delivers roughly two to
three million cubic feet of gas per day to Dinh Co – Baria Vungtau and amount of
269,000bpd crude oil is exported.
• Rang Dong field by PSC Company – JVPC, is the product sharing contract
company between Nippon Oil Corporation, ConocoPhillips and PVEP. It had a
transferring gas pipeline from Rang Dong to Bach Ho and amount of 59,000bpd
crude oil was exported.
With a clear outlook of the oil & gas industry in next 4 decades, the value of keeping
steady operation in oil & gas companies is crucial. Especially, most of JOC and PSC
contracts would require localizing technical and management man-power after 5 – 10
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years, consequently the pressure to employ good staffs and retain the key employees
within the organization is putting on each company in Vietnam Oil & Gas labor-market.
1.2 INTRODUCTION OF JVPC
Japan Vietnam Petroleum Company Limited (JVPC) is a joint venture between Nippon
Oil Corporation, ConocoPhillips and PetroVietnam with the respective share of 40% -
40% - 20%. JVPC was found the first oil well in 30 August 1998 with over 1.5 billions
US dollars revenue (to October 2005) and this number are expected to increase day by
day in exponential progressive curve.
JVPC was established since 1995 in Vungtau city with 73 expatriates (from Japan and
United States) for all key and sensitive positions and 24 Vietnamese staffs in normal
positions. Gradually the Vietnamese staffs in JVPC have proved their abilities and
qualification and have been capable of taking on most of the key positions, which were
taken by expatriates last years. JVPC now has 159 staffs (119 Vietnamese and 40
expatriates). Most of JVPC’s staffs were engineers and officers who are in charge of all
the production, drilling, exploration, reservoir engineering, geology, logistics, safety,
finance and commercial operation. These staffs were dealing with JVPC’s contractors,
government, parties to get all operation in a smoothly running manner.
JVPC is currently located at 7th and 8th floor of PetroVietnam Towers, 8 Hoang Dieu
Vungtau, Vietnam. Operation field is located in block 15.2 – Rang Dong field which
115km far away from main office in Vungtau city.
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Figure 1.1: JVPC office and worksite map (Source: JVPC)
JVPC is operating with four existing remote production platforms, one FPSO (Floating
Production Storage Offloading) and one central processing complex platform come with
two standby boats, and JVPC requires over 100 operators from contractors as
outsourcing.
Products of JVPC are mainly crude oil and associated gas, which are sold directly from
offshore facilities by export tanker and pipeline under-supervision of government
authority and third party.
JVPC had 13 groups/departments with four levels of management. As said above, JVPC
used all outsourcing for operations, maintenance, services and the daily interactions were
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deployed between last level and outside parties. The organization structure can be seen in
Figure 1.2 as below:
Figure 1.2: Japan Vietnam Petroleum Company Limited Organization Chart (Source
JVPC)
Engineers
Contractor
Manager of Project
Group
Officers
Interesting
Engineers
parties
Manager of Drilling
Engineers
Manager of Logistics
General Manager of
Contractor
Operation Departments
Manager of Production Engineers
Manager of Health,
Engineers
3rd party
Safety and Environment
Manager of Exploration Engineers
Contractor
General Manager of
General Director Technical Departments
Manager of Reservoir Engineers
Team Engineering
Manager of Petroleum
Government
Engineers
Engineering
Manager of Finance Officers

Contractor
Manager of Human
Resource and Admin Officers
Authorizer
General Manager of Manager of Business Officers

Admin/ Finance Liaison
Manager of Contract and Officers

Business Development
Contractor
Manager of Offtake and

Officers
Shipping
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Most of these staffs are stationed in Vungtau office at PetroVietnam Towers, 8 Hoang
Dieu, Vungtau, Vietnam and few of them are staying in the contractor’s organizations to
maintain continuously controlling and doing supervise roles.
With the compact organization model and a limited number of Japanese staff, they
partitioned thirteen groups into three departments and one group under control of general
director group (this special group is project group, which has more power in financial and
decision making to support for requested result in designed project target).
Technical Department consults to top management in making decision of where, when,

how to keep the organization operate steadily in order to maintain a maximum rate of
return on the investment. Contract Business and Development Group, recently
established group, supports to all groups to get the out-source’s supporting. Offtake &
Shipping Group is played role of merchandiser when they try to sell our product to users.
Drilling group makes new wells for further operation whilst production group directly
produces products for organization.
The success of this organization mainly depends on staffs’ skills – regardless of which
role they are playing in any group.
1.3 BACKGROUND OF THE PROBLEM
Since the first barrel of oil were extracted from the Bach Ho oil field in 1986 by VSP
operator, Vietnam’s oil and gas industry has undergone significant development. Before,
Vietnam’s economy relied heavily on imported petroleum products from the Soviet
Union. Recently Vietnam has started exploration on itself reserves.
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Today, Vietnam ranks third in oil production among Asian countries, trailing only
Indonesia and Malaysia, and the Vietnamese oil industry is still developing fast. In term
of gas producing, Vietnam’s reserves seem even more promising.
For further development, PetroVietnam plans to add 7-10 new oil & gas fields from
2005-2010. More specifically, PetroVietnam will focus on the following areas in the
period of 2005-2010
o PetroVietnam expected to speed up exploration work on the whole

continental-shelf of the country, with expectation to discover 7-10 new oil and
gas fields in order to secure national energy demand. In the production sector,
PetroVietnam aims at maintaining the oil production from current fields and
to triple gas production from developing fields (Eight oil and gas fields are
being developed, and production will be commenced in this period).
o PetroVietnam increased concentration on construction of infrastructure,

especially to develop the gas market (power plants, petrochemical plants) to
meet with potential gas supply. The refinery projects previously mentioned
are explicit means to pursue this strategy.
During 2005, PetroVietnam aimed at completing the first deepwater licensing round and
expect to sign two-three contracts in this area and two-three contracts in other open
blocks. Development work for four gas fields is to deliver gas in 2006-2009. In terms of
production wise, the strategy is to double volume of the Su Tu Den oil field, in order to
keep the production at around 150 MMBO and 250 billion cubic feet of gas. It meant a
big amount of required skilful-staffs need to be added during this period
With the significant increase in crude oil price and the strategy from Petro Vietnam,
many oil companies realize that this period is a big change for them to make money by
drilling more and producing more. Human resource in this kind of business becomes
more critical day after day due to skills and experiences are strictly required. There is a
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big move between those staffs among the oil companies which cause a lot of trouble for
human resources management.
Reports from operators and services companies in recent five year reveal that the number
of the employees left their exiting companies is around 11% every year which make the
in charged companies pay a huge amount of money for recruiting and training in order to
replace staffs. With crude oil price maintain in high value as 60 – 70 USD/bbl, the oil
producers are not allow for any down time, especially due to lack of qualified crews,
besides, narrow down in human resource selection, it makes this issue more and more
seriously.
Reports from Monthly Scout Meeting between operators and services companies, most of
these companies had and have trouble with personnel movement and recruitment issue.
Some of them move from Vungtau city – “oil city” but far away from modern cities – Ho
Chi Minh/ Ha Noi, to Ho Chi Minh/ Ha Noi city for family issue or luxury life or other
demands and some of them reversed. This movement always makes the companies’
management being headache and keeps developing strategy on the defensive.
JVPC was originally from Nippon Oil Group since 1994 in Vietnam, so the culture of this
organization is influenced by the culture of Japanese – culture of working hard and long-
term relationship between employees and organization. This culture was good sometimes
when it was created and compacted. Time goes by, this organization has become larger
and larger, one engineer defined as key staffs are taking care of a lot of tasks at the same
time and considered as an organization “bone”.
With a “flat” structure, having only 159 staffs, JVPC is very successful to manage and
operate Rang Dong field, where as in order to manage and operate a 6 times bigger of
similar works VietSovPetro needs over 6,500 staffs. However, in the other hand, this
advantage also has a big disadvantage for organization once key staff or some one of
middle management team get leave and JVPC is going to get suffered due to not much
job has a back-up staff for employee leave situation. They have to pay more to keep
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organization business running smoothly by getting the consultants or supports from other
countries or companies.
In addition, JVPC has a Japanese working culture which highly appreciates the loyalty
and hard work attitude (they are “salaryman” and being victims of “Karoshi” syndrome –
sudden dead whilst working). This poses another challenge for the organization, as
discussed in the next section
1.4 THE PROBLEM DEFINITION
During past years, JVPC was facing with increasing turnover rate for human resource, in
year 2001; the turnover rate was about 6.5%. The rate increased in the following years
and settle at a high record of nearly 14.5%. Table 4.3.1 shows the detailed statistics of the
turnover rates for the last 6 years. With income around 4.25 million US dollars/day
under controlling by 119 Vietnamese staffs, this turnover rate became an operational
problem for the organization.
Table 1.4: JVPC's Statistics for staffs leaving during period 2001 – 2006
(Source: JVPC’s annual reports)
Admin/ Annual
Project Operation Technical Total
Year Finance Total Left rate
Group Department Department staffs
Department Left
2001 1 3 3 2 9 139 6.47%

2002 2 3 2 3 10 145 6.90%
2003 4 2 2 2 10 147 6.80%
2004 1 3 4 3 11 153 7.19%
2005 3 2 4 4 13 158 8.23%
2006 6 8 6 3 23 159 14.47%
Since the natures of works in the company are very specific and experience required, it is
very costly for the company for any change of human resource in the operation system.
The company has to assign the tasks temporarily to other busy people while looking for
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new employees, and then it has to provide training and to take time for these people to be
familiar with the jobs. Therefore, along with the direct cost of recruitment and training,
the company has to face with other indirect cost such as decreasing performance of other
staff due to temporarily assigned tasks, interrupted work flow ect.
Even though the human resource department in JVPC tried to retain their staff through
improving staff’ benefits, their staffs were still successive leaving. What is going wrong
here? Does it mean their staffs are senseless? There were so many reasons of this
consequence spreading out from income, interest of working environment, social
position, family concern... so what are really a deep root of this trend occurred in JVPC
should we need to research more by understanding the mechanisms of why staff is
leaving or staying in order to enforce a suitable strategy to retain the frame human
resource and avoid business interruption.
It is said that this HR problem should be solved before it is getting worse and worse.
Thus, it is very necessary to Japan Vietnam Petroleum Company to find out a solution for
increasing human resource turnover rate.
1.5 OBJECTIVE AND SCOPES
1.5.1 Objective
In the light of this background, the purpose of this research is to identify the major
reasons why key staffs leave from or stay at JVPC in order to develop appropriate
strategies to retain them. Specifically, the study aims:
Identify the reasons of employees who left and reasons of employees who stay in
Japan Vietnam Petroleum Company Ltd.
Conduct a SWOT analysis to find out the strength, weakness, opportunities and
threat of JVPC with regards to retaining people.
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Develop strategies to retain the human resources for the target company, Japan
Vietnam Petroleum Company.
1.5.2 Scopes
This research paper focuses on studying and analyzing the case study of Japan
Vietnam Petroleum Company Ltd to examine the research question. Database are on
last years personnel movement reports from JVPC and the interview made among the
former staffs and the current staffs to find out the implication reasons which make
staffs to leave or stay in the company.
Definition of key staff in this research was author defined. Key staffs are those who
had position from engineer/officer up to management, their decisions and mistakes
would cause a serious impact to organization.
In this paper, the author just wants to research and analyze JVPC case for the author’s
interest only; it is not support for any competition recruitment or inimical purposes.
1.6 RESEARCH FRAMEWORK
The research paper is structured around the below framework
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Problem: Key employees left
Literature Review:
- Why people leave?
- Why people stay?
- Retention strategies
Develop interview questions
Collect data: In depth interview/ Exit interview
Analyze Reasons for leaving: Analyze factors that make people

- Of the four paths of leaving, which are stay:
the most frequent reasons? - What attachment did people have (link?)
- What are the common plans? - What kind of fits that glue people to the
- What are the common shocks? company?
- What are better elsewhere? - What sacrifice do people suffer that
- What are de-motivated factors, how prevent them from leaving?
common? - What are the most common in one of the
three?
Method: Method:
Interview ex-employees Interview existing employees
Can the company control and change?

How do they control or change problem?
Recommendations:
- Measures
- Cost and Benefits
analysis
- Effectiveness Analysis
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1.7 PRESENTATION OF THE STUDY
The structure of this research paper consists of five chapters and is presented as follows.
Chapter I outlines the overall picture of oil and gas industry in Vietnam and the world. It
introduces the readers about the company –JVPC - the target of this case study research,
and their staff turnover problem. It also points out objectives, scope and the research
framework of the study.
Chapter II presents some empirical researches and theories on why staff leaves or stay in
the company as well as the review of existing literature on developing the retention
strategy. In this part SWOT analysis techniques are also described. Those are served as a
theoretical framework for the research issues which are presented in the following
chapters
Chapter III presents the methodology utilized in the study including research design,
information needed, source of the information, sampling frame, data collection method,
data analysis and development of the solutions
Chapter IV presents the finding of the research question on why staffs leave or stay in the
company.
Chapter V finally is the conclusion of what was being discussed on the research issues
using the SWOT analysis and recommendation of adequate solutions to retain key staffs
and maintain a reasonable turnover rate to the success of the researched company.
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Chapter 2: LITERATURE REVIEW
Over the years, there are so many studies regarding to reasons which make staffs to leave
and stay have been done. Those studies also point out common attitudes of staff when
they are dissatisfied with their current job and look for alternative way in their career.
Upon the empirical research on the reasons of staff leave and stay, some suggestions and
guideline for staff retention strategies are also mentioned. Those are served as the
theoretical foundation for the research issues as discussed above in previous chapter. In
addition the concepts of SWOT analysis and retention strategy are also reviewed.
2.1 REASON WHICH MAKE STAFF TO LEAVE THEIR CURRENT JOB
Once an employee voluntary decides to terminate employment, it often creates lots of

problems for the organization. A common approach used to address an organization’s
staffing problems has been to identify any deficiencies or problem areas within the
organization by determining the variables affecting an individuals intent to leave
employment. It is assumed that once the problem areas are identified, changes can be
made and the individual may reconsider his or her decision to terminate employment,
resulting in fewer staffing problems and a reduction of staff turnover (Martin & Hunt,
1980).
Terrence and Lee (2001) point out 2 wisdom of employees’ attitude toward their jobs as
follows:
Conventional wisdom says that people leave because they are dissatisfied with their
current job and the only reason makes them stay is money.
An example of dissatisfaction is associated with job stress, job overload, repetitive work,
and unfairness in pay, benefits and other rewards, being passed over for promotion, being
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asked to do something against one’s beliefs. Once dissatisfaction sets in, an employee
presumably looks around for other work alternatives. They may conduct a job search. If
the alternatives are judged to be favourable in comparison with current job, they are
predicted to leave.
Prevailing wisdom has 2 perspectives: one is called academic perspective and the other is
practitioner perspective. In which academic perspective says people who are satisfied
with their job will stay while those who are not will leave. Given the same level of
dissatisfaction, people with more alternatives will be more likely to leave than those with
fewer alternatives. Practitioner perspective mentions reasons which make staff to leave or
stay purely reflect an economic perspective. People are leaving not only because they are
dissatisfied but also because of other reasons such as an unsolicited job offer, changes in
family situation follow by partner reallocation. Those mentioned unrelated to their jobs
are known as unexpected events or shocks.
In regarding to shocks as the main cause of job departure, Mitchell, Holtom and Lee
(2001) introduce the unfolding model which describes four paths people take when they
leave a job as follows:
Path 1: Following a plan
Some people know that they will leave if they or their spouse get accepted into some sort
of educational program like studying PH.D overseas or if their partner reallocate to other
city or country. Some people at the start of new job had intention to quit the job after
gaining some certain experience in the field or after getting bonus for finishing the
training.
Path 2: Leaving without a plan
This part is started by a shock but there is no plan or script in place. Shock occurred in
this path normally is negative and unexpected which involves such a violation of
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expectations that negative emotions like distrust or anger accompany the leaving process.
For example: employee decides to quit the job to move closer to his home because he
wants to take time to look after his mother who became ill recently, employee was passed
over for a promised promotion.
Both of path 1 and 2 employee leave without searching for alternative job.
Path 3: Leaving for something better
Path 3 starts with a shock that leads to minimal job dissatisfaction and therefore the
employee considers for the alternative which better than his present job or he receives
unsolicited job offer
Path 4: Leaving an unsatisfying job
This path is initiated by accumulated job dissatisfaction. There are two different ways in
which this dissatisfaction leads to job leaving.
Path 4A: employee become dissatisfied and leaves the job without searching for the
alternative
Path 4A: there is a certain period for a dis-satisfied employee to search for and evaluate
the alternative job.
Cotton and Tuttle (1986) in a meta-analysis of available research on employee turnover

categorized the correlates of turnover into three classifications: 1) work related factors, 2)
individual characteristics and 3) external factors.
Work related factors include in-competitive pay, poor job performance, overall job
dissatisfaction, the work itself, promotional opportunities, organization, immediate
supervisor, role clarity.
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Individual characteristics include: tenure, education, degree of unmet expectations and
rewards, gender.
External Factors are considered as employee’s perception of job opportunities both

within and outside the organization.
Of these various correlates, expectations, rewards and job satisfaction have been linked
causally to turnover. The expectations a person holds regarding employment is based on
individual needs and desires. What one employee views as essential and desirable often
differs from other employees. How often and in what degree these expectations go unmet
influences an employee’s individual decision to continue or terminate a job. Furthermore,
the need for recognition and rewards in the course of employment is also very
individualistic. Rewards address both intrinsic and extrinsic needs. If the rewards are
insufficient to meet both intrinsic and extrinsic needs, the employee will seriously
consider termination. Job satisfaction is derived from work related factors which include
compensation and benefits, working conditions and the employee’s perception of the
value of his or her work efforts. It is difficult for an employee to derive satisfaction from
a job which provides inadequate compensation and benefits for the effort put forward.
Additionally, working conditions have an effect on the employee’s ability to perform
adequately. The frustration of poor working conditions often interferes with the
accomplishment of assigned tasks. If assignments are of little interest or challenge to the
employee, the job will bring little satisfaction then employee will tend to think of leaving
their current job.
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2.2 REASON WHICH MAKE STAFF TO STAY WITH THEIR CURRENT
JOB
The reasons which make staff to leave their current job can be viewed as the opposite of
reasons which make staff to stay with their current job. Therefore a reasonable
assumption can be made that factors influencing employees’ decisions to terminate
employment may also influence their decisions to continue employment.
I may say all of the above discussed reasons which make staff to leave the organization if
can be solved are those which can make staff to retain in the organization.
As partly discussed in the previous section, job satisfaction is one of the main factors
which keep staff remain in the organisation. Moreover there are some additional factors
which make staffs staying as follows: no alternative, organizational commitment, non
work factors (family issues, hobbies, co-workers)
Terrence, Brooks and Thomas (2001) in one of their article mentioned about the job
embeddedness and staying. From their point of view, Job embeddedness consists of three
factors: Links; fit and sacrifice.
Links are the connections between the employee and other people, groups or even
organisation. Those links can be presented as on the job link and off the job link. The
example of on the job link is creating mentor system to increase the attachment of the
employees themselves or encourage the employees to choose their own clients or
suppliers. Off – the job link are some kinds of community activities, family or individual
hobbies
Fit is defined as an employee’s perceived compatibility with job, organisation and

community. The more individual feel that they fit with their jobs and co-workers the
lower the turnover.
- 25 -
Sacrifice reflects the cost of what people have to give up if they leave a job. Many of
these sacrifices involve foregoing financial incentives tied to longevity (seniority bonus),
retirement funds, stock options, reimbursement of long term professional development
(higher education funding allowance), child care support, performance bonus base on
seniority…
Moreover the stressfulness of job changing also limit turnover, if someone think about
the new job they should take into account of a numerous adjustment especially for those
who has family for example if someone leave the current job in order to relocate to
another city, new living accommodations, schooling for children and spousal
reemployment need to be considered. These transitions can take up to a year of
adjustments to be made and a career to get back on track. For those who are the risk
adverse, won’t think new job is feasible and will decide to stay.
2.3 DEVELOPING A RETENTION STRATEGY
Retention is about developing strategies that reduce the number of people turnover
because of avoidable reasons. Organizations need to retain employees with the required
balance of skills and experience to ensure that business can be maintained and running
smoothly (Stucberry, 2003). Retaining people are not simple and is considered as the art
of management. There are many factors that affect the employee leaving or staying with
the company, on the other hand having the understanding manager and the management
team are also the matter of luck for all employees in order to maintain a happy and
cooperative working environment towards the success of the business.
It is said that there is no magic pill for company’s retention problem. Retention cannot be
accomplished purely via money. “It takes more than money to retain quality staff” (Mike,
2005). A host of on-the job and off-the job factors must be considered when developing a
retention plan. “People need to see that their contributions are appreciated and if they do,
they won’t want to listen to other offers” Vince Crew, president of Research
Development in Naples, Fla said.
- 26 -
Once being employed, the employee has to go through around almost three stages: an
entry phrase where employees learn the ropes, the norms and the expectations
surrounding a job. Following to the entry phrase there is a period where employees settle
in, this period can be very short or long almost depend on some stability of employee’s
live on the job and that is the phrase for management interfere in to inspire their
employees and keeping them to be with the business as long as possible.
Most organizations today continue to struggle with retention because they are only
relying on salary increases and bonuses to prevent turnover (Accenture 2001; Gumbus
and Johnson 2003). People have so many reasons to leave or stay in the business not just
because of salary, those reasons are called non-work related reason or work related
reason. Managing core employees effectively means identifying their needs and wants.
Employees bring their needs, aspirations, and hopes to their jobs and working
environment where their abilities can be utilized and their basic needs can be satisfied.
Terrence and Lee (2001) give a guide to formulate a comprehensive retention plan as
follows:
Step 1: Determine whether turnover is a problem for the business by finding out
the answer for those How, Who, What questions.
- How many people are leaving?
- Who is leaving? Do the company want these people to leave?
- What does it cost to replace them?
Step 2: Determine why people are leaving? To find out the reason why - an exit
interview from outside consultant is recommended to ensure that the reasons provided are
not defensive or protecting those left behind, it also helps the leaver to not fear
retribution.
- 27 -
Step 3: Investigate reasons why people stay? By conducting an interview with the
existing employees to determine the factors that keep them in their jobs, the answers for
those reasons to keep employee to stay in the business are also the strength of the
business and need to be maintained.
Step 4: Develop top-level support for the plan. By devote financial and human
resources to the planning, development, execution and maintenance of any plan
Step 5: Identify the targets of the plan. Which employee needs to be retained in
the business?
All of the time, routinely assessment of job satisfaction, organisational commitment and
job embeddedness need to be done in order to prepare to make changes based on staff
finding in other to make organisation’s retention plan competitive.
The retention program selection is mentioned and grouped into six areas:
Professional Development
Training
Management Behaviour
Rewards and Recognition
Life Balance
Pay and Benefits
An effective retention strategy requires the careful selection of programs that are valued
by the company’s employees and support the organization’s goals and culture.
Retention programs can be costly. In a study conducted by Watson Wyatt, the

overwhelming majority of companies reported the most important challenges to their
future success are balancing the retention of their most valued employees and cost
management (marks, 2001). Effective retention strategies must be a strategy which can
- 28 -
utilize a variety of programs because employees have different and multiple needs. For
example, one of factors to retain staff in RMIT university is to provide seat in the
university for the first child of every staff who served for the organization for three years,
this kind of offer is more highly valued and interested by employees having kids at year
10 or 11 than by individual without or having young kids at year 3 and 4. For companies
to get the most from their retention resources they should regularly assess the
effectiveness of their programs by asking employees about the type of retention programs
they value the most and by keeping track of why employees are leaving the company.
Using this information, employers can select programs and policies that are meaningful
to their workforce (Ruch, 2000).
Keeping retention programs aligned with company and employee needs is challenging
because the needs of both groups continue to change.
The turnover problem should be examined in the context of a specific organization. A

good understanding on the company’s strength, weakness, opportunities and threats with
regard to the issues losing or keeping employees is necessary for the analysis of the
company turnover issues. The concept of SWOT analysis is thus considered next.
2.4 SWOT ANALYSIS CONCEPTS
SWOT analysis was first introduced in the 1980’s for assessing General Electric’s
position in each of its various businesses. The acronym SWOT stands for Strengths,
Weaknesses, Opportunities and Threats. It is an approach to the analysis of the internal
and external environments. This analytical technique assists an organization to fulfil its
need for consistent knowledge of the current situation (David, 1997). In the SWOT
analysis process, the internal environments are scanned to determine the strengths and the
weaknesses of an organization, while the external environment assessment identifies the
organizational opportunities and threats (Hill & Jones, 1992).
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Strength is considered as an aspect of the business that can improve its competitive
position
Weakness is an aspect of the business that can potentially damage its competitive status
Opportunity is an environmental condition that can significantly improve the

organization situation
Threat: is an environmental condition that can significantly undermine the organization

situation
To make the retention strategies of the company become competitive to the industry,
from the author’s point of view, SWOT analysis could not be avoidable and be facilitated
as the starting point for developing the strategy.
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Chapter 3: RESEARCH METHODOLOGY
In this chapter, the details of procedure used in gathering the data for the study was
presented including the determination of the information needed to address the research
question, the identification of the possible source of information and the selection of the
sample for the study. In addition the explanation of the data collection techniques and
data analysis was also outlined.
3.1 INFORMATION NEEDED
Two major groups of the information are necessary to find out in this study issue, which
are associated with the two research questions “why some people left PVPC” and why
other people stay with PVPC”. The information is presented in the below two boxes:
Why people leave the company: Why people stay in the company:
- Stay due to having a serious link

- Leave following the plan set up which make them find
(what plans) happy with the job.
- Leave without having plan - Stay due to fitness they find in
(what are the striggers) their job.
- Leaving for something - Stay as they will sacrifice a lot if
better (what is the betters) they leave.
- Leaving an unsatisfying
job. (what caused it)
Above those paths which one is Above those three reasons which one is
the most prominent? the most prominent?
- 31 -
In addition, information on the employee demographics is needed for the purpose of the
study analysis.
3.2 SOURCE OF THE INFORMATION
There are two major sources of the information which have been picked up to support for
the study: The first source is from the former staff of JVPC Company. These employees
are best to provide us with information about the reasons people left PVPC. The second
source of information is provided by those existing staff, who would help to learn the
reasons of some employees stay with the company. In addition, other sources are referred
to, including the author experience with PVPC, reports, and manuals.
3.3 METHOD TO COLLECT THE INFORMATION
In depth interview and observation techniques are used by the author in order to collect
the information needed support for the research issues.
3.3.1 Interview
Interviewing is one of the most common and most powerful ways to try and understand
human being. According to Singer (2002), interviewing is powerful because it allows for
both the interviewer and interviewee to learn from the experience. As Arksey and Knight
(1999) comment: “Interview is a powerful way of helping people to make explicit things
that have hitherto been implicit – to articulate their perceptions, feelings and
understandings”. Interviewing has a wide variety of forms: informal conversational
interviews, the interview guide approach, standardized open-ended interview (Patton,
2002).
The interview guide approach served as the primary data collection method employed in
this study. The purpose of this guided interview is to elicit the participant’s worldview
support for the above indicated research issues.
- 32 -
In particular there are two sets of the interview questions have been prepared by the
researcher in relating to the research issues about the reasons which make people to leave
the JVPC Company and the reasons which make people to stay in the mentioned
company.
The first set of the questions includes:
Introduction question regards to the willingness of the participant to be

involved in this interview as well as author’s research paper.
Fact Finding question includes to those questions asking about the number
of year the participant served for the target company and at which position
Body of the interview guide comprises of 8 questions asking about the
reason of staff leaving and reaction of the company on resignation staff. In
particular:
- 1) When staff had the intention to leave the company,
- 2) what reasons which cause him/her to think of leaving,
- 3) why he/she changes his job in JVPC to another company,
- 4) what trigger he/ she to file a resignation letter,
- 5) how did the company respond to his/her action of leaving,
- 6) was there any possibility which make he/ she change his/her
mind, if yes what are they,
- 7) staff opinion about JVPC company in general and the working
atmosphere among staff themselves as well as with superior,
- 8) Is he/ she happy with his/her resignation decision? (see
Appendix A)
The set questions of the first questionnaire was developed to acquire the information on
the reasons which made the staffs to leave the company and seek for any possibilities that
target company- JVPC- (question 6 in appendix A) could do from their point of views
(ex-staffs) to make them change their mind of leaving into staying. The purpose of
- 33 -
question 6 is to open to a suggested way or a base for the author to make a
recommendation to retain staff later on in this study.
The second set of the questionnaire includes:
Introduction question regards to the willingness of the participant to be

involved in this interview as well as author’s research paper.
Fact Finding question includes to those questions asking about the number
of year the participant served for the target company and at which position
Body of the interview guide comprises of 5 questions asking to find out
the reason which makes staff to stay in the company those are about:
- 1) how many companies he/ she worked for so far,
- 2) staff opinion about JVPC company in general and the working
atmosphere among staff themselves as well as with their superior,
- 3) Any long term and short term training opportunities are
provided by the company and its commitments,
- 4) Whether he/ she is happy with his/ her current job, any intention
to leave the job, if no why not,
- 5) What is about the company which interests you most?
The set questions was developed with the purpose to find out the strength of the target
company in their current policy of retaining staffs in order to keep and develop further its
strong point to make staffs remain.
3.3.2 Observation
Having the advantage of over ten (10) years working in the oil and gas industry including
specific six (6) years working for this target organization, the researcher have listened to
so many stories from the colleagues about those staffs who had left the company as well
as those who are staying. In addition to what had been listened by the researcher, his own
- 34 -
experience about the policy of the company to deal with staff are also those critical
factors contributed to the findings of his research issues.
3.4 DATA COLLECTION
The interview was conducted on 35 staffs who had left the target company in both year
2005 - 2006 and on 15 staffs who are still working for the target company.
To gather the in-dept qualitative information, comprehensive focused interviews

approximately one hour in length were conducted with each selected study participants at
their convenient time and place. Study was carried out in a friendly atmosphere as each
participant is the author’s colleague.
In particular the interview process is conducted as follow:
• Before conducting the interview, the author had addressed the reason of the
interview to each participant clearly that this is supported for the author’s thesis
and interest only. There is nothing link with JVPC company except the detail
recommendation of retention strategy on what were findings out from this study is
going to be suggested by the author to the company as one of his contribution to
the company due to their sponsorship for his MBA course and the author’s
inspiration to keep the turnover stable. Therefore, the answers of participants in
this study would be ensured completely confidential. And because of the
confidential issues, appendix C and D which attached some sample interview
records does not present the applicant names.
• When conducting the interview, a guide questionnaire were used (Appendix A for
35 leaving staff and Appendix B for 15 remaining staffs) in order to maintain the
control for the interviewer and make sure that the information needed had been
answered by the interviewees. For some cases the interviews were going out of
the track due to the close relationship between the interviewer and interviewee,
- 35 -
but then the interviewer found that it was interesting and opening the author to
another way which he did miss when he sets up the questionnaire. For example
when asking whether the staying staff has got intention to quit the company or
not? The response was I am too old man. It means that age did affect the staying
staff and it is one other reason beyond what the author intended to find out such as
fit, link or sacrifice.
• To collect the information in the interview, tape recorder was mostly used during
the interview as well as note taking. The purpose for note taking is to provide a
means for allocating important quotations for later analysis; the point impressed
the interviewer or the core answer which he needs to find out. Tape recorder helps
the interviewer to concentrate on the process of listening, interpreting, refocusing
the interview and check the accuracy of the information record. Some participant
feel un-comfortable about being tape-recorded, then taking note is solely done by
the interviewer at the time of the interview, sometimes in order to make sure that
the interviewer understanding right what the interviewee answers or scenarios
which the interviewee involved, the interviewer repeated back to the interviewee
what he believe they have just told.
3.5 DATA ANALYSIS
Following the completion of the interviews, the information collected from each set of
the questionnaires was summarized. The summary site analysis then is grouped and
categorized as referring to the conceptual framework of the study.
In particular, the author noted that there are four paths of leaving presented by each
participant when being asked.
Path 1: Leave following a plan

Path 2: Leave without a plan
Path 3: Leave for something better
- 36 -
Path 4: Leave due to unsatisfied job
In all of the 4 paths being grouped and analyzed which is the most prominent path in
JVPC case
Within each part there are some sub reasons which make the staffs to leave, the author
then base on the summary site analysis count how many cases appear which support for
his finding later on.
Age, seniority, and location also play an important factor to analyze in this study
From another aspect of this research study, reasons why staffs stay in the research
company, the following trends are captured:
Staff stay due to link set

Staff stay due to fitness
Staff stay due to having huge sacrifice if they leave
Among those trends, which one is observed as the most prominent reason which made
staff to remain?
From what were collected from the interviews, the analysis of the reasons of staying and
leaving had been done. The author summarized those paths and trends captured into his
SWOT analysis. Reasons which make staff to leave almost the weakness of the company
and reasons which make staffs stay is considered as company strength to further develop
the retention strategy for the company.
- 37 -
To analyze the collected data into the meaningful information support for developing the
retention strategy, content analysis is adopted by the author which is presented as the
below model
Describing
QUALITATIVE
ANALYSIS
Classifying Connecting
Figure 3.1: Qualitative Analysis as a Circular Process (Dey, 1993)
- 38 -
Chapter 4: RESEARCH FINDING
4.1 FINDING FROM INTERVIEW
4.1.1 Outcomes Collected From Interview Ex-Employees
SUMMARY LEFT STAFFS BY AGE
14% 11%
Below 30
30 - 40
Above 40
75%
Figure 4.1: Summary left staffs by age
Finding 1: It is observed that those staffs that leave the company are in the age of 30-40,
the most ambitious and dynamic age group.
- 39 -
SUMMARY LEFT STAFFS BY SENIORITY
26% 23%
Seniority 1 - 3 (years)
Seniority 3 - 5 (years)
Seniority over 5 (years)
51%
Figure 4.2: Summary left staffs by seniority
Finding 2: 51% left staff had worked for the company from 3 to 5 years; follow by
26% of staffs in a seniority group of over 5 years and least is fail within 1 to 3 years
seniority
Table 4.1: Summary of four paths of leave

SUMMARY OF 4 PATH OF LEAVE
Reason to Leave Following Leave without a Leave for Leave an

leave a Plan plan something better unsatisfying job
Number
counted 6 2 19 8
In path 1: within 6 cases of Leaving following a plan, there are 3 cases said they had left
the company to study abroad, 1 case staff got leave the company as her husband had re-
allocated to Ho Chi Minh City so she had to accompany him. 2 cases revealed that they
had the intention to quit the company when they first joined the company; they just made
used JVPC Company as a mean for them to have experience working in an operation
- 40 -
company in Oil and Gas industry. An account from one of the respondents depicts this
view:
“It was July 2004 when I just join to JVPC… It’s strange, right? I think you would
ask me why I did that… It just because of my own planning… As you knew, I was
jump from insurance field into Oil & Gas field… I could not get any offer from
Operation company in HCMC – they asked for experience in oil & gas
transaction, but JVPC gave me a chance to joining… after 2 years of experience,
I applied for couple operation company and I got offer from Hoang Long JOC…”
In path 2: within 3 cases of Leaving without a plan, there is 1 case the reason got left
because he did ask promotion so many times but having a rejection from the company,
therefore no motivation to further contribute.
“Working for JVPC over six years but my title still in Drilling Engineer position, I
did propose for three times but it failed.”
Another case had left because he has a seriously ill wife needed to take care, move to Ho
Chi Minh City in order to have more time to look after his family.
“It is quite strange when I resigned from previous company and took the lower
position in BP (my current position is Senior Production Engineer)… In fact, I
have no other better choice… as my wife is sickly and my kids are too small to
stand alone… I have to come back to HCMC to taking care of them… Up to now,
family is above all of others issue.
In path 3: Leave for something better. There are 19 cases revealed that they had left the
research company because they have a better offer from the other companies with higher
salary, title upgrade and especially those companies are located in Ho Chi Minh city
- 41 -
which they have chance to live closer to their family, looking after their children and
attending night class for further study.
“When I just joined to JVPC, I saw this company quite systematic and already set
up with many people on top… I thought I should spend around other 15 years to
get up to deputy OIM… and I tried to search around for higher position in new
deployment JOC… So, I had this job after 7 months watching and listening
around… In fact, when moved from JVPC to CuuLong JOC my title was upgraded
from PRD Supervisor to Deputy Offshore Installation Manager (OIM) – it’s much
more proudly in my career development.”
“Senior Drilling Engineer in this company was not my life target. Besides, in
JVPC there were 3 senior drilling engineers with sharing power and esteem… So,
in late 2003 I had an idea to search for better working condition… in the other
hand, my kids grow-up day after day so I was forced to looking better studying
environment for them. Being a senior drilling engineer in JVPC so my
relationship to PetroVietnam and other companies is good and it is helpful for me
to ask other job, I did apply so… I am here today.”
“Working in JVPC is good. But I have to change my job as moving up plan for
myself. Changing into this company I have had more empowered…. of course,
working in HoChiMinh city a lots better than Vungtau city where my kid could
have the best study environment and my family has more entertainment area to go
after work hours…”
“Yeah, it is right. Lam Son JOC is a smaller company compare to JVPC. But
working is not all for a human life, right? When I was in JVPC, I have to live far
away from my family and far away from HCMC – crowded city where I can
choose good foods, nice entertainments and others”
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“It was come up in Aug 2003, the time preparing for marriage ceremony, I quite
very busy to run from Vungtau to HCMC amd reserve... I met Cuu Long JOC’s
Geologist Manager… He advised me to join his company to get more benefit;
esteeming and specially I could manage my little family after working hours…”
“Say, since I recognized that I had nearly 4 years experience and no bright future
for me (I had 3 young bosses on top at that time, it means I have to wait for
long…), same as other young people, I want to move up… so I left. My current job
title is Base Supervisor – it is a lot better than previous one, even though the size
of organization is difference. I wished to be a boss, and now, I am a boss”
“Well…well, reservoir engineering is an experience requirement job, so most of

the oil companies wish to have these experience people. By changing job, I did
“promote” to Senior Reservoir Engineer which need to take in next 3 years if I
were in JVPC. It is fair”.
In path 4: Leaving an un-satisfying job. There are 8 ex-staffs said they left the research
company because of dissatisfaction. In which 3 said they had a conflict with their
Japanese staff.
“Yeah, it was a long story. I was work in this position for 3 years without
promotion and my boss behaviors was strange for me – my ex-boss was Japanese,
he asked for working behaviors as Japanese style – style of working hard and
“doing as working hard”, I am really unlike that way… I did ask for promotion
couple times but it was not worked…”
There are 2 responses that they get bored of the job. And the rest felt un-satisfied when
there proposal of being promoted is rejected
- 43 -
Most of the cases, employees file their resignation letter when they had already had a
better job in hand and ready to leave.
Finding 3: It is noted that the most prominent reasons which made staff to quit the
company is leaving for something better.
Finding 4: Location, location, location is one of the most factors which hinder JVPC’s
competitive position in the employment market. For those staffs who are Ho Chi Minh
citizens, after a certain year working away from home, their need to having a job close to
family in order to look after kids and enjoy family life is become crucial. Majority of the
cases when being asked they always mentioned about this issue
Finding 5: Management style in JVPC is quite conservative in term of offering a title

promotion, higher position is from the seniority in the industry rather than from the
performance which discouraged staffs a lot and one of the reason made staff to look for
the other company.
Finding 6: When staffs file their resignation letter, it means they have already made up
decision to leave the company, so it is very hard to change their mind and let them stay.
Nearly 100% staffs answer that “no, nothing can change their mind”
4.1.2 Outcomes Collected From Interview Staying Employees
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PERCENTAGE OF STAYING STAFFS
80%
71% 70%
60%
50%
Seniority less than 3 (years)
40%
30%
20% Seniority 3 - 5 (years)

21%
10%
0%
Seniority more than 5 (years)
7%
Seniority more than
5 (years)
Seniority 3 - 5
(years)
Percentage Seniority less than
of staying 3 (years)
staffs
Figure 4.3: Percentage of staying by seniority
Finding 1: 71% the staying staffs in the interview sample have seniority more than 5
years. It is observed that the longer time they serve for the company the lesser chance
they get leave the company.
- 45 -
SUMMARY STAYING STAFFS BY AGE
13%
33% Below 30
30 - 40
Above 40
54%
Figure 4.4: Summary of staying staffs by age
Finding 2: More than haft of staying staff in the interview sample is above 40 years
old. This means the older and the more experience the employees have, the more stable
they would like to pursuit. As they get older, they normally hesitate to change the job and
afraid of getting start in a new environment.
- 46 -
SUMMARY STAYING STAFFS BY SATISFACTION
16% 12%
Training
8% Location suitable for my family

20%
Good payment
Working environment
12% Atmosphere
Power embedded
32%
Figure 4.5: Summary staying staffs by satisfaction
Finding 3: From the above figure, the main reasons which made staff to stay in the
company are good payment, location suite for family life and training policy.
Finding 4: When interview staying staffs, nearly 100% of them admitted the working
environment and relationship among staff is fantastic which they hardly find in other
company and that is one of the reasons made them remain.
Finding 5: When asking what is about JVPC which interests you most? The majority
answer is the company has a very good training policy which helps staff to improve their
skills and knowledge. This point is very good for employee retention.
- 47 -
4.2 FINDING FROM AUTHOR’S OBSERVATION
Finding 1: There is a tendency that employees are using JVPC as a transition

company to help them building up enough experience in oil and gas industry in order to
target their career to some of the big company located in Ho Chi Minh City such as
Chervon, or Cuu Long JOC. There is a rumour that JVPC is considered as a training
school providing qualified staffs for other big operation company.
Finding 2: Some staffs had left because they had serious conflicts with their Japanese
managers.
Those relating to empower culture in JVPC: with target of light structure, low cost and
effectiveness in exploration and production oil and gas business, JVPC had empowered
for staffs in making decision and running operation into specific targets. To achieve
specific targets, those engineers and officers had rights to adjust and choose methods to
maintain operation in smoothly condition such as choosing sub-contractors,
technologies… Even though, the empower in JVPC quite high (engineer and officer were
allowed to making decision relate to cost up to 50,000 USD in daily operation and
mobilizing of outsourcing to achieve company targets) and staffs had power as said in
previous section but in some case Japanese managers were not empowered enough for
specific jobs and involved too much after job delegation. It means sometime in the
middle of project or sometime in routine operation, the Japanese manager asked to
change following Japanese culture and point of views, this interruption would make the
tracking of business going out of empowered-staffs’ control. This action made high
performance staffs confused and wished to leave and find better bosses.
Finding 3: There are some cases that staffs leave the company not just because they
are not satisfy with their current job in JVPC but because of some other non-job factors
such as spouse re-allocation or family problem. One of the prominent factor make staff to
leave the company being observed is because they want to work in Ho Chi Minh city to
get closer to their family and have a chance to further study.
- 48 -
Finding 4: Young talented staffs have a very little chance to get promotion by title in
JVPC. It is very systematic in JVPC to promote staff to higher position, title promotion is
based on the seniority rather than employee performance for example to be promoted to
senior production engineer, staff need to have 10 years experience in the Oil and Gas
Industry, regardless of how much a talented staff to contribute to the company if he
hasn’t built up that required year he still can not get the title as a senior. Whereas in other
company, they give title to staffs who can show that they have capability only. So most of
the case, the young engineers or officers who had talented and high performance are not
patient enough to keep long term relationship to JVPC.
Finding 5: Most of the case when the employee files his/her resignation letter, he/ she
has already got job offered from somewhere else and very hard for him/her to change his/
her mind to stay.
Finding 6: Vietnamese employees do not have habit to speak out or make complains
to their boss, they tend to keep silent until they can not stand anymore then the
resignation letter will be submitted. It is too late for the management team to retain them
by offering higher benefit as mostly the answer is No.
4.3 SWOT ANALYSIS
Base on the above findings, it is observed that
4.3.1 The Strength of JVPC
Having very good and professional working environment

Well paid
Friendly relationship among staffs themselves
Fantastic training policy for staff to improve their knowledge and
skills.
Multi-national Company
- 49 -
It is an operation company, stable working condition.
JVPC is a well-known company in term of providing such a very good
training policy for staff therefore it is very easy for JVPC to attract
young people to work for them.
Natural potentiality and reserve of Rang Dong, Phuong Dong oil mine
are still very big therefore it is promising a long-term employment for
staff plus bonus.
4.3.2 The Weakness of JVPC
Located in Vung Tau, city of tourist but not study.

As JVPC is a join venture between Nippon Oil (Japanese) and
ConocoPhilips (American), there are some departments controlled by
Japanese Managers who have a very conservative management style.
Conflict is occurred between staffs and manager due to culture clash
Very systematic, promotion to higher position base on the seniority
rather than employee performance
4.3.3 The Opportunity of JVPC
• With advantage of PSC (Product Sharing Contract), (PV) Vietnam

partner is going to take over all operation rights from JVPC by
2017 and all assigned positions will be replaced by Vietnamese or
assigned staffs from PetroVietnam. During the period of 2005 -
2007, all assigned positions which are holding by Nippon Oil and
Conoco Philip will be completely replaced by Vietnamese staffs.
This is a good opportunity for Vietnamese staff get promotion and
be recruited
- 50 -
4.3.4 The Thread of JVPC:
Oil price increases significant plus the double volume strategy from
Vietso Petro, many oil companies jump into Vietnam to do the
exploration and production, qualified staffs in oil and Gas become
more critical. Those companies are willing to pay high salary in order
to attract qualified staffs from the other company to work for them.
Global employment is another reason which makes staff to leave.
Qualified staff in Oil and Gas Industry now has more bargaining
power and more choice to emerge into a global work force.
- 51 -
Chapter 5: RECOMMENDATION
Again, it is said that high staff turnover is a huge problem for many organizations today
and it is also the hottest topic of Human Resource Management, to be able to solve this
issue is quite a dedicated problems facing managers, especially for those volatile industry
like Oil and Gas.
This final chapter concludes some main findings from the above analysis in the previous
chapter and gives some recommendation on developing retention strategy for the research
company –JVPC.
5.1 CONCLUSION
If you think retention staff is now becoming more and more challenging for most of the
business, you are correct. This issue is reflected through JVPC’s case.
During last six (6) years, this organization had an obsolete point of view about
relationship between company and staffs. The company supposed that when setting a
salary higher than the market rate their staffs will stay with the company forever.
Retention can be accomplished purely via money. However, the fact showing that even
though the company pay very well for their staff as well as facilitate good condition
which help staff further develop their skills, they are still loosing qualified staffs for some
other reasons which find that totally opposite with what they did think.
By launching this research, the researcher found some other reasons for the staff to leave
the company such as
Left for further studying after getting of a certain years experience as post-
graduate requirement,
- 52 -
Left to joining bigger organization in Ho Chi Minh City
Left just because they are getting bored with their current job in JVPC even
though that job has a very well pay.
Left JVPC to find job in Ho Chi Minh City as they want to get closer to their
family.
Left just because their partner has to relocate to the other city and they have to
accompany him/ her
Left in order to move on with their career as they want to have a higher position,
esteem need
Left due to conflict with Japanese working-style,
In particular, the author noted that there are four paths of leaving presented by each
participant when being asked.
Path 1: Leave following a plan:

- Leave for further study abroad after gaining some experience
- Leave because of spouse relocation
- Leave following a plan set at the beginning in which using JVPC as a
transition company to develop the skills and knowledge from operation
company in order to jump into a bigger company in Ho Chi Minh City.
Path 2: Leave without a plan
- Being pass over promotion
- Leave because of partner sickness, has to work in company in Ho Chi
Minh City in order to take care of serious ill wife and young kids and
accepted to be degraded.
Path 3: Leave for something better
- Mostly leave because of having an unsolicited offer from the other
company. The offer of higher salary, title upgrade, better benefit which
include private insurance for unique family, assistant for kids schooling
and especially those offered company are those in Ho Chi Minh City.
- 53 -
- Ex-staff insisted that the most prominent factor which triggered them
accept is the location of the offer company being in Ho Chi Minh city,
they will have chance to work and get close to their family. Higher salary
is not quite important than that of family.
Path 4: Leave due to unsatisfied job and having a job search.
- Having a conflict with Japanese manager
- Get bored with doing a same style of job
Among those 4 paths, leaving for something better in particular working for the company
located in Ho Chi Minh City in order to get closer to family is the most prominent reason
captured from the study.
The reasons which have attracted staff stay in JVPC are as follows:
Staff stay due to link set:

- They love the working atmosphere in JVPC in which the relationship
between Vietnamese staffs are considered as members in the family.
- They enjoy working in JVPC as the company provides lots of
opportunities for them to further develop their skills in the field.
Staff stay due to fitness:
- They choose to stay as they think the working environment in JVPC is the
best one very professional in compared with those companies they had
ever worked for.
- The majority of staying staffs are Vung Tau citizens, they think JVPC is
the best company in Vung Tau. They won’t find any other better than that.
Staff stay due to having huge sacrifice if they leave
- Some staffs are staying as they are studying MBA sponsored by JVPC, if
they leave the company they have to pay back the tuition fee. Moreover as
they are still young and haven’t got family yet so they enjoy being in
Vung Tau.
- 54 -
All of the above reasons, ages of some staff does affect their decision to remain in JVPC
as they get used to with the job and working style in JVPC, they feel lazy to change their
status at the moment.
Among those trends, linking is observed as the most prominent reason which made staff
to remain.
By this judgment, next section will be some recommendations to retain staffs in JVPC
5.2 RECOMMENDATIONS
5.2.1 From the author observation and what findings from the interview, one of the
most prominent factor which leads staff to leave the company is the matter of
company location. It is recommended that if possible the company should relocate
their office to Ho Chi Minh City. If it is not feasible so the company should
facilitate those staffs who stay in HoChi Minh get back home at least three times a
week by providing the hydrofoil ticket for them. Or in the process of employing
staffs, the company should give more chance for those candidates from Vung Tau.
Especially, having a policy to give priority to Vungtau citizen in recruitment
5.2.2 Due to Asian’s culture and Confucian, staffs often inform their boss about their
intention to leave when they have already had a job offered and their mind already
set in the new company. Therefore, it is too late for management to do anything to
retain the qualified staffs when they are informed. Pro-active action to maintain a
powerful HR resource should make organization stronger and better in developing
and competing. It is recommended that a powerful and professional HR team
should built to support for GD team conducting and developing proactive strategy
5.2.3 To strengthen the relationship among staffs, it is recommended that JVPC’s HR

should launch some campaigns such as: family day evens, team building, and
company clubs.
- 55 -
5.2.4 To retain staff, the company need to create more job embeddedness which limits
staff leaving such as
- Offer a personal loan for their employee with no interest, the amount of
loan would be collected by deducting directly to employee’s salary. By
this way, when ever staff wants to quit the company he/ she should
consider about sacrifice of return back the company the big amount of
money.
- Setting influence links on the job through programs that create
connections between people. Try to put people together who will like one
another (similar interests, hobbies or life circumstances). Introduce long-
term projects and provide project teams with a sense of identity.
Recognize group achievement by giving bonus offers.
- Setting way for off the job sacrifices: providing private insurance for
employee and his/ her unit family, rent assistant for staffs who are not
Vung Tau citizens, sponsor staff to attend some form of exercises like
gym, tennis, swimming … those ways also the way to promote a good
health and refresh their employees
5.2.5 As mentioned above, there is a serious conflict between staff and their manager
which make staff to leave; it has been observed that some of managers in JVPC
were promoted from technical side, so that they are lacked of management skills
and point of views. It is suggested that the company should provide chance for
their current managers to attend some of management class in order to have a
management view point.
5.2.6 The company would think more about title promotion and make it more flexible
for staffs, giving the chance for staffs to move on. This way also creates an
effective and efficient working environment towards staff.
- 56 -
5.2.7 The warmly working environment and good relationship among staffs should be
retain and develop.
5.2.8 Bringing from operation management idea – the idea of continuously

improvement in process, the researcher strongly believe that JVPC would be
better and manage retention issue in proper process as below
Figure 5.1 was the suggested flow which researcher wished to continue the
stream of retention flow – to keep the best employees for Japan Vietnam
Petroleum Company Ltd.
The following sketch is showing suggested proposal procedure to retain frame

human resource JVPC and suitable to expand for whole Oil & Gas industrial.
Staff leaving problem
No
Turnover rate problem and analyze
Yes
Yes
Do you want those people leave?
No
No Exit interview/
Found reason to leave
Yes
No
Change to fix problem/
Commitment from management
Repeat for Yes

perfect plan
Finished determined problem
and improving plan
- 57 -
Figure 5.1: Retention flow
In reality, the input of JVPC human resource was set at high level of recruitment
and well on job training so those people were confirmed of organization “Do not
want those people getting leave”. Figure 5.1, was presented of JVPC have been
defined of staffs leaving problem and do not want those staffs getting leaving but
after conducting of exit interview to define reason to leave they had do nothing to
make the problem solved. Suggested JVPC to live this flow hence support
retention strategy for organization.
- 58 -
BIBLIOGRAPHY
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Wayne F. Cascio (2003), Managing Human Resources, 6th Edition, Mc Graw Hill
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Applied Social Research Methods Series, Volume 5, Sage Publication Ltd.
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Publications Inc.
Terence R. Michell, Brooks C. Holtom and Thomas W. Lee (2001), How to Keep
your Best Employees: Developing an Effective Retention Policy,The Academy of
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Productivity In The Workplace, McGraw-Hill
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HR Professional, Pfeiffer.
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Hubert Saint Onge and Charles Armstrong (2004) The Conductive Organization,
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Lawrence ErlBaum Associates
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AMACOM
Rick Brinkman and Rick Kirschner (2003), Dealing With Difficult People, Mc Graw
Hill Irwin.
- 59 -
Robert L. Mathis, John H. Jackson, Human Resource Management, 11th edition,
Thomson
Sultan Kermally (2004), Gurus On Managing People, Published by Thorogood
Publishing Ltd.
Yoav Vardi & Ely Weitz (2004), Misbehavior in Organizations - Theory, Research,
and Management, Lawrence Erlbaum Associates, Publishers.
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William J. Rothwell and Roland L. Sullivan, Practicing Organization Development,
Edition 2nd, John Willey & Sons, Inc, 2005
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Internal reports from Oil & Gas companies, 2003, 2004, 2005
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Japan Vietnam Petroleum Company Ltd. Annual Report, 1999, 2000, 2001, 2002,
2003, 2004, 2005 and 2006.
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Culture and Employee Retention – Academy of management journal, Vol. 35, No 5 p.
1036 – 1056
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Review, May – June 2000
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Planning “The Real Costs of Turnover - Lessons from a Call Center” ABI/INFORM
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unfolding Model of Employee Turnover” – The Academy of Management Review,
Vol. 19, No. 1.
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Developing an Effective Retention Policy, Vol. 15, No 4 – Academy of Management
Executive
- 60 -
DECLARATION
The author hereby certifies that this work is original and not the outcome of any form of
plagiarism. The conclusions and managerial recommendations are personal stand points
of the author. In certain cases, other author’s contributions have been either partially or
completely used, but with systematic quotations and references by use of footnotes.
Candidate’s Name : Pham Hoang Tri Anh
Candidate’s Signature :
Date :
Place : Ho Chi Minh City, Vietnam.
- 61 -
APPENDIX A: INTERVIEW QUESTIONS FOR LEFT STAFF
Date: interview date

Time: interview time
Location: interview location
Interviewer: interviewer name
Interviewee: interviewee name
Sex: interviewee gender
Age interviewee age
Email: interviewee email
Cell phone: interviewee phone number
JVPC’s seniority (years): how many years
1) Do you mind if your answer is a part of research paper report?
2) How long have you worked for JVPC Company? And at which position?
3) When did you have the intention to leave the company?
4) What reasons which cause you to think of leaving?
5) Why do you change your job in JVPC to another company?
6) What trigger you to file a resignation letter?
7) How did the company respond to your action of leaving?
8) Was there any possibility which make you to change you mind, if yes what are
they?
- 62 -
9) How would you think about JVPC in general? What would you say about the
working atmosphere among staff themselves as well as with their superior in
JVPC?
10) Are you happy with your resignation decision?
Thank you for taking your time for this interview
- 63 -
APPENDIX B: INTERVIEW QUESTIONS FOR STAYING STAFF
Date: interview date

Time: interview time
Location: interview location
Interviewer: interviewer name
Interviewee: interviewee name
Sex: interviewee gender
Age interviewee age
Email: interviewee email
Cell phone: interviewee phone number
JVPC’s seniority (years): how many years
3) How many companies did you work for so far?
JVPC?
5) Does the company provide any long term and short term training opportunities for
their employees? What are they? Does it have commitments for and after
attending such training?
6) Are you happy with your current job? Do you have any intention to quit this job?
If no why not?
- 64 -
7) What is about the company which interests you most?
- 65 -
APPENDIX C: 18 EXAMPLES LEFT STAFFS’ INTERVIEW
RECORDS
1- MINUTE OF INTERVIEWING
Date: 16 Apr 2007 Time: 09:15am

Location: KNOC office – Diamond Plaza
Interviewer: Pham Hoang Tri Anh
Interviewee: intentional hide
Sex: Female Age 35
Email: intentional hide Cell phone:
JVPC’s seniority (years): 3.5

Yes, I do. Please go ahead.
I worked for JVPC for around 3.5 years (3 years and 5 months). Most of the time I
worked as project administrator which were contractors’ controlling job.
As you know, 4 years ago when I started with JVPC, my husband had a bit
support me for changing from hospitality field into heavy-industry field… But, I
believe that three and haft years was long enough to get him awake of taking care
2 young children whilst I was living far away from home town (HCMC). He kept
continuously asking me to back home… and last message from him was that
organization or him… I had him and jobless for 2 months. This existing company
was saving me from housewife job and family broken down.
Yeah, we did think twice in that matter as you said. But, my husband had his big
family with decrepit parent in HCMC… So, moving a big family like that to
Vungtau much more complicated than staying at home by myself.
- 66 -
It was family problem.
I do not think it was a good time for me in this organization. As you know, my
family nearly broken-down due to this company…
As I already said, my husband kept asking me to back home town… I tried to
delay it. But unfortunately, I could not keep delaying longer than 6 months since
first my husband’s requisition when his mom and my kid were sick
They did nothing for me at the moment – it was family issue, so there is no
objective concerned.
they?
No, it wasn’t.
JVPC?
It was a good one which I’ve ever seen. I wish to work for JVPC again if it were
in HCMC instead
Yeah, I’m sure. For me, keeping family happy and stable is my strategy.
- 67 -

Location: CuuLong JOC office – Diamond plaza
Sex: Male Age 32
JVPC’s seniority (years): 3

I worked for JVPC for around 3 years (3 years and 21 days). My previous work
location was on offshore facilities… My title was Production Supervisor which
was in charge for all daily production operation supervision and contractor
advisor
As I already said, I was keeping searching for more convenience position for 7
months. Then, when my CV was approved my resignation letter sent.
In fact, when moved from JVPC to CuuLong JOC my title was upgraded from
PRD Supervisor to Deputy Offshore Installation Manager (OIM) – it’s much
more proudly in my career development.
It’s cool. Initially, it was since my first day in JVPC. It’s straight. When I just
joined to JVPC, I saw this company quite systematic and already set up with
many people on top… I thought I should spend around other 15 years to get up to
deputy OIM… and I tried to search around for higher position in new deployment
JOC… So, I had this job after 7 months watching and listening around…
- 68 -
As I already said, my husband kept asking me to back home town… I tried to
delay it. But unfortunately, I could not keep delaying longer than 6 months since
first my husband’s requisition when his mom and my kid were sick
They asked me to stay with proposed for more benefit in housing allowance – it
was not work for me, what was offered be higher value.
they?
No, it wasn’t.
JVPC?
Honestly, I think this company good for people who need a stable working life or
fresh man, for a dynamics people like me it is not.
Yeah, I’m sure. I am moving up, so I have no reason to regret for what I did.
- 69 -
Date: 16 Apr 2007 Time: 14:32

Location: Hoang Long JOC office – Metropolitan tower
Sex: Male Age 41

I worked for JVPC for around 4.5 years. My previous work location was in main
office facilities… My title was Logistics Supervisor which was in charge for all
daily logistics operation and contractors supervision.
Yeah, after the second time of asking for promotion (Sept 2003), an idea of
searching for an other better job was appeared in my head… Then, I had this job
after 12 months watching and listening around – it was lucky for me at that time
when Hoang Long JOC just deploys and searching for Logistics Supervisor, I did
apply and I am here today.
It was promotion issue.
Yeah, it was a long story. I was work in this position for 3 years without
promotion and my boss behaviors was strange for me – my ex-boss was Japanese,
he asked for working behaviors as Japanese style – style of working hard and
“doing as working hard”, I am really unlike that way… I did ask for promotion
couple times but it was not worked…
- 70 -
Yeah, after the second time of asking for promotion (Sept 2003), an idea of
searching for an other better job was appeared in my head… Then, I had this job
after 12 months watching and listening around – it was lucky for me at that time
when Hoang Long JOC just deploys and searching for Logistics Supervisor, I did
apply and I am here today.
They did not answer for my request of promotion – so I was left.
they?
No, it wasn’t.
JVPC?
Honestly, it is not good if the management still remain the thinking of Japanese’s
working style and behaviors. For staffs, the relationship themselves is alright. But
relationship between superior and staffs was stressful sometime.
Yeah Yeah, I’m sure. I am having a smoothly life with highly esteem from others,
then, I have no reason to regret for what I did.
- 71 -
Date: 16 Apr 2007 Time: 15:12

Location: Cuu Long JOC office – Diamond Plaza
Sex: Male Age 35

Yes, I do. My pleasure.
I worked for JVPC for around 3.5 years. My previous work location was main
office site… My title was Senior Drilling Engineer which was in charge for all
daily drilling operations and contractors supervision. My new position is
unchanged – Senior Drilling Engineer.
Senior Drilling Engineer in this company was not my life target. Besides, in JVPC
there were 3 senior drilling engineers with sharing power and esteem… So, in
late 2003 I had an idea to search for better working condition… in the other
hand, my kids grow-up day after day so I was forced to looking better studying
environment for them. Being a senior drilling engineer in JVPC so my
relationship to PetroVietnam and other companies is good and it is helpful for me
to ask other job, I did apply so… I am here today.
Main cause was better life and living style in big city such as Ho Chi Minh City.
My existing job is great too. But I have to change my job as moving up plan for
myself. Changing into this company I have had more empowered…. of course,
- 72 -
working in HoChiMinh city a lots better than Vungtau city where my kid could
have the best study environment and my family has more entertainment area to go
after work hours…
I was keeping searching for more convenience position for 9 months. Then, when
my CV was approved my resignation letter sent then
They asked me to stay with addition package of management allow and family
benefit. But I thought it was not equaled to what I could have in Ho Chi Minh
City.
they?
No, it wasn’t. In fact, I think a bit, but it was not good enough to cause an
opposite decision
JVPC?
It is good in general. But it was not suit for my case. Say, working atmosphere in
JVPC was a professional and friendly – I like it.
Yeah, I’m happy with my decision. I am having a smoothly life with highly esteem
from others. Besides, I just have a chance to finish my master degree last year
easily by standing on this job.
- 73 -
Date: 16 Apr 2007 Time: 16:13

Location: Cuu Long JOC office – Diamond Plaza
Sex: Male Age 33

Yes, I do. It’s my pleasure.
I worked for JVPC for around 5 years. My previous work location was in main
office site… My title was Reservoir Engineer which was in charge for daily
production performance and wells operations.
It was since 2001 when my first kid was born and my wife could not get any help
from her husband. At that time I wished to have somewhere to move but none of
any opportunity was available…
It was promotion and family life issue.
My existing job is great job. Changing into this job I had a chance to move up
from Reservoir Engineer to Senior Reservoir Engineer, besides, by this moving I
had change to live with family when my kid was grew up speedy and need father’s
caring…
I was keeping searching for more convenience position for 22 months. After my
CV was approved my resignation letter sent then.
- 74 -
They were given me a change to get promotion an increase a little bit of benefit,
but my family life problem could not solve.
they?
No, it wasn’t. In fact, I think a bit, but it was not good enough to cause an
opposite decision
JVPC?
Yeah, I’m happy with my decision. I am having a smoothly life with my family
and this decision gave my family a chance to live in the modern city. The working
atmosphere in JVPC was a professional and friendly.
Yeah, I’m happy with my decision. I am having a smoothly life with my family
and this decision gave my family a chance to live in the modern city.
- 75 -
Date: 16 Apr 2007 Time: 16:33

Location: Lam Son JOC, Metropolitan Tower
Sex: Female Age 34

I worked for JVPC for around 2 years. My title was Project Engineer which was
in charge for daily project management and contractor control. My previous work
location was in main office site…
It was since early 2003 – a year after I’d been in Vungtau city. At that time I
recognized I was a part of HCMC instead of Vungtau city.
It was benefit.
Yeah, it is right. Lam Son JOC is a smaller company compare to JVPC. But
working is not all for a human life, right? When I was in JVPC, I have to live far
away from my family and far away from HCMC – crowded city where I can
choose good foods, nice entertainments and others (?)
It was 10 months. I was searching for more suitable position in HCMC for 9
months. After attempted of approval, my resignation letter sent then
- 76 -
They asked to discuss but I rejected to do that.
they?
No, it wasn’t.
JVPC?
It is good in general. But it was not suit for my living style. The working
atmosphere in JVPC was a professional and friendly.
Yeah, I’m happy with my decision.
- 77 -

Location: BP Company – A5 An Phu, Thao Dien, District 2, HCMC
Sex: Male Age 44
Email: intentional hide intentional hide Cell phone:

I worked for JVPC for around 4 years. My title was Chief Production Engineer
which was in charge for daily production operations, report to General Director
and PetroVietnam all related issue during daily production, and maintain
production operation in safety manner. My previous work location was in main
office site…
It was come up in Nov 2006, when my wife was sick and my kids have to stay at
home during that time… It made me worry every minute, every second.
It was family problem.
It is quite strange when I resigned from previous company and took the lower
position in BP (my current position is Senior Production Engineer)… In fact, I
have no other better choice… as my wife is sickly and my kids are too small to
stand alone… I have to come back to HCMC to taking care of them… Up to now,
family is above all of others issue.
- 78 -
It was 3 months. Searching around the operator-companies in HCMC, I was
recognized that BP was the best place for my relocation, after getting of an
offering, my resignation letter was sent.
It was not work in here due to my issue was family issue,
they?
No, it wasn’t.
JVPC?
It is really good organization. I wished to work for this organization whole my
life.
Yeah, I’m happy with my decision. Even though the existing company’s working
environment could not compare to JVPC… I am happy with my decision, because
at least I could take care of my family every day
- 79 -
Date: 18 Apr 2007 Time: 13:35

Location: Hoang Long JOC – Metropolitan Tower
Sex: Male Age 28

I worked for JVPC for around 3 years (3 years and 2 months). My title was
Geologist which was in charge of exploration activities and onsite geologist
supervision. My previous work location was in main office, 8 Hoang Dieu
Vungtau, 7 floor and going offshore sometime for onsite supervision……
It was came up in Aug 2003, the time preparing for marriage ceremony, I quite
very busy to run from Vungtau to HCMC amd reserve... I met Cuu Long JOC’s
Geologist Manager… He advised me to join his company to get more benefit;
esteeming and specially I could manage my little family after working hours…
It was job title – promotion issue.
It was moving up offer. When I was in JVPC, my main task in this organization
were taking care of exploration activities, onsite geologist’ supervision… then,
moving to Cuu Long JOC, my was promoted upto Senior Geologist, which
position I need to take time to get it if I was keeping remaining in JVPC.
- 80 -
It was 9 months. I had an idea to move but not seriously in job searching… then
having that offer… resignation after.
They were continuous treat me as a baby – asked me to stay and promote later, it
was late for me now.
they?
No, it wasn’t. I did not trust and be patient any more.
JVPC?
It is really good organization, but it was not flexible enough to retain me.
Working atmosphere in JVPC was friendly and charming.
Yeah, I’m happy with my decision. Now, I could work same as in JVPC but in
higher position and higher benefit.
- 81 -
Date: 18 Apr 2007 Time: 15:25

Location: Chevron Ltd. – Metropolitan Tower, floor 11
Sex: Male Age 35

I worked for JVPC for around 2.5 years (2 years and 7 months). My title was
Petroleum Engineer which was in charge of wells completion. My previous work
location was in main office, 8 Hoang Dieu Vungtau, 7 floor and going offshore
sometime for wells completion supervision.
It was before I was joining to JVPC (serious). In the other hand, I used JVPC as a
mean to grow-up my career.…
It was planning to work for a big company in Ho Chi Minh City. Say, JVPC was a
bridging method to get a job in big company.
You know, my career target is work for an international and big company such as
Chevron but I could not move directly from Vietsov Petro to Chervon – VietSov
Petro is Russia base with different in standards and communication ways/
methods… So, I chose JVPC as a base to jump to Chevron. I had same level –
Petroleum Engineer, but higher benefit in Chevron
- 82 -
It was 2.5 years. I was staying in JVPC for further leaving so; I kept continuous
searching for better job in these big companies as Chevron, BP. At the end of the
day, I had Chevron offer… then having that offer… my resignation after.
They could not do any thing with me, so far – due to I’d never tell them the true
reason to leave.
they?
No, it wasn’t. My plan was launched so nothing/ no one could force it back.
JVPC?
It is really good organization, but it was not flexible enough to retain me.
Working atmosphere in JVPC was friendly sometime and serious sometime – you
already knew, it was a part of Japanese style.
Yeah, I’m happy with my decision. You see, in the existing company I could work
same as in JVPC but in higher position and really higher benefit.
- 83 -
Date: 12 May 2007 Time: 12:40

Sex: Male Age 42

Yes, I do.
I worked for JVPC for around 3.5 years (3 years and 7 months). My title was
Chief Reservoir Engineer which was in charge of daily reservoir operation
performance, monthly/ yearly production forecasting and management support.
At that time, my working location was in main office, 8 Hoang Dieu Vungtau,
floor 7.
It is a year after I joined to JVPC. When I just joined to JVPC, I wished I could
manage my time and my family to suit to situation, but I failed.…
It was mainly family problem.
Say, I have a four-year old boy need to be taken care and wish to have a second
daughter whilst I am not a young man any more… in another hand, the
management job took me a lots of time so I could not stay with my family more
than 2 days per weeks… I am tired with time management in this tight schedule.
So, I quit. I had a senior reservoir engineer in BP…. Even though this position a
bit lower than chief engineer but I was satisfied.
- 84 -
It was 2.5 years. I was looking for a suitable job for me during last 2.5 years but
you know, staying in management site I had big threat and barrier to withdraw
due to security and limited of high position available in market… So, I cost me
two and haft years for chasing a suitable job in Ho Chi Minh City…
They did try. But my issue was family issue… So they failed to do that.
they?
Not of course. Unless I force to relocate my family in Vungtau and have my wife
jobless.
JVPC?
It is a good company to work for. It was gentle working atmosphere – better than
most of others in Vietnam.
Yeah, I’m happy with my decision. Now, I have a balance life between work and
life.
- 85 -
11 - MINUTE OF INTERVIEWING
Date: 12 May 2007 Time: 16:30

Sex: Male Age 29
JVPC’s seniority (years): 2 years and 2 months

Yes, I do.
I worked for JVPC for over 2 years (4 years and 2 months). My title was Senior
Logistics officer which was in charge of daily logistics support, especially in
helicopter arrangement and management support. My working location was in
main office, 8 Hoang Dieu Vungtau, floor 7 and Vungtau air port terminal.
It was 2 months. I was looking for a suitable job for me during last 2 months. I am
easy to have that job due to there were too many recruiting offer for commercial
position at that time…
It was family problem and a bit in job title
It was just a normal reason as my husband had a new job in Ho Chi Minh City –
Cuu Long JOC, operation department… so I had to move with my husband…. My
existing position is procurement specialist, this job is satisfied me because my
major in university is commercial…
- 86 -
It was 2 months. I was looking for a suitable job for me during last 2 months. I am
easy to have that job due to there were too many recruiting offer for commercial
position at that time…
They did try. They did something such as give me a chance to get further study,
and family benefits, but my family in HoChi Minh city, I denied.
they?
Not of course.
JVPC?
I think it is a good company to work for, I could work and achieve new target, and
learn from other best people. It was professional working atmosphere.
Yeah, I’m happy with my decision. Now, I am happy with my family life.
- 87 -
Date: 14 May 2007 Time: 13:20

Location: interviewee’s house
Sex: Male Age 29
Email: intentional hide Cell phone: N/A

Yes, I do.
I worked for JVPC for over 3 years (3 years and 2 months). My title was
Geologist Engineer which was in charge of all exploration and seismic related
issues. My working location was in JVPC’s Vungtau office, rig site and seismic
ships.
It was in my planning. I did inform JVPC’s management for my working period
when I just join JVPC – for working 4 years in JVPC only… but at the last year
they could not find the replace one… so, I worked for JVPC over 5 years
It was further study matter. I took a master course in Norway University.
Ah hah, it was not really a changing in company. Just study issue. You see, I am
young man. I wished to have a change to get further study.
It was over 1 year. I just followed my planning. After graduated from university in
bachelor degree, I wished to get further study oversea. Now I did it.
- 88 -
Yeah, a very good package to withdraw of study issue in Norway (position plus
nice package).
they?
No, it was not. I thought I could take that package later, but it was a lot difficult
for me if I deferred my studying.
JVPC?
This was a good one. I was study a lot from there, the payment and human
treatment quite good, I loved this organization. It was professional working
atmosphere.
I’m happy with my decision. Now, I am a good student with brightness future.
- 89 -
Date: 21 August 2007 Time: 08:00am

Location: Truong Son JOC office
Sex: Male Age 29

Yes, I do.
I worked for JVPC for over four and haft years (4 years and 5 months). My title
was Logistics Officer which was in charge of daily logistics operations and
shipping activities. My working location was in JVPC’s supply base.
Say, since I recognized that I had nearly 4 years experience and no bright future
for me (I had 3 young bosses on top at that time, it means I have to wait for
long…), same as other young people, I want to move up… so I left.
It was job title issue – promotion and esteem matters.
Yeah, I did make a change. My current job title is Base Supervisor – it is a lot
better than previous one, even though the size of organization is difference. I
wished to be a boss, and now, I am a boss.
It was around 2 months right after I found new target. I jumped right after that.
- 90 -
They drew a brightness figure for my career – nice packages, extra benefit for
seniors people such as seniority bonus, promotion in future.
they?
No, it was not. I did not think it was worked in this case; all of my bossed were
young and love their job… So, what I could get after negotiation? I think it is
nothing. So, I kept quiet and searched for new opportunities.
JVPC?
This was a good company. It had itself structure and logically decision flow (it is
better than other companies). It was professional working atmosphere.
I’m happy with my decision. Now, I am a boss now. I like it
- 91 -

Location: Lam Son JOC office
Sex: Male Age 30

Yes, I do. Go ahead.
I worked for JVPC for over five years (5 years and 7 months). My title was
Reservoir Engineer which was in charge of daily production optimization and
reservoir management. My working location was in JVPC’s office only.
It was 1-year time. I did not like my boss working behavior, so right after I had
offering from LamSon the resignation letter was sent.
They were promotion and esteem matters.
Well…well, reservoir engineering is an experience requirement job, so most of
the oil companies wish to have these experience people. By changing job, I did
“promote” to Senior Reservoir Engineer which need to take in next 3 years if I
were in JVPC. It is fair.
It was around 2 months right after I had offering letter from LamSon JOC
- 92 -
Just some normal proposal such as better job title in next years (what are next
years?)
they?
No, it was not. I did not trust their proposal and in the other hand I had my needs
before saying that.
JVPC?
It should be a best company if managing style was better – some of their
management people were not caring for their staffs’ future. It was professional
working atmosphere.
I’m Yeah, I’m happy with my decision. At least, I am managing staff now
- 93 -
Date: 21 August 2007 Time: 15:20

Location: Dai Hung company office.
Sex: Male Age 38
JVPC’s seniority (years): 4 years and 1 month

Yes, I do. No worry, mate.
I worked for JVPC for over four years (4 years and 1 month). My title was
Logistics Assistant, which was in charge of daily Heli flight arrangement. My
working location was in JVPC’s office only.
It was last year after I failed in suggestion of promotion, then I started looking for
new job. It was supportive for my effort.
It was promotion plus benefit issue.
I need higher position job and better benefit, so I was left. In Dai Hung company I
was offered as Logistics Officer. And the most important thing is this company
located in Ho Chi Minh city, I have chance to look after my family after work
It was around one and half month’s right after I had offering letter from DaiHung
Company.
They proposed some further benefits. But it was late for me now.
- 94 -
they?
No, it wasn’t.
JVPC?
It was not a good company, at least not for me at that time. They did not
recognize my contribution. I need more benefit than they could give me. It was
professional working atmosphere, but it was not flexible for staffs promotion.
Yeah, I’m happy with my decision. I have good package now.
- 95 -
Date: 22 August 2007 Time: 15:35

Location: KNOC office.
Sex: Male Age 36

I worked for JVPC for around four years. My title was Health Safety and
Environment Engineer (HSE Engineer), which was in charge of all JVPC’s HSE
operations. My working location was in JVPC’s office and offshore facilities.
It was around two years almost, and then I was always looking for new job. Then
I resigned after getting a new offer.
It was working place issue – I am Ho Chi Minh City addicted.
Before I started working for JVPC, I already had a plan to evacuate to Ho Chi
Minh city (my family in there, but I could not find such kind of job in HCMC at
that time, so I worked for JVPC but I always search for other job)
It was around one and half months (labor code) right after I had offering letter
from KNOC JOC.
They thought I left because of money so they just proposed for extra benefit.
- 96 -
they?
No, it wasn’t. My concerning was working place in Ho Chi Minh City only, and I
left due to they could not satisfy me.
JVPC?
I belief that it was a good company. It was professional working atmosphere, I
like it.
Yes, I am. I’m happy with my decision. My family is so happy now, then I’m
happy.
- 97 -

Location: Thang Long JOC office.
Sex: Male Age 35
Email: intentional hide Cell phone: 092 779401
JVPC’s seniority (years): 6 year and 4 months

I worked for JVPC for six years and four months. My title was exploration
engineer, which was in charge of all JVPC’s exploration activities. My working
location was in JVPC’s office and offshore facilities.
Last four months I met Thang Long JOC exploration manager, he gave me an
offer as exploration engineer. Then I resigned after getting a new offer in Ho Chi
Minh City.
It was better benefit.
Comparing to previous job, this offer was a good one with higher benefits and
working place.
After two months of considering, I decided to leave after getting shock with
manager bossy style, I resigned right after that.
They proposed for family package, oversea training.
- 98 -
they?
No, it wasn’t. The proposal from JVPC was in future but offer from Thang Long
JOC I can take it now.
JVPC?
I belief that it was a good company, but Japanese manager shocked staffs
sometime. It was professional working atmosphere.
Yes, I am. I’m happy with my decision. I had a good job and live in Ho Chi Minh
City.
- 99 -

Location: Lam Son JOC office.
Sex: Male Age 39
Email: intentional hide intentional hide Cell phone:
JVPC’s seniority (years): 4 year and 7 months

I worked for JVPC for four years and seven months. My title was Well Head
Supervisor, which was in charge of all JVPC’s well head activities. My working
location was in JVPC’s office and offshore facilities.
Last two months Lam Son JOC recruited for this position with interesting
package, I sent my application to Lam Son JOC.
It was better benefit.
Lam Son JOC offered nice package with family medical package, entertainment
package and higher salary.
After getting offer from Lam Son, I sent resignation letter straightly.
They proposed salary review by next six months.
they?
- 100 -
No, it wasn’t. The offer from Lam Son JOC was realistic but proposal from JVPC
just happen in next six months, I did not believe on it.
JVPC?
I belief that it would be a good company, and if they did not late in responding for
staffs satisfaction. It was good working atmosphere.
Yes, I am. I’m happy with my decision. I had a good job and live in Ho Chi Minh
City.
- 101 -
APPENDIX B: 8 EXAMPLES STAYING STAFFS’ INTERVIEW
RECORDS
Date: 15 May 2007 Time: 10: 10am
Location: Japan Vietnam Petroleum Company – 7th floor, 8 Hoang Dieu, Vungtau
city, Vietnam
Sex: Female Age 34
Email: intentional hide Cell phone

Yes, I do.
I worked for JVPC for over 4 and half years (4 years and 7 months). My title was
General Accountant which was in charge of all daily/ monthly and quarterly
financial transactions. My working location was in JVPC’s Vungtau office only
I worked for 2 companies already
JVPC?
To me JVPC is a perfect company, possitive working atmosphere in which the
relationship among Vietnamese staffs is considered members in the family. I am
lucky to have an understanding boss who is a Vietnamese.
attending such training? Have you taken any of them?
- 102 -
Yes, they did. They are in-house technical/ non-technical training, oversea
training, and further studying (master degree).
No commitment for short- term training but 2 years served after completion
master degree. I did take short-course and plan to study master next year.
If no why not?
Yeah, I’m happy with my career now and the people around me as well.
I am recognized that I can make my career develop in this company, in a very
friendly and co-operative environment… I am extremely like it…. I hope to work
for this company for over ten years and get more experience in Petroleum
finance…
This company is good in training and developing people, not bad in payment.
- 103 -
Date: 15 May 2007 Time: 10: 45am

city, Vietnam
Sex: Male Age 37

Yes, I do.
I worked for JVPC for over 6 and over half years (6 years and 7 months). My title
was Senior Maintenance Engineer which was in charge of all daily/ monthly,
quarterly and yearly JVPC’s facilities maintenance issues – it is included sub-sea
investigation. My working location was in JVPC’s Vungtau office and offshore
facilities sometimes.
I worked for 4 companies already
JVPC?
It is a good company which I’ve ever work for – You know, this is the forth
company which I’ve ever work for. In my eye, this is the best one…up to now ☺. It
is a good company with positive working atmosphere and opened mind superior.
My boss is American. I am Vung Tau citizen.
- 104 -
attending such training? Have you taken any of them?
Yes, they did. They are in-house technical training, oversea training, further
studying (master degree). 2 years commitment if taking master degree, no
commitment for short course. And I normally take short-course overseas.
If no why not?
Yeah, I’m happy with my career now and my team also…
This company is good in training and developing people, good in payment. JVPC
is considered as the best company in Vung Tau, and I am a Vung Tau citizen so
where would I go then???
- 105 -
Date: 15 May 2007 Time: 14: 30

city, Vietnam
Sex: Male Age 35
Email: intentional hide Cell phone 0903 669523
1) Do you mind if your answer is a part of research paper report ?

Yes, I do.
I worked for JVPC for over 6 years and over quarter (6 years and 4 months). My
title was Senior Process Engineer which was in charge of all daily/ monthly,
quarterly and yearly JVPC’s process activities – it is included operation
management. My working location was in JVPC’s Vungtau office and offshore
facilities visit sometimes.
I worked for 2 companies already.
JVPC?
It is a good company which I’ve ever work for. The best in two ☺. It is a good
company with positive working atmosphere. I am quite lucky as my boss is an
American and has a very opened minded superior.
- 106 -
Yes, they did. I am enjoying it. They are in-house technical training, oversea
training, further studying (master degree). 2 years commitment for long term
training.
If no why not?
Yeah, I’m happy with my career now and my team also… Hey, this is my second
company during working life… The first one was the nightmare for me – Do you
remember Dung Quoc refinery project in Quang Ngai? I was there for 3 years in
useless job and waste-time job… In this company, I could apply my knowledge
which was taken in Australia… I like it, so, in fact, furthermore I am doing my
master degree which is sponsoring by JVPC so I will not change job in next 3
years….
This company is good in training and developing people, good in payment.
- 107 -
Date: 15 May 2007 Time: 14: 30

city, Vietnam
Sex: Male Age 45
JVPC’s seniority (years): 5 years and 1 month

Yes, I do.
I worked for JVPC for over 5 years (5 years and 1 month). My title was Senior
Drilling Engineer which was in charge of all daily/ monthly drilling operation
activities – it is included SIMOP activities. My working location was in JVPC’s
Vungtau office and sometimes on drilling rigs.
JVPC?
In general, this is a good company; working atmosphere among the staffs is
fantastic. I am in a very good team.
Yes, they did. Yes, I did. My knowledge was improved by JVPC. They are in-house
technical training, oversea training, and further studying (master degree). I am
studying master degree at the moment.
- 108 -
If no why not?
Yeah, I’m happy with my career now and my team also… Why I need to think
about job changing whilst my career is developing in here… I see nothing better
for me if I take other…
This company is suit for my family style, good in payment.
- 109 -
5-MINUTE OF INTERVIEWING
Date: 20 August 2007 Time: 10: 30am

city, Vietnam
Sex: Male Age 42
JVPC’s seniority (years): 7 years

Yes, I do, please.
I worked for JVPC for 7 years. My title was Senior Health Safety and Safety
Engineer (HSE Engineer) which was in charge of all daily/ monthly, annually
HSE activities, auditing activities, supplier’s evaluation – it is included
emergency responding activities. My working location was in JVPC’s Vungtau
office, JVPC’s base, facilities and sometimes at suppliers facilities.
JVPC?
I think JVPC is good in general; the relationship and working atmosphere among
Vietnamese staffs are fantastic. However my boss is Japanese who gives me some
confusion sometime but I am ok…
- 110 -
Yes, they did. They are in house training opportunities, on job training, consultant
training, and oversea training further studying (master degree).
I take course overseas to improve knowledge and to travel as well. I am not
interested in master degree as I am old enough to enjoy life and avoid stress from
study
If no why not?
Yes I am. This my third job since my graduation date. This is the best one… In the
other hand, I am not a young guy as you so, I do not like to get job jumping any
more… Say, I am a member of Conservative Party. Just kidding… But it’s good
for me and my family – my own house was built last year… I am enjoying. It is
perfect. My house in here – I mean Vungtau city. my wife’s staying at home to
take care of kids, my salary and benefits covers all of life expenses… What else’s
for me? My job does not harm anyone; just save others ☺ so, not conflicts.
This company is suit for my family style, I am Vung Tau citizen, working
atmosphere.
- 111 -
Date: 20 August 2007 Time: 11: 30am

city, Vietnam
Sex: Male Age 43
Email: intentional hide Cell phone 0903 902623
JVPC’s seniority (years): around 8 years

Yes, I do, please.
I worked for JVPC for around 8 years. My title was Senior Production Manager
(PRD Manager) which was in charge of all production operation activities and
planning. My working location was in JVPC’s Vungtau office only. I started in
this organization when it had first oil. I started from assistant production
engineer… I contributed and saw this organization growing every single day… I
do not want to leave it when it still not finish. My objective is “if I open/ start
something, I have to close/finish it”… so, I am here now
JVPC?
It’s not bad one. It is a good company with professional workings atmosphere and
opened mind superior style.
- 112 -
training, and oversea training further studying (master degree).
My knowledge was improved by JVPC. They just asked for a commitment after
further studying such as 2 years contribution after studying.
If no why not?
Yes I am. I started in this organization when it had first oil. I started from
assistant production engineer… I contributed and saw this organization growing
every single day… I do not want to leave it when it still not finish. My objective is
“if I open/ start something, I have to close/finish it”… so, I am here now.
This company is suit for my family style, good money, power embedded.
- 113 -
7-MINUTE OF INTERVIEWING
Date: 20 August 2007 Time: 15: 40

city, Vietnam
Sex: Male Age 44
JVPC’s seniority (years): over 8.5 years

Yes, I do, please.
I worked for JVPC for around eight and half years. My title was Senior Petroleum
Manager (PE Manager) which was in charge of all well completion activities and
planning for further well. My working location was in JVPC’s Vungtau office
only.
JVPC?
It’s a good company in three; during nearly nine years in this organization I
found this is professional and caring company. They have good points as: high
payment, diversified benefits for staffs –most likely benefits distribution base on
seniority. It is a good company with professional workings atmosphere and
opened mind superior style
- 114 -
training, and oversea training further studying (master degree). 2 years
commitment after completing long-course as master. No commitment for short
course. So I normally take short courses.
If no why not?
It’s good enough one. All of my family’s in this city… Besides, I worked in this
city for nearly 20 years already… I do want to get move any more… I am old
already… The change for moving, I think it’s on your age
Well paid, and I am a boss.
- 115 -
Date: 20 August 2007 Time: 13: 50

city, Vietnam
Interviewee: Intentionally hide
Sex: Male Age 28
Email: Intentionally hide Cell phone
JVPC’s seniority (years): over 5.5 years

Yes, I do, please.
I worked for JVPC for around five and half years. My title was Senior Petroleum
Engineer (PE Engineer) which was in charge of daily well completion activities
and planning for further well. My working location was in JVPC’s Vungtau office
and JVPC’s offshore facilities sometimes.
I worked for 1 company already.
JVPC?
It’s good enough company. It is a good company with professional workings
atmosphere. Superior provides lots of opportunities for me to further develop my
skills
training, and oversea training further studying (master degree). 2 years
- 116 -
commitment for long course and no commitment for short course. Yes I am
enjoying studied environment and opportunities the company gave me. I will take
advantages of that.
If no why not?
It’s good enough one. I see. I saw many cases in my working life which were
happened same as you said… but it could be not worked in my case… I am happy
with my existing job. In this company I can further develop my knowledge and
skills in the field I won’t go anywhere in the next 5 years.
Training policy in JVPC. It is very good for me. Well paid.
- 117 -

Retaining Human Resources - MSM8 - TRIANH

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Maastricht MBA

THE CASE JAPAN VIETNAM PETROLEUM COMPANY

Maastricht School of Management

Chapter 1: INTRODUCTION ...................................................................................... 8

Chapter 2: LITERATURE REVIEW ......................................................................... 21

Chapter 3: RESEARCH METHODOLOGY ............................................................. 31

Chapter 4: RESEARCH FINDING ............................................................................ 39

Chapter 5: RECOMMENDATION ............................................................................ 52

APPENDIX A: INTERVIEW QUESTIONS FOR LEFT STAFF............................. 62

APPENDIX B: INTERVIEW QUESTIONS FOR STAYING STAFF..................... 64

APPENDIX C: LEFT STAFFS’ INTERVIEW RECORDS...................................... 66

APPENDIX B: STAYING STAFFS’ INTERVIEW RECORDS............................ 102

Figure 1.6: Frame work ……………………………………………………………………19

Figure3.1: Qualitative Analysis As a Circular Process (Dey, 1993) ………………38

Figure 4.1: Summary left staffs by age ……………………………………………………39

Figure 4.2: Summary left staffs by seniority ……………………………………………40

Table 4.1: Summary of four paths of leave………………………………………………40

Figure 4.3: Percentage of staying by seniority …………………………………………44

Figure 4.4: Summary of staying staffs by age……………………………………………45

Figure 4.5: Summary staying staffs by satisfaction ……………………………………46

Figure 5.1: Retention flow …………………………………………………………………55

Primarily, I would warmly thank my family in Vietnam, who has continued to be a

Great thanks to you all, dear family and friends!

Pham Hoang Tri Anh

FPSO Floating Production Storage Offloading

1.1 THE OIL INDUSTRY: AN OVERVIEW IN VIETNAM & WORLDWIDE

1.2 INTRODUCTION OF JVPC

Manager of Production Engineers

Manager of Exploration Engineers

Manager of Finance Officers

General Manager of Manager of Business Officers

Manager of Contract and Officers

Manager of Offtake and

Technical Department consults to top management in making decision of where, when,

1.3 BACKGROUND OF THE PROBLEM

o PetroVietnam expected to speed up exploration work on the whole

o PetroVietnam increased concentration on construction of infrastructure,

1.4 THE PROBLEM DEFINITION

2001 1 3 3 2 9 139 6.47%

1.5 OBJECTIVE AND SCOPES

1.6 RESEARCH FRAMEWORK

The research paper is structured around the below framework

Develop interview questions

Collect data: In depth interview/ Exit interview

Analyze Reasons for leaving: Analyze factors that make people

Can the company control and change?

2.1 REASON WHICH MAKE STAFF TO LEAVE THEIR CURRENT JOB

Once an employee voluntary decides to terminate employment, it often creates lots of

Path 1: Following a plan

Path 2: Leaving without a plan

Path 3: Leaving for something better

Path 4: Leaving an unsatisfying job

Cotton and Tuttle (1986) in a meta-analysis of available research on employee turnover

External Factors are considered as employee’s perception of job opportunities both

Fit is defined as an employee’s perceived compatibility with job, organisation and

2.3 DEVELOPING A RETENTION STRATEGY

Retention programs can be costly. In a study conducted by Watson Wyatt, the

The turnover problem should be examined in the context of a specific organization. A

2.4 SWOT ANALYSIS CONCEPTS

Opportunity is an environmental condition that can significantly improve the

Threat: is an environmental condition that can significantly undermine the organization

3.1 INFORMATION NEEDED