Human Resources Management Strategies of Taiwan-based Enterprises in Vietnam

3.2 Research Questions 
Basically, the interview questions follow on what researcher is studying and 
investigating in HRM strategies in Vietnam in turn one question about participants’ 
overview, three questions regarding HRM issues of Taiwan-based companies in 
Vietnam in which the questions explore the problems on cross-cultural management 
and human capital, the follow five questions investigate the HRM strategies that 
Taiwanese companies apply to work environment at Vietnam as well. Overall, the 
interview questions are separated to three main parts that are (1) the basic information 
of participants, (2) HRM issues of Taiwan-based companies in Vietnam, and (3) HRM 
strategies of Taiwan-based companies in Vietnam.
A. The basic information of participants 
1. Please tell me where do (did) you work in Vietnam (North, Middle, or South area)? 
How many years have you been working in Vietnam? What is your position and job 

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title? Are you working in Vietnam for short-term business trips or long-term working? 
What is your company industry category (e.g. Manufacturing, service, trading, etc.)? 
In this question, researcher would like to know the basic information of 
participants in term of what position they are, where they are working in Vietnam, and 
which kind of company business, so on. The purpose of this question to fulfill the 
research method section as well as let researcher gets idea about participants, and then 
easy going to interview. 
B. HRM issues of Taiwan-based companies in Vietnam 
2. In terms of multinational human resource management, what difficulties would your 
company (in Vietnam) face with (e.g. language, communication style, cultural 
differences, recruitment, etc.)? How does your company solve it? 
3. What are the problems in recruitment and selection process that your company faced 
with? (For example: Shortage of recruitment channel, skills gap between urban and 
rural labor, difficult in hiring at rural area, etc.)
4. How do you evaluate Vietnamese labor productivity? 
In this part, researcher would like to figure out the HRM issues of Taiwan-
based companies in Vietnam regarding to the problem on cross-cultural management 
such as the difference on communication style, and language barrier. Also, the matters 
of human capital like as employee recruitment and labor productivity. Whether those 
issues produce challenges to Taiwanese companies in HRM field or not.

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C. HRM strategies of Taiwan-based companies in Vietnam
5. How do you think about the differences of employing Taiwanese managers and 
Vietnamese managers? Could you give an example?
6. If company hires a local manager, what are the things that company focusing on? 
And what are the regulations that company supporting? 
7. Do you think employ Vietnamese manager could enhance em
ployees’ performance? 
Why or why not? 
8. What are the company's strategy and training for local talents? How about the effect? 
9. What systems does your company implement to coordinate local cultural differences 
and to retain local talents (For example: salaries, rewards, welfare, promotion etc.)? 
The last five questions are main focus on studying HRM strategies that Taiwan-
based companies prefer to apply in Vietnam which includes localization management 
policy, training and development program and incentive and compensation systems. 
Those questions will help to researcher more understand about HRM strategies that 
Taiwan-based companies launch out and apply in Vietnam. And, researcher can also 
comprehend how they practical run HRM strategies.

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