Management of human resource at the local universities of central region of viet nam reality and solutions

Thus, I choose the topic “Management of Human Resources at the local Universities of central region of Vietnam: reality and solutions” as the theme for this thesis... Background of the S

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ThAi nguyen University

Socialist Republic of Vietnam

Southern luzon STATE University

OF VIET NAM: REALITY AND SOLUTIONS

Name of Student : Chau Van Luong

Date of Birth : 15-10-1958

Thai Nguyen, 2014

PREFACE

There are 14 coastal provinces in the central region of Vietnam, running from Thanh Hoa to Binh Thuan Province The total area of this region is 90.790 km2, accounting for 28% of the total natural area of the country This region has a population of 18,994,709 people, accounting for 21.7% of the population of the country In terms of economic conditions, economic growth of this central region

is still slow As far as tertiary education is concerned, there are two regional universities, including Hue University and Danang University In addition, there are several other universities under the management of the ministries There have also been 8 local universities formed under the management

of the provincial authorities since 1997 in the central region This accounts for 8/22 universities in the country1

In the 21st century, education and training in general and tertiary education in particular are facing many challenges of the intellectual economy, globalization, expansion of information technology, and harsh competition of high quality human resources Tertiary education in Vietnam nowadays plays an

important role The Resolution N0: 14/2005/NQ-CP confirms that: "Reform of higher education is the cause of the people under the leadership of the Party and the State's management The State increases investment in higher education, and to promote socialization, creating favorable conditions in policies for organizations, individuals and the whole society to participate in the development of higher education”2

In the process of formation and development, besides the advantages, local universities are facing many challenges, especially in human resource management To basically and comprehensively renovate the Vietnam education in the period 2011-2020, it is necessary and urgent to conduct a study and to propose appropriate and effective solutions HRM of local universities since it will make a

1 See Table A1, Appendix "A"

2 [19]: Resolution N0: 14/2005/NQ-CP, On substantial and comprehensive renewal of Vietnam’s tertiary education in the 2006-2020 period

decision upon the existence and development of these universities at the current time Thus, I choose the topic “Management of Human Resources at the local Universities of central region of Vietnam: reality and solutions” as the theme for this thesis

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INTRODUCTION

1 Background of the Study

Human Resource Management (HRM) has always played a decisive role for the existence and

development of an organization, which carried out the functions of HRM: recruitment, selection,

training and development and retention of human resources is always a very important factor For

universities in general and local universities in central Vietnam in particular, effective HRM is more

significant in this period

2 Objectives of the study:

On the basis of the theoretical study and survey of the reality of HRM at the local universities in

the central regions of Vietnam, the study focused on the following objectives:

- Determine reality of human resource management focusing on the following 3 functions:

Function of recruitment and selection, function of training and development and function of retention

(maintenance)

- Determine and propose necessary and feasible recommendations for finalisation of HRM at the

local universities in the central region of Vietnam

3 Research Hypothesis

There was no significant difference of the perceptions (assessment) of the 3 groups of

respondents in the proposed solutions for HRM

4 Significance of the Study

This study is aimed at proposing solutions for human resource management at the local

universities in the central region of Vietnam Benefits of these solutions will be as follows:

This study is aimed at proposing solutions for human resource management at local universities

in Vietnam Benefits of these solutions will be as follows:

As for the university managers: improve capacity of management, direction, and organization in accordance with the regulations and in a scientific and effective way

As for lecturers: Provide favorable conditions so as to promote teaching capacity and to improve the quality of teaching and scientific research Contribute to improving the quantity as well as the quality of lecturers

As for administrative staff: Carry out their work in accordance with the regulations and enhance the quality of their performance, contributing to improving quality of teaching, learning, and conducting researches of teachers and students

As for schools and society: Improve quality of education and provide prestige and a brand name for the university Society trust and have confidence in the university

As for local policy makers: Refer these policies to develop and finalise Solutions HRM of their schools in an appropriate and effective manner

5 Scope and Limitations of the Study:

This study will propose solutions on effective human resource management at local universities

in central Vietnam As a baseline study, we will select 6 local universities in the central region, including: Hong Duc, Ha Tinh, Quang Binh, Quang Nam, Pham Van Dong, and Phu Yen universities The number of participants in the survey will be about 450 people There will be 75 participants from each university, including 25 managers, 30 lecturers, 20 administrative staff

Research on human resource management at local universities has a very wide scope This thesis would have access to the basic contents related to improvement of human resources management, including recruitment and selection, training and development and retention of human resources The author wishes to contribute to the development of local universities in Central Vietnam

Timing:

The thesis mainly focuses on the status of local universities in central Vietnam in the year 2013

6 Definitions of Terms:

Human Resources: Human resources include all knowledge, skills, experiences, capacity, and creativeness of human which are related to the development of each individual and of the country Human Resources in Education: This indicates human resources in education In universities, human resources include managers, teachers and administrative staff

Policy: is a set of policy guidelines and incentives depending on the policies in order to achieve the policy goals of the policy makers

Education and training policies: These are the policies and measures of the Party and the State to foster and develop the qualities and capabilities of every citizen, including the ideoloiesl, moralities, scientific values, health and career

Management/Governance: management is the targeted impacts of the managing objects on the managed objects in order to achieve the best results with predetermined targets

Human Resources Management: The design and implementation of policies and activities to make the field for people to contribute the most effective value for the organization; They have three

main functions, including recruitment and selection, training and development, and retention; There

are areas such as human resource planning, analysis and design work, recruitment and selection, performance evaluation, training and development, compensation, health and safety, and labor relations

Local Universities: are public universities which provide multi-level and multi-sectoral trainings; these universities are under the management of the provincial people’s committees and under the state and professional management of the Ministry of Education and Training

A manager is a person who is responsible for allocating manpower and other resources and directing the operation of one part or the whole of an institution so that the institution operates

effectively and achieves its objectives According to “management level”, managers include top level and intermediate managers

Intermediate managers: Intermediate managers are people who receive large scale and comprehensive policies and strategies from top (senior) managers and turn them into specific and separate objectives and plans for their staff to implement

Top/senior managers: Top managers are people who are responsible for giving instructions and directions for operation of the whole organization Top managers need to prepare and identify objectives, policies and strategies for their institutions The objectives set by top managers in the hierarchical order in the institution need to be transferred to each member Top managers usually represent the organization in community activities such as trading and negotiation They spend time to discuss with other senior managers in the organization or with other related people in other organizations

In public universities3, top managers are chairpersons of the university board, rectors and rectors; Intermediate managers are heads and deputy-heads of the departments.; other people do not keep management positions such as lecturers, administration staff

3 [13]: See Decision issuing "university charter" of prime minister no 58/2010/QD-TTg

CHƯƠNG II REVIEW OF LITERATURE AND STUDIES

Zorlu Senyucel & Ventus Publishing (2009)

2 Theory of HRM

There are some theories of famous authors, which ave been extracted

3 Theoretical Framework and Concepts:

With the aim of determining the realities of HRM at universities, we would like to find out the relationship between the three functions of HRM, including independent variables (the factors through analysis of 3 functions of HRM) and the dependent variables (the factors for finalisation of solutions

of three functions of HRM) The findings will form the grounds for development of solutions to help the universities to complete the HRM through three main functions, including recruitment and selection, training and development, and retention

MANAGEMENT OF HUMAN RESOURCES AT THE LOCAL UNIVERSITIES IN

THE CENTRAL REGION OF VIET NAM:

REALITY AND SOLUTIONS

Figures: Diagram representing independent variables and dependent variables

and results of the study

CHAPTER III RESEARCH METHODOLOGY

1 Locale of the Study

The study was conducted in 6 local university of Central Region of Vietnam, from April, 2013

to April 2014

2 Research Design

This study used the descriptive correlation design in analyzing the investigated variables It is designed to help determine the extent to which different variables are related to each other in the population of interest and state that the critical distinguishing characteristics show relationship, as distinguished from simple description

3 Population and Sampling

6 Local universities will be surveyed: Hong Duc, Ha Tinh, Quang Binh, Quang Nam, Pham Van Dong and Phu Yen The number of participants in the survey will be 450 people (See Table 4) There will be 75 participants from each university, including 25 managers, 30 lecturers, 20 administrative staff

4 Research Instrumentation

The researcher developed questionnaires which served as the main tool in gathering data He consulted the theses of Sr Mentilla (2007) and Garcia (2011) in the preparation of the questionnaires The researcher developed questionnaires which served as the main tool in gathering data He consulted the theses of Sr Mentilla (2007) and Garcia (2011) in the preparation of the questionnaires It was divided into two (2) parts, including: Part 1 deals with HRM reality and solution and Part 2 deals with the demographic profile of the respondents

5 Validation of the Instrument

The questionnaire was pilot tested to 20 respondents After which, it was tried out in a school not included in the population to determine the suitability of the statements and to determine the validity of the questionnaire before it was submitted to the researcher’s adviser for final approval

6 The process of data collection

This work was done at the beginning of September 2013 The questionnaires were retrieved until April 2014 Because of some reasons, some respondents did not return the questionnaires (62 , 13,8%) There were 388 of the total staff and teacher respondents (About 86,2% of the respondents) who

answered the questionnaires

7 Statistical Treatment

The following statistical tests were used in the computation of the gathered data They were as follows:

Weighted Arithmetic Mean

The following table of interpretation 4 - level Likert scale was used to determine the extent of the actual situation of HRM

CHAPTER IV RESULTS AND DISCUSSION

1 Frequency and Percentage Distribution of the Respondents as to Sex

Among 388 respondents, 208 or 53.6 percent are male while the female respondents are 180, accounting for 46.4 percent of the population

2 Frequency and Percentage Number, the Average in the Sample Group Seniority

There are 124 people working less than 10 years accounted for 32%, 100 people from 11 to 25 years accounted for 25% of the work, the work of 164 people over 25 accounted for 42.3%

3 Frequency and Percentage Distribution of the Respondents as to Occupation

There are 12 respondents at top level of position among the total respondents of 388, accounting for 3.1%; 127 people are middle management (Director / Deputy of subordinate units or departments under the faculty) accounting for 32.7%; 156 persons are lectures, accounting for 40.2%; 93 administrative staff, accounting for 24.0%

4 Quantity and the Average Level of the Sample group

There are 57 Professors/ Associate Professors / and doctors This accounted for 14.7% 263 people have master degrees, accounting for 67.8% occupied 68 people have bachelor degrees, accounting for 17.5%

5 Evaluation of the Credibility and Relevance of the Scale

In addition, the Cronbach's Alpha coefficient can help to assess the reliability of the scale Variables with the Corrected Item-Total Correlations < 0.3 will be removed

See Table A10 and Table A11 in Appendix “A”

20 Reality variable, Alpha = 0.9418

12 Necessity variable, Alpha = 0.9959

12 Feasibility variable, Alpha = 0.9990

6 Correlations between Necessity, Feasibility, and Reality