The thesis contributes to studying solutions to renovate the state management on HRD in MSGE, thereby, implementing the Vietnam Human Resources Development Strategy in the period of 2011-2020. It provides scientific arguments for management agencies to plan, build, reform and implement the policies, laws on human resource development in businesses generally and in economic military companies, MSGE particularly in order to improve the effectiveness and efficiency of the state management on HRD in businesses.
i MINISTRY OF PLANNING MINISTRY OF EDUCATION AND INVESTMENT AND TRAINING CENTRAL INSTITUTE FOR ECONOMIC MANAGEMENT TRAN QUOC HIEU STATE MANAGEMENT OF HUMAN RESOURCE DEVELOPMENT IN MILITARY-SERVING GARMENT ENTERPRISES IN THE CONTEXT OF INTERNATIONAL ECONOMIC INTEGRATION Major: Economic Management Code: 34 04 10 SUMMARY OF DOCTORAL THESIS OF ECONOMICS Hanoi - 2018 ii The work is completed in : CENTRAL INSTITUTE FOR ECONOMIC MANAGEMENT Supervisor : ASSOC PROF DR NGUYEN VIET VUONG Reviewer 1: Assoc Prof Dr Ngo Quang Minh Reviewer 2: Assoc Prof Dr Phan Tung Son Reviewer 3: Dr Nguyen Van Thong The thesis is defensed in front of the Examination Board of the Institute in the Central Institute for Economic Management At (time) , dated month , 2018 The thesis might be referred in the following libraries: The Library of the Central Institute for Economic Management The National Library of Vietnam INTRODUCTION The necessity of the thesis Within the context of international economic integration, business environment and competitiveness is expanded globally, human resource (HR) becomes a basic element, which creates competitive advantage of nations, of economic sectors and of enterprises This process makes the domestic and export garment market develop rapidly, creating many opportunities for Vietnamese garment enterprises generally and the military-serving garment enterprises (MSGE) particularly to expand their markets and study experience The HR demand for these businesses will increase It is estimated that by the year 2020, there will be 3.3 million laborers being employed for this sector and the number will be 4.4 million laborers in 2030 However, due to lack of investment in human resource development (HRD), garment industry is coping with a serious shortage of labors, leading to competitiveness in attracting labors within the sector, decreasing the general competitiveness of the whole sector and causing difficulties to MSGE Aiming at completing well the mission of serving the army, creating the strategic arrangement of the nation in terms of economy – defense – security – culture – society, while ensuring economic efficiency, producing products to serve the civil demand nationally and internationally, contributing to maintaining and developing defense potential, the MSGE are required to have a strong HR which is qualified in the quantity, structure and quality The participation and improving quality of the activities of the state management agencies on HRD in MSGE are in need; state management of HRD in the MSGE needs to be renewed and enhanced effectively Therefore, it is necessary to study the topic “State management on human resource development in militaryserving garment enterprises in the context of international economic integration” which has both theoretical and practical significance Purposes and meaning of the research * Research purposes: The purposes of this thesis research are to provide scientific arguments for planning, building, reforming the strategies and policies on HRD in MSGE * Theoretical meanings: The thesis contributes to studying, developing theoretical basis, methodology and contents, methods of analysis, evaluation criteria of state management on HRD in businesses in general and in military companies in particular * Practical meaning: The thesis contributes to studying solutions to renovate the state management on HRD in MSGE, thereby, implementing the Vietnam Human Resources Development Strategy in the period of 2011-2020 It provides scientific arguments for management agencies to plan, build, reform and implement the policies, laws on human resource development in businesses generally and in economic military companies, MSGE particularly in order to improve the effectiveness and efficiency of the state management on HRD in businesses Structure of the thesis Apart from the introduction, conclusion and recommendations, references and annexes, the thesis is structured into chapters as follows : Chapter 1: Overview of the researches related to state management of human resource development in military-serving garment enterprises Chapter 2: Theoretical basis of state management on human resources development in military-serving garment enterprises in the context of international economic integration Chapter 3: Current situations of state management on human resources development in military-serving garment enterprises for the period 2011-2016 Chapter 4: Solutions to renovate state management of human resource development in military-serving garment enterprises in the context of international economic integration in the period up to 2025 CHAPTER OVERVIEW OF THE RESEARCHES RELATED TO STATE MANAGEMENT OF HUMAN RESOURCE DEVELOPMENT IN MILITARY-SERVING GARMENT ENTERPRISES 1.1 Overview of the published researches related to state management of HRD in MSGE 1.1.1 Overview of research on HRD The researches on HRD are approached on a macro level and address the following issues: Firstly, HR is a source of capital If being developed and promoted it will have great contribution to the businesses as well as the locality, sector or nation Secondly, the HRD contents include assessing the variability of the HR in terms of HR quantity, quality and structure and effectiveness of using HR Third, for different regions, localities, sectors, fields or enterprises, HRD has different features 1.1.2 Overview of the research works related to state management of HRD in MSGE The researches on the state management of HRD in enterprises have studied and mentioned the following issues: Firstly, the comprehension of state management is determined as the State’s roles in HRD, including contents: (i) HRD orientations; (ii) Implementing to make a legal framework and environmental framework for the HRD; (iii) Direct intervention, regulation of HRD; (iv) Examining, monitoring and inspecting the implementation of the policies and laws on HRD Secondly, the assessment of state management on HRD is based on four criteria, which areeffectiveness, efficiency, suitability, and sustainability Thirdly, the state management of HRD in each locality, sector, each type of enterprise also has its own characteristics 1.1.3 Research achievements and the issues need to be further researched and clarified 1.1.3.2 The issues in the thesis which have not been addressed by published researches - Most of the researches on HR, HRD are from the point of view of corporate governance while less of them study from the perspective of state management on HRD - There has been no specific research on the state management of the HRD in MSGE and the specific conditions of international economic integration to the HRD in the MSGE The HRD methods and the contents of the state management of HRD in the companies under the Ministry of Defence have not clearly defined - The system of criteria and norms for evaluating the effectiveness and efficiency of state management of HRD has not been established yet Theoretical framework for reforming state management of HRD in enterprises under the Ministry of Defence has not yet been fully formulated This is the issue that the thesis will continue to study and solve 1.1.4 The issues which will be focused, researched and solved in this thesis - The thesis builds the theoretical framework for analyzing, generalizing and developing the basic theories on HRD and state management of HRD in enterprises - The thesis analyzes and evaluates the status of HRD and state management of HRD in MSGE in the context of international economic integration, thereby draws the advantages, limitations and causes - The thesis outlines the objectives and orientations of HRD and renovation of state management of HRD in MSGE; It then proposes a system of innovative solutions for state management of HRD in MSGE until 2025 1.2 Orientations to solve research problems of the thesis 1.2.1 Research objectives and research questions of thesis topic The general objective of the thesis is to clarify the scientific arguments in both theory and practice for proposing directions, solutions for innovation, enhancing the effectiveness and efficiency of state management HRD in MSGE in the future 1.2.2 Research questions of thesis topic - What are the contents of state management of HRD MSGE? What are the evaluation criteria for State management of HRD in MSGE? - What are the factors, which affect the state management of HRD in MSGE? What are the characteristics of the MSGE that affect the state management of the HRD in MSGE? - How does international economic integration affect, bind the state management of HRD in MSGE? - How is the need for innovation of state management of HRD in MSGE? - What are the solutions to renovate state management of HRD in MSGE, which meet the practical requirements and conditions for international economic integration? 1.2.2 Research subjects and scope of the thesis - Research subjects: the theoretical and practical issues of state management of HRD in MSGE in Vietnam - Research scope: + Regarding contents: (i) Theoretical issues on HRD and state management of HRD in enterprises; (ii) The status of HRD issues and the state management of HRD in the MSGE; (iii) Direction, policy of state agencies on HRD in MSGE in international economic integration + Regarding space: Some garment companies under the General Department of Logistics and the Military Regions, the Military Divisions include: TCT 28 One Member Limited Company, X20 Joint Stock Company, Joint Stock Company 26, Joint Stock Company 32, Garment Joint Stock Company 19/ Air force – Air Defence, Textile Joint Stock Company 7/ Military Region + Regarding time: Research data in the period from 2011 to 2016 and proposed solutions until 2025 and the following years 1.2.3 Approach and research methodology of the thesis topic - Research approach: The thesis approaches the research subjects from the perspective of the role of the State to HRD in garment industry, in particular the MSGE managed by the Ministry of Defence Specifically: Approaching from the perspective of roles, functions and duties of state management agencies Approaching from HRD management contents, methods and tools which are used by HRD managing entities to promote the management and regulation of HRD in MSGE in the context of international economic integration - Methods of collecting and processing information and materials: + Data collection, secondary processing from published research and data, etc; Primary data collection through surveys, sampling, including: research sampling of 5/6 MSGE, Groups of subjects - 317 samples (individuals are employees in enterprises; individuals are governing officials in enterprises; individuals are managers in 06 state management agencies) All the selected groups of respondents are surveyed in two sample designs (questionnaires) The questionnaires use the Liker scale (1-5) to measure + Regarding primary data, the thesis uses computer softwares such as SPSS for processing and analyzing Regarding secondary data sources, the thesis aggregates, re-statisticizes them for describe, compare, and deduce - Research methods of the thesis + The methods such as analysis, demonstration, statistics and comparison are used to study the current situation of the state management of HRD in MSGE + Systematization, integration are used in general research, research in theoretical basis of state management of HRD in MSGE + Interpolation and extrapolation methods are used in studying and proposing the solutions to renovate and improve the state management of HRD in MSGE 1.2.4 Research framework of the thesis International economic integration of Vietnam Theoretical basis of state management of HRD in MSGE Identify contents, affecting factors and evaluation criteria ò state management of HRD in MSGE Primary data through investigation, survey, questionnairs, interview… Achievements Overview of researches in state management of HRD in MSGE Determine features and requirements of HRD in MSGE Analyse status of state management of HRD in MSGE Existences, limitations and reasons Propose solutions to renovate state management of HRD in MSGE Determine roles of the State to HRD in MSGE Secondary data from reports, statistics, materials of managing agencies, companies, books, magazines, … Context, opinions, orientations and objectives of eforming state management of HRD in MSGE (Source: Author of export) Diagram 1.1 Research framework of the thesis CHAPTER 2: THEORETICAL BASIS OF STATE MANAGEMENT ON HUMAN RESOURCES DEVELOPMENT IN MILITARY-SERVING GARMENT ENTERPRISES IN THE CONTEXT OF INTERNATIONAL ECONOMIC INTEGRATION 2.1 MSGE and HRD in MSGE in the context of international economic integration 2.1.1 MSGE and characteristics of human resource in MSGE 2.1.1.1 MSGE - Concept: MSGE is a State-owned enterprise or a joint-stock company with State capital contribution and the Ministry of Defence represents the State as the owner, operating in the field of garment, having the functions of supplying and ensuring military equipment for the Vietnam People's Army while producing and carrying out garment business to supply to the domestic market and export to seek profit - Characteristics: According to the characteristics of equity capital, MSGE can be classified into MSGE with 100% state owned capital and the MSGE with over 50% of charter capital owned by the State or the MSGE with less than 50% of charter capital owned by the State Regarding type of enterprise, they can be classified as 100% state-owned one member limited companies or joint stock companies Regarding operational objectives, it is possible to understand that MSGE are dual purpose enterprises which both perform defense tasks and carry out production and business to seek profits 2.1.1.2 Human resources in MSGE and characteristics of human resources in MSGE - Concept: Human resource in MSGE is the current source of labor in MSGE, includes the ones who are staff or have signed labor contracts with the companies and are listed in the official list of the MSGE; subject to the management, use and payment in accordance with the law and the guidance of the Ministry of Defence - Classification: Within the framework of the thesis, based on the work contents of the labors, the labors in the MSGE are divided into types: the labors are the governing officials in enterprises; the laborers are officials, workers; and other labors serve production - Features: HR is a part of HR in military enterprises, serving both national defense and economic mission HR has a military unit at a stable rate, in line with the policy of the Ministry of Defence HRs, which are governing officials, are mostly military personnel, which is mandatory Especially, when the MSGE are capitalized, these officials are assigned by the Ministry of Defence to be the representative of the State’s equity capital in the enterprises 2.1.2 HRD in MSGE - Concept: Human resource development in MSGE is a process of arranging, using labors, recruiting, adjusting the quantity and structure of labor force in association with training and fostering in order to improve professional skills and technical knowledge, occupational skills, culture 11 the state management entities for MSGE in general and state management of HRD in state management in sector and fields in particular 2.2.2 Contents of state management of HRD in MSGE The State implements the State management of HRD in MSGE on the following principal contents: (1) The State orients and regulates the HRD in MSGE in terms of vision, strategy, planning and plan of HRD (2) The State creates the legal and environmental framework for HRD in MSGE: Creates a legal framework for the development and creates an environment for the development (3) The State inspects and controls the HRD in the MSGE to ensure that the HRD is in compliance with the law, orientation and management objectives 2.2.3 Criteria for assessing the state management of HRD in MSGE The thesis proposes a system of indicators for the measurement of the criteria for conducting state management assessment as follows: Table 2.2 System of evaluation criteria for state management of HRD in MSGE Criteria Targets (1) The adequacy and appropriateness of rules and regulations (2) Implementation of Defense-security, economic tasks Effectiveness (3) Participation in planning HRD policies (4) Organization of state management apparatus to military-serving garment enterprises (5) State control on HRD in MSGE (1) Efficiency in HRD investment (2) Efficiency in HRD strategic planning Efficiency (3) Efficiency in labor attraction and recruitment (4) Efficiency in labor training and fostering (1) The objectives of state management of HRD in MSGE contribute to completing the objectives of state Suitability management on MSGE and the national objectives on economic growth, human development and defense- 12 security maintenance (2) The suitability of state management of HRD in MSGE to the institutions of market economy and international economic integration (3) The suitability and satisfaction of state management to the requirements of the enterprises and the characteristics and aspirations of the labors in MSGE (1) The roles of MSGE in implementing defense – security tasks and participating in building the economy and state management of HRD in MSGE Sustainability (2) Level of resource priority for HRD (3) Level of meeting the requirements on salary, income of the labors (Source: Author of export) 2.3 Factors affecting the state management of HRD in MSGE 2.3.1 Internal factors: (i) The process of finalizing and promulgating regulations and guidelines on HRD for MSGE; (ii) The state management apparatus for HRD in MSGE; (iii) Capacity and qualifications of the cadres and civil servants; (iv) Development level, management capacity of MSGE; (v) Characteristics of human resources in the enterprise 2.3.2 External factors: (i) Socio-economic characteristics of the country; (ii) Laws, policies and mechanisms for coordinating the implementation of state policies related to human resources development in MSGE; (iii) Institutional capacity of the State 2.4 Experience in state management of HRD in some sectors and units and lessons learned for the management agencies of the Ministry of Defence The thesis focuses on reviewing HRD experiences in the Coal sector in Vietnam and Dong Nai Industrial Zones Authority in order to draw some lessons learned from the state management agencies of the Ministry of Defence CHAPTER 3: CURRENT SITUATIONS OF STATE MANAGEMENT ON HUMAN RESOURCES DEVELOPMENT IN 13 MILITARY-SERVING GARMENT ENTERPRISES IN THE PERIOD 2011-2016 3.1 Overview of the current situation of MSGE and HRD in MSGE 3.1.1 Overview of the military-serving garment enterprises The MSGE, on the one hand, conduct production and business activities of garments, supply to the domestic civil consumption market and export On the other hand, the they produce and supply defense products to the Army such as: military supplies in peacetime and wartime - Particular characteristics of products and goods: Military equipments are high standard goods Materials, colors, designs, etc must comply with the regulations of the State Domestic and export garment products are also high standard goods which are easy to apply technology, modern production line, mass production Therefore, it also affects the demand for HRD in MSGE - Market characteristics: The market is sure to be ordered by the Ministry of Defence to meet the military needs of the Vietnam People's Army and the domestic and export markets that the enterprises have to find themselves 3.1.2 Current status of HRD in MSGE 3.1.2.1 Status of HRD in terms of quantity In the period of 2011-2016, the rate of labor change in MSGE is relatively large Survey results are shown in Table 3.2 as follow: Table 3.2 Labor change of garment enterprises in the period of 2011-2016 Target 2011 2012 2013 2014 2015 2016 Labor (persons) 6,98 9,266 9,470 10,061 10,433 10,867 3Labor increase (%) 24.56 22.4 20.5 19.2 17.1 Labor decrease (%) 21.41 20.20 14.26 15.50 12.94 Tendency of change - + 3.15 + 2.20 + 6.24 + 3.70 + 4.16 (%) (Source: Report of MSGE and feature of the teat of the author) 3.1.2.2 Current status of HRD in terms of quality: 14 3.607 2.769 1.231 3.391 3.145 2.989 2.959 1.673 1.367 3.216 3.980 3.380 2.656 3.072 3.021 1.756 1809 1.689 1.807 1.789 1.939 1.365 1.479 154 214 328 416 503 96 2011 2012 2013 2014 2015 2016 1.280 Postgraduate Vocational College Primary vocational training 4.500 4.000 3.500 3.000 2.500 2.000 1.500 1.000 500 University Secondary vocational training (Source: Feature of the teat of the author) Figure 3.1 Changes in HR qualification in military-serving garment enterprises in the period of 2011-2016 3.1.2.3 Status of rationalizing the structure of human resources 5.9 2.4 21.2 Not suitable Less suitable Slightly suitable 40 Suitable Very suitable 30.6 (Source: Feature of the teat of the author) Figure 3.4 The suitability between the train majors with the current work of the HR in military-serving garment enterprises 3.2 Analyzing the status of state management of HRD in MSGE in the period of 2011-2016 3.2.1 Status of orientations and regulation of HRD in MSGE 3.2.1.1 General orientations on HRD The Communist Party of Vietnam has developed many documents which confirm the importance of human resources and promulgated the 15 guidelines and solutions for HRD of the nation, The State is now playing the roles of orienting and regulating the HRD by issuing and directing to conduct the HRD strategies, planning, plans, programs in the whole nation and to each sector, each locality 3.2.1.2 Regulation of HRD in MSGE With the change in orientation, the goal of developing MSGE in each stage of development, the state agencies have used their resources through a system of management tools to regulate HRD in enterprises to regulate HR in terms of quantity, quality, structure to meet the objectives and requirements 3.2.2 Status of creating legal and environmental framework for HRD in MSGE (1) Within the national scope, the National Assembly promulgated a relatively complete law system which is the basis for the Government, the Ministries and Sectors to have actual guidance and implementation (2) Within the Ministry of Defence: The MSGE are under the governance of private policies, regulations to manage HRD in accordance with the management of defense economic companies The Ministry of Defence promulgated many regulations and guidelines for military enterprises to have concrete implementation Regarding the state management of HRD in MSGE, the Ministry of Defence has issued the regulations on: managing, using labor, policies and regimes for the labor in military companies; labor recruitment, promotion, appointment, etc 3.2.3 Status of the roles in controlling HRD in MSGE At present, the inspection and control system in the Ministry of Defence is rather fully organized The Ministry of Defence has also developed the mechanism of regular and independent inspectinon, examination, supervision and regulated the regime of self-examination, monitoring and annual reporting regime In terms of the inspection of the compliance with HRD regime, policies: Every year the state management agencies under the Ministry of Defence usually 16 inspect and check the MSGE, specially in occupational safety (economic organizations) or combine the HRD examination contents for MSGE 3.2.4 Analyzing the status of state management of HRD in MSGE subject to the criteria such as effectiveness, efficiency, suitability and sustainability 3.2.4.1 Effectiveness: The thesis analyzes the effectiveness of state management on targets, including: (1) The adequacy and appropriateness of the rules and regulations on HR management and development in MSGE; (2) The implementation of Defense – security, economic tasks, (3) The participation in planning HRD policies of MSGE, (4) The organization of state management apparatus to MSGE and (5) State control on HRD in MSGE The results of surveys and evaluation show that the effectiveness of state management is in average level and there are still inadequacies, which decrease the effectiveness of the state management 3.2.4.2 Efficiency: The results of analysis and evaluation express that the efficiency is not really high and only in low average level This is in line with the results of the survey on the state management of the HRD strategic planning, the policy of training and retraining, the policy of attracting and recruiting laborers These elements lead to the efficiency of the state management of HRD in MSGE being reduced 3.2.4.3 Suitability: The Thesis analyzes the suitability of state management on targets such as: (1) Determine suitable objectives of state management of HRD in MSGE, (2) The suitability of state management of HRD in MSGE, (3) The suitability of state management to the requirements of the enterprises and the characteristics and aspirations of the labors It is shown in the results that the suitability level is rather high while only some contents are not really fit, which decreases the effectiveness and efficiency of state management 3.2.4.4 Sustainability: The sustainability of state management is analyzed by the Thesis on targets such as: (1) The roles of military garment companies in implementing defense - security tasks and participating in building the economy and state management of HRD in MSGE, (2) Level of resource priority for HRD, (3) Level of meeting the requirements of the labors It is expressed that the mechanisms and policies are not ong-term and sustainable and not really prioritize resources for HRD 3.3 Status of factors affecting the state management of HRD in MSGE 17 3.3.1 Status of state management apparatus of HRD in MSGE The Ministry of Defence authorizes the agencies which have functions of economic management to have professional guidance to the MSGE such as: Department of Economics, Department of Planning and Investment, Department of Finance, Department of Personnel, Department of Military Force, etc In which, the Department of Economics is authorized to implement the function of direct state management on the production and business activities of the MSGE THE GOVERNMENT MINISTRIES MANAGING THE SECTOR Department of Economics, Department of Planning & Investment (state management) Department of Finance (Capital and asset management) MINISTRY OF DEFENSE Department of cadres, Department of Armed Forces (Management of military cadres, labor, staff)) General Department of Logistics Military zones Services, armed forces MILITARY-SERVING GARMENT ENTERPRISES (Source: Build Author) Diagram 3.1 State management on military-serving garment enterprises Explanation: : Direct guiding, management relation : Professional guiding, direction relation 3.3.2 Status of contingent of state management officers State management officers are important factors influencing the quality of the state management of the HRD in MSGE Survey results of this matter in state maangement agencies show that there is inadequacy both in quantity and quality in the staff force who carries out the management work 3.3.3 Status of characteristics of human resources in the enterprise Current status of human resources in DNMPs has certain impacts on the state management of HRD, such as: (i) Gender: More than 65% of laborers are female with psycho-physiological, maternal and child feeding characteristics 18 To influence the study and promulgation of policies on management, use and preferential treatment for laborers; (ii) With the majority of young laborers influencing the long-term HR plan, the training plan, the training of laborers, the arrangement and arrangement of laborers 3.4 General evaluation of the state management of HRD in MSGE 3.3.1 Major results: (1) Long-term and basic orientations of the HRD have been formed; (2) The state management apparatus has changes, reforme in administration; (3) Strategic planning, direction, regulation are prioritized; (4) The legal system is improving; (5) Enterprises are more active in labor relations, wage policy; (6) The inspection and examination gradually go into order 3.3.2 Limitations and reasons 3.3.2.1 Limitations: (1) Managing entities for MSGE are numerous and complex; (2) the Ministry of Defence has not developed the HRD orientation, planning and plan for the MSGE; (3) Legal documents are inconsistent, unsuitable; (4) The inspection and supervision have not been strictly followed the process 3.3.2.2 Key reasons (1) Subjective reasons: (i) The perception of the State management agencies is not uniform, incomplete; (ii) The quality of some state management officers for enterprises has not met the requirements; (iii) State management of HRD in the MSGE is still inadequate; (iv) The mechanism of appointing leading officials and CEO in enterprises has not been improved (2) Objective reasons: (i) The function of State management on enterprises and HRD in enterprises is not the main function of the Army and the State management agencies under the Ministry; (ii) In the process of restructure, reorganization and renovation of the Military companies, the Ministry of Defence and MSGE, it will take time to innovate, adapt and improve their management and administration capacity; (iii) The management mechanism of state capital in enterprises has not really been completed CHAPTER 4: SOLUTIONS TO RENOVATE STATE MANAGEMENT OF HUMAN RESOURCE DEVELOPMENT IN 19 MILITARY-SERVING GARMENT ENTERPRISES IN THE CONTEXT OF INTERNATIONAL ECONOMIC INTEGRATION IN THE PERIOD UP TO 2025 4.1 Context and advantages and disadvantages for state management of HRD in MSGE in the context of international economic integration until 2025 4.1.1 The context and opportunities and challenges for HRD in MSGE in the context of international economic integration of Vietnam until 2025 In the context of restructuring, renovating and improving the performance of the military enterprises until 2020 under the Project approved by the Prime Minister, there will be changes in the management mechanism of state agencies for MSGE, in which, the intervention of the Ministry of Defence will be only at the level corresponding to the ratio of capital contribution, the HRD policies will be enforced through the equity representation mechanism in the enterprises This stage will be the transformation of defense economic enterprise model from military garment enterprises to MSGE 4.1.2 Advantages and difficulties for state management of HRD in MSGE until 2025 4.1.2.1 Advantages: (1) Development of the labor market; (2) Positive job restructure; (3) Increasing employment and improving employment quality 4.1.2.2 Difficulties: (1) Requiring internal legislation, compliance with commitments and standards of integration; (2) Challenges in job solution for redundant, low-quality labors; (3) The level and scope of competition in the labor market are increasingly severe; (4) Difficulties in implementing international commitments; (5) The level of readiness for integration and participation of MSGE and laborers are still low 4.2 Objectives and direction of state management reform on HRD in MSGE until 2025 4.2.1 Objectives of renovating the state management of HRD in MSGE serving - General objective: The overarching objective of reforming and improving state management of HRD in MSGE is always linked to the 20 enhancement of effectiveness, efficiency, suitability and sustainability in the implementation of the State management contents - Specific objectives: To complete the legal framework; To focus on completing the State management apparatus on HRD and renovating management methods; Renovation of HRD policies, mechanisms and tools 4.2.2 Orientation of state management reform in HRD in MSGE - Human-centered, for human being, human development - Establishing a synchronous, consistent system of policies on HRD in MSGE - Renovating HRD state management must be closely linked with the intensification of administrative reform, creating favorable conditions for employers and laborers in the HRD process - Promoting the coordination among state management agencies in the management process 4.3 Solutions to renovate the state management of HRD in MSGE until 2025 4.3.1 Perfecting the organization and apparatus of State management of HRD in MSGE 4.3.1.1 Improving the state management apparatus - Strengthening the decentralization of state management for military enterprises generally and HRD in military enterprises particularly - Restructuring and rearranging the state management of HRD in MSGE in a consistent manner, irrespective of the form of ownership - Clearly defining the state administrative management function with the function of providing public services such as legal support, labor statistics, vocational training - Researching and establishing the Steering Committee on the HRD in MSGE in the Economic Departments 4.3.1.2 Developing human resources in state management agencies - Focusing on HR strategic planning in state management agencies, the Ministry of Defence should develop the HRD master plan for state management agencies in the field of defense – security in general and state management for military companies 21 - Improving the quality of recruitment of state officials, eliminating the ask-give mechanism in recruitment, improving the standard system of the State management titles for the military companies and the State management of HRD in military companies - Increasing investment in training establishments, raising the quality of education and training, fostering the creation of human resources for State management work 4.3.2 Raising the State's capacity in direction and regulation of HRD in MSGE 4.3.2.1 Strategic determination, planning, development plan for MSGE The Ministry of Defence should restructure the system of military-serving garment enterprise to suit the defense - security mission Renovation and improvement of the quality of development strategies and planning quality are considered important measures to limit the divergence in the process of investment and development of the defense industry for defense - security The Ministry of Defence should develop a plan to coordinate closely the military companies with non-military enterprises in the assignment of laborers, expand the autonomy in planning for the MSGE based on the orientation of the State, innovate the process and improve forecasting quality 4.3.2.2 Determination of HRD strategies in MSGE in line with the "Project on restructuring, renovating and improving the efficiency of military enterprises up to 2020" - The Ministry of Defence should conduct survey and investigation of current status of HRD in MSGE nowadays to have suitable roadmap in dealing with regimes and policies for the employees subject to rearrangement - Researching and forecasting the HRD in the sector and the regions where the MSGE are located Identifying strategic objectives, HRD opinions, HRD roadmap for the MSGE - Developing a system of HRD solutions in MSGE, forecasting the capital demand, identifying investment sources, investment phasing-out of HRD in 2020, 2025 - Developing specific action programs, plans and roadmaps to achieve the HRD objectives in the MSGE 22 4.3.3 Perfecting the legal framework and creating an environment for HRD in MSGE 4.3.3.1 Improving the policies, regulations and promulgating legal documents on HRD in MSGE To complete the policy framework, the regulations on HRD in the MSGE, first the policies and regulations for MSGE should be improved in line with the Law on Enterprises and the specific nature of defense towards enhancing autonomy and self-responsibility For the HRD policy in the MSGE, the following should be done: (i) Completion of HRD mechanism in Vietnam's garment sector; (ii) Clear, transparent assignment of functions, tasks to State management agencies; (iii) Developmen of criteria for assessing HRD in MSGE; (iv) Improvement of training quality for the labor force; (v) Having a motivational policy to attract and retain talented people, laborers who are physically fit, capable and high-level 4.3.3.2 Creating a favorable environment for HRD in MSGE: (1) Building the information system for human resource development in garment sector in Vietnam; (2) Supporting for training and vocational training for HR 4.3.4 Renovating the inspection and supervision of HRD in MSGE 4.3.4.1 Improving control system for MSGE: The control system of state management of HRD in MSGE includes the control apparatus, control process and control indicators The improvement of the state management control system for MSGE should be carried out synchronously from the completion of the control apparatus, the improvement of the control process and the development and completion of the control indicators 4.3.4.2 Intensifying the inspection and supervision of the enforcement of policies and laws on HRD in MSGE The Ministry of Defence is the main responsible body for controlling MSGE It aims to strengthen the inspection and supervision towards MSGE and to ensure that the MSGE strictly abide by the laws, policies and regimes on the HRD, while it is necessary to ensure the favorable environment and conditions 23 for the enterprises to develop, avoid cumbersome procedures, overlapped check and control to not obstruct the normal operation of enterprises (1) Improving the legal framework on HRD monitoring and supervision (2) Controling the observance of laws, policies, regimes and regulations CONCLUSION AND RECOMMENDATIONS Conclusion: With the determined research objectives, the thesis has achieved the following results: Firstly, the thesis has systematized the basic theoretical issues of state management of human resource development in MSGE Secondly, the thesis has analyzed the status of HRD in MSGE and the state management of HRD in MSGE from 2011 to the present Thirdly, along with theoretical and practical bases, the thesis has shown the context and prospects of international economic integration for Vietnam in the period up to 2025, the objectives and the innovation perspective on state management of HRD in MSGE, from which it strongly recommends groups of solutions to improve the state management of HRD in MSGE in the coming time, including: - Solutions to improve the organization and apparatus of State management of HRD in MSGE with the measures such as improving the State management apparatus, implementing HRD in the State management agencies - Solutions to innovate the roles of orientation and regulation include: Renovation of strategic determination, planning and development plans for MSGE, strategic planning of HRD in MSGE in line with the Project of restructuring, renovating and improving the efficiency of military companies until 2020 - Solutions to improve the legal framework and create a development environment for HRD in MSGE such as: Completing policies, regulations and promulgating legal documents fon HRD in MSGE; Creating a favorable environment for HRD in MSGE - Solutions to renovate the inspection and supervision of HRD in MSGE such as: Perfecting the control system for MSGE; Strengthening the 24 monitoring and supervision of the enforcement of the policies and legislation on HRD in MSGE Recommendation on thereafter research direction of the thesis HRD in the MSGE and State management of HRD in MSGE are complex contents, in which some management issues are still being studied With the set out research objectives, the thesis has addressed the basic issues of state management of HRD in MSGE in the context of international economic integration However, there are still issues that need to be further researched and resolved such as: - It is necessary to continue studying and proposing measures to solve the overlap in the implementation of the State management role and the management of state capital of state management agencies to State-owned enterprises in general and MSGE in particular - The research scope only stops at MSGE Therefore, if it is possible to expand the research and increase the size of the samples, all the military enterprises should be covered to better serve the improvement of the effectiveness of the State management of HRD in military enterprises Therefore, it is hoped to receive the comments and opinions from the teachers, scientists and readers who are interested in the topic so that the thesis will be completed./ 25 LIST OF PUBLISHED SCIENTIFIC WORKS OF THE AUTHOR Tran Quoc Hieu (2014), “Developing military enterprises in the period of international economic integration”, Military Financial Journal, (222), Hanoi Tran Quoc Hieu (2016), “Strengthening economic restructuring to contribute to increasing labor productivity in Vietnam”, Military Financial Journal, (230), Hanoi Tran Quoc Hieu (2017), “Solution to renovate the financial management mechanism for state-owned enterprises”, Military Financial Journal, (236), Hanoi Tran Quoc Hieu (2018), “ State management in human resource development in military garment enterprises”, Journal of Economics and Forecasting, (678), Hanoi Tran Quoc Hieu (2018), “Opportunities and challenges for human resource development in military garment enterprises”, Military Financial Journal, (244), Hanoi ... RESOURCES DEVELOPMENT IN MILITARY-SERVING GARMENT ENTERPRISES IN THE CONTEXT OF INTERNATIONAL ECONOMIC INTEGRATION 2.1 MSGE and HRD in MSGE in the context of international economic integration 2.1.1... in military-serving garment enterprises in the context of international economic integration Chapter 3: Current situations of state management on human resources development in military-serving. .. following libraries: The Library of the Central Institute for Economic Management The National Library of Vietnam INTRODUCTION The necessity of the thesis Within the context of international economic