The public sector plays an important role in promoting the stability and development of each nation''s political, economic and social systems. However, many challenges have been investigated in Vietnam public sector. In this scenario, human resources, particularly, leaders in public administration have been confirmed as the key factors which impact on the effectiveness of this area.
ISSN 1859-3666 Journal of Trade Science 6:4 (2018) 36 - 44 TMU’S JTS Ta Huy Hung Thuongmai University Email: tahuyhung.vcu@gmail.com Received: 9th July 2018 Revised: 1st August 2018 Approved: 6th August 2018 he public sector plays an important role in promoting the stability and development of each nation's political, economic and social systems However, many challenges have been investigated in Vietnam public sector In this scenario, human resources, particularly, leaders in public administration have been confirmed as the key factors which impact on the effectiveness of this area Thus, human resource management, human resource performance appraisal have attracted by policy-makers, researchers…In this research, author analysedthe current situation of performance appraisal for Department leaders in Hoa Binh province through the mixed method (quantitative and qualitative methods) Based on the findings, the author proposes some solutions to enhance the quality of performance appraisal for Department leaders in the future Keyword: Performance appraisal for leaders, department leader in Hoa Binh province Introduction meet the increasing demand from the people and deal The public sector plays an important role in pro- with challenges from within and outside the organiza- moting the stability and development of each nation's tion In human resource management task, leader's per- political, economic and social systems Therefore, formance appraisal is the key point reflects the per- enhancing the effectiveness and efficiency of the pub- formance and competencies of the civil servant lic administration is an important task that is paid Performance appraisal's result is the fundamental fac- attention by the Party committees and state administra- tor for succession planning, training and development, tive organizations In pursuit of enhancing the effec- and payroll system… tiveness and efficiency of the public administration Hoa Binh is the Northwest province with natural sector, a number of solutions have been implemented characteristics, which has to more than 63% of eth- by the Government and Ministries In particular, nic minority people In the provincial development improving the quality of public servant is an important strategy, the Provincial Party Committee has identi- solution to create a key change for the public sector to fied administrative reform as a key task to attract 36 JOURNAL OF TRADE SCIENCE " ISSN 1859-3666 journal of Trade Science TMU’S JTS investment and take the province's advantage to 2.2 Department leader's performance appraisal accelerate economic development and socio-cultur- Departments belong to the People's Committees; it al Determining the importance of the public sector is the administrative units in local government The in the new context, Hoa Binh province has identified department is the professional organization for support ambitious goals for reforming the public administra- the local government doing their governance function tion sector, of which the province's overall goal of in the province Departments and sectors that perform 2020 is to set up the provincial administration to well their professional tasks are important for the become a unified, transparent system, ensuring open achievement of local socio-economic development and transparent regime and responsibility; civil ser- objectives vants who are qualified and capable to meet the Performance appraisal of department's leaders is requirements of performing the task of socio-eco- the process of gathering and analyzing information on nomic development of the province.In order to the work results of organizations and individual leader achieve these goals, human resource management to give the assessment about the complete level of and performance appraisal for leaders has been paid organizational performance and individual perform- off much attention by Party Committee and People's ance in each stage Committee of Hoa Binh province because the effect 2.3 Content of department leader evaluation of human resource management is much affected by 2.3.1 Leader evaluation purpose the result of performance appraisal According to the Civil Servants Law in 2010, civil Leader's performance appraisal is the important servants are evaluated to clarify their political quali- and complex topic in human resource management ties, ethics, capabilities, professional qualifications and for the leader in public sector In this research, performance results The evaluation results will be author paid much attention to the literature review, used as a key factorin arranging, using, training, fos- the current situation of leader performance apprais- tering, rewarding, disciplining for civil servants al in Hoa Binh province However, in this research, 2.3.2 Evaluation content of civil servant author can't analysis the factors which effect the The content of civil servant evaluation is under- performance appraisal stood as the aspects and components selected in the Literature review civil servant assessment The evaluation contents 2.1 Leaders' performance appraisal department leaders in local government have been According to human resource management indicated in Clause 1, Article 28 of the Civil Servants approach, two sides of human resource evaluation Law; and Article of Decree No 56/2015 /ND-GD by are performance appraisal and competence appraisal 2015 According to this regulation, civil servant evalu- in the organization The performance appraisal is the ation includes the following contents: process to collect and analyse the employee's working process and employee's working result to confirm the employee's performance and employee's competence in the stage (Mai Thanh Lan and Nguyen Thi Minh Nhan, 2016) i) To abide by the Party's lines, undertakings and policies as well as the State's laws; ii) Political qualities, ethics, lifestyles, style, and manner of work; iii) Capacity to lead, administer and organize the performance of tasks; JOURNAL OF TRADE SCIENCE " 37 ISSN 1859-3666 Journal of Trade Science iv) Responsibility in work; v) Performance results of assigned tasks TMU’S JTS 2.3.6 Use performance appraisal results in human resource management These criteria include the performance appraisal, According to Item 3, Article 29 on classification competency evaluation for leader and also leader's and evaluation of civil servants, civil servants belong behavior in doing their task Human resource manage- to the complete tasks but with limited competence ment approach concentrates on the whole aspect of level in two years or have two consecutive years, of leaders in the evaluation which one year has been complete tasks but with lim- 2.3.3 By whom are performance appraisal conducted for the department's leader ited competence level and one year of Incomplete to the task level, the organizations can arrangeother jobs People who have been chosen to participate in for these civil servants Another case, the civil servants evaluation process for department leader's impact on who have Incomplete to the task for two consecutive the outcome of leader's performance According to years, the organizations can fire them Article 57 (Civil Servants Law), the responsibility of Methodology evaluating civil servants is heads of civil servant units In this research, author used mix method for find- and organizations The heads of civil servant ing the performance appraisal system implemented units/organization have been evaluated by the direct in Hoa Binh province for department's leaders The managers secondary data has been collected by the central gov- 2.3.4 The performance appraisal cycle of leaders of departments ernment documents, the local government (Hoa Binh province) documents Besides the government docu- The appraisal cycle is the closest time todo the per- ment, author used the journal article with perform- formance appraisal for departmental leaders Under the ance appraisal for civil servants, performance provisions of Section 2, Article 28, the Law on Civil appraisal for leaders in public administration These Servants, the appraisal cycle carried out annually and data have been analyzed in this research with the before the election, ratification, appointment, plan- high validity level Author also conducted the in - ning, transfer, training, and fostering Thus, there are depth interview with panel experts to depth aware- two type of appraisal cycle: (i) the appraisal cycle is ness of performance appraisal content in Hoa Binh annually and (ii) temporary appraisal cycle province The first group experts are experts who 2.3.5 The appraisal results of department's leaders work for the university, the institute with more than The appraisal results of civil servants are one step experience years in teaching and researching in in the civil servant assessment process to classify civil leadership topic The second group has been chosen servant to certain levels of performance According to who the civil servants in some department of Article 29, there is some certain type of civil servant Ministry are The contents of an in-depth interview result: are: (i) the current situation in performance apprais- 38 a) Excellent completion of tasks; al for department's leaders; (ii) some performance b) To successfully complete the task; appraisal limitations in government policies; (iii) c) Complete tasks but with limited competence; some guides or solutions for improving the perform- d) Incomplete to the task ance appraisal in the next future JOURNAL OF TRADE SCIENCE " ISSN 1859-3666 journal of Trade Science TMU’S JTS The quantitative has been implemented through the bility perception of the department's heads, civil ser- questionnaire survey data Author conducted the ques- vants and public employees in performing their tionnaire survey from July, 2016 to February, 2018 assigned functions and tasks The respondents are Director of Department and Secondly, the performance appraisal aims to Deputy Director of Department In the survey period, improve the quality and efficiency of the autonomy author sent 86 paper questionnaires to them and the and self-responsibility in human resource manage- response were 74 questionnaires (table 1) ment, administrative management and budgetman- Table 1: Characteristic of respondent (Department leaders in Hoa Binh province) Criteria No Gender Male 63 85.13 Femail 11 14.87 30 -40 0 41 - 50 21 28.37 51-60 53 71.62 current Under years 17 22.97 to 10 years 42 56.75 More than 10 years 15 20.28 Bachelor 63 85.13 Master 11 14.87 PhD 0 Age level Experience position in Ratio (%) Degree level Source: Author (2018) Research result agement for state organization as stipulated in the 4.1 Purpose of performance appraisal for depart- Decree Decree 130/2005 / ND-CP dated 17 October ment's leader in Hoa Binh province According to the evaluation regulation promulgat- 2005; Decree No 117/2013 / ND-CP dated 07 October 2013 of the Government ed in Decision No 13/2017/QD-UBND, the assess- Third, the performance appraisal results (ranking ment of the leaders of Hoa Binh province's depart- the level of completion of department's tasks) serve as ments has three main objectives: a basis for the evaluation of emulation, commendation Firstly, to help the Departments to take the advan- and annual performance appraisal levels for the depart- tages, overcome the weaknesses; To raise the responsi- ment's heads As such, the performance appraisal regJOURNAL OF TRADE SCIENCE " 39 ISSN 1859-3666 Journal of Trade Science TMU’S JTS ulations clarify the purpose of the performance formance appraisal has also been paid attention to appraisal level of departments as a basis for perform- the training and retraining activities (Mean: 3,874, ance appraisal the leader of each department SD: 0.894) This reflects the nature of the perform- The current situation of performance appraisal for ance appraisal when they used the results of the department's leaders in Hoa Binh province reflect that assessment as a basis for conducting the leader's the result of performance appraisal can be seen as the planning, appointment and training The low score of fundamental evidence for individual emulation and mean value (2.777) for the statement performance individual training and development appraisal can be seen as the important evidence of Table 2: Survey result of department's leader performance appraisal in Hoa Binh province No Department’s leader performance appraisal Mean Important evidence of succession planning Important evidence of appointmentofdepartment’s leader Important evidence of department’s leadership training and development Important evidence of implementingsalarypolicies 3.746 4.132 Standard Deviation 1.118 1.034 3.874 0.894 2.777 0.845 Source: Author (2018) Based on this result, author realizes that the People's Committee of Hoa Binh province paid much attention to the performance appraisal, the result of performance appraisal has been used as the payroll, salary because of the salary scale for all civil servants in public administration 4.2 Evaluation content of the department's leader in Hoa Binh province important evidence of succession planning in the The content of performance appraisal with the 2016-2021 period by People's Committee of Hoa Department's leader in Hoa Binh province is men- Binh The mean value at 3.746 and standard devia- tioned in the evaluation regulations issued in Decision tion at 1.118 reflect that although most of the No 13/2017/QD-UBND attached with the perform- respondents agree with the succession planning ance appraisal criteria include: based on the performance appraisal, some of the respondents did not agree with this statement Thus the quite high value of standard deviation has been indicated in table In addition, within the scope of human resource Group 1: the key task consists of 02 annual tasks assigned by the People's Committee Group 2: General tasks of departments, including: - The quality of documents advising and proposing to higher levels management, annual performance appraisals are - Performance results of state management tasks considered as an important evidence for assigning - Implement the regulations of the Party, State on leaders with an average value of 4,132 and a stan- building theorganization dard deviation of 1.034 The annual leader's per- 40 JOURNAL OF TRADE SCIENCE " ISSN 1859-3666 journal of Trade Science - Implement regulations on inspection, reception of citizens, settlement of complaints and denunciations - Results of administrative reform of the organization TMU’S JTS 4.3 By whom are performance appraisal conducted for the department's leader in Hoa Binh province There are three level in performance appraisal for Methodology: Performance appraisal conducted by the rating scale method department's leader in Hoa Binh province: self- evaluation by each department in Hoa Binh province After Table 3: Evaluation criteria and maximum points for criteria No Criteria Maximum score The key task consists of 02 annual tasks per year 200/01 per task 2a The quality of documents advising and proposing to higher 100 levels 2b Performance results of state management tasks 100 2c Implement the regulations of the Party, State on building the 100 organization 2d Implement regulations on inspection, reception of citizens, 100 settlement of complaints and denunciations 2e Results of administrative reform of the organization 200 Source: Decision No 13/2017 / QD-UBND These criteria in Decision No 13/2017/QD- doing the meeting, the document of self-evaluation UBNDpaid much on the department performance sends to the Home Department for re-evaluation After which has not focus on the department's leader compe- that, the Performance Appraisal Committee has a meet- tence Moreover, these criteria are difficult to measure ing, re-evaluation The Committee makes the decision In the survey result, the respondents reflect that per- about performance appraisal for each department formance appraisal criterion are not fit and clear for measuring (Mean: 2.484; SD: 0.868) Based on 4.4 The performance appraisal cycle for the department's leader in Hoa Binh province Decision No 13/2017/QD-UBND, the performance In Hoa Binh province, the performance appraisal appraisal criteria for the department have been built to has been conducted annually With this performance follow the function of department However, the appraisal cycle, the respondents of the survey reflect respondents find that the diversity of tasks in their job, the high agreement with the performance appraisal the same criteria for all department in performance cycle statement It means the performance appraisal appraisal have not met with the job requirement cycle quite accepted by the respondents JOURNAL OF TRADE SCIENCE " 41 ISSN 1859-3666 Journal of Trade Science TMU’S JTS 4.5 The performance appraisal result for the department's leader in Hoa Binh province Excellent completion of tasks Successfully fulfilled tasks Complete tasks Figure 1: Result of performance appraisal for department's leader in 2014-2016 periods Figure indicates the high ratio of excellent Some solutions to enhance the performance completion of tasks for department's leader (about appraisal for department's leaders in Hoa Binh 70 percent), a low ratio of complete task level has province been seen in figure (2.8 percent) and others are 5.1 Solution to completed performance appraisal successfully fulfilled tasks In three years (2014- Firstly, to add the purpose of performance 2016), there were not the incomplete tasks for the appraisal leaders of departments in the regulations department's leaders Party's Committee and People's Committee should The survey data result indicates the contrast add the purpose of the evaluation regulation to clar- result, the low agreement with the statement: per- ify the objectives of the performance appraisal and formance appraisal can clarify the competence and competence assessment for the department's leader- performance result of the department's leader sin public administration Suggested purpose of per- (mean: 2.745; SD: 0.745) It also reflects the low formance appraisal for department's leaders in Hoa agreement with the statement: performance result Binh province includes: i) Performance appraisal for reflect exact leader's competence (mean: 2.538; SD: department's leaders to align the objectives of units 1.032) There is a contradiction between the per- and organizations with the objectives of leading formance appraisal result from the survey and the officials ii) Performance appraisal for depart- official result of the complete task ment's leaders aims to maintain the stability of the organizational system 42 JOURNAL OF TRADE SCIENCE " ISSN 1859-3666 journal of Trade Science TMU’S JTS Secondly, to improve the content of the assess- evaluation for department's leader This regulation ment: Currently, the key tasks are identified as the aligns with the competence framework which has been most critical and important tasks and solutions of built by the Home Affair Ministry for improving the the year to help the provincial People's Committee human resource management improve the efficiency and effectiveness of state management and socio-economic development Conclusion However, author finds the low connection between Performance appraisal plays more and more impor- the local developments strategic with the annual key tant role in public administration human resource man- tasks for the department Thus, the author proposes agement In this research, author analyses the current that there should be a more strategic task identified situation of performance appraisal for department's by the overall development strategy associated with leaders in Hoa Binh province The primary data and the tasks of each department The strategic tasks secondary data have been used in this research Based must be approved by the People's Committee in line on these findings, author proposes some solution to with the period of five years With common tasks: improve the performance appraisal for department the People's Committee should add the requirement leaders in Hoa Binh province and also propose the for progress for some criteria For example, the innovative solution for competence evaluation in the number of days late of the issuance of the proposed future documents, advice as prescribed Thirdly, the evaluators in performance appraisal: References: Author proposes the multi-level of evaluators (360degree method) Based on the 360-degree method, Mai Thanh Lan, Nguyễn Thò Minh Nhàn author mentions the evaluators included: Self-evalua- (2016), Giáo trình Quản trò nhân lực bản, NXB tion of department's leaders; Direct managers of Thống kê, Hà Nội department's leaders; Assistant evaluation team; The Luật Cán bộ, công chức năm 2010 follower in the Department and Performance Appraisal Nghò số 26-NQ/TW năm 2018, Nghò Committee 5.2 Proposed competence evaluation for department leaders In this research, author finds that the regulation of Hội nghò lần thứ bảy ban chấp hành Trung ương khóa XII tập trung xây dựng đội ngũ cán cấp, cấp chiến lược, đủ phẩm chất, lực uy tín, ngang tầm nhiệm vụ Hoa Binh province has just focused on the perform- Nghò đònh số 56/2015/NĐ-CP năm 2015 ance appraisal without the competence evaluation đánh giá phân loại cán bộ, công chức, viên chức However, the leader's competence can be seen as the Nghò đònh số 02/VBHN-BNV đánh giá vaø key point for doing their task Thus, in the future, phân loại cán bộ, công chức, viên chức author proposes Party's Committee of Hoa Binh Quyết đònh số 17/2015/QĐ-UBND tỉnh Hòa province should build the regulation for competency Bình ban hành Quy chế đánh giá, xếp loại mức ñoä JOURNAL OF TRADE SCIENCE " 43 ISSN 1859-3666 Journal of Trade Science TMU’S JTS hoàn thành nhiệm vụ hàng năm sở, ban, lãnh đạo khu vực hành công ngành Ủy ban nhân dân huyện, thành phố khẳng đònh nhân tố cốt yếu ảnh hưởng tới tính hiệu Quyết đònh số 13/2017/QĐ-UBND tỉnh Hòa lực, hiệu tổ chức khu vực hành Bình ban hành Quy chế đánh giá, xếp loại mức độ công Do đó, công tác cán bộ, đặc biệt công tác hoàn thành nhiệm vụ hàng năm sở, ban, đánh giá cán lãnh đạo đặc biệt quan tâm ngành Ủy ban nhân dân huyện, thành phố Trong nghiên cứu này, tác giả phân tích thực trạng công tác đánh giá cán lãnh đạo cấp sở, ngành Summary khu vực hành công tỉnh Hòa Bình phương pháp nghiên cứu kết hợp đònh lượng Khu vực hành công đóng vai trò quan trọng đònh tính Trên sở phân tích thực trạng, tác giả đề ổn đònh hệ thống trò, thúc đẩy phát xuất giải pháp nhằm hoàn thiện đổi triển kinh tế, văn hóa, xã hội quốc gia Tuy công tác đánh giá cán lãnh đạo sở, ngành tỉnh Hòa nhiên, khu vực hành công Việt Nam Bình để nâng cao chất lượng công tác cán khu vực đối mặt với nhiều khó khăn, thách thức Trong công năm bối cảnh đó, vai trò nguồn nhân lực, đặc biệt, cán TA HUY HUNG Personal Profile: - Name: Ta Huy Hung - Date of birth: th June 1986 - Title: Solution for improving the department's leader performance in Hoa Binh province - Workplace: Human resource management department, Thuongmai University - Position: Lecturer Major research directions: Human resource management, Leadership, Leader in public administration Publications the author has published his works: - Journal of Economic& Development; - Journal of Trade Science, - Organizations and Markets in Emerging Economies (Scopus) 44 JOURNAL OF TRADE SCIENCE ... 0.868) Based on 4.4 The performance appraisal cycle for the department's leader in Hoa Binh province Decision No 13/2017/QD-UBND, the performance In Hoa Binh province, the performance appraisal... level in performance appraisal for Methodology: Performance appraisal conducted by the rating scale method department's leader in Hoa Binh province: self- evaluation by each department in Hoa Binh. .. the requirement leaders in Hoa Binh province and also propose the for progress for some criteria For example, the innovative solution for competence evaluation in the number of days late of the