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MINISTRY OF EDUCATION AND TRAINING FOREIGN TRADE UNIVERSITY - SUMMARY OF PHD THESIS A STUDY OF COMPETENCY MODEL FOR SALES MANAGERS IN VIETNAMESE COMMERCIAL BANKS Major: Business Administration Code number: 9340101 DUONG THI HOAI NHUNG Hanoi – 2020 The thesis is completed at: Foreign Trade University Science instructor: Prof., Dr Le Thai Phong Reviewer 1: Reviewer 2: Reviewer 3: The research will be protected in front of the at council meeting CHAPTER 1: INTRODUCTION Research background The development of a competency-based management tool called the competency model has shaped a new trend in enterprise management In Vietnam, competency model is gradually becoming an important tool, as a foundation system to effectively implement human resource management activities in enterprises Therefore, the development of competency model and application of this tool in human resource management activities has become a necessary issue for businesses Commercial banks are a type of enterprises operating in the monetary field, and have been playing a very important role in the development of the economy Therefore, improving the operational capacity of commercial banks is a matter of special concern to countries Sales managers- one of the middle managers, are playing a key role in the business activities of the bank In order to perform well its role, sales managers at commercial banks really must have sufficient knowledge, skills, attitudes and qualities to effectively manage themselves, the team and the organization However, the competencies of sales managers in commercial banks are facing great difficulties and challenges Firstly, the standard of competence for the same title of sales managers has not been consistent in commercial banks Secondly, most commercial banks lack measurement tools for sales manager’s competencies of each position In each position, the commercial banks can set their own standards of competencies which are a difference from others Thirdly, the assessment of the shortage of sales manager’s competencies in commercial banks still faces many difficulties This makes long-term planning as well as short-term training to foster the knowledge, skills and qualities required for sales managers in commercial banks is still slow, not keeping up with the speed of enterprises development Therefore, the topic "A study of competency model for sales managers in Vietnamese commercial banks" is very necessary and meaningful for implications both in theory and practice Research gap Firstly, the research on competency model for middle managers have not attracted the attention of Vietnamese and foreign scholars Secondly, Vietnamese studies mainly focus on one component of competency in the overall pool of required competencies There is a lack of research on the systematic structures of competency model, the process of developing and implementing competency model, in order to solve the difficulties and challenges in the implementation process Thirdly, previous studies have rarely considered the impact of competencies on managerial effectiveness at an individual level Fourthly, the Vietnamese research focusing on competencies of sales managers at commercial banks is still relatively limited Research question (1) What is the structure of competence model of sales managers in Vietnamese commercial banks? (2) How is the impact of the competencies of sales managers on the managerial effectiveness of this position at Vietnamese commercial banks? (3) What solutions should be taken to improve the development, implementation and application the competency model of sales managers to human resource management activities at Vietnamese commercial banks in the next period? Research objective The objective of the research is to propose and apply the competency model of sales managers to human resource management activities at Vietnamese commercial banks Research object and scope 5.1 Research object The object of the research is the competency model of sales managers in Vietnam commercial banks 5.2 Research scope The study focuses on identifying the components of competency model of sales managers in Vietnamese commercial banks (including competency list, definition, standard level and behavioral indicators for each standard level) and verify proposed competency model of sales managers at banking branches in cities including Hanoi, Quang Ninh and Ho Chi Minh Research structure The structure of the research is divided into five chapters including chapter 1: Introduction; Chapter 2: Theoretical background for sales manager’s competency model; Chapter 3: Research methodology; Chapter 4: Research results of sales manager competency model in Vietnamese commercial banks; Chapter 5: Orientations and solutions to apply sales manager’s competency model to human resource management activities in Vietnamese commercial banks CHAPTER 2: THEORETICAL BACKGROUND FOR SALES MANAGER’S COMPETENCY MODEL 2.1 Overview of competency model 2.1.1 Definition of competency Literature review of the competency development is grouped into three distinct approaches: (a) educational, (b) psychological, and (c) business context (Markus et al 2005; Shippmann et al., 2000) The concept of competency based on a business approach is focused on the ability to learn and improve through training and development so that competencies need to be observed The definition that has been accepted by numerous scholars: “A competency is a cluster of related knowledge, skills, and attitudes that affects a major part of one’s job (a role or responsibility), that correlates with performance on the job, that can measure against well-accepted standards, and that can be improved via training and development” (Parry, 1998, p.59) 2.1.2 Definition of competency model Competency model reflects the full competence that an individual needs to perform a job The competency model focuses on behavior rather than personal characteristics and traits, because personal characteristics and traits are difficult to observe and measure accurately (Dubois et al., 2004) Competency model is a set of competencies that include the key behaviors required for excellent performance in a particular role Therefore, the study chooses the definition of competency model is “The competency model is a set of all competencies required from employees of a given organisation that are grouped into appropriate sets for individual jobs or organisational roles” (Sienkiewicz, 2004, p.7) 2.1.3 Categories of competency model The single-job approach: The first competency models were developed for single jobs and are the most common approach to competency modeling Developing a single-job competency model starts with an identified critical job that line management or an HR professional sees as needing better selected or developed incumbents The "one-size-fits-all" approach: HR professionals who are seeking a broad, quick, and consistent impact for competency technology often adopt a "one-size-fits-all" competency model, by defining one set of competencies for a broad range of jobs (e.g., all managerial jobs) A multiple-job approach: This method creates multiple models depending on jobs and levels This method is used when all the jobs not have anything in common To go ahead with creating models that are of use, the organization has to be more specific on the potential uses of the model The time is ripe for a multiple-job approach to building competency models 2.1.4 The roles of the competency model  Linking competency models to organizational goals and objectives Firstly, the competency model helps to link the goals, missions and visions of the organization with the requirements of the individual's work Second, the competency model helps organizations build a competitive advantage by building core competencies Thirdly, the competency model helps to connect organizational activities with corporate culture has been and is intended to shape and help businesses adapt to the change process Fourthly, the competency model helps improve the management process of the human resource management system in enterprises  Linking competency models to human resource management activities Selection: competency models have been used by many organizations to identify suitable candidates at the recruitment stage The purpose is to establish the “behavior” needed in a particular job and the extent to which these are possessed by different candidates Training and development: competency models help focus on training related behaviors and skills, ensures the cohesion between training and development, and helps manage training activities most effectively Performance appraisal/management: competency models help solve the problems of performance evaluation, ensures consistency in the evaluation criteria, what needs to be achieved and does not need to be achieved, collects relevant information The competency framework also helps managers to observe behavior and characteristics related to performance Succession personal planning: The competency models allow identifying the required competencies to implement the organization's strategic success now and in the future Therefore the organization can develop a personal plan, a collective competence development plan and an appropriate plan for the development of potential candidates in the future Compensation management: The competency models support payment based on competencies (skills, knowledge, attitudes, etc.) Establishing compensation for demonstrated competencies, that is, both what is accomplished and how it is accomplished, provides fairness and equity and distinguishes between superior and average performance 2.2 Theory of sales manager’s competency model 2.2.1 Definition and roles of sales managers  Definition of sales managers According to Le Bon (2016) sales managers greatly influence organizations’ sales performance through their supervision of the sales force that interacts directly with customers and drives revenues  Roles of sales managers • Strategic planning: sales managers are responsible for setting goals, formulating implementation strategies, and achieving or exceeding the plan targets set by the departments and companies • Organizing the sales force: sales managers need to ensure that the sales personnel are allocated exactly the position appropriate to their competencies and importantly protect customers with the benefits they are enjoying • Recruiting and hiring: To create a talent pipeline, sales managers need to be effective and skilled in the art of recruiting and hiring new salespeople Hiring a new person should be done with the thought of building the bench for the future • Training and development: Sales manager needs to identify areas of development in which each salesperson may need to obtain mastery so that the salesperson can be effective Training needs to be continually reinforced by the sales manager to the salesperson Identifying skills or lack thereof is the responsibility of the sales manager • Motivation and leadership: Sales managers need to be able to rally their teams to create enthusiasm and excitement The enthusiasm can decrease easily from some salespeople as they try to close sales and are not successful In addition, managers need to ensure that the vision of the organization has been accepted and is being acted upon by all salespeople on their team • Performance evaluation: Sales managers should give regular consistent feedback and coaching to their salespeople Sales managers conduct performance evaluations consistently throughout the year Feedback given and received throughout the year should match the year-end result 2.2.2 Definition of sales manager competency model The role of sales manager is becoming more and more important in businesses, the required competencies for this position are necessary According to Cron and DeCarlo (2009), competency model of sales managers is defined as sets of knowledge, skills, behaviors, and attitudes that a person needs to be effective in a wide range of industries and various types of organizations 2.2.3 A sales manager competency model structure The competency model structure will include the following: - Competency cluster: consists of competencies with identical or similar characteristics and attributes - Competency: a name for each specific competency - Definition of competency: a general description of what competency is, explaining the most basic concept of competence - Competence levels: Competence level is the required level of competence so that personnel can fulfill their roles and functions and meet competence requirements to get the job done 2.2.4 Method of building a sales manager competency model  Approaches to a sales manager competency modeling Based on the pros and cons assessments of the approaches to a competency modeling, the study chooses borrowed-and-tailored approach (Rothwell and Lindholm, 1999) The borrowed-and-tailored approach lets the organization leverage a borrowed model, but tailors it to the specific culture, skills, and abilities necessary for each position, or the most critical positions Occupation specific competency models are good start for this approach (Rothwell & Lindholm, 1999) This method 10 2.3 Study the impact of the competence on managerial effectiveness 2.3.1 Managerial effectiveness concept In this study self-perceived managerial effectiveness is defined as the degree to which a manager perceives that he or she fulfills or exceeds work role expectations (Spreitzer, 1995) In other words, managerial effectiveness is the extent to which managers feel that they achieve the output and goal requirements associated with their positions in conformity to their organizations’ expectations 2.3.2 The impact of competency on managerial effectiveness In order to verify the effectiveness of the competency model, it is necessary to verify the competence components of the competency model The first study to lay the groundwork for examining the impact of competency on management performance is documented in Boyatzis (1982), proving that individual competence is an indispensable factor that managers can get the job done The empirical studies of Cockerill (1989), Finn (1993) and Renu (2015) have confirmed the existence of impacting competency on managerial effectiveness (based on at individual level) CHAPTER 3: RESEARCH METHODS 3.1 Qualitative research methods Qualitative research methods are used with the purpose of ensuring the science and relevance of concepts, constituent factors and scales of variables in the research of competency model Qualitative research helps explain the research results assessing the impact between the competencies and managerial effectiveness of sales managers at commercial banks in Vietnam Qualitative research methods include desk- research, expert interviews and in-depth interviews 11 3.2 Quantitative research methods 3.2.1 Quantitative research: building a sales manager competency model - Data collection methods: + To test the appropriateness of competency list, the study conducted a questionnaire with a structured design consisting of parts: Part asked for the characteristics of the object (about gender, age, educational level and workplace); part asked for rating the importance of competencies with the 20 questions The scale used in the survey is a 5-level Likert scale: 1- Strongly Disagree 5Strongly Agree + To determine the competency standard level, the questionnaire was designed with parts: part asked for the evaluation of the required standard level of sales managers including 13 questions, part asked for the characteristics of the object (about gender, age, educational level and workplace) The scale used in the survey is a 5-level scale: 1- Primary level 5- Expert level - Data processing method: descriptive statistics, Cronbach Alpha, EFA - Select the survey location and sample: The author has selected the research location at 11 commercial banks operating in provinces/ cities including Ha Noi and Quang Ninh with134 samples to determine the official competency list of competency model in sales managers 3.2.2 Quantitative research: Empirical verification of the sales manager competency model 3.2.2.1 A research model and hypothesis • Research model 1: The impact of management competencies on managerial effectiveness The research hypotheses are formulated: 12 H1: Work planning and execution have a positive relationship with managerial effectiveness H2: Group management has a positive relationship with managerial effectiveness H3: Problem solving is positively related to managerial effectiveness H4: Sensitive to business circumstances with a positive relationship with managerial effectiveness  Research model 2: The impact of technical competencies on managerial effectiveness The research hypotheses are formulated: H5: Job-specific knowledge and professional skills have a positive relationship with managerial effectiveness H6: Business environment and industries knowledge has a positive relationship with managerial effectiveness H7: Achievement Orientation has a positive relationship with managerial effectiveness H8: Customer orientation has a positive relationship with managerial effectiveness • Research model 3: The impact of self-management competencies on managerial effectiveness The research hypotheses are formulated: H9: Integrity has a positive relationship with managerial effectiveness H10: Innovation and creativity have a positive relationship with managerial effectiveness H11: Stress management has a positive relationship with managerial effectiveness H12: Time management has a positive relationship with managerial effectiveness 13 H13: Continuous learning has a positive relationship with managerial effectiveness 3.2.2.2 Selection and design of scales • Scale of management competencies The scale of management competencies was inherited from the scale of Murale and Preetha (2011), Favia (2010), Busch (2012), Do (2016) and Tran (2009) The number of management competencies scales is 18 scales, including Work planning and execution (5 scales), Group management (4 scales), Problem solving (4 scales), Sensitive to business circumstances (5 scales) • Scale of technical competencies The scale of technical competencies was inherited from the scales of Favia (2010), Busch (2012), Herbison (2013), Manasi (2014), Pham (2015), Do (2016) The number of technical competencies scales is 14 scales including Job-specific knowledge and professional skills (4 scales), Business environment and industries knowledge (3 scales), Achievement Orientation (3 scales), Customer orientation (4 scales) • The scale of self-management competencies The scale of self-management competencies was inherited from the scale of Leslie (2002), Favia (2010), Herbison (2013), Do (2016) The number of self-management competencies is 14 scales, including Integrity (4 scales), Innovation and Creativity (4 scales), Stress Management (3 scales), Time management (4 scales), Continuous learning (3 scales) • Scale of managerial effectiveness The scale of managerial effectiveness was inherited by Leslie (2002) and Deeter-Schmelz et al (2002) The number of managerial effectiveness scales includes scales: (1) Employee motivation, (2) Ability cooperating with colleagues and subordinates, (3) Ability to 14 train and develop team, (4) Initiative ability in work and (5) Achievement orientation 3.2.2.3 Methods of collecting and processing data - Data collection methods: The author conducted primary data collection through the survey questionnaire The survey questionnaire is designed with parts: part examined independent variables (competencies) and dependent variables (managerial effectiveness), part asks for information on characteristics of respondents (such as gender, age, educational level, and workplace) Part of the survey questionnaire had a total of 51 questions, which are allocated as follows: for the management competencies (18 questions), technical competencies (14 questions), self- management competencies (14 questions), and managerial effectiveness (5 questions) Variables used with 5-level Likert scale (ascending): 1: Strongly disagree; 2: Not really agree, 3: Strongly agree, 4: Agree, 5: Strongly agree - Data processing methods: Cronbach Alpha coefficient was used to test the reliability value and EFA test was used to test the convergence The impact between competencies and managerial effectiveness was conducted through regression analysis 3.2.2.4 Selecting sample In order to test the impact between competencies and managerial effectiveness, the author has chosen branches at 20 Vietnamese commercial banks located in three major cities provinces including Hanoi and Quang Ninh and Ho Chi Minh with a sample size of 360 15 CHAPTER 4: RESULTS OF COMPETENCY MODEL FOR SALES MANAGERS OF VIETNAMESE COMMERCIAL BANKS 4.1 The proposed competency model for sales managers of Vietnamese commercial banks From the results of pre-testing competency lists, it shows that the competency model of sales managers in Vietnamese commercial banks include 13 competencies and are divided into groups including (i) Management competencies, (ii) Technical competencies and iii) Self-management competencies with full name, definition, level of competency standards and behavior indicators 4.2 Testing the impact of the competencies on managerial effectiveness 4.2.1 Testing the impact of management competencies on managerial effectiveness The hypothesis test results of the research model showed that research hypotheses were approved In particular, Group management (QL2) is the most important competency affecting the managerial effectiveness of sales managers in commercial banks This is explained by group management that helps individuals in the group learn faster because they are exchanged information, experiences, processes from other members and managers (Eliasa, 2014); thereby helping to develop a cohesive, effective sales team The ability to be Sensitive to business circumstances (QL4) and Problem-solving (QL3) are the next two forces that have the most influence on managerial effectiveness The Problem-solving (QL3) will be very important, when the sales managers identify, understand Integrity and find ways to solve the problems that (Level customers3)are facing Work Innovation Creativity (Level planning and execution (QL1) helps set upand processes, develop and Stress Management (Level 4) implement business programs for the team as well as evaluate and Time management (Level 4) Continuous learning (Level 4) 3) 16 control whether the program is achieved or not (Johnston & Marshall, 2006) 4.2.2 Testing the impact of technical competencies on managerial effectiveness Results of research model show that all hypotheses were accepted In particular, Business environment and industries knowledge (CM2) has the strongest influence on managerial effectiveness, because this competency will help managers to capture and solve problems, get more accurate and comprehensive solutions to support subordinates when they face obstacles at work (Hysong, 2008) Job-specific knowledge and professional skills (CM1) has the second highest impact on managerial effectiveness Because when having good professional knowledge, sales managers can advise customers and help customers make appropriate products/services Achievement Orientation (CM3) and Customer orientation (CM4) both affect managerial effectiveness By setting goals and actively seeking ways and solutions to achieve goals, individuals and departmental business results can be achieved (Boles et al., 2001) In addition, the ability to proactively meet customer requirements and maintain customer relationships will timely support customers as needed 4.2.3 Testing the impact of Self-management competencies on managerial effectiveness The results of research model show that all research hypotheses were supported In particular, Continuous learning (BT5) has the strongest impact on managerial efficiency Proactively looking for learning opportunities, proactively preparing a career path for themselves is a very necessary ability to help improve the results in the work of sales managers Stress management (BT3) is necessary to improve on managerial effectiveness by knowing how to arrange a 17 reasonable time to complete the work on schedule without wasting effort and time The space will help this position get the job done on time The nature of business activities in the banking industry is built on trust and honesty, so Integrity (BT1) is an indispensable competency This competency helps sales managers comply with the organization's general principles and standards, adhere to professional ethics and be willing to take responsibility for their own actions and mistakes, thereby helping to make decisions be effective in the long term (Mullins, 2013) In the present era, with the change in technology and customer needs, Innovation and creativity (BT2) in the work helps create smart financial services, differentiated and superior products to meet the needs of each customer segment Therefore, innovation and creativity are essential and have a positive impact on the effectiveness of the work of sales managers CHAPTER 5: ORIENTATIONS AND SOLUTIONS FOR APPLICATION OF SALES MANAGER COMPETENCY MODEL IN HUMAN MANAGEMENT ACTIVITIES AT VIETNAMESE COMMERCIAL BANKS 5.1 Solutions to develop and implement a sales manager competency model  Conditions for developing and implementing a sales manager competency - Connection to a common goal - Commitment from leadership - Focus on the core competencies - Participation of parties - Availability of resources  Roadmap for developing a sales manager competency model 18 Objectives of applying competency model Standardize titles Structure of capacity The length of competency model Structure of competency model Test of competency model  Roadmap for implementing the sales manager competency model Full information on the implementation plan of the competency model Building connection between the results of competency model and its application on human resource management system Require stakeholders to participate in the planning, development and implementation of the competency model Developing incentive policies associated with the assessment results based on competency model Support the resources needed to implement competency model 5.2 The solution of applying the sales managers competency model in human resource management activities at commercial banks in Vietnam 5.2.1 Solution of applying competency model in recruiting sales managers • Conditions for applying the competence model in recruiting sales managers - The vacancy is important to the organization, requires complex new competencies, and requires candidates to own key competencies to complete the assigned tasks and responsibilities - Managers must commit to investing in the resources needed to apply the competency-based recruitment tool 19 • The roadmap for recruiting sales managers based on the competency model - Implementation schedule (11 steps) - Competency-based interview (STAR) + Form to assess the necessary capabilities for sales managers candidates + Behavioral interview skills (BEIs) + Worth a sample interview about the competencies of sales managers 5.2.2 Solution to apply competency model in training and developing sales managers • Conditions for applying competency model in training and developing sales managers - Linking training objectives with the organization's development strategy - Banks must be ready in terms of resources (human, financial) to research and develop competency model in accordance with the position and context of enterprises - The positions selected for training based on competency model and training content must be crucial and have a great influence on the strategy and long-term success of enterprises - Commercial banks must have priorities (in time) in identifying the necessary competencies that will be trained and developed based on the built-in competency model - competency model -based training programs must be planned, developed and implemented in the long term to ensure to offset the costs spent in developing and implementing competency model in enterprises - The scale of competency model -based personnel training is large enough to compensate for the resources spent 20 5.2.3 The solution of applying the competence model in performance management • Conditions for applying the competency model in performance management - Bank leaders need to be supportive and willing to commit the necessary resources to design, implement and maintain the system - Banks need to perfect the standardization of the system of titles of business managers - Building management systematically - The new requirements of the competency-based assessment (evaluation criteria, performance evaluation methods) must be fully informed to the applicable subjects - Participants in the competency-based performance evaluation system must be trained in roles, responsibilities and usage 21 CONCLUSION The research has systematized the theoretical competency model including: the concept of competency model, competency model classification, application of competency model in human resource management In addition, the study has clarified the theoretical basis of competency model for concepts, structure, methods of developing competency model and application of competency model to human resource management activities at commercial banks in Vietnam In order to achieve the goal of researching and proposing competency model in Vietnamese commercial banks, the study has used a combination of qualitative research methods (expert interviews and in-depth interviews) and quantitative research (statistics) Describe and analyze EFA has identified the sales managers competencies including 13 competencies divided into clusters including management competencies, technical competencies and self-management competencies In addition, the research has verified the impact of the competencies on managerial effectiveness of sales managers The results show that 13 competencies in clusters have a positive impact on managerial effectiveness In particular, the competencies have the strongest impact on managerial effectiveness including Group management; Business environment and industries knowledge and Continuous learning The research results are an important basis for the researcher to confirm the science and suitability of sales manager competency model at Vietnamese commercial banks Finally, the dissertation offers solutions to develop and implement competency model and apply competency model to human resource management activities in Vietnamese commercial 22 banks For each solution group of building and deploying competency model, the author has given the conditions and roadmap for developing and deploying competency model successfully 23 THE LIST OF PAPERS PUBLISHED A International journals Dương Thị Hoài Nhung, Human Resource Practices Implemented in Vietnamese SMEs: A Second Order Confirmatory Factor Analysis, International Journal of Business & Applied Sciences, Vol 8, No 1, 2019, 1-12, ISSN: 2165-8072 (Co-author) B Vietnam’s journals Dương Thị Hoài Nhung, Khung lực nhân sự quản lý kinh doanh các ngân hàng thương mại Việt Nam, Tạp chí Khoa học, số 16 (3/2020), 2020, 26-41, ISSN: 2354-1482 Duong Thi Hoai Nhung, An empirical analysis of competencies in predicting managerial effectiveness of the sales managers: Vietnamese banking sector perspective, Journal International Economics and Management, No 124 (12/2019), 2019, 24-44, ISSN 1859 – 4050 Dương Thị Hồi Nhung, Phân tích tác động lực chuyên môn tới hiệu quả quản lý nhân sự quản lý kinh doanh tại các Ngân hàng thương mại Việt Nam, Tạp chí Khoa học Kinh tế, số 7(04), 2019, 42-58, ISSN: 0866-7969 Dương Thị Hoài Nhung, Mối quan hệ lực quản trị và phát triển bản thân với hiệu quả quản lý nhân sự phụ trách kinh doanh các ngân hàng thương mại Việt Nam, Tạp chí Kinh tế đối ngoại, số 120 (9/2019), 2019, 54-71, ISSN: 1859-4050 (Co-author) Dương Thị Hoài Nhung, Đánh giá lực quản lý nhân sự phụ trách kinh doanh tại các ngân hàng thương mại (NHTM) Việt Nam phương pháp ma trận, Tạp chí Khoa học thương mại, số 128 (4/2019), 2019, 20-30, ISSN: 18593666 (Co-author) 24 Dương Thị Hoài Nhung, Mối quan hệ lực và hiệu quả quản lý nhân sự quản lý kinh doanh các ngân hàng thương mại Việt Nam, Tạp chí Kinh tế phát triển, số 262 (4/2019), 2019, 48-58, ISSN: 1859-0012 (Co-author) Dương Thị Hoài Nhung, Đề xuất quy trình xây dựng khung lực nhân sự quản lý kinh doanh, Tạp chí Kinh tế đối ngoại, số 115 (4/2019), 2019, 50-63, ISSN: 1859-4050 Dương Thị Hoài Nhung, Mơ hình lực phát triển và quản lý nguồn nhân lực, Tạp chí Khoa học, số 04, 2017, tr 1122, ISSN: 0866-7969 (Co-author) ... Nhung, Đánh giá lực quản lý nhân sự phụ trách kinh doanh tại các ngân hàng thương mại (NHTM) Việt Nam phương pháp ma trận, Tạp chí Khoa học thương mại, số 128 (4/2019), 2019, 20-30,... tác động lực chuyên môn tới hiệu quả quản lý nhân sự quản lý kinh doanh tại các Ngân hàng thương mại Việt Nam, Tạp chí Khoa học Kinh tế, số 7(04), 2019, 42-58, ISSN: 0866-7969 Dương... quản trị và phát triển bản thân với hiệu quả quản lý nhân sự phụ trách kinh doanh các ngân hàng thương mại Việt Nam, Tạp chí Kinh tế đối ngoại, số 120 (9/2019), 2019, 54-71, ISSN: 1859-4050