Developing Human resoures in state management on tourism in Quang Binh province : Luận văn ThS. Quản lý công (Chương trình đào tạo thí điểm)

IIPPSALA UNIVERSITY, SVVEDKN & IINIVERSITY OK ECONOMK s AND BUSINESS, VNll UPPSALA ***** UN1VERSITET VNU-UEB Tu MASTER THESIS OF PUBLIC MANAGEMENT DEVELOPING HUMAN RESOURES IN STATE MANAGEMENT ON TOURISM IN QUANG BÍNH PRQVINCE Author Mai 1hi Huong Giang Superxúsor: I)r Hans Blomkvist Local Supervisor: Assoc Prof Le Quan Class: MPPM lỉanoi, lanuary - ACKNOVV LEl)(, EM I N I I his disserlation is thc rcsult ot' a hiízhl\ valucd research thai has bcen a co ncc m íbr the Victnamese Government I hat is competencv huildins f'or civil servants in Vietnam It \vas indced an enrichina experience Beine able to hcar this íruit o f success I \vould love to extend I11V deepest uratitude to t\vo oí' m v instructors \vho are Dr Hans Blomkvist (Uppsala University) and Assoc Prot' I.e Quan (Vietnam National Universitv) They have anchored me \\ith not just \vise \\ord s hut also broadencd m \ hori/ on o f kncnvledae and understandina I \\ ould also love to thank expert team and M P P M classmates \ \ h o have supported me durinu the research I.ast hut not least I \vould like to thank mv tầmilv and tricnds \ \ h o have alxvays been there for me throughout I11V course at thc University o f Business and hconomics- VNU DISSERTATION SUMMARY Dissertation topic: Developins Human Resourcc in State M an a a em e nt OI1 Tourism in Qua na Binh Province Author: Mai Thi H uona Giana Instrucíor: Dr Hans Blomkvist (Uppsala Univcrsity) Assoc Prof Le Quan (Vietnam National University) Presentation date: D e c e m b e r Background: Competency model has become popular tool tbr human resource m an aae me nt in the puhlic sector in the \vorld l'or thc past t\vo decades Iknvever competencv model has only officially been introduced in the public sector ot' Victnam since 2013 \vhen the Ministrv o i ' H o m e AíTaires Iaunched nc\v regulations on j o b position and competencies required tor cadres and civil servants With its stratesic Iocation at the centre o f Vietnam and a vibrant culture o f the local, Q u a n s Binh has creat potential íbr dcvelopine tourism Quang Binh has ịust launched ne\v provincial socio-economic dcvelopment niasterplan for 20152020 in \vhich tourisni is expected to bccome kcy enabler o f socio-economic aroxvth Accordine to Q u a n e Bi nh ‘s leadcrs onc ol' the main barriers to tourism development in Q u a n a Binh consists o f thc quality o f h u m a n rcsourses Qu a na li inh needs solutions ibr increasinu capacity ol luiman resourcc in the tourism scctor In 2014 havc becn involed in a rcscarch proeram aimine, at building capacity l'or liuman resources in the tourism sector o f ' Q u a n a Binh lcad hy Assoc Prof Le Quan Durine that time I havc been intcrested in studyina the application oi' competencv model in building capacity fbr ci\ il scrvants in the Division oí' lourism, Department o f Culture, Sport and Tourism ol Q u a n s Binh Provincc Mv study tbcuscd on three arcas: (1) compctencies rcquircd to civil servants in the Division ol' Tourism (2) dirtìcultics and kcv success 1'actors o f applyinu compctency model: and (3) eíĩective mcthods tbr applvine, competency model Scope o f rcscarch objective: Due to the limited time and rcsouccs I \vould likc to íocus on st udyin s the competency buildina for civil servants \vith the case ot thc Department oỉ'Cu ltu re Sport and l ourism o f Q u a n a Binh Province Scope o f research: Conipetency buildine tbr civil servants: A case study o f the Department o f Culture Sport and Tourism ot Qua na Binh Province Objectives: The overall obịective o f mv study is to reco mmen d a new competency-based solution ior improvine capacity o f civil servants in the Division ot' Tourism Department o f Culture Sport and Tourism o f Ọ u a n s Binh Province Detailed obịectives: • Identify the key competencies for civil servants in the Division o f Tourism, Department o f Culture, Sport and Tourism o f Quans Binh Pro\ince: • Identity dilTiculties and kev success íactors o f developina and ap p K in g competency model in the Division ol' rourism, Department o f Culturc Sport and Tourism o í' Q u an e Binh Province; • Reco mme nd solutions fbr huildinc competcncics for civil scrvants in tho I)i\ision oi" rourism Department o f Culturc Sport and Tourism ol' Ọ u a n e Binh Provincc Research questions: • What are the corc competencies requircd o f civil servants in thc Division o f Tourism Department o f Culture Sport and Tourism o f Qu a na Binh Province? • What are the main dilììcultics and kcv success 1'actors ot developins and applyina compctencv modcl in thc Division ot' Tourism, Department ol' Culturc, Sport and Tourism ol Q u a n a Binh Province? • What are the methods t'or huildinu civil servants" competcncics? M ethodology: l o achieve the above research obịectives combined dcsk re v ie u and Delphi research Desk rev ieu \vas used to Icarn compelencx models from literature and niain issues related to the application o f competencv model in the Division o f Tourism Department ofC u lt u r e Sport and Tourism o f Q u a n e Binh Province Delphi research \vas used to obtain the consensus o f a eroup oí' experts and ultimatelv to ans\ver to these above research questions (Delphi method allo\vs a aroup o f experls to deal \vith a complex issue \vithout necessarily having to \vork tosether) Details o f Delphi research: • Size o f the aroup o f experts: Accordina, to Pisher (1978) Williams and Webh (1994) there is no Standard si/.e for an expert srou p in a Delphi research In somc research, there are more than 100 experts (Meadoxvs ct al 2005) \vhile some other has less than 10 participatine experts (Strasser London and Kortenbout 2005) According to a survev hy Luthvia (1997) a Delphi research normally consists ol 10 to 20 experts Whcn scttine the rcscarch obịectivc I \vishcd to \\ork u i t h 15 expcrts ho\vevcr duc to the time constraint thcre u c r e cvcntually only 10 cxpcrts bcine able to participatc in my rcscarch • Primary data collection and analysis: I applicd thc 3-staee rule given hy Schmidt et a l.(2001) as fbllo\vs: l lie tìrst stase is the hrainstormine staee \vhcrcbv the context obịectives and use o f t h e research arc cxplained to the aroup o f expcrts, follo\vine hv open-endcd questions that allo\v the aroup o f experts to express their o\vn vic\vs about the mattcr Thcse questions empasized 011 the competcncies required, dittìcultics key success lầctors and clĩcctive methods The second stase involves rankins thc iniportancc o f t h c íccdback obtained Irom thc iìrst round used the 5-point l.ikcrt scalc to rank these leedback startins 1'rom the most important The ihird stace is desicned to sct conscnsus ol' the íiroup o f experts on competency modcl Ibr civil servants in ihc Division ol' 1'ourism D ep art me nt ol' Culture Sport and Tourism o f Ọua na Binh Province main diHìculties & kev success lầctors ot' applyins competency model tbr the civil servants and effective niethods for buildins competencies í'or the ci\ il servants Rcsult and conclusions: In this study i coinbined desk revieu (litcrature reviexv and secondary data analvsis) and Delphi research (primarv data analvsis) I he purpose o f that combination is to develop a competencv model that can be applied in the Division o f Tourism Department o f Culture Sport and Tourism o f Q u a n e Binh Province As competency model approach for public sector is ne\v in Vietnam core competencies that I reco mmen d to the Division o f Tourism Department o f Culture, Sport and Tourism o f Q u a n e Binh Province \vere sclected from thrce sources: (1) international competency models (UK, Canada Australia ): (2) co mpetencies rcquircd to civil servants accordine to the Government regulations; and (3) speciíìc competencies related to the tourism promotion and ma nae em ent in Q u a n a Binh he íìndina revealed that some co m m o n lcadership co mpetencies identiíìed in the literature arc important tbr civil scrvants in the Division o f Tourism Department o f Culture, Sport and rourism o f Quane, Binh Province; at the samc time there are spcciílc conipctencics rcquired tliat rcílect the charactcristics o f Ọuano Hinh‘s tourism scctor Limitations: In this rcsearch I met \vith some diHlcultics \\hcn rc vi c \\ in a literature and usiim Delphi method as thev \\crc new to me and e\ en to thc eroup o f experts I his study mainly locused on the competencies u h i l c I a c k n o u ledee that therc niust be other qualities besides competencies ci\i l servants should have to períorm etìectivelv their job Othc rui sc hv ado ptins the Delphi me th od \vith quantitativc survevs, this research did not capture the deep-rooted m e an in as that ci\ il servants havc concernine their roles and rcquired competencies Suggestions: Therc arc three rcasons fbr de vd op irm competencv model íbr civil servants in the Division o f Tourism Department ol'Cu ltu rc Sport and Tour ism o f Q ua ng Binh Province First that lìts the intemational trend o l a p p l v i n í i c om pet cnc v model (or competency-based human resource ma naaement) in the puhlic sector Sccond that meets the uoverments reaulations (Ministry o f Home AíTaires' reeulations on ịob position and competencies required to civil servants) Third that ans\vers to Q u a n a Bi nh' s need lor solution tbr buildins capacitv íbr human resource in the tourism sector It is obvious that successtul application oỉ competency model in the Division o f Tourism Department o f Culture Sport and Tourism o f Q u a n s Binh Province depends on the leaders's attention and involvement axvareness o f civil servants etTective communication C ontribution the thesis: Practical approach for developine compctenc) model in the puhlic sector o f Vietnam Kcy words: Competcncy competency model civil scrvants tourism sector Q u a n a Binh TABLE ()F CONTENTS DISSERTATION SUM M AR Y TABLE OF C O N T E N T S INDEX OF A BB R EV IA TION S .9 LIST OF TABLE AND FIGURES 10 1NTRODUCTION 11 2.1 2.2 2.3 2.4 B a c k u r o u n d 1 R e s e a r c h q u e s t i o n s 12 R e s e a r c h o b ị e c t i v e s 13 R e s e a r c h o u t p u t s 13 REFERENCE 14 3.1 L i te r a tu r e reviexv 14 ì ỉ C om petency a n d com petency niodel 14 3.1.2 C om petency m odel in the p u b lic se c to r 17 3.1.3 A pproach fo r com petenct m odeỉ in the p u b ìic sector o f Vietnam 19 3.1.4 A pproach for com petency m odeì in other c o u n tr ie s 21 3.1.5 D iffìculties in applving com petency mocleỉs in pu b ỉic se c to r 25 3.1.6 K ey success factors in applying com petencv m odels in p u b lic se c to r 25 3.2 R e s e a r c h m o d e l K ey c o n c e p ts 26 3.2.2 R esearch m odel 28 RESEARCH M E TH O D .33 RESULT AND ANALYS1S 36 5.1 C o m p e t e n c y m o d e l 36 5.2 M a i n diH ìc ul tie s a n d k e y s u c c e s s t ầ c t o r s 39 5.3 EíTective m e t h o d s 41 CONCLUSION, LIMITATIONS AND REC OMMENDATIONS 43 C o n c l u s i o n 43 6.2 L i m i t a t i o n s oí the r e s e a rc h t o p i c 43 6.3 R e c o m m e n d a t i o n s .4 R E F E R E N C E S 45 APPEND1X 48 INDEX OF AIĨBRKV IATIONS CM Competency model CT Competency frame\vork CBM Competency-based m an aee me nt DCST Department o f Culture Sport and Tourism o f Q u a n a Binh 11KM I luman resource manaeement IIRD 1ỉuman resource development 10 LIST OF TABLE AND FIGl!RES l able 1: Deílnition o f c o m p e t e n c y 14 lable 2: C om m on application o f competency modcl in the public scctor (Sourcc: Cỉaravan et al 1995) 18 1'able 3: Competency model in the public scctor o f Victnam (Sourcc: Ministry o f 1lomc AỉTaires, ) 21 i ahle 4: Competency model in the public sector in the \vorld (Source: Author ) 23 1'ahle 5: Parry's dìnition o f competency (Source: Parrv 19 98 ) 26 Table 6: Practices o f compency model development and application in the public scctor (Source: Author, ) 28 Table 7: Group o f experts in Delphi research (Source: Author ) 29 Table 8: Competencies in the conceptual competency model (Source: Author 2014) 31 Table 9: Delphi research process (Source: Author ) 34 Table 10: ỉmplementation o f the research (Source: Author, ) .34 Table I : N umber o f competencies required to civil servants in the Division o f Tourism Department o f Culture Sport and Tourism o f Ọ u a n a Binh Province ( Source: Author ) 36 Table 12: N umber o f competcncics (rcsults o f staee 1) (Source: Author ) .48 1’ablc 13: Required compctcncies (results ol stage 2) (Source: Author ) 49 l ablc 14: Required competencics (rcsults o f staae 3) (Source: Author ) 49 Tahlc 15: Description ol the required compctcncics (Source: Author ) .50 I ahle 16: Diíììcultics and key success ỉầctors (results oTstagc I ) (Source: Author ) 52 Table 17: Diíìlcultics and key success tầctors (results ol staee 2) (Source: Author ) 52 1ahlc 18: F.ffcctivc methods (results o f staae 1) (Sourcc: Author ) 54 Tahle 19: Ditììculties and kev success íầctors (rcsults o f stage 2) (Source: Author ) 54 Kisure 2: Compctencies rcscarch and dcvelopcment areas (Sourcc: Strebler ct al 9 ) 17 I iỉiure 3: Research model (Sourcc: Author ) 28 I iíiure 3: Conceptual competency modcl (Sourcc: Author ) 30 38 P r o b e m s o V ng S'o Figure 1: C om petency model for civil servants in thc Division o f Tourism , D epartm ent o f Culture, Sport and T ourism o f Q uan g Binh Provincc (Source: A uthór 2014) C om petency Description Problem Prior to tormulating solvins predictins the possibilities o f prohlems preventina the occurrence competencies oi' problems implementing policies, rcvicxvinu implemcntation proccdures and coniinu up \vith solutions or dircctly Scl 1ma na e e m en t and tackline the problems Communication Ahility ot' comlortablc USÌIIR a hroad ranae of communication styles and you choose appropriatc eiTectivc \vays to commun icate to diíìcrent audiences in diverse situations 1.eadcrship compctencies Poreisn Ability to usc a popular loreian lantiuee at the level lanuuaec skills that meets thc jo b requirements Develops Ability to huild good human relations in everyday li le netu orks ot' and cooperation necessary Chanse Undcrstandinu thc trends and flo\v oi' environmcntal manae em ent change hcadinc and activc takino collaboration measures and l'or support inakina, it an oreanization and individuals respond appropriately and adapt to chaimintì circumstances 39 1cchnical Policy re\ ie\\ Makiim I1C\\ policv proposals to deal \vith major issucs compctencics and tbnnulation and trcnds ÍI1 the rclated lìelds and m a k in s speciíìc and ( in the tourism prolcssional reports sector) communicate essentials on policy issues to Specilìc Kncnvledge in Understandins about competcncics the tourism masterplan Ọuarm ( Q u a n s Binh potential o f development o f Ọuarm Binh and ability to make a Provicc) Quan® Binh SVVOT analvsis o f Q u a n a Bi nh ‘s toursim industry of socio-economic cnablc Binh, stratcey development ior tourisni Alt the most essential competcncies that the eroup o f cxperts selected come lroni thc initial list o f competencies (Table 8) The uroup o f experts also aereed that the co mpetency model should only contain srou ps o f leaderships that are selỉm a nau em en t competencies leadership competencies technical competencies (in the tourism sector) and specitìc competencies (related to Q u a n e Binh characteristics) In addition the aroup o f experts rec ommended excludinạ competencies required by the G over nm en ts' regulations from the competency model I he reason \vas that competency model should tbcus on skills and behavious 5.2 Main iliHìcultics and key success factors The third thina \ve have done \vas to identiíy the main difíĩculíies and kcy success ĩactors in casc ol' developiim and applvina compctcncv modcl in the Division ol' l ourism Department ot' Culture Sport and Tourism o l ' Q u u t m Binh Province The samc process and method as devclopina competcncy model I called tho íiroup oi' cxpcrts to ask tbr their ícebacks in three stages Alter eacli staae, I intbrnied thcm thcir co mmon points and also askcd them about the dilĩcrcnces in thcir ieedbacks After stases, I lìnally sot their aereements on the main diHìcullics and key success tactors o f dcvelopine and applyine compctencv model in thc Division o f l ourism Department o f Culture Sport and Tourism o f Q u a n o iiinh Province * Main difficulties: As compctency model \vas still ne\v concept in Q u a n a Binh, the iìrst dilìiculty \\ a s about expcricnes and expertise rclated to dcvelop and apply compctcncy model 40 To resolve ihat dilTiculty there \vas iKvd for a consultina prọịcct But that \vas another diHìculty as Q u a n s Binh did not h a \ c budect tbr this kind o f p r o j e c t No Main difficulties Lack o f lìnancial resources I.ack o f experiences and nccessary expertise * Key success íactors: To be able to successíullv appK competency model in the Division o f Tourism Department o f Culture, Sport and I ourism o f Q u a n s Binh Province is compctencies it is necessary to consider íour key iactors: - Detlne some eood reasons o í' in tr odu c in s competencv modcl People \\ ĩ 11 ask "\vhy chanee, \vhy competency model for what purpose and \vhat are benìts to them?" In the \vorld competency model is mostlt used to identif'y trainina needs - The role and responsibilities oi' leaders: to apply competency model, lcaders need to be involved and lead the prọịect - Idcntily the real de mand 1'rom Qua ng Binh that the competency model can meet u i t h o u t huae time and eíTort investment No Kev success factors I Reasons o f introducing competcncy model l.eadcrs' conimitment and i n v o h c m c n t in the application o f competcncy model “> Ability to meet currcnt specitlc nceds ot Q u a n a Binh 1.mphasis on training and dcvelopine civil servants - Trainins for civil servants is acctualy a hot topic in the public sector ol' Victnam II' competency model can Help to improve eiYectiveness and clììcicncy o f trainine that \vould hc helpliil to Quano Binh I he results ot'Delphi research s h o u e d tliat main dirtìculties and key success tactors that thc aroup o f excrts aerced w ith are sim ilar to \vhat OCCU1' in other countrics 41 5.3 Effective mcthods The last thi ns \vc have donc in the Delphi rcsearch \\ a s to identiíV the most etĩcctive methods to develop compctcncics Ibr ci\il servants in the Division o f Tourism Department oi Culture Sport and Tourism o l ' Ọ u a n a Binh Province Kirstly i called each expert o f the aroup o f expert to ask about their idea 1’o r the most elTective methods to develop compctcncies tbr civil servants and then m ad e a list o f the most effective methods accordins to the aroup o f experts Secondly I íiave the list to the aroup ot' expcrts and continued to ask tbr their íccdbacks A ítc r staaes o í m a k i n s call, the srou p o f experts all aurccd u ith the most eiTective methods o f buildine compctencv for civil s e n a n t s in the Division o f Tourism Department o f Culture Sport and Tourism o l ' Q u a n s Binh that \serc (1) Coachina (2) Job rotation (3) Task tbrcc team (4) Short courses (trainina) and (5) Master proaram No T he 05 most effective methods to develop com petcncies for civil servants in the Division o f Tourism , D epartm ent Task torcc team Short courses (traininu) Mastcr program I ach compctcncv is linked to one or several niost etìective methods fbr cxamplc: - C oa ch in e and short course traininu mcthods should be used to dcvclop problem-solvinẹ skitls - Coachinu method should also hc used to develop competencies such as (levelop net\vorks o f cooperation or change manaẹement - Short co u rse trainina mcthod c is cvaluated as thc m ost etTcctivc in dc vclopina communication skill and knoNvlcdac in thc tourism potential oí' Ọ u a n a Minh - Coachinq and la.sk force leain arc c h a n a c m a n a a e m c n t skills SCCI1 as clTective methods to d e v e l o p 42 - To develop abilitv for policy rc\ ic\\' and ibrmulation civil scrvants in Q u a n a Binh can use one or a combinaíion ol lhc lblloxvina mcthods: j()b rotation, short course Iraing and master progrum No C om petency Scltmanaucmcnt competencies Problem solvine Communication Foreien laneuaee skills Develops netu orks o f cooperation Chanae manaaement Leadership c o m p e t e n c ie s Tcchnical competencies C oaching Job rotation T ask force teani Short courses M aster program X X X X \ \ X Policy reviexv and íbnnulation X X K n o u ledge in the tourism potential o f Q uan a Binh X X X (in the tourism sector) - Specilìc competencies (Ọ ua ne Binh Provicc) Amoim thosc abovc methods short course training ịob rotation and master proíiram can be seen as traditional me thods \vhile coachina and task fore team are quitc new compctency building mcthods in the public sector o f VietNam That means the srou p o f experts hiahly re co mm en deđ Quang Binh to seriouslv consider usinu ne\v mcthods that \ve call international practices to develop thcir civil scrvants 43 CONCLUSION, L1M1TATIONS AND RECOMMENDATIONS [ C onclusion The study is carried out in months Altcr months i have caincd a fe\v rcsults such as detìnine the capahility 1'rame tbr eivil servants in the Division o f Tourism Department oí Culture Sport and Tourism o f Q u a n a Binh, identilỴine the ditììculties and the íầctors aíTectina the success o f the construction and application ol' the competency models, as \vell as k m m in ii the most elYective methods to de velop compctencies fbr Division o f Tourism Department o f Culture Sport and To uri sm oí Q u a n e Binh In the aroup o f experts there are people \vorkina in the area oí' human resource inanaeement and are manaaers o f Division o f Tourism Department oi’ Culture Sport and Tourism o f Qu a na Binh Everv \veek I \vork \vith them íhrouah eniail and tclephone Alter each State o f Delphi rescarch I ahvays discuss \vith eacli me nih e r ol' the aroup o f experts about the eencral results and their 0\V I1 private results (this is anonymous, thc members are not a\vare o í' e a c h o th e r ‘s results) This \va\ hclp the product o l ' t h e researcli have hiuh practicality Thus ỉ recommend Division o f Tourism Department o f Culturc Sport and l ourism o f Qu a ne Binh to use this í'or rctcrcnce and trial purpose The rescarch result eaincd at Division oi' l ourism Department o f Culture Sport and lourisni o f Q uanu Binh /v lịuỉíe simi/ar to the theory and the experìences tìf tìther countries (chapter 3) Competency modcl that rcc om mc ndcd tbr Division oi' lourisni Department ot' Culturc Sport and Tourism ol' Ọ u a n e Binh includcd international co m m o n competencics such as sell-manaecmcnt competencies and lcadcrship compctenices technical competencies that arc specilìcally required to the job position and compctcncies tliat are specilìcally related to Ọ u a n a Binh"s culturc and nccds 6.2 Limitations o f the research topic Competcncy model and the Delphi method arc rda tiv e lv nc\\ in Victnam O vc r a period o f months o f research I tried to tìuure out the ma xim um capacity t'ramc\\ork approach and the principles ol thc Delphi mcthod 44 This research has some shortcomines such as: - This research has only spottcd the necessarv competencies nccessarrv lor ci\ il servants in thc Division o f lourism Department o f Culture Sport and I ourism o f Ọ u a n a Binh hut it has not been able to huild a competencv 1'ramuork \vith the detailed descriptions about each compctcncy and the level oi' competency as thc i n t e r n a ti o n a l Standard - This research has pointed out the diíììcultics o f de ve lo pi ns and applỵina c om pet enc y models hut has not coine out \\ ith solutions to resolve them - This research has sho\vn elĩective methods o l d e v e l o p i n e competencies for civil servants in the Division o f Tourism Department o f Culture, Sport and Tourism o f Ọ u a n a Binh but not the detailed procedures and risk m a n as e m en t \vhen the research is carried out - The Delphi method is quite ne\v in this research so i can only applv the basic procedure hut not in-depth analysis 6.3 R ecom m en datỉon s rh is is the íìrst procedure to he carried out \vith the aim oí' huilding compctencies for civil servants in the Division o f Tourism Department ot Culturc Sport and Tourism o f Q u a n a Binh so thc Ibcus is mostly on tìnding an approach \\ hich is h u ild in s a c o m p e n te n c y m odcl hascd on intcrnational standards Sonic rccommcndations for ỉuture rcsearch includc: - The competencv modcl shoukl hc huilt in areater dctails - The m a n ae c m en t rcsearch should usc compctcncy model Ibr human resource in public sector (such as rccruitmcnt evaluation rciminaration trainina etc.) - R e se a c h 011 the relationship h e t u c e n applvinu c o m p e t e n c v m odcl and jo b pcrtormance - Study the level o f satistầction o f civil servants in thc Division ol’ lourisni Department o f Culture, Sport and Tourism o f Q u a n a Binh Uma rds thcir ịobs aftcr applyintỉ the competcncy framc\\ork 45 REFERENCES A In V ietnam ese Phạm Văn Sơn (2010) Nghiên cứu phát triên dội nsũ cán cô nu chức lãnh dạo quan lý nhà nước tro ns nahiệp cô nu nsh iệp hỏa, dại hóa hội nhập Quốc te đăn a w w w i n r a d v n Phùng Xuân Nhạ Lẽ Quân (2012) Ap dụna, quản trị theo kh une n ă n a lực nànu cao chất lượng lãnh dạo quản lý khu vực cơna Tạp chí C ộ n s sản sò 840 (10-2012) 2/2012 Vũ Văn Phúc Nguyễn Duy Hùng (2012) Phát triển nauồn nhân lực đáp irns u câu c ơn a nahiệp hóa đại hóa hội nhập qc tê N X B Chính trị quốc íìia - thật, lỉà Nội B In English Bovat/.is R.E (1982) The Competent Management: A Modcl !br Effective Perlbrmance Ne w York: John Wliey Chan D c (2006) Core competencies and pertormance m a n a s e m e n t in Canadian public libraries Library m a nase me nt, 27(3) 144-153 Christensen I & l.aeẹreid, I* (2007) I he \vhole o f government approach to public scctor rcíbrm Public administration rcview 67(6) 1059-1066Dalkcy, N c & lỉclmcr () (1963) An cxpcrimcntal application o f thc Delphi method lo thc usc o f c \ p c r t s Management Science (3) 458-467 Draeanidis, I-' & Mcnt/.as G Co mpetency Based Manaacmcnt: a Revicnv o f Systems and Approachcs Intbmiation Mana aem en t and Co mp ut er Sccurity 2006 14(1) 51-64 Kav c & Russctte J (2000) Hospitality manaticmcnt competcncies riie Corncll Ỉ I.R.A Quarterly 41(2) 52-61 Kravct/ D J (2008) Buildina a j o b competency database: What the leaders llamcl (i and Prahalad CK (1994) C o m p c ti n s ior thc Futurc Boston MA: I larvard Business Sehool Press 46 X ỉlartlc I 1995 How to rc-enaineer your perlbrmance m an ace me nt proccss London: Koean Paue lỉ oí ĩm an n I (1999) The meanings o f competency .lournal ol' H ur opean Industrial Trainine 23(6) 275-285 1Iondcahem A (2002) The State o f the Art in the Public Sector? Horton (Kd.) Co mpetcncy manauement in the Public Sector In s IOS Press 173-180 ll.H ood c and M ana eem en t Lodae M Kcibrm: A (2004) Competeney Bureaucracy and Public Comparative Analysis." G ov e m an c e : An International ỉoumal o f Policv Administration and Institutions Vol.17 No.3: 313-333 12.llorton s Co mpetency Manaaem en t in the British Civil Service The International íoumal o f Public Sec-tor Management, 2000, 13 (4) 354-368 13.lỉorton s H ondeahem, A., & 1-arnham, I) (2002) C om pe ten cy ma nagement in the public sector: European variations 011 a theme (Vol 19): l()S Press 14.Horton s (2002) The competency movement Competency m a naẹ e m en t in the puhlic scctor: lùiropean variations on a tlicme 19(1) -12 15.1 lorton s 1ỉondeghcm A & la r n h a m I) (2002) Competency M anagem ent in the Public Sector International Institutc ol' Administrative Science I()S Amstcrdam 16 1lorton s 1londeuhem A & I;arnham D (2002) Co mpetencv M anagem ent iiì thc Public Sector Amsterdam: International Institute ol' Ađministrative Scicncc IOS 17.(ìualiclicmino p J (1979) Developinu the top-lcvcl cxecutivc for thc 1980's and beyond Trainina and Developmcnt ỉournal 33(4) 12-14 18.1.ucia A I) & Lepsineer R (1999) The art and Science o f competency models: Pinpointiim critical success íầctors in oraani/.ations San 1'rancisco: lossev-Bass 19 McClelland D c (1973) Tcstins, tbr competencc rathcr than intellieence American Psvcholoeist 28( ]) 22-26 47 20 Parrv s B (1998) .lust \vhat is a competLMicy? (And u h y should you carc?) i rainiim 35(6) 58-64 21 Schippmann J.s & Ash R.A Battista M et al (2000) The practicc o f competency modelina Personnel Psycholoav.53 (3) p703-740 22 Slivinski I Donoahue í:., Chad\vick M Ducharme F.A (ìavin D w Lorimcr A McSheíTrey, R., Miles & Morry G (1996) The Wholistic Competency Prolìle: A Model Otta\\a: StaHìns Policy and Pro-eram D e \c Io pm en t Directorate Public Service Commis sion oí' C an a da 23.Spencer I & Spencer M (1993) C ompe tence at \vork: Mo dels ỉor superior pertbrmance N.Y.: John Wiley & Sons 24.S pen cer L.M & Spencer S.M (1993) Compe tence at Work: Mo del s tor Supcrior Pertbrmance Ne w York: John Wilev & Sons Inc 25 Van Wart M (2005) Dynamics o f Leadership: rhcorv and Practice Armonk NY: M.E Sharpe c Other docum ents 26 h t t p : / / w w w c a b i n e t - o f f i c e g o v u k / c i v i l s e r v i c e / s c s / c o m p e t e n c e s h t m 27 C IP D (2005) Competency and Co mpetency Framcworks C I P D íầct sheet revised Aueust 2005 28.ID S (2001) Competency Framc\\orks IDS Study 706 April 2001 l.ondon: Incomc Data Services ac u X X X X X X X X X * X X o u X X X C4 u X X X r*~ u X X X Ũ X X X 7j ĨẬ ĩi Tablc 13: Rcquired compctencics (results ()f stagc 2) (Sourcc: Author, 2014) "3 ũ ọ o c o V -i V Ĩ ụLm X ĨJ tt •Jì "5 ĩểì ũ Im ■jr, c SọJ “3 < u u o — r1 m t' UJ X X X X X X X X X X X X X X X X X X X /1 X X X X X X y X X X /1 X /1 X X /1 X X X X X X X X X X / X X o ~r rí u o JZ < 'r sC ỉ' H Expcrt X p e rt ũ X /1 E2 £ d o DJD ăỉ 55 E8 Sũ Ĩ5 955 ũ 'si ■3 X X /1 r ■ X y /1 E12 E li E10 X X o z < — C) u Q m •"í" ■r-J \o ~ u_