(Luận văn thạc sĩ) research on human resouce management in unicef with a focus on management of expert and consultants in unicef viet nam

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN THỊ BÍCH THỦY RESEARCH ON HUMAN RESOUCE MANAGEMENT IN UNICEF WITH A FOCUS ON MANAGEMENT OF EXPERT AND CONSULTANTS IN UNICEF VIET NAM NGHIÊN CỨU QUẢN TRỊ NGUỒN NHÂN LỰC TẠI UNICEF, TẬP TRUNG VÀO HOẠT ĐỘNG QUẢN LÝ CHUYÊN GIA, TƯ VẤN Ở UNICEF VIỆT NAM LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2020 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN THỊ BÍCH THỦY NGHIÊN CỨU QUẢN TRỊ NGUỒN NHÂN LỰC TẠI UNICEF, TẬP TRUNG VÀO HOẠT ĐỘNG QUẢN LÝ CHUYÊN GIA, TƯ VẤN Ở UNICEF VIỆT NAM RESEARCH ON HUMAN RESOUCE MANAGEMENT IN UNICEF WITH A FOCUS ON MANAGEMENT OF EXPERT AND CONSULTANTS IN UNICEF VIET NAM Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS NGUYỄN NGỌC THẮNG HÀ NỘI - 2020 DECLARATION I assure that the data and research findings in this Thesis « Research on Human resource with a focus on management of experts and consultants in UNICEF Vietnam” are truthful and are my own research findings Materials and data used in this Thesis were partially collected from functional sections, departments, from specialists and staff who have been working with UNICEF Vietnam, and partially collected by the author through surveys with coworkers and desk review of publicized documents, etc Quotes were cited clearly i ACKNOWLEDGEMENT During the preparation of the Thesis “Research on Human resource with a focus on management of experts and consultants in UNICEF Vietnam”, I received the instruction, support, and encouragement of many individuals and collective groups I would like to express my deepest acknowledgement to all individuals and collective groups who facilitated and supported me during my research I would like to thank the Hanoi School of Business and Management (HSB), Hanoi National University for facilitating me in all aspects during my learning and completion of this Thesis I would like to express my sincere thank to the Instructing Lecture, Ass Prof Nguyen Ngoc Thang for instructing and supporting me enthusiastically during my preparation of this Thesis Also I want to thank for the encouragement, supports from my friends and family for me to complete this Thesis My sincere thanks go to all of your precious support AUTHOR Nguyen Thi Bich Thuy ii TABLE OF CONTENTS DECLARATION i ACKNOWLEDGEMENT ii INTRODUCTION .1 Rationale for topic selection Research objectives Object and scope of the research Research Method: Structure of the Thesis CHAPTER 1: THEORIES ON HUMAN RESOURCE MANAGEMENT 1.1 Some relevant definitions 1.1.1 Human resource 1.1.2 Human Resource Management (HRM) 1.1.3 Objectives, meaning of HR management 1.2 Basic contents of HR management 1.2.1 Recruitment 1.2.2 Training 19 1.2.3 Job delegation 21 1.2.4 Health care and protection for employees 22 1.2.5 Work motivation 23 1.3 Factors affecting HRM in an organization 25 1.3.1 External factors 25 1.3.2 Internal factors 27 2.1 Research process 29 2.2 Research design 30 2.2.1 Preliminary research 30 2.2.2 Official research 36 2.3 Sample designing 36 iii 2.4 Data collection 39 2.4.1 Primary data 39 2.4.2 Secondary data 39 2.5 Data analysis method 39 3.1 Overview of UNICEF Vietnam 40 3.1.1 UNICEF Vietnam’s operation viewpoint 41 3.1.2 Organizational structure and function 42 3.2 Recruitment, use and assessment of experts 44 3.2.1 Recruitment process, assessment of performance of consultants, experts and benefits 44 3.2.2 Comments/assessment on the HRM over consultants/experts 45 3.3 Verifying the scale of HRM factors in UNICEF Vietnam 47 Characteristics of surveyed respondents 47 3.4 Descriptive statistics with factors of expert - HRM in UNICEF Vietnam 48 CHAPTER 4: CONCLUSION AND RECOMMENDATIONS 52 4.1 Contribution by the research 52 4.1.1 Contribution in terms of theory 52 4.1.2 Contribution in terms of experiment 52 4.2 Viewpoint on expert management of UNICEF Vietnam 52 4.3 Some HRM solutions in UNICEF Vietnam 54 4.3.1 Improving quality of recruitment work 54 4.3.2 Solutions to improve quality of trainings, fostering professional skills 57 4.3.3 Solutions to improve quality of employee arrangement 59 4.3.4 Solutions on policies to assess work performance 60 4.3.4 Solutions to improve effectiveness of remuneration policy 60 4.3.5 Developing corporate culture 62 CONCLUSION 65 REFERENCES 66 iv Vietnamese materials 66 English materials 66 APPENDICES v LIST OF ACCRONYMS AEC CBPA CR CRBP UN MOE RS TD & E WC ASEAN Economic Community Competency-Based Performance Appraisal Compensation and Rewards Children’s Rights and Business Principles United Nations Margin of error Recruitment and Selection Training, Development & Education Work Conditions vi LIST OF TABLES Table 2.1: Summarized HRM policies defined 31 Table 2.2: Scale to measure HRM policy 33 LIST OF FIGURES Figure 3.1: Organizational structure of UNICEF Vietnam 43 Figure 3.2: Number of experts/consultants recruited 44 Figure 3.3: Statistical characteristics of respondents 48 Figure 3.4: Descriptive statistics on HRM factors 50 vii INTRODUCTION Rationale for topic selection Human resource (HR) plays important role in the activities of enterprises or organizations, therefore the good use of this resource to serve the business development and social development is an important task in the management of organizations and enterprises HR management requires understanding of many aspects of human, with a viewpoint that human is the central element of development HR management techniques aim at facilitating human to promote their full potential, at reducing resource waste and increasing the effectiveness of the organization Effective HR management is one of the biggest challenges to each organizations in the market economy Strong fluctuation in business environment, fierce competition and the need to meet increasing HR demand have put great pressure on the managers in Vietnam, requiring them to have new thinking in HR management In the past years, UNICEF Office in Vietnam has highly appreciated of the role and importance of HR to the existence and development of the organization, thus from its establishment, HR management has always been the top priority of the organization’s leaders As a development organization, UNICEF provides counseling and technical assistance for its partners being Government agencies, therefore, the organization need to develop a workforce of expert and consultants having good professional expertise and experience However, the HR management is still facing some challenges and difficulties with regards to the expert management With a wish to learn more about the situation of HR management in the past time and propose solutions to complete HR management work, the author decided to select the thesis topic “Research on Human resource with a focus on management of experts and consultants in UNICEF Vietnam” as the final paper for my Master degree HR is a crucial element to a development organization like UNICEF, and human element, especially experts, play key role to the success of UNICEF in its operation CONCLUSION Based on theories and after the process of collection, studying, analyzing, assessing the characteristics and real situation of management of experts and consultants in UNICEF Office; based on the synthetized statistical data, this Thesis has included comments, assessments, and judgments on the effectiveness, and trend of HRM, as follows: In the past, UNICEF Office has made efforts to link, recruit many experts to work for key programs and projects with encouraging results However, there are some weak phases in HRM over experts being “recruitment and selection”, “compensation and rewards” and “work condition” To overcome these limits, UNICEF Vietnam Office needs to focus on addressing some phases in recruitment/selection, development of workforce, development of the expert pool/portfolio, recruiting more collaborators, etc., completing remuneration package, generating motivations for experts and consultants in UNICEF Vietnam 65 REFERENCES Vietnamese materials [1] Trần Kim Dung (2018), Quản trị nguồn nhân lực, NXB Tài [2] Mai Quốc Chánh (2008), Giáo trình Kinh tế nguồn nhân lực, NXB Đại học Kinh tế quốc dân, Hà Nội [3] Đặng Vũ Chư, Ngô Văn Quế (2005), NXB Giáo Dục, Phát huy NNL – yếu tố người sản xuất kinh doanh [4] Phạm Minh Hạc (2001), Nghiên cứu người nguồn nhân lực thời kì CNH – HĐH, NXB Chính trị Quốc gia, Hà Nội [5] Lê Thanh Hà (2004), Giáo trình Quản trị nhân lưc, NXB Lao động – Xã hội [6] Lưu Minh Ngọc (2012), Quản trị nhân lực, NXB Giáo dục [7] Vũ Thị Ngọc Phùng (2006), Giáo trình Kinh tế phát triển, NXB Lao động – Xã hội, Hà Nội [8] Bùi Văn Nhơn (2006), Quản lý phát triển nguồn nhân lực xã hội, NXB Tư pháp, Hà Nội [9] Nguyễn Vân Điềm Nguyễn Ngọc Quân (2012), Giáo trình Quản trị Nhân lực, NXB Đại học Kinh tế Quốc Dân, Hà Nội [10] Nguyễn Đình Thọ (2011), Phương pháp Nghiên cứu Khoa học Kinh Doanh, NXB Lao động Xã hội English materials [11] Mathis and Jackson (2003) Human Resource Management (3rd ed.), Cengage Learning [12] Armstrong, M (2009) Armstrong’s handbook of human resource management practice (11th ed.) London: Kogan Page [13] Barney, J (1991) Firm resources and sustained competitive advantage Journal of Management,17(1), 99-120 [14] Baptiste, N R (2008) Tightening the link between employee wellbeing at work and performance: a new dimension for HRM Management Decision, 46(2) [15] WB World Development Indicators - London: Oxford, 2000 [16] Boxall, P., & Purcell, J (2000) Strategic human resource management: where have we come from where should we be going? International Journal of Management Reviews, 2(2) 183-203 66 [17] Chin, W W (1998) The partial least squares approach for structural equation modeling In G A [18] Marcoulides (Ed.), Modern methods for business research (pp 295-236) London: Lawrence Erlbaum Associates [19] Combs, J., Liu Y., Hall, A., & Ketchen, D (2006) How much highperformance work practices matter? A meta-analysis of their effects on organizational performance Personnel Psychology, 59(3), 501-528 [20] Comrey, A L., & Lee, H B (1992) A first course in factor analysis (2nd ed.) Hillsdale, New Jersey: Lawrence Erlbaum Associates [21] Dessler, G (2002) Human resource management (9th ed.) New Jersey: Prentice Hall [22] Devanna, M A., Fombrun, C J., & Tichy, N M (1984) Strategic human resource management New York: John Wiley and Sons [23] Dietz, G., Wilkinson, A., & Redman, T (2010) Involvement and participation In A Wilkinson, N [24] Bacon, T Redman, & S Snell (Eds.), The SAGE handbook of human resource management (pp.245-268) London: Sage [25] Dutra, J S (2001) Gestão por competências (5th ed.) São Paulo: Editora Gente [26] Ezzamel, M., Lilley, S., & Willmott, H (1996) Practices and practicalities in human resource management Human Resource Management Journal, 6(1), 63-80 [27] Frenkel, S., Restubog, S L D., & Bednall, T (2012) How employee perceptions of HR policy and practice influence discretionary work effort and co-worker assistance: evidence from two organizations The International Journal of Human Resource Management, 23(20), [28] Goldstein, I L (1996) Training in work organizations In M Dunnete, & L M Hough (Eds.), Handbook of industrial and organizational psychology (Vol 2, pp 507-619) Palo Alto: Consulting Psychology Press [29] Guest, D., & Hoque, K (1994) Yes, personnel does make a difference Personnel Management, 26(11), 40-43 [30] Huselid, M A (1995) The impact of human resource management practices on turnover, productivity, 67 and corporate financial performance Academy of Management Journal, 38(3), 635-672 [31] Katou, A A (2012) Investigating reverse causality between human resource management policies and organizational performance in small firms Management Research Review, 35(2), 134-156 [32] Kerlinger, F N., & Lee, H B (2008) Foundations of behavioral research (5th ed.) Independence, KY: Wadsworth Thomson [33] Kim, A., & Lee, C (2012) How does HRM enhance strategic capabilities? [] Evidence from the Korean management consulting industry The International Journal of Human Resource Management,23(1), 126-146 [34] Kline, R B (2011) Principles and practice of structural equation modeling (3rded.) New York: The Guilford Press [35] Latham, G., Sulsky, L M., & Macdonald, H (2007) Performance management In P Boxall, J [36] Legge, K (2006) Human resource management In S Ackroyd, R Batt, P Thompson, & P S Tolbert (Eds.), The Oxford handbook of work and organization (pp 220-241) New York: Oxford University Press [37] Loudoun, R., & Johnstone, R (2010) Occupational health and safety in the modern world of work In [38] Menard, S (2002) Applied logistic regression analysis Thousand Oaks, CA: Sage [39] Morris, S., & Snell, S (2010) The evolution of HR strategy: adaptations to increasing global complexity In A Wilkinson, N Bacon, T Redman, S Snell (Eds.), The SAGE handbook of human resource management (pp 84-99) London: Sage Muckinsky, P M (2004) Psicologia organizacional São Paulo: Pioneira Thomson Learning 68 APPENDICES Appendix 1: Questionnaire on HR management over experts/consultants QUESTIONNAIRE (on HR management work) No.:… ………., date……month……year… Good morning! As a development organization, UNICEF provides counseling and technical assistance for its partners being Government agencies, therefore, the organization needs to develop a workforce of expert/expats and consultants having good professional expertise and experience Meanwhile this workforce is always limited Therefore, the HR management over this group is still facing some challenges and difficulties with regards to the expert management With a wish to learn more about the situation of HR management in the past time and based on that to propose solutions, I conduct this research I hope to receive your contribution by answering below questions There is no “right” or “wrong” answer These are just to get your opinion Please be frank The information in this questionnaire is to serve the research purpose only and shall not be used for any other purposes that could impact you negatively Part 1: Respondent’s information Name in full of respondent: Educational level: Position: ………………………………………………………………………… Work time in UNICEF Vietnam: months (from / to / .) Phone Number: …………………………………………………………………… Email: …………………………………………………………………………… Part 2: HR management over experts and consultants The organization you work has following characteristics: (Please tick  the most suitable cell) No HRM over experts and consultants I Agree level Recruitment and selection Recruitment information is publicized to external and internal persons Clear announcement of information to applicants on the steps and criteria of recruitment and selection process Informing of results to candidates in a clear way Candidates’ capacity tests are developed by professional and unbiased persons Recruitment process is competitive to attract capable staff Use of different selection tools (e.g interview, test, dossier screening, etc.) to have suitable personnel II Involvement Treat employees with respect and care Caring about the happiness of expats/experts, consultants Work environment with understanding, trust between the managers and employees Always recognize the efforts, contribution at work 10 of each expert, consultant Support self-control in the implementation of tasks 11 and decision making Make efforts to best meet the needs and 12 occupational expectation of experts, consultants Employees and managers are open in discussing, 13 sharing information for task execution Encourage experts to join the decision making and 14 problem solving Trustful and cooperative work environment among 15 co-workers 16 Encourage interaction among employees Well monitor the adaptation of each expert, 17 consultant 18 There is agreement between policy and action III Training, education Ver y agre e Ver y Disag disa ree gree Agr ee Nor mal 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 I II Agree level No HRM over experts and consultants Experts, consultants are encouraged to use knowledge, skills, quality trained in their work Experts, consultants are encouraged to develop 20 necessary skills to fulfill their tasks Investment in education promotes the personal 21 development and professional development for all members 22 Trainings are assessed by trainees Encourage learning and application of knowledge 23 into work 24 Training needs are identified periodically IV Work Conditions Provide basic benefits (e.g health care, 25 transportation support, allowance, etc.) Programs or procedures for support employees 26 responding to incidents and prevent accidents at work Care about safety of employees by controlling 27 persons getting in/out of the office 28 Provide additional benefits Infrastructure and physical conditions (light, 29 ventilation, noise and temperature) are comfortable, suitable 30 Care about employees’ health and living quality V Performance assessment Experts, consultants join discussions on criteria, 31 work assessment is based on capacity Assess work efficiency based on capacity, 32 providing inputs to the staff development plan Assess work efficiency based on capacity is a basis 33 for decisions on promotion and pay rise Publicize criteria and capacity-based productivity 34 assessment result to their employees Periodically assess the efficiency based on 35 capacity of employees 19 III Ver y agre e Ver y Disag disa ree gree Agr ee Nor mal 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 Agree level No HRM over experts and consultants VI Compensation and rewards (CR) Experts, consultants are praised, receive bonus, 36 etc Salary of experts, consultants are determined based 37 on work performance Provide the experts, consultants with salary 38 equivalent to their capacity and dedication Pay the experts at the rate similar to those in 39 competitive labor market Consider expectations and proposals of staff when 40 designing a system of commendation for staff Ver y agre e Ver y Disag disa ree gree Agr ee Nor mal 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 Part 3: Other issues (Your viewpoints in this part will provide important information to suggest solutions to develop the source of experts, consultants) Based on the required workload, how you assess your work results in the past time (Please tick  the most suitable cell) Complete > 125% targets 5 Complete 100 ÷ 125% targets 4 Complete 75 ÷ 100% targets 3 Complete 50 ÷ 75% targets 2 Complete ÷ 50% targets 1 Are you satisfied/happy with the work you for UNICEF Office? (Please tick  the most suitable cell) Very satisfied 5 Satisfied Normal Unsatisfied Very unsatisfied 4 3 2 1 IV In the coming time, if proposed, you intent to continue working for UNICEF Office? (Please tick  the most suitable cell) Definitely No No Don’t know Probably Will 5 4 3 2 1 What interesting experiences you have when working at UNICEF Vietnam? For the management of human resource (experts, consultants) to be effective, what are the specific solutions (e.g in recruitment, Work environment, performance condition, work assessment, remuneration, training & development)? Thank you for your cooperation and support! V Appendix 2: Descriptive Statistics N Valid Missin g Mean Std Error of Mean Median Mode Std Deviation Variance RS1 114 Statistics RS2 RS3 114 114 RS4 114 RS5 114 RS6 114 0 0 0 3.77 3.77 3.89 3.75 3.75 3.82 073 074 073 075 074 079 4.00 776 602 4.00 787 620 4.00 780 608 4.00 804 647 4.00 785 616 4.00 844 712 Statistics N Valid Missin g Mean 0 4.13 4.22 Std Error of Mean Median Mode Std Deviation Variance N IV1 IV1 IV1 IV2 IV3 IV4 IV5 IV6 IV7 IV8 IV9 IV11 114 114 114 114 114 114 114 114 114 114 114 114 Valid Missin g Mean Std Error of Mean Median Mode Std Deviation Variance 058 059 4.00 4.00 4 617 635 381 403 TD1 114 0 0 0 0 4.2 05 4.0 57 32 4.2 06 4.0 66 43 4.2 05 4.0 56 32 3.7 05 4.0 59 35 3.8 05 4.0 62 38 3.6 07 4.0 79 63 3.6 07 4.0 78 60 4.1 06 4.0 65 43 Statistics TD2 TD3 114 114 4.22 062 4.00 662 438 TD4 114 TD5 114 TD6 114 0 0 0 4.24 3.92 3.81 3.93 3.96 3.82 058 067 065 058 065 063 4.00 614 377 4.00 718 516 4.00 690 476 4.00 620 384 4.00 696 485 4.00 668 447 VI 4.2 05 4.0 57 33 Statistics N Valid Missin g Mean Std Error of Mean Median Mode Std Deviation Variance N Valid Missing Mean Std Error of Mean Median Mode Std Deviation Variance N Valid Missing Mean Std Error of Mean Median Mode Std Deviation Variance WC1 114 WC2 114 WC3 114 WC4 114 WC5 114 WC6 114 0 0 0 3.77 3.77 3.89 3.75 4.02 3.77 073 074 073 075 065 076 4.00 776 602 4.00 787 620 4.00 780 608 4.00 804 647 4.00 691 478 4.00 810 655 CB1 114 4.12 060 4.00 640 410 Statistics CB2 114 4.22 062 4.00 662 438 CB3 114 4.29 054 4.00 576 331 CB4 114 4.30 062 4.00 664 441 CB5 114 4.21 054 4.00 572 327 CR1 114 3.73 056 4.00 599 359 Statistics CR2 114 3.79 060 4.00 645 415 CR3 114 3.66 075 4.00 796 634 CR4 114 3.62 073 4.00 780 609 CR5 114 3.93 064 4.00 688 473 VII Appendix 3: Descriptive statistics of HRM over experts/consultants in UNICEF Vietnam RS3 RS4 RS5 RS6 IV1 IV2 IV3 IV4 IV5 IV6 IV7 IV8 Treat employees with respect and care Caring about the happiness of expats/experts, consultants Work environment with understanding, trust between the managers and employees Always recognize the efforts, contribution at work of each expert, consultant Support self-control in the implementation of tasks and decision making Make efforts to best meet the needs and occupational expectation of experts, consultants Employees and managers are open in discussing, sharing information for task execution Encourage experts to join the decision making and problem solving VIII Variance RS2 Recruitment information is publicized to external and internal persons Clear announcement of information to applicants on the steps and criteria of recruitment and selection process Informing of results to candidates in a clear way Candidates’ capacity tests are developed by professional and unbiased persons Recruitment process is competitive to attract capable staff Use of different selection tools (e.g interview, test, dossier screening, etc.) to have suitable personnel Std Deviation RS1 Std Error of Mean Mean Item 3.77 0.073 0.776 0.602 3.77 0.074 0.787 3.89 0.073 0.62 0.78 0.608 3.75 0.075 0.804 0.647 3.75 0.074 0.785 0.616 3.82 0.079 0.844 0.712 4.13 0.058 0.617 0.381 4.22 0.059 0.635 0.403 4.28 0.054 0.572 0.328 4.29 0.062 0.662 0.438 4.20 0.053 0.567 0.322 3.73 0.056 0.599 0.359 3.83 0.058 0.623 0.388 3.66 0.075 0.796 0.634 IV10 Encourage interaction among employees IV11 Variance Trustful and cooperative work environment 3.62 0.073 among co-workers Std Deviation IV9 Std Error of Mean Mean Item 0.78 0.609 4.13 0.062 0.659 0.434 Well monitor the adaptation of each expert, 4.22 0.062 0.662 0.438 consultant IV12 There is agreement between policy and action 4.29 0.054 0.576 0.331 Experts, consultants are encouraged to use 4.24 0.058 0.614 0.377 knowledge, skills, quality trained in their work Experts, consultants are encouraged to develop TD2 3.92 0.067 0.718 0.516 necessary skills to fulfill their tasks Investment in education promotes the personal TD3 development and professional development for 3.81 0.065 0.69 0.476 all members TD1 TD4 Trainings are assessed by trainees TD5 Encourage learning knowledge into work and application TD6 Training needs are identified periodically 3.93 0.058 of 0.62 0.384 3.96 0.065 0.696 0.485 3.82 0.063 0.668 0.447 Provide basic benefits (e.g health care, 3.77 0.073 0.776 0.602 transportation support, allowance, etc.) Programs or procedures for support employees WC2 responding to incidents and prevent accidents at 3.77 0.074 0.787 0.62 work Care about safety of employees by controlling WC3 3.89 0.073 0.78 0.608 persons getting in/out of the office WC1 WC4 Provide additional benefits 3.75 0.075 0.804 0.647 Infrastructure and physical conditions (light, WC5 ventilation, noise and temperature) are 4.02 0.065 0.691 0.478 comfortable, suitable Care about employees’ health and living WC6 3.77 0.076 0.81 0.655 quality IX CB4 CB5 CR1 CR2 CR3 CR4 CR5 RS IV TD WC CB CR Experts, consultants join discussions on criteria, work assessment is based on capacity Assess work efficiency based on capacity, providing inputs to the staff development plan Assess work efficiency based on capacity is a basis for decisions on promotion and pay rise Publicize criteria and capacity-based productivity assessment result to their employees Periodically assess the efficiency based on capacity of employees Experts, consultants are praised, receive bonus, etc Salary of experts, consultants are determined based on work performance Provide the experts, consultants with salary equivalent to their capacity and dedication Pay the experts at the rate similar to those in competitive labor market Consider expectations and proposals of staff when designing a system of commendation for staff Descriptive Statistics Std Mean Deviation 3.7939 66234 4.0504 39736 3.9459 56639 3.8304 59039 4.2281 48472 3.7456 55640 Variance CB3 Std Deviation CB2 Std Error of Mean CB1 4.12 0.060 0.64 0.41 Mean Item N 114 114 114 114 114 114 X 4.22 0.062 0.662 0.438 4.29 0.054 0.576 0.331 4.30 0.062 0.664 0.441 4.21 0.054 0.572 0.327 3.73 0.056 0.599 0.359 3.79 0.060 0.645 0.415 3.66 0.075 0.796 0.634 3.62 0.073 0.78 0.609 3.93 0.064 0.688 0.473 RS Correlations IV TD RS Pearson 431** 043 Correlation Sig (2-tailed) 000 652 N 114 114 114 IV Pearson 431** 478** Correlation Sig (2-tailed) 000 000 N 114 114 114 TD Pearson 043 478** Correlation Sig (2-tailed) 652 000 N 114 114 114 WC Pearson 956** 471** 050 Correlation Sig (2-tailed) 000 000 595 N 114 114 114 CB Pearson 132 837** 463** Correlation Sig (2-tailed) 161 000 000 N 114 114 114 CR Pearson 635** 688** 225* Correlation Sig (2-tailed) 000 000 016 N 114 114 114 ** Correlation is significant at the 0.01 level (2-tailed) * Correlation is significant at the 0.05 level (2-tailed) XI WC CB CR 956** 132 635** 000 114 161 114 000 114 471** 837** 688** 000 114 000 114 000 114 050 463** 225* 595 114 000 114 016 114 173 635** 114 065 114 000 114 173 222* 065 114 114 017 114 635** 222* 000 114 017 114 114 ... surveying, analyzing experts’ comments and assessments on HR management work in UNICEF, with a focus on the management of experts and consultants in UNICEF Vietnam Based on that, comments and assessments... collect information and analyze the current situation of human resource management of experts and consultants in Unicef Vietnam c Mathematical statistical methods: Using mathematical statistical methods... HRM in UNICEF Vietnam, with a focus on management of experts in UNICEF After qualitative research, the author developed a scale and conducted quantitative research, which is the official research