Management of human resource at the local universities of central region of viet nam reality and solutions

ThAi nguyen University Socialist Republic of Vietnam Southern luzon STATE University Republic of Philippines DISSERTATION ABSTRACT MANAGEMENT OF HUMAN RESOURCE AT THE LOCAL UNIVERSITIES OF CENTRAL REGION OF VIET NAM: REALITY AND SOLUTIONS Advisor Dr Leonisa O Bernardo : Name of Student : Chau Van Luong English Name : Money Date of Birth : 15-10-1958 Course SLSU-DEd.M : Thai Nguyen, 2014 PREFACE There are 14 coastal provinces in the central region of Vietnam, running from Thanh Hoa to Binh Thuan Province The total area of this region is 90.790 km2, accounting for 28% of the total natural area of the country This region has a population of 18,994,709 people, accounting for 21.7% of the population of the country In terms of economic conditions, economic growth of this central region is still slow As far as tertiary education is concerned, there are two regional universities, including Hue University and Danang University In addition, there are several other universities under the management of the ministries There have also been local universities formed under the management of the provincial authorities since 1997 in the central region This accounts for 8/22 universities in the country1 In the 21st century, education and training in general and tertiary education in particular are facing many challenges of the intellectual economy, globalization, expansion of information technology, and harsh competition of high quality human resources Tertiary education in Vietnam nowadays plays an important role The Resolution N0: 14/2005/NQ-CP confirms that: "Reform of higher education is the cause of the people under the leadership of the Party and the State's management The State increases investment in higher education, and to promote socialization, creating favorable conditions in policies for organizations, individuals and the whole society to participate in the development of higher education”2 In the process of formation and development, besides the advantages, local universities are facing many challenges, especially in human resource management To basically and comprehensively renovate the Vietnam education in the period 2011-2020, it is necessary and urgent to conduct a study and to propose appropriate and effective solutions HRM of local universities since it will make a See Table A1, Appendix "A" [19]: Resolution N0: 14/2005/NQ-CP, On substantial and comprehensive renewal of Vietnam’s tertiary education in the 2006-2020 period decision upon the existence and development of these universities at the current time Thus, I choose the topic “Management of Human Resources at the local Universities of central region of Vietnam: reality and solutions” as the theme for this thesis CHAPTER I INTRODUCTION Background of the Study Human Resource Management (HRM) has always played a decisive role for the existence and development of an organization, which carried out the functions of HRM: recruitment, selection, training and development and retention of human resources is always a very important factor For universities in general and local universities in central Vietnam in particular, effective HRM is more significant in this period Objectives of the study: On the basis of the theoretical study and survey of the reality of HRM at the local universities in the central regions of Vietnam, the study focused on the following objectives: - Determine reality of human resource management focusing on the following functions: Function of recruitment and selection, function of training and development and function of retention (maintenance) - Determine and propose necessary and feasible recommendations for finalisation of HRM at the local universities in the central region of Vietnam Research Hypothesis There was no significant difference of the perceptions (assessment) of the groups of respondents in the proposed solutions for HRM Significance of the Study This study is aimed at proposing solutions for human resource management at the local universities in the central region of Vietnam Benefits of these solutions will be as follows: This study is aimed at proposing solutions for human resource management at local universities in Vietnam Benefits of these solutions will be as follows: As for the university managers: improve capacity of management, direction, and organization in accordance with the regulations and in a scientific and effective way As for lecturers: Provide favorable conditions so as to promote teaching capacity and to improve the quality of teaching and scientific research Contribute to improving the quantity as well as the quality of lecturers As for administrative staff: Carry out their work in accordance with the regulations and enhance the quality of their performance, contributing to improving quality of teaching, learning, and conducting researches of teachers and students As for schools and society: Improve quality of education and provide prestige and a brand name for the university Society trust and have confidence in the university As for local policy makers: Refer these policies to develop and finalise Solutions HRM of their schools in an appropriate and effective manner Scope and Limitations of the Study: This study will propose solutions on effective human resource management at local universities in central Vietnam As a baseline study, we will select local universities in the central region, including: Hong Duc, Ha Tinh, Quang Binh, Quang Nam, Pham Van Dong, and Phu Yen universities The number of participants in the survey will be about 450 people There will be 75 participants from each university, including 25 managers, 30 lecturers, 20 administrative staff Research on human resource management at local universities has a very wide scope This thesis would have access to the basic contents related to improvement of human resources management, including recruitment and selection, training and development and retention of human resources The author wishes to contribute to the development of local universities in Central Vietnam Timing: The thesis mainly focuses on the status of local universities in central Vietnam in the year 2013 6 Definitions of Terms: Human Resources: Human resources include all knowledge, skills, experiences, capacity, and creativeness of human which are related to the development of each individual and of the country Human Resources in Education: This indicates human resources in education In universities, human resources include managers, teachers and administrative staff Policy: is a set of policy guidelines and incentives depending on the policies in order to achieve the policy goals of the policy makers Education and training policies: These are the policies and measures of the Party and the State to foster and develop the qualities and capabilities of every citizen, including the ideoloiesl, moralities, scientific values, health and career Management/Governance: management is the targeted impacts of the managing objects on the managed objects in order to achieve the best results with predetermined targets Human Resources Management: The design and implementation of policies and activities to make the field for people to contribute the most effective value for the organization; They have three main functions, including recruitment and selection, training and development, and retention; There are areas such as human resource planning, analysis and design work, recruitment and selection, performance evaluation, training and development, compensation, health and safety, and labor relations Local Universities: are public universities which provide multi-level and multi-sectoral trainings; these universities are under the management of the provincial people’s committees and under the state and professional management of the Ministry of Education and Training A manager is a person who is responsible for allocating manpower and other resources and directing the operation of one part or the whole of an institution so that the institution operates effectively and achieves its objectives According to “management level”, managers include top level and intermediate managers Intermediate managers: Intermediate managers are people who receive large scale and comprehensive policies and strategies from top (senior) managers and turn them into specific and separate objectives and plans for their staff to implement Top/senior managers: Top managers are people who are responsible for giving instructions and directions for operation of the whole organization Top managers need to prepare and identify objectives, policies and strategies for their institutions The objectives set by top managers in the hierarchical order in the institution need to be transferred to each member Top managers usually represent the organization in community activities such as trading and negotiation They spend time to discuss with other senior managers in the organization or with other related people in other organizations In public universities3, top managers are chairpersons of the university board, rectors and vicerectors; Intermediate managers are heads and deputy-heads of the departments.; other people not keep management positions such as lecturers, administration staff [13]: See Decision issuing "university charter" of prime minister no 58/2010/QD-TTg CHƯƠNG II REVIEW OF LITERATURE AND STUDIES Systems of Theories This section includes studies on the important issues of human resource management system of many famous authors directly related to the subject of this dissertation There are many researchers on Human Resource Management such as Dr Tran Kim Dung, Nguyen Huu Long, Assc Prof Dr Nguyen Phuc Chau and senior lecturer, and Pham Xuan Hung Authers who have their names in the study "Development and human resource management in education"; authors in the document" higher Education in Vietnam - problems and management "authors writing in the conference proceedings, workshops Hong Duc University in 2008 and 2010 There are some other authors such as Armstrong, Peter, John Purcell & Patrick M Wright (2009), Zorlu Senyucel & Ventus Publishing (2009) Theory of HRM There are some theories of famous authors, which ave been extracted Theoretical Framework and Concepts: With the aim of determining the realities of HRM at universities, we would like to find out the relationship between the three functions of HRM, including independent variables (the factors through analysis of functions of HRM) and the dependent variables (the factors for finalisation of solutions of three functions of HRM) The findings will form the grounds for development of solutions to help the universities to complete the HRM through three main functions, including recruitment and selection, training and development, and retention 9 Research Paradigm Independent Variables Analysis of HRM: + Function of recruitment and selection + Function of training and development + Function of retention Dependent Variables Solutions for HRM - Solution group: Awareness of HRM - Solution group: HRM: + Function of Recruitment and selection + Function of training and development + Function of retention MANAGEMENT OF HUMAN RESOURCES AT THE LOCAL UNIVERSITIES IN THE CENTRAL REGION OF VIET NAM: REALITY AND SOLUTIONS Figures: Diagram representing independent variables and dependent variables and results of the study 10 CHAPTER III RESEARCH METHODOLOGY Locale of the Study The study was conducted in local university of Central Region of Vietnam, from April, 2013 to April 2014 Research Design This study used the descriptive correlation design in analyzing the investigated variables It is designed to help determine the extent to which different variables are related to each other in the population of interest and state that the critical distinguishing characteristics show relationship, as distinguished from simple description Population and Sampling Local universities will be surveyed: Hong Duc, Ha Tinh, Quang Binh, Quang Nam, Pham Van Dong and Phu Yen The number of participants in the survey will be 450 people (See Table 4) There will be 75 participants from each university, including 25 managers, 30 lecturers, 20 administrative staff Research Instrumentation The researcher developed questionnaires which served as the main tool in gathering data He consulted the theses of Sr Mentilla (2007) and Garcia (2011) in the preparation of the questionnaires The researcher developed questionnaires which served as the main tool in gathering data He consulted the theses of Sr Mentilla (2007) and Garcia (2011) in the preparation of the questionnaires It was divided into two (2) parts, including: Part deals with HRM reality and solution and Part deals with the demographic profile of the respondents Validation of the Instrument The questionnaire was pilot tested to 20 respondents After which, it was tried out in a school not included in the population to determine the suitability of the statements and to determine the validity of the questionnaire before it was submitted to the researcher’s adviser for final approval 11 The process of data collection This work was done at the beginning of September 2013 The questionnaires were retrieved until April 2014 Because of some reasons, some respondents did not return the questionnaires (62 , 13,8%) There were 388 of the total staff and teacher respondents (About 86,2% of the respondents) who answered the questionnaires Statistical Treatment The following statistical tests were used in the computation of the gathered data They were as follows: Weighted Arithmetic Mean The following table of interpretation - level Likert scale was used to determine the extent of the actual situation of HRM 3.28 – 4.00 Strongly Agree 2.52 – 3.27 Agree 1.76 – 2.51 Disagree 1.00 – 1.75 Strongly Disagree 3-level Likert scale was used to determine the extent of the need and feasibility of the solutions proposed for HRM finalisation 2.36 – 3.00 Strongly Necessary/ Strongly Feasible 1.68 – 2.35 Necessary/ Feasible 1.00 – 1.67 Not Necessary/ Not Feasible Squared method This method is used to find out the difference between the sample groups based on the different aspects of the objects surveyed 12 CHAPTER IV RESULTS AND DISCUSSION Frequency and Percentage Distribution of the Respondents as to Sex Among 388 respondents, 208 or 53.6 percent are male while the female respondents are 180, accounting for 46.4 percent of the population Frequency and Percentage Number, the Average in the Sample Group Seniority There are 124 people working less than 10 years accounted for 32%, 100 people from 11 to 25 years accounted for 25% of the work, the work of 164 people over 25 accounted for 42.3% Frequency and Percentage Distribution of the Respondents as to Occupation There are 12 respondents at top level of position among the total respondents of 388, accounting for 3.1%; 127 people are middle management (Director / Deputy of subordinate units or departments under the faculty) accounting for 32.7%; 156 persons are lectures, accounting for 40.2%; 93 administrative staff, accounting for 24.0% Quantity and the Average Level of the Sample group There are 57 Professors/ Associate Professors / and doctors This accounted for 14.7% 263 people have master degrees, accounting for 67.8% occupied 68 people have bachelor degrees, accounting for 17.5% Evaluation of the Credibility and Relevance of the Scale In addition, the Cronbach's Alpha coefficient can help to assess the reliability of the scale Variables with the Corrected Item-Total Correlations < 0.3 will be removed See Table A10 and Table A11 in Appendix “A” 20 Reality variable, Alpha = 0.9418 12 Necessity variable, Alpha = 0.9959 12 Feasibility variable, Alpha = 0.9990 Correlations between Necessity, Feasibility, and Reality 13 - Necessity and feasibility have a positive relationship with correlation coefficient of 0.346 and significant level 99% - Reality and necessity also have relationship, with correlation coefficient of 0.305 - Feasibility and reality have relationship, with the highest correlation coefficient of 0.740 The feasibility factor will be able to address the shortcomings of the reality factor if it is implemented Results Survey of Local Universities: Perception of HRM No Perception of HRM Mean QD Your school has developed a long term/short term HRM strategy The school staff always have responsibilities in HRM Your school has an agency specializing in HRM The agency operates in a professional and flexible manner and is able to respond promptly to changes The HRM specializing unit has sufficient number of qualified staff and performs work effectively 28 152 208 3.46 SA 20 146 213 3.42 SA 148 147 64 29 1.93 D 162 149 62 15 1.82 D 153 150 58 27 1.89 D 2.5 D Your school has developed a selfreliant mechanism and is accountable in the HRM Average Weighted Mean Average Weighted Mean: 2.5, Disagree Results survey of local universities: Function of Recruitment and selection No Function of Recruitment and Selection of HRM The human resource of your school: is sufficient and ensures quality, the HR 21 structure is consistent Recruitment of lecturer and 162 administrative staff at you school is Mean QD 151 209 3.41 SA 182 34 10 1.72 SD 14 10 conducted in accordance with the school development strategy Recruitment of lecturer at your school is currently being conducted in a 21 proper, efficient and effective manner Your school has proper and effective 50 policies for attracting talented staff? Managers, lecturers and staff at your school are appointed and assigned duties in accordance with their 19 capacity 10 157 200 3.38 SA 31 123 184 3.14 A 143 219 3.45 SA 3.0 A Average Weighted Mean Average Weighted Mean 3.0, Agree Results survey of local universities: Functional of training and development Average Weighted Mean: 3.1, Agree No 11 12 13 14 15 Functional of training and development of HRM You always have opportunities for learning and doing research at your university Currently the training and retraining of school officials is appropriate and effective Your school has sufficient budget for training and teaching foreign languages to lecturers There are sufficient facilities and budget for scientific research activities for lecturers at your school Collaboration and cooperation in training and scientific researches with national and international institutes are developed and effective Average Weighted Mean Mean QD 22 12 148 206 3.39 SA 28 11 149 200 3.34 SA 28 17 144 199 3.32 SA 20 13 141 214 3.41 SA 145 146 69 28 1.95 D 3.1 A 15 10 Results survey of local universities: Function of retention No 16 17 18 19 20 Function of retention of HRM The process for evaluation of staff is adequate and effective Are salaries and other kinds of bonuses treatment appropriate with the performance and productivity of each individual Promotion opportunities are applied equally for all staff in the school The your University has always created a good working environment, and building culture where Work The school always pays attention to improve the spiritual and material life for employees Mean QD 29 15 134 210 3.35 SA 27 16 147 198 3.33 SA 172 168 35 13 1.71 SD 26 17 135 210 3.36 SA 32 14 137 205 3.33 SA 3.0 A Average Weighted Mean Average Weighted Mean: 3.0, Agree 11 Results survey of local universities No HRM Mean QD Your school has developed a long term/short term HRM strategy The school staff always have responsibilities in HRM 28 152 208 3.46 SA 20 146 213 3.42 SA 148 147 64 29 1.93 D 162 149 62 15 1.82 D 153 150 58 27 1.89 D 21 151 209 3.41 SA Your school has an agency specializing in HRM The agency operates in a professional and flexible manner and is able to respond promptly to changes The HRM specializing unit has sufficient number of qualified staff and performs work effectively Your school has developed a self-reliant mechanism and is accountable in the HRM The human resource of your school: is sufficient and ensures quality, the HR structure is consistent 16 10 11 12 13 14 15 16 17 18 19 20 Recruitment of lecturer and administrative staff at you school is conducted in accordance with the school development strategy Recruitment of lecturer at your school is currently being conducted in a proper, efficient and effective manner Your school has proper and effective policies for attracting talented staff? Managers, lecturers and staff at your school are appointed and assigned duties in accordance with their capacity You always have opportunities for learning and doing research at your university Currently the training and retraining of school officials is appropriate and effective Your school has sufficient budget for training and teaching foreign languages to lecturers There are sufficient facilities and budget for scientific research activities for lecturers at your school Collaboration and cooperation in training and scientific researches with national and international institutes are developed and effective The process for evaluation of staff is adequate and effective Are salaries and other kinds of bonuses treatment appropriate with the performance and productivity of each individual Promotion opportunities are applied equally for all staff in the school The your University has always created a good working environment, and building culture where Work The school always pays attention to improve the spiritual and material life for employees 162 182 34 10 1.72 SD 21 10 157 200 3.38 SA 50 31 123 184 3.14 A 19 143 219 3.45 SA 22 12 148 206 3.39 SA 28 11 149 200 3.34 SA 28 17 144 199 3.32 SA 20 13 141 214 3.41 SA 145 146 69 28 1.95 D 29 15 134 210 3.35 SA 27 16 147 198 3.33 SA 172 168 35 13 1.71 SD 26 17 135 210 3.36 SA 32 14 137 205 3.33 SA 2.91 A Average Weighted Mean Average Weighted Mean (WM ) = 2.91, Agree 17 12 The need of the perfect solution HRM TT Solutions Mean QD Increasing awareness about HRM to all officials and employees / Nâng cao nhận thức quản lý nhân cho tất cán bộ, nhân viên 340 39 2.85 SN Completing the organizational structure of HRM / Hoàn thiện cấu tổ chức quản lý nhân 340 40 2.86 SN Strengthening the professionalism of the HRM department / Tăng cường tính chuyên nghiệp phận quản lý nhân 338 39 11 2.84 SN Enhancing the analysis of the recruited position to ensure that work is assigned to the right person and done in an effective promote / Tăng cường cơng tác phân tích vị trí tuyển dụng để đảm bảo phân cơng người phát huy hiệu 339 41 2.85 SN Completing the recruitment process to ensure clarity, transparency, and efficiency / Hồn thiện quy trình tuyển dụng lựa chọn để đảm bảo rõ ràng, minh bạch hiệu 338 42 2.85 SN Developing and completing the selfreliance and accountability mechanisms of individuals and agencies to about HRM / Xây dựng hoàn thiện chế tự chủ chịu trách nhiệm giải trình tổ chức cá nhân Quản trị nguồn nhân lực 338 43 2.85 SN Strengthening training and retraining of managers, lecturers and staff true prepared / Tăng cường đào tạo, bồi dưỡng cho cán bộ, giảng viên nhân viên hành chuẩn 336 43 2.84 SN Supporting lecturers in enhancing their knowledge, participating in high quality programs, and improving their language competence in teaching and conducting scientific research/Tăng cường hỗ trợ giảng viên việc nâng cao kiến thức 337 42 2.85 SN 18 mình, tham gia vào chương trình chất lượng cao, nâng cao lực ngoại ngữ họ việc giảng dạy nghiên cứu khoa học Enhancing cooperation in training and conducting scientific research with national and international universities /Tăng cường Hợp tác nghiên cứu khoa học/đào tạo với trường đại học nước 337 44 2.85 SN 10 Evaluating and awarding according to contribution and performance of the staff / Đánh giá, khen thưởng theo đóng góp hiệu lao động viên chức 336 44 2.85 SN 11 Maintaining and developing good working relationship for the development of school culture / Duy trì phát triển mối quan hệ làm việc tốt phát triển mơi trường văn hóa trường học 339 41 2.85 SN 12 Recruit and build leader, management Education: has Heart, vision, and Talent/ Tuyển dụng xây dựng người lãnh đạo, quản lý giáo dục: có tâm, có tầm, có tài 335 43 10 2.84 SN 2.85 SN Average Weighted Mean From Average Weighted Mean (WM) = 2.85, Conclusion: Strongly Necessty 19 13 The feasibility of the solutions to improve HRM TT 10 11 12 Solutions Increasing awareness about HRM to all officials and employees Completing the organizational structure in HRM Completing the recruitment process to ensure clarity, transparency, and high quality Enhancing the analysis of the recruitment position to ensure that work is assigned to the right person and in an effective manner Strengthening building for staff in charge of human resources management Enhancing training and retraining of managers and lecturers Strengthening the professionalism of the HRM department Supporting lecturers in enhancing their knowledge, participating in high quality programs, and improving their language competence in teaching and conducting scientific research Strengthening decentralization , promoting autonomy and accountability of teachers throughout the school staff Evaluating and awarding according to contribution and performance of the staff Maintaining and developing good working relationship for development of the school culture Improving working conditions of staff at the university Average Weighted Mean Mean QD 337 27 24 2.81 SF 336 27 25 2.80 SF 339 25 24 2.81 SF 337 26 25 2.80 SF 337 27 24 2.81 SF 338 26 24 2.81 SF 338 26 24 2.81 SF 337 26 25 2.80 SF 337 27 24 2.81 SF 337 26 25 2.80 SF 337 25 26 2.80 SF 337 27 24 2.81 SF 2.81 From Average Weighted Mean (WM) = 2.81, Conclusion: Strongly Feasible SF 20 14 Some of the important findings are as follows: This dissertation shows the reality of human resource management at local universities in the central region of Vietnam through major functional variables: Recruitment and selection (Analysis and design of work, human resource planning, selection of HR); training and development; and human resource retaining (evaluation and remuneration, motivation, insurance, and good working relationships) With 20 questions given, the views of the administrators, lecturers and administrative staffs are not different This dissertation suggests 12 solutions to complete human resource management at local universities in the central region of Vietnam following major functional variables, specifically: (1) Increasing awareness about HRM of all officials and employees; (2) Completing the organizational structure of HRM; (3) Strengthening the professionalism of the HRM department; (4) Enhancing the analysis of the recruited position to ensure that work is assigned to the right person and done in an effective manner; (5) Completing the recruitment process to ensure clarity, transparency, and efficiency; (6) Developing and completing the self-reliance and accountability mechanisms of individuals and agencies about HRM; (7) Strengthening training and retraining of managers, lecturers and staff; (8) Supporting lecturers in enhancing their knowledge, participating in high quality programs, and improving their language competence in teaching and conducting scientific research; (9) Enhancing cooperation in training and conducting scientific research with national and international universities; (10) Evaluating and awarding according to contribution and performance of the staff; (11) Maintaining and developing good working relationship for the development of school culture; (12) Recruiting and training leaders and education managers who are devoted and have talents and visions 21 CHAPTER V SUMMARY, CONCLUSIONS AND RECOMMENDATIONS This chapter will present a summary, findings from the computed data, conclusion and recommendations of the study 5.1 Summary: This research found out the reality of HRM at local universities in the central region of Vietnam and operating variables This conducted a survey of the reality of the universities The study surveyed 450 people from local universities in the central region of Vietnam The questionnaires were divided into parts with 44 questions First, 20 questions were divided into levels (Strongly Agree, Agree, Disagree and Strongly Disagree) Integrating responses of the average value for ranking and Chi-quare test in compared with the expected value of the variable The Statistical Package for Social Sciences software (SPSS) is used during the process of statistical analysis and statistical tests Second, 12 questions were divided into levels for Necessity and Feasiblility Integrating responses of the average value for ranking and Chi-quare test in compared with the expected value of the variables The Statistical Package for Social Sciences software (SPSS) is used during the process of statistical analysis and statistical tests 5.2 Findings: This research showed the following results: - Survey of the current situation: + Awareness: questions WM = 2.5 (D), disagree + About the Funtion of HRM: ++ Function of Recruitment and selection of HRM: questions WM = 3.0 (A), agree; 22 ++ Funtion of training and development: questions WM = 3.1 (A), agree; ++ Function of retention: questions WM = 3.0 (A), agree; General Conclusion: WM = 2.91, as agreed - Survey of the necessity and feasibility of the proposed solutions improve HRM: + On the necessity: WM = 2.85, is Strongly Necessary + On the feasibility: WM = 2.81, is Strongly Feasible 5.3 Conclusions Solutions Management - Increasing awareness about HRM to all officials and employees; - Completing the organizational structure in HRM; - Completing the recruitment process to ensure clarity, transparency, and high quality; - Enhancing the analysis of the recruitment position to ensure that work is assigned to the right person and in an effective manner; - Strengthening building for staff in charge of human resources management; - Enhancing training and retraining of managers and lecturers; - Strengthening the professionalism of the HRM department; - Supporting lecturers in enhancing their knowledge, participating in high quality programs, and improving their language competence in teaching and conducting scientific research; - Strengthening decentralization, promoting autonomy and accountability of teachers throughout the school staff; 10 - Evaluating and awarding according to contribution and performance of the staff; 11 - Maintaining and developing good working relationship for development of the school culture; 12 - Improving working conditions of staff at the university 23 5.4 Recommendations: Increase "Efficiency and social responsibility" of the University: - The need to establish the "School Board" light but fully competent; - the organizational structure of schools and training programs to exploit the Economies on the scale; - Enhance the professionalism of the leaders in science, finance and administration; - The need to manage the performance Indicators: - The only quantitative "inputs" such as the teachers, students, facilities ; - The quantitative indicators "output" as some graduates, some scientific work ; - The indicator "efficiency" as percentage of students/teachers, training costs for one student; - The quality indicators; - The indicator of the management process, such as the satisfaction level of students , duration of contract payments, etc - Use budgets to control the "unit cost" and ensure the rational use of resources, including teachers; - Need agencies to "contact with the community" to publicize the report of the school and to cater for activities to increase financial resources  ... study and survey of the reality of HRM at the local universities in the central regions of Vietnam, the study focused on the following objectives: - Determine reality of human resource management. .. from the computed data, conclusion and recommendations of the study 5.1 Summary: This research found out the reality of HRM at local universities in the central region of Vietnam and operating... region of Vietnam Benefits of these solutions will be as follows: This study is aimed at proposing solutions for human resource management at local universities in Vietnam Benefits of these solutions