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MINISTRY OF EDUCATION AND TRAINING VINH UNIVERSITY PHAM ĐINH MANH DEVELOPING THE TEAM OF UNIVERSITY SPECIALISTS ACCORDING TO JOB POSITION APPROACH Specialization: Educational Management Code: 9140114 SUMMARY OF DOCTORAL THESIS OF SCIENCE EDUCATION Nghe An - 2021 THE DISSERTATION WAS COMPLETED AT VINH UNIVERSITY Science instructor: Assoc Prof Dr NGUYEN NHU AN Reviewer 1: Reviewer 2: Reviewer 3: The dissertation will be protected before The doctoral dissertation evaluation board at Vinh University At on in ,2021 The dissertation can be found at: - National Library of Vietnam - Nguyen Thuc Hao Library & Information Center, Vinh University INTRODUCTION Reason for choosing the topic The quality of the teams of managers, lecturers and specialists both creates the university's brand and is the university's competitive advantage, as higher education (HE) is increasingly internationalized and globalized In the university, in addition to the team of lecturers, the team of specialists plays an important role They are the indispensable "links" in the administrative system of the university; acting as a bridge between the university and related parties; being people who are responsible for concretizing legal documents into university regulations and statutes, etc Their job positions are very diverse, requiring different requirements In order to enhance the quality of the team of specialists, universities need to continue to renovate their organizational structure; clearly define the structure and the job position of the specialists in each unit; clearly define the rights, administrative responsibilities and material responsibilities of the specialists on each working position; perfect policies and procedures for specialist management towards improving professionalism; manage specialists according to the volume and quality of assigned work, etc In our country today, there are few systematic studies on university specialists (US) and development of this team Many theoretical issues about US and development of this team have not been thoroughly resolved In fact, in universities, the team of specialists still has certain shortcomings The main reason leading to these inadequacies is that the selection, use, training and fostering of the specialist team of units and organizations in the university have not come from job position requirements yet From the above reasons, we chose the topic: "Developing the team of university specialists according to job position approach” for research Purpose of the study On the basis of theoretical and practical research, proposing solutions to develop the team of US according to job position approach (JPA), in order to improve the quality of this team, to meet the requirements of innovation in HE management Object and subject of the study 3.1 Object of the study Activities to develop the team of US according to JPA 3.2 Subject of the study Solutions to develop the team of US according to JPA Scientific hypothesis The current team of US has not met the requirements of HE reform in general, and HE management in particular The cause of the above limitation is that the team of US has not been developed according to JPA If solutions based on the requirements (competency framework) of each job position are proposed and implemented to organize activities to develop the team of US; at the same time, clarifying the influence of higher education management innovation on the development of the US team, etc can improve the effectiveness of this team's development Tasks and scope of the study 5.1 Tasks of the study 5.1.1 Researching on the theoretical basis of developing the team of US according to JPA 5.1.2 Surveying and evaluating the current situation of developing the team of US according to JPA in some North Central provinces 5.1.3 Proposing solutions to develop the team of US according to JPA; surveying the urgency, feasibility and test 01 proposed solution 5.2 Scope of the study - About content The topic focuses on researching and proposing solutions to develop the US team with job positions, professional titles, and expertise in common; rank code 01.003 - About the object Surveying the current situation and testing the proposed solutions at universities in the North Central provinces (Thanh Hoa, Nghe An, Ha Tinh, Quang Binh) - About time Time to survey the current situation and test the proposed solutions is in the academic years 2019-2020 and 2020-2021 Approach and research methods 6.1 Approach The topic uses the following approaches: System approach; approach to public human resource management according to job position; approach to capacity-based strategic human resource management; practical approach 6.2 Research Methods 6.2.1 Group of theoretical research methods This group of methods aims to collect theoretical information to build the theoretical basis of the topic 6.2.2 Group of practical research methods This group of methods aims to collect practical information to build the practical basis of the topic 6.2.3 Mathematical statistical methods Using statistical formulas to process the obtained data, compare and present the research results of the dissertation The defense points 7.1 The most important goal of developing the US team is to improve the quality of this team, to meet the requirements of job position that they undertake Therefore, to develop an effective the US team, it is necessary to follow JPA, this is an approach that from building a development plan to fostering, evaluating, and creating a working environment for the US team must derive from the requirements of each job position for this team 7.2 The current US team has basically performed its functions and duties, but before the requirements of reforming HE management, implementing autonomy and accountability, this team still has the certain limitations The main reason is that they have not been fully developed according to job position 7.3 Building the plan of the US team on the basis of determining the job position of units and organizations in the university; Recruiting, using and rotating the US team based on their responsiveness to each job position; Organizing to foster in order to improve professional capacity according to job position for the US team; Evaluating the US team according to competency framework and performance results associated with job position; Creating the favorable environment and conditions for the US team to promote and develop their professional capacity according to job position, etc are the main solutions to effectively develop the US team according to JPA New contributions of the dissertation 8.1 The dissertation has clarified the theoretical issues of developing the US team based on the approach to public human resource management according to job position and capacity; then based on job position's requirements for US to build a competency framework and use this competency framework to develop the US team Along with building a competency framework, the dissertation also builds a set of criteria for assessing working capacity and task performance results according to job position of US; The set of standards for evaluating the development of the US team according to job position, etc 8.2 The comprehensive and complete survey on the current situation of the development of the US team in some North Central provinces has brought about objective assessments of this team, serving as a practical basis for proposing solutions to develop the US team with a scientific basis and feasibility of the dissertation 8.3 The proposed solutions of the dissertation are not only applied to the development of the team of US according to JPA in some North Central provinces, but also can be applied to the development of the US team according to JPA on a national scale The structure of the dissertation In addition to the Introduction, Conclusion, Recommendations, References and Research Appendix, the dissertation consists of 03 chapters: Chapter 1: Theoretical basis of developing the team of university specialists according to job position approach Chapter 2: Current situation of developing the team of university specialists in the North Central provinces according to job position approach Chapter 3: Solutions to develop the team of university specialists according to job position approach Chapter THEORETICAL BASIS OF DEVELOPING THE TEAM OF UNIVERSITY SPECIALISTS ACCORDING TO JOB POSITION APPROACH 1.1 OVERVIEW OF THE ISSUE STUDY 1.1.1 Studies on human resource development in universities In foreign countries, there are research works of Victor Minichiello, Catherine Armstrong, David Kember and Lyn Gow, Speck and Knipe, Chapel Hill, etc In Vietnam, there are research works of Pham Minh Hac, Dang Quoc Bao, Nguyen Van De, Pham Hong Quang, Pham Do Nhat Tien, Pham Van Thuan and Nghiem Thi Thanh, etc These works have clarified the position and role of human resources of the university; the meaning of human resource development in the university; requirements for human resource development in the university, etc 1.1.2 Studies on the development of the team of US according to JPA In Vietnam as well as in foreign countries, there are very few works that directly research on developing the US team according to JPA There are only a few works by the authors My Giang Son, Phan The Kien, Nguyen Thi Thanh Huong, etc researching on cadres, educational administrative staff and administrative officials in universities, there are indirect mentions of developing the US team 1.2 THE BASIC CONCEPTS 1.2.1 Specialist, University specialist 1.2.1.1 Specialist The specialist who is an administrative officer with basic professional and professional requirements in one or several fields in administrative agencies and organizations at the district level or higher, is responsible for advising, synthesizing and implementing regimes and policies by sector, field or locality The specialist must meet the requirements of training qualifications on expertise and profession; information technology, foreign languages, etc according to regulations 1.2.1.2 University specialist The university specialist is the person who is in charge of advising and assisting the principal in managing, synthesizing, proposing ideas, organizing the implementation of tasks according to the functions and tasks assigned by the principal US must meet the requirements of training qualifications on expertise and profession; information technology, foreign languages, etc according to regulations 1.2.2 Team, Team of university specialists 1.2.2.1 Team In the field of education and training, the term "Team" is used to refer to functionally distinct groups of people in the education system: team of teachers/lecturers, team of specialists/staff; team of managers of educational institutions, etc 1.2.2.2 Team of University specialists The team of US is a collection of people working in departments and centers of the university, directly taking on the task of advising and assisting the principal in managing, synthesizing, proposing ideas, organizing the implementation of the assigned tasks, have the same task of implementing higher education goals 1.2.3 Development, Development of the team of university specialists 1.2.3.1 Development Development is the upward movement, in the direction of progress of things 1.2.3.2 Development of the team of university specialists Developing the team of US is the process of creating a change in the quantity and quality of the US team, creating conditions for them to contribute most effectively to the development of the university 1.2.4 Job position and job position approach 1.2.4.1 Job position Job position is understood as a position or a working place in an agency, organization or unit where the public employee performs a job or a group of jobs with stability, long-term, regularity, repetition, have specific names according to titles, positions or nature of work and are attached to the process of performing functions and tasks of that agency or organization Job position of US is a specialized and professional work that is commonly used for the following activities: Training; Personnel organization; General Administration; Cooperation at home and abroad; Student work; Inspection legislation; Testing and quality assurance, etc of the university 1.2.4.2 Job position approach JPA is an approach derived from the requirements of each job position to build a corresponding competency framework and use this competency framework in the team development process (selection, use, training, fostering, evaluation, compensation, etc.) 1.2.5 Development of the team of university specialists according to job position approach Developing the team of US according to JPA is a standardized method that integrates knowledge, skills and attitudes to form a standard system of professional competence of specialists; thereby "standardizing" the content of activities to develop the team of US according to the process from planning, development planning, recruitment, assignment to use, evaluation, training, fostering specialists, and commendation policies, reward, remuneration, motivation for the team, etc , all based on the professional competency standard of specialists according to job position 1.3 UNIVERSITY SPECIALISTS IN THE CONTEXT OF HIGHER EDUCATION MANAGEMENT INNOVATION 1.3.1 Innovation and the impact of innovation in higher education management on university specialists 1.3.1.1 Renovation of higher education management HE in our country is undergoing fundamental and comprehensive reforms in the training structure and network of HE institutions; training content, methods and processes; planning, training, fostering and using lecturers, specialists and managers; organizing the implementation of science and technology activities; mobilizing resources and financial mechanisms, HE management and international integration, etc 1.3.1.2 Impact of innovation in higher education management on university specialists Innovation in HE management has a great influence on the work content, work efficiency and working style of US 1.3.2 Positions and roles of university specialists in the context of innovation in higher education management 1.3.2.1 Positions of the university specialist US assumes the different job positions in the university; working in many units and organizations in the university; having title, rank code, responsibilities, tasks, skilled and professional standards, etc 1.3.2.2 Roles of the university specialist US are indispensable "links" in the university's administrative system; acting as a "bridge" between the university and external stakeholders; concretizing legal documents into regulations and university statutes, etc 1.3.3 Functions and duties of university specialists US have the following functions and tasks: Developing specific plans and regulations to implement university management tasks in the professional fields; Participating in building mechanisms and specific decisions of each management content according to the provisions of law which are suitable to the actual situation of the university; Studying and solving according to their competence or advising and submitting to competent authorities to decide to deal with specific issues; coordinating with colleagues to perform related works; Guiding, monitoring, urging, inspecting and proposing measures to implement effective management mechanisms and decisions; Participating in inspecting, collecting information, making statistics, managing records, storing documents and data in order to serve the state management work closely, accurately and in accordance with principles; Summarizing the situation, analyzing and evaluating the effectiveness of assigned work Each function and task requires in the specialist one or several corresponding competencies 1.3.4 General competency framework of university specialists according to job position General competency framework of US including: Political qualities, professional ethics; Professional capacity; Advisory capacity; Ability to analyze, synthesize and process information; Ability to implement; Ability to work in groups; Ability to use information technology and foreign languages; The ability of self-improvement and professional development, etc 1.4 THE DEVELOPMENT OF TEAM OF UNIVERSITIES SPECIALISTS ACCORDING TO JOB POSITION APPROACH 1.4.1 The meaning and importance of developing a team of university specialists according to job position approach Developing the US team according to JPA has the following meanings and importance: Helping US be aware of the necessary competencies to meet the requirements of each job position; Helping managers effectively use the US team; The basis for fostering and evaluating the US team, etc 1.4.2 Orientation to develop university specialists according to job position approach The development of the US team according to JPA should be based on the following orientations: Based on the development of human resources of the university and the whole higher education system; Must be based on the actual needs of each university; Must be comprehensive; Must help this team be creative and qualified to best implement the university's goals; Must pay attention to the needs of promotion, the practical benefits of the specialist; Be the responsibility of each department/faculty/institute/center/ each university and the HE system, etc 1.4.3 Content of developing university specialists according to job position approach Developing the US team according to JPA includes the following contents: Building schedule and plan to develop the US team according to JPA; Recruiting the US team according to JPA; Arranging and using the US team according to JPA; Fostering the US team according to JPA; Evaluating the US team according to JPA; Building a working environment for the US team, etc 1.4.4 Subjects of developing the team of university specialists according to job position approach At the university, the main and direct influencers on the development of the US team are the Rector and the Heads of the faculties/institutes/ departments/centers of the university 1.4.5 The influence of factors on the development of the team of university specialists according to job position approach Including objective factors: The fundamental and comprehensive renovation of higher education; Requirements to develop the team of teachers and educational administrators in the current period; Guidelines and policies for higher education and lecturers, managers, officials and subjective factors: Correct awareness of the position, role, function and task in the university of the US team; Self-development and self-improvement ability of US; The capacity of university administrators and units in the university, etc CONCLUSION OF CHAPTER 1 US have certain positions, roles, functions and duties Competency framework reflects the requirements on the quality and capacity of US according to job position that they undertake in the university Developing the US team is urgent, it should be based on certain orientations and contents 11 2.3.3 Current situation of performing functions and duties of the team of university specialists The dissertation has survey the actual performance of functions and tasks of the US team The survey results show that the majority of specialists have performed their functions and tasks; some specialists perform functions and tasks at a pretty level 2.3.4 Current situation of the team of university specialists according to the competency framework of the job position 2.3.4.1 Current situation of political quality and professional ethics of the team of university specialists Table 2.6 Current situation of political quality and professional ethics of the US team Order Political quality and professional ethics Having firm political courage, being consistent with Marxism-Leninism, Ho Chi Minh's thought, firmly grasping the Party's policies and guidelines Fully performing the obligations of public employees as prescribed by law; Strictly complying with the assignment of duties of superiors Being devoted, responsible, incorruptible, honest, objective, fair and exemplary in performing official duties; Being polite, cultured and standard in communicating and serving the people Having a healthy, modest and united lifestyle and activities; Being industrious, thrifty, incorruptible, upright, fair and impartial Not taking advantage of public affairs to seek personal benefits; no bureaucracy, corruption, waste, negativity Regularly having a sense of learning and training to improve quality, level and capacity _ X Managers (n=169) Specialists (n= 252) _ X Level _ X Level 3.52 3.67 3.54 3.65 3.38 3.48 3.53 3.56 3.48 3.64 3.37 3.41 3.47 3.56 12 From the data of Table 2.6, the dissertation has drawn comments on the political qualities, professional ethics of the US team in the surveyed area Table 2.14 Summarizing the assessment of the capacity of the US team according to JPA Order Summarizing the assessment of the capacity of the US team Managers Specialists (n=169) (n= 252) _ X Level _ X Level Specialized and professional competence 3.34 3.55 Advisory capacity 3.36 3.58 3.38 3.74 Ability to analyze, synthesize, and process information Ability to implement 3.35 3.54 Ability to work in groups 3.40 3.45 2.99 3.30 3.24 3.44 Ability to use information technology and foreign languages Ability of self-improvement and professional development _ X 3.29 3.51 From the data of Table 2.14, the dissertation has drawn comments on the capacity of the US team in the surveyed area 2.4 CURRENT SITUATION OF DEVELOPING THE TEAM OF UNIVERSITY SPECIALISTS ACCORDING TO JOB POSITION In this content, the dissertation has clarified: The reality of awareness about the meaning and importance of developing the US team according to JPA; The current situation of building plans to develop the US team according to JPA; The reality of recruiting the US team according to JPA; The reality of arranging and using the US team according to JPA; The reality of fostering the US team according to JPA; The reality of evaluating the US team according to JPA; The reality of building a working environment for the US team, etc 13 Table 2.22 Summarizing the assessment of the development of the US team according to JPA Order Synthesized results Building schedules and plans to develop the US team according to JPA Recruiting the US team according to JPA Arranging and using the US team according to JPA Fostering the US team according to JPA Evaluating the US team according to JPA Building a working environment for the US team _ X Managers (n=169) Specialists (n= 252) _ X Level _ X Level 3.56 3.40 3.49 3.39 3.42 3.39 3.33 3.40 3 3.32 3.39 3 3.36 3.35 3.42 3.37 In this content, the dissertation also clarifies the reality of the influence of the factors on the development of the US team according to JPA Table 2.24 Current situation of the influence of factors on the development of the US team according to JPA Order The influence of factors The fundamental and comprehensive reform of HE Requirements for the development of teachers and educational administrators in the current period Guidelines and policies for HE and lecturers, managers and public employees Correct awareness of the position, role, function and task in the university of the specialist team Self-development and self-improvement ability of the US team Competence of university administrators and units/organizations in the university _ X Managers (n=169) _ Level X 3.46 Specialists (n= 252) _ Level X 3.42 3.48 3.45 3.51 3.48 3.61 3.52 3.64 3.56 3.84 3.60 3.59 3.50 2.5 GENERAL ASSESSMENT OF THE CURRENT SITUATION Based on the survey results, the dissertation evaluates the strengths and weaknesses of the US team and the development of the US team in the surveyed area; thereby clarifying the cause of the current situation 14 CONCLUSION OF CHAPTER From the research results in Chapter 2, the following conclusions can be drawn: Over the years, universities have achieved certain results in developing the US team according to JPA However, in this activity, universities still have many limitations and shortcomings Achievements, limitations and shortcomings in the development of the US team are all due to objective and subjective reasons The research results of chapter are the practical basis to propose solutions to develop the US team according to JPA in chapter 15 Chapter SOLUTIONS TO DEVELOP THE TEAM OF UNIVERSITY SPECIALISTS ACCORDING TO JOB POSITION APPROACH 3.1 PRINCIPLES FOR PROPOSING SOLUTIONS Proposing solutions to develop the US team according to JPA needs to base on the following principles: Ensuring objectiveness; Ensuring practicality; Ensuring system; Ensuring efficiency; Ensuring feasibility 3.2 SOLUTIONS TO DEVELOP THE TEAM OF UNIVERSITY SPECIALISTS ACCORDING TO JOB POSITION APPROACH 3.2.1 Building the plan for the US team based on determining the job positions of units and organizations in the university 3.2.1.1 Goals of the solution Proposing ways and procedures to build the US team development plan which are suitable to job positions of units and organizations in the university; at the same time promoting the best capacity of the US team at each job position 3.2.1.2 Contents of the solution In order to develop the US team according to JPA, it is necessary to build the plan and schedule to develop this team The plan and schedule for developing the team in general, and developing the US team in particular, must be based on the job position of units and organizations in the university 3.2.1.3 How to implement the solution Raising awareness for management subjects about the meaning of building the plan to develop the US team; Establishing the basis for building the plan to develop the US team; Processing the organization to build the plan to develop the US team, etc 3.2.1.4 Conditions for implementing the solution Rectors of universities and managers of units/organizations in universities must master the list of job positions; the process of building the plan to develop the US team At the same time, the university must have a strategy for human resource development, including the team of specialists 3.2.2 Recruiting, using, and transferring the US team based on their responsiveness to each job position 3.2.2.1 Goals of the solution Proposing the content and methods of selecting, using and rotating the US team based on their ability to meet the requirements of each job position 16 3.2.2.2 Contents of the solution Recruitment, use and transfer are important stages in the development of the US team Each stage has certain requirements 3.2.2.3 How to implement the solution Organizing recruitment of US based on job positions and requirements of each job position; Disposing and arranging US in accordance with their ability and development orientation; Enhancing the ability to adapt to new jobs for US when transferring, etc 3.2.2.4 Conditions for implementing the solution Rectors of universities and managers of units/organizations in universities must master the regulations on recruitment, use and transfer of the US team; at the same time having the ability to learn, dispose and arrange the team of US to be suitable for each job position 3.2.3 Organizing to train to enhance professional capacity according to job positions for university specialists 3.2.3.1 Goals of the solution Proposing the contents and methods of fostering to enhance the professional capacity according to job positions of the US team 3.2.3.2 Contents of the solution Fostering the US team to create professionalism; a new way of looking and thinking is also the basis for promoting the creativity of specialists in work according to job positions, helping them adapt to current jobs as well as future jobs 3.2.3.3 How to implement the solution Determining the purposes and requirements of fostering the US according to job positions; Making the plan to foster the team of US according to job positions; Renovating contents and training programs for US according to job positions; Renovating the process of fostering US according to job positions; Diversifying forms of organizing the training courses for US according to job positions, etc 3.2.3.4 Conditions for implementing the solution Managers of the university must clearly understand the purposes, requirements, contents, methods and forms of organizing to train for the US team; at the same time, it is necessary to ensure the facilities and finance for the training activities of the US team according to job positions 17 3.2.4 Evaluation of university specialists according to the competency framework and performance results associated with job positions 3.2.4.1 Goals of the solution Determining the purposes, requirements, contents, and methods of evaluating the US team according to the competency framework and results of task performance associated with job positions; contributing to renewing the assessment of the staff in general and the US team in particular 3.2.4.2 Contents of the solution Evaluating US according to their working capacity and performance results in line with the job position will create a fundamental change in the assessment of the US teams, from "taking the employee as the center to taking employment is the center” 3.2.4.3 How to implement the solution Clearly defining the objectives of assessing the working capacity and performance of tasks according to the job position of the US team; Building the framework of criteria for assessing the capacity and performance of tasks associated with the job positions of the US team; Building the process for evaluating the US according to the competency framework and performance results associated with the job position; Publicizing the assessment results of specialists in the workplace; Using the evaluation results to serve the development of the US team in the next stages 3.2.4.4 Conditions for implementing the solution Managers of the university must master the purposes, requirements, contents and methods of evaluating specialists according to the framework of criteria for assessing working capacity and the results of task performance according to the job position 3.2.5 Creating a favorable environment and conditions for the team of university specialists to promote and develop their professional capacity according to job positions 3.2.5.1 Goals of the solution Proposing the purposes, requirements, contents, and ways to create the favorable environment and conditions for the US team to promote and develop their professional capacity according to job positions 3.2.5.2 Contents of the solution Favorable working environment and conditions are one of the important factors 18 affecting the development of the specialist team as well as determining the quality and performance effect of the units/organizations in the university 3.2.5.3 How to implement the solution Building a professional, creative and effective working environment in the university; directing activities of building school culture in universities; Organizing for learners to evaluate the service attitude of the US; completing regimes and policies for the US 3.2.5.4 Conditions for implementing the solution Rectors of universities and managers of units/organizations in universities must master the requirements to create a favorable environment and conditions for the US team to promote and develop their professional capacity according to job positions; at the same time having the ability to create a favorable environment and conditions for the US team to promote and develop their professional capacity according to job positions 3.3 RELATIONSHIP BETWEEN PROPOSED SOLUTIONS The solutions have a close relationship and influence each other, forming a synchronous impact system on the development of the US team according to JPA However, each solution has a different position and role The solution of Organizing to train to enhance professional capacity according to the job position for the US team has the most important meaning 3.4 SURVEYING THE EMERGENCY AND FEELABILITY OF PROPOSED SOLUTIONS The survey results show that the respondents have a high appreciation of the urgency and feasibility of the proposed solutions In which, 100% of the comments are very urgent/very feasible (level 5) and quite urgent/quite feasible (level 4) This assessment proves that the proposed solutions have the urgency and feasibility in developing the US team according to JPA There is a strong correlation between the urgency and feasibility of solutions 3.5 TESTING THE SOLUTION 3.5.1 Test organization 3.5.1.1 Test purpose In order to evaluate the effectiveness of one of the solutions proposed by the dissertation for developing the US team according to JPA 19 3.5.1.2 Test hypothesis The professional knowledge and skills of the US team can be enhanced to better meet the requirements of the job position if the solution of Organizing to train to enhance professional capacity according to the job position for the US team is applied 3.5.1.3 Test content and method a Test content Due to the research conditions and time, we only chose to test the solution of Organizing to train to enhance professional capacity according to the job position for the US team b Test method The test was conducted on two parallel groups (experimental group and control group), according to the following model: Group Check before impact Solution or impact Test Control O1 O2 X - Check after impact O3 O4 The test results are measured by comparing the difference between the results of the measurements before and after the impact When there is a difference (expressed through |O3-O4|>0), the researcher will conclude that the applied experimental solution has results The process of organizing to train to enhance professional capacity according to job positions for the US team is conducted in certain steps 3.5.1.4 Standards and test rating scale The test results are evaluated based on the improvement of the US team's professional knowledge and skills 3.5.1.5 Test location, time and sample of objects a Test location Vinh University, Vinh University of Technical Education, Hong Duc University and Quang Binh University b Time of test - Semester of the academic year 2019-2020: Entrance survey and first test implementation - Semester of the academic year 2020-2021: Second test implementation 20 c Sample of test objects The sample of test objects is 352 specialists of the above universities 3.5.1.6 Processing test results - For the knowledge level of US, the test data is calculated as a percentage and according to the parameters: mean, variance: standard deviation: coefficient of variation For the skill level of US, the test data is calculated according to the percentage of people who achieve pretty, average, and weak level at each skill 3.5.2 Analyzing test results 3.5.2.1 Analyzing input results We surveyed the input level of the specialists’ knowledge and skills On the basis of analyzing survey results, we draw the following comments: The input level of knowledge and skills of specialists is still low; there is similarity between the experimental and control groups To be able to improve the effectiveness of developing the US team according to JPA, they need to be fully trained in knowledge and skills 3.5.2.2 Quantitative analysis of test results a Test results on professional knowledge level of US - At the first test The results of the first test on the professional knowledge level of US in the experimental group were higher than those in the control group Figure 3.2 Chart of the frequency distribution f i of the first test 21 Figure 3.3 Chart of the cumulative frequency f i of the first test - At the second test The results of the second test on the professional knowledge level of the US in the experimental group were higher than those in the control group; the second test was higher than the first Figure 3.4 Chart of the frequency distribution f i of the first test and the second test 22 Figure 3.5 Chart of the cumulative frequency f i of the first test and the second test b Test results on professional skills of the US team - At the first test The results of the first test on the professional kill level of US in the experimental group were higher than those in the control group - At the second test The results of the second test on the professional skill level of the US in the experimental group were higher than that in the control group; the second test was higher than the first Test Test Figure 3.6 The charts compare the results on the professional skill level of US between the first and second test 23 3.5.2.3 Qualitative analysis of test results - The training to enhance professional capacity for the specialist team has contributed to improving the quality of this team - After being fostered, US have a full understanding of the job position, the requirements of job positions are reflected in the competency framework that specialists need to meet; contents and methods of public service; opportunities and challenges are posed to the US team in the context of HE innovation in general, and HE management innovation in particular - The training to enhance the professional capacity of the US team has had a great influence on the operational efficiency of the administrative management apparatus of the universities in general and the units in the university in particular CONCLUSION OF CHAPTER On the basis of theoretical and practical research, the dissertation has proposed 05 solutions to develop the team of US according to JPA The proposed solutions have a close relationship with each other and interact with each other to form a synergy for the development of the team of US according to JPA Each proposed solution has goals, contents, implementation methods and conditions Through the survey, the proposed solutions are highly urgent and feasible There is a strong correlation between urgency and feasibility The test results further confirm the effectiveness of the proposed solutions in developing the US team according to JPA These solutions can be immediately applied to the reality of developing the US team according to JPA, firstly applied to universities in the North Central region 24 CONCLUSION AND RECOMMENDATION Conclusion The dissertation has contributed to supplementing and developing theoretical issues on specialists and developing the team of US according to JPA The dissertation has described, analyzed, and objectively assessed the current situation of the US team and developed the US team within the survey area From there, pointing out the strengths, limitations and causes of the situation, as a basis for proposing solutions to develop the US team according to JPA The dissertation has proposed 05 solutions to develop the US team according to JPA Recommendation The dissertation has recommendations to the Ministry of Education and Training; for universities and for the specialist team 25 PUBLISHED WORKS OF THE AUTHOR RELATED TO THE DISSERTATION Pham Dinh Manh (2019), Building and using the competency framework of the university specialist according to the job position, Educational Science Journal, No 18, June 2019; pages 23-27 Pham Dinh Manh (2019), The job position of the university specialist, Education Magazine, No 464, term - October 2019; pages 19-24 Nguyen Nhu An, Pham Dinh Manh (2020), Competence of university specialists in the context of innovation in higher education management, Scientific Journal of Vinh University, No 1B, 2020; pages 5-14 Pham Dinh Manh, Pham Le Cuong, Pham Minh Hung, Nguyen Nhu An (2020), Using the Competency Framework According to Employment Position to Assess the Competence of University Specialists American Journal of Educational Research 2020, 8(5), 286-292 DOI: 10.12691/education-8-5-10 Received April 10, 2020; Revised May 12, 2020; Accepted May 19, 2020 Pham Le Cuong, Nguyen Thi Thu Hang, Pham Dinh Manh, Phan Quoc Lam and Pham Minh Hung (2020), Assessment of the Level of Accountability in the Context of the Development of Autonomy of Public Universities in Vietnam, International Journal of Criminology and Sociology, 2020, Vol 91 Pham Dinh Manh (2021), Solutions to develop the university specialist according to the job position, Journal of Educational Science, No 38, February 2021; pages 13-17 ... approach 6.2 Research Methods 6.2.1 Group of theoretical research methods This group of methods aims to collect theoretical information to build the theoretical basis of the topic 6.2.2 Group of... Dinh Manh (2019), Building and using the competency framework of the university specialist according to the job position, Educational Science Journal, No 18, June 2019; pages 23-27 Pham Dinh Manh... Dinh Manh (2020), Competence of university specialists in the context of innovation in higher education management, Scientific Journal of Vinh University, No 1B, 2020; pages 5-14 Pham Dinh Manh,
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