Human Resource Development in Vietnam: Research and Practice (Palgrave Macmillan Asian Business Series)

Despite recent high GDP growth rates, Vietnam remains a developing country in need of developing human resources (HR) of both genders. This can be done through education, workplace training, corporate social responsibility, policies for gender equality, support for entrepreneurship, and other practices and policies. Yet, national human resource development (NHRD) is a relatively new concept in Vietnam. This edited volume highlights the importance of HR, HRD, and NHRD, enabling Vietnam to experience sustainable growth and become a modern industrial country. It examines the positive changes effected by HRD considering Vietnam’s unique historical, political, economic, and cultural contexts. This book offers scholars and practitioners an indigenous HRD approach and discusses implications for future research and practices. Winner of the 2021 R. Wayne Pace Book Award Foreword Praise for Human Resource Development in Vietnam Contents Editors and Contributors List of Figures List of Tables Part I An Overview 1 Historical and Cultural Contexts of Vietnam Affecting Human Resource Development 1 Introduction 2 Brief of Vietnam’s Historical Context 2.1 Stone Age Period to Hung King Period (208 BC–179 BC) 2.2 The Chinese Domination (Northern Domination) (179 BC–938) 2.3 The Period of Ethnic Feudalism (938–1858) 2.3.1 Confucianism 2.3.2 Economy 2.4 The Period of Interaction with Western Culture 2.4.1 Nguyen Dynasty-French Dominance (1883–1945) 2.4.2 Vietnam During the War against France (1945–1954) and the USA (1955–1975) 2.4.3 Vietnam After Independence (1976–Present) 3 Vietnam’s Cultural Context 3.1 Vietnamese Indigenous Cultural Values 3.2 Strong Sense of Cultural Identity 3.3 Influence of Confucianism 3.4 Hofstede’s Study—Cultural Dimensions for Vietnam 4 The Impacts of Historical and Cultural Contexts on Human Resource Development Practices in Vietnam 4.1 Training and Development 4.2 Organizational Development 4.3 Performance Management 4.4 Recruiting and Selection 4.5 Career Development and Human Resource Planning 5 Conclusion and Implications References 2 National Human Resource Development in Vietnam: A Review Study 1 Introduction 2 Research Purpose and Objectives 3 Methodology 4 Concept Exploration 4.1 HR and Underlying Concepts 4.2 HRD and Underlying Concepts 4.3 NHRD and Underlying Concepts 5 NHRD in Vietnam—Context and Evolution 5.1 Development Timeline of NHRD in Vietnam 5.1.1 HRD in the 1976–1985 Period 5.1.2 HRD from 1986 Until Around 1990/1991 5.2 Evolution Toward NHRD in Vietnam Over 1991–2020 5.2.1 Contextual Background 5.2.2 Evolving Conceptualization of Human Resources 5.2.3 Evolving Conceptualization of HRD and NHRD 6 NHRD in Vietnam 2011–2020 6.1 Policy and Implementation Framework 6.2 Conceptualization of NHRD in Vietnam 2011–2020 6.3 Key Features of the Current NHRD in Vietnam 6.3.1 NHRD as National Policy 6.3.2 Immediate Emphasis on Workforce Training 6.3.3 The Role of International Cooperation in NHRD Implementation 7 Implications for Research and Practice and Conclusions 7.1 Implications for Future Research 7.2 Implications for Practice 8 Conclusions References 3 Vietnam’s National Human Resource Development Strategy in Response to Industry 4.0: An Analysis from a Labor Market Perspective 1 Introduction 2 Conceptual Framework of National Human Resource Development Strategy 2.1 Concept of NHRD Strategy 2.2 Components of NHRD Strategy 2.2.1 The Core Components 2.2.2 The Extended Components 2.3 Models of NHRD Strategy 3 Impacts of Industry 4.0 on NHRD Strategy 4 Building NHRD Strategy in Vietnam 4.1 Brief Description 4.1.1 Core Component 4.1.2 Extended Components 4.2 Analysis of Vietnam’s NHRD Strategy 4.3 Suggestions for Adjustments 4.3.1 Selecting Model 4.3.2 Modifying Components 4.3.3 Changing Format 5 Conclusion References 4 Vietnam and Regional Human Resource Development in ASEAN 1 Introduction 2 Theoretical Background and Methodology 3 Regional HRD in ASEAN: The Case of Vietnam 4 The Relationship Between Vietnam and ASEAN in the HRD Context 4.1 Vietnam’s Role in Regional HRD in ASEAN 4.2 Vietnam as Chair of ASEAN 4.3 Mutual Recognition Agreements and Their Implications for Vietnamese HRD 4.4 Cooperation in Technical and Vocational Education and Training 4.5 Other Areas in Human Development and Cooperation with ASEAN’s Partners 5 Implications for Research, Policy, and Practice References Part II Human Resource Development in Education 5 Higher Education’s Role in Promoting Entrepreneurship and Innovation Ecosystems in Vietnam: An Evaluation of the Innovative Partnership Program 1 Introduction 2 Reviewing the IPP 3 Findings from the Review 4 Implications for Policy and Practice 4.1 National Level 4.2 Faculty Development 4.3 University Leaders 5 Conclusion References 6 Preparing Competent Business School Graduates for the Emerging Vietnam: A Critical Human Resource Development Issue 1 Introduction 1.1 Vietnam—An Emerging Economy 1.2 Overview of Business and Management Education in Vietnam 2 Graduates’ Competence and the Gap with Employers’ Demand 2.1 Graduates’ Competence Framework 2.2 Graduates’ Knowledge Development and Market Demands 2.3 Graduates’ Skill Development and Employers’ Expectation 2.4 Graduates’ Attributes and Job Requirement 3 Competence Gaps and Stakeholders’ Responsibilities 3.1 Responsibilities of Higher Education System 3.2 Responsibilities of Other Stakeholders 3.2.1 Responsibilities of students 3.2.2 Responsibilities of Recruiters 4 Integrated Approach to Developing Business Graduates for Future Employment 4.1 Addressing Internal Issues 4.2 Linkages and Partnerships Among Stakeholders References 7 STEM Education and STEM-Focused Career Development in Vietnam 1 Introduction 2 Socio-Economic Context and Education System Influencing STEM Education 3 Status Quo of STEM Education and STEM-Focused Career Development 3.1 STEM Education Development in Vietnam 3.2 Promoting STEM Education in K-12 and Higher Education 3.3 Views About STEM Education in Vietnam 3.4 STEM Education and STEM-Focused Career Development 3.5 Promoting STEM Focused Career Development in Vietnam 3.6 Opportunities of STEM Focused Career Development in Education 4 Factors Affecting STEM Education and STEM-Focused Career Development 5 Recommendations for STEM Education and STEM Career Development 5.1 Recommendation for STEM Education and Career Development for Students 5.2 Improvements in Career Services and STEM Guidance 5.3 Policy Support System Toward STEM Education and Career Development 6 Conclusion References Part III Human Resource Development in Organizations 8 Corporate Training and Firm Performance: Evidence from Vietnam 1 Introduction 2 Literature Review and Estimation Framework 2.1 General and Specific Training 2.2 Training and Firm Performance 2.3 Estimation Framework 3 Survey 4 Results 4.1 Types and Methods of Training Programs 4.2 Training Objectives 4.3 Corporate Training Trends in Vietnam 4.3.1 Focusing on Specific Training 4.3.2 Increasing Effective Learning 4.3.3 Growing Use of Active and E-Learning 4.4 Relationship Between Corporate Training and Firm Performance 5 Conclusions References 9 Characteristic Descriptions of Women on Boards of Vietnamese Listed Companies 1 Introduction 2 Background for the Study 2.1 Board Structure of Vietnamese Listed Companies 2.2 Women on Boards: Vietnam Context 3 Methodology 3.1 Research Method 3.2 Data 4 Results 4.1 The Trends of Women on Boards 4.2 The Trend in Human Capital Factors and Geographical Area 4.2.1 Women on Boards: The Human Capital Factors 4.2.2 Women on Boards: The Geographical Area 5 Findings, Discussions, and Conclusion 5.1 Findings 5.1.1 Trends of Women on Boards 5.1.2 Women Distribution Among Human Capital Factors 5.1.3 Women Distribution Among Geographical Areas 5.2 Discussions of the Findings 5.3 Implications 5.4 Recommendations 6 Conclusion References 10 Managing Culture for Management Innovation 1 Introduction 2 Management Innovation 2.1 How Is Management Innovation Different from Other Types of Innovation? 2.2 Antecedents of MI: The Critical Role of Organizational Culture 3 Management Innovation in Vietnam 3.1 Implementation of Management Innovation in Vietnam: An Overview 3.2 Emerging Management Innovation in Vietnam 3.2.1 Learning Organization 3.2.2 Digital Transformation 3.2.3 Organizational Culture 3.3 Challenges of Implementing Management Innovation in Vietnam 4 Implications and Conclusion 4.1 Implications for Research 4.2 Implications for Practice References 11 Importance of Human Resources in Building Sustainable Enterprises: Cases of Small and Medium Enterprises in Vietnam 1 Introduction 2 Background 2.1 Definitions of Sustainable Development and Sustainable Enterprises 2.2 Importance of Human Resources in Building Sustainable Enterprises 3 Importance of Human Resources in Building Sustainable Small and Medium Enterprises (SMEs) in Vietnam 3.1 Small and Medium Enterprises (SMEs) in Vietnam 3.2 Importance of Human Resources in Building Sustainable Small and Medium Enterprises (SMEs) in Vietnam 3.2.1 Enhancing Business Performance and Competitive Advantage 3.2.2 Promoting the Development of Services and Products 3.2.3 Enhancing the Application of Advanced Technology 3.2.4 Enhancing Corporate Social Responsibility (CSR) 3.2.5 Building Organizational Culture 4 Conclusion 4.1 Implications for Practice 4.2 Recommendations for Policy Makers 4.3 Recommendations for Future Research References 12 Knowledge Management: Perspectives and Implications for HR Practices in Vietnam 1 Introduction 2 Knowledge Management 2.1 A Brief Historical Development of KM 2.2 Conceptualizations of Knowledge and Organizational Knowledge 2.2.1 Knowledge as Possession 2.2.2 Knowledge as Process 2.2.3 Knowledge as Knowing 2.2.4 Learning as Acquiring Knowledge 2.3 Implications for Knowledge Management 3 Human Resource Development from Knowledge Management 3.1 Human Resource Development 3.2 KM and HRD Practices 3.2.1 Knowledge Acquisition: Recruitment and Selection, Professional Development Policies 3.2.2 Knowledge Transfer: ICTs and Training 3.2.3 Knowledge Utilization: Performance Appraisal, Incentive Compensation and Team Development 3.2.4 Knowledge Creation: Culture, Leadership Development 4 Conclusion 4.1 Contribution and Practical Implication 4.2 Recommendation for Future Research References Part IV A Vision for the Future 13 “To Reach the Unreachable Star” (The Man of La Mancha) by Making Vietnam’s HRD Impossible Dream Possible 1 Recommendations for Government Consideration 1.1 Define HRD for Vietnam 1.2 Expand the National Council for Education and HRD 1.3 Implement Changes 1.4 Plan for the Future 1.5 Support Innovation 1.6 Develop the Workforce by Expanding and Using the Qualifications Framework 1.7 Emphasize Technical and Vocational Education and Training (TVET; VET in Vietnam) and Teacher Education 1.8 Develop Faculty 1.9 Develop Women 1.10 Improve the Education System 1.11 Incorporate HRD in Organizations 1.12 Improve the Infrastructure to Support eLearning 1.13 Improve Healthcare 1.14 Improve the Environment 1.15 Address Other Social Issues 2 Conclusion References Correction to: Human Resource Development in Vietnam Correction to: H. T. Tran et al. (eds.), Human Resource Development in Vietnam, Palgrave Macmillan Asian Business Series, https://doi.org/10.1007/978-3-030-51533-1 Index Vietnam has had one of the highest GDP growth rates in the world in recent years, yet it remains a developing economy. There remains a need to improve factors influencing the development of its human resources through education at all levels, workplace training, corporate social responsibility, gender equality, support for entrepreneurship, and other practices and policies related to HR. Yet, national HRD, officially, is a relatively new concept in Vietnam. This edited volume highlights the importance of developing human resources, enabling Vietnam to continue its growth in its move into the ranks of developed countries. It examines the historical, political, economic, and cultural contexts embedded in HRD at national and organization levels and emphasizes the changes that HRD can bring about in the nation. This book offers scholars and practitioners a non-western view of how HRD research should be more indigenous and discusses implications for future research