Criteria for Evaluating the Quality of Cultural Management Civil Servants

* Second, professional qualifications, professional skills (intellectual ability):

The intelligence of civil servants is a category that refers to the understanding, perception, acquisition, and application of specialized and technical knowledge in performing work; it is also the thinking capacity, thinking ability, creativity, talent, ability, and aptitude of each person in performing assigned tasks.

The intelligence of a public servant in charge of cultural affairs is demonstrated through his/her educational level, professional expertise, creativity in the field of culture and cultural affairs; proficiency and skills in using foreign languages and information technology at work; professional skills, work experience... On the other hand, intelligence is also demonstrated through creativity, flexibility, alertness in discovering new information and the ability to quickly adapt to learning and applying it to performing assigned tasks.

Intelligence is formed, maintained and developed depending on the development level of the national education and training system. In addition, the intelligence of cultural management civil servants also depends on the innate ability, the efforts of each civil servant and the practical experience and seniority in the cultural sector that each civil servant has gone through and accumulated.

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Intelligence is the content and a particularly important factor, which has a decisive meaning for the quality of cultural management civil servants. Because, performing cultural management tasks is not simple labor, which only requires physical strength, but this is complex labor, managerial labor, intellectual labor, so it must go through a long, difficult, and complicated training process to be able to do it.

* Third, moral qualities, professional style (mental strength):

Conscientiousness is a category that refers to the moral qualities, posture, and working style of public servants. A civil servant with conscientiousness is a civil servant who is always wholehearted, wholehearted, and develops all creative abilities to contribute to the collective work, to society, and always completes assigned tasks well.

The spirit of the public servants in charge of public administration is demonstrated through moral qualities, a spirit of impartiality, purity, comfort and always focusing on work; having a love for the profession, having a high sense of collective solidarity, not being self-interested or selfish; always having an attitude against negative manifestations, corruption and waste; demonstrated through a sense of organization and discipline, having a spirit of self-criticism and correct criticism to build solidarity in the unit, having a professional, flexible, sharp, scientific and civilized working style.

smart, modern and highly effective.

The mental strength of the cultural management civil servants depends mainly on the learning, training, practical activities and cognitive process of each civil servant. At the same time, the mental strength of the cultural management civil servants also depends greatly on the education, training, propaganda, enlightenment, summary, evaluation and management capacity of the leaders of the cultural management agencies and units at all levels.

2.2.2. Criteria for assessing the quality of cultural management civil servants

2.2.2.1. Group of criteria for assessing health and physical fitness

The health and physical strength of public servants are reflected in their endurance and flexibility in performing their duties. Health is an important criterion for assessing the quality of public servants. Because health is the basis and important foundation for all activities of public servants, without health there can be no human activities. Health is expressed in a state of physical, mental and social comfort that is harmoniously combined in each public servant. The Charter of the World Health Organization states: Health is a state of complete physical, mental and social well-being, not just a disease or disability.

The health of public servants includes physical health and mental health.

Physical health is reflected in the strength and capacity of muscles; mental health is the flexibility of nervous activity, the ability to move the mind, and turn thinking into practical activities. The health of public servants is reflected by a system of basic indicators such as: health status (the Ministry of Health divides it into three categories: type A - good, type B - average, type C - weak); illness status (the less or no illness a civil servant has, the better his or her health is); The health and physical condition of civil servants are affected by the facilities and conditions for protecting and taking care of the health of the civil servant team.

The health and physical condition of public servants in charge of public administration are partly assessed through the guiding criteria of the health classification rate of the public servants in charge of public administration, according to the following formula:

Number of civil servants type X

Health rate (%): X = x 100 Total number of civil servants

In which: X is health type (A, B, C)

Mental health of public servants, specifically:

- Living happily, with a peaceful spirit and a clear conscience is the beginning of good mental health. Each public servant does not have to worry about thinking about the things he has done wrongly, which may not be good to others, does not have to worry about dealing with different tricks to survive, therefore, physical health is also developed favorably.

- Having the ability to adapt well, be intelligent and respond effectively to environmental conditions, endurance is also an important requirement for good mental health. A public servant with good mental health also demonstrates good working ability. When having good working ability, a public servant strives to prove himself and that is also a good source of nourishment for the physical and mental health of a public servant.

- Having appropriate life skills makes civil servants feel more confident in the office environment, feel that they are really necessary for the people, for colleagues, thereby strengthening their physical and mental health. There are many appropriate life skills, but first of all, we must mention: communication skills, behavioral skills, group action skills, coexistence skills, etc.

The physical strength of public servants in the public administration is formed, maintained and developed by nutrition and health care. Therefore, the physical strength of public servants in the public administration depends on the development level of the industry, income distribution, policies, etc.

2.2.2.2. Group of criteria for evaluating professional qualifications and technical skills (intellectual ability) First, criteria for educational qualifications:

The educational level of a public servant is the level of knowledge a public servant has achieved through the learning process in the national education system, such as: primary school, junior high school, high school, intermediate school, college, university, postgraduate...

The education level of public servants in the public administration is assessed by the percentage (%) between the number of civil servants with a certain education level and the total number of civil servants:

Number of civil servants with level X

Education level (%) X = x 100 Total number of civil servants

In which: X is education level (high school graduate)

Second, criteria on professional qualifications:

Professional qualifications of public servants in the field of public administration are qualifications acquired through a professional education system; they are the understanding and ability to perform in a certain professional field.

The professional training level of the QLVH civil servant team is demonstrated through the system of diplomas and certificates, including the following levels: primary, secondary, college, university and post-graduate (master, doctorate); the level of completion of assigned work and tasks.

Professional qualifications are calculated as a percentage (%) between the number of civil servants with a certain professional qualification and the total number of civil servants:

Number of civil servants with level X

Professional qualifications (%) X = x 100 Total number of civil servants

In which: X is professional qualification (Primary, intermediate, college, university, postgraduate).

On the other hand, qualifications are also shown through civil servant ranks, including: Specialist, senior specialist and senior specialist.

The level of the QLVH civil servant rank is calculated by the percentage (%) between the number of civil servants with that rank and the total number of civil servants:

Number of civil servants with level X

Civil servant level (%) X = x 100 Total number of civil servants

In which: X is the civil servant level (specialist, senior specialist, senior specialist).

The basic issue is that the professional training level of civil servants must be appropriate to the assigned work and tasks. In addition, there are additional professional levels that are required in almost any narrow field of expertise, such as: foreign language and computer skills...

Number of civil servants with level X

- Foreign language proficiency (%) X = x 100 Total number of civil servants

In which: X is foreign language level (certificate, intermediate, college, university).

Number of civil servants with level X

- Computer proficiency (%) X = x 100 Total number of civil servants

In which: X is the level of computer skills (certificate, intermediate, college, university).

Third, criteria on professional skills:

Vocational skills are the ability and capacity to apply acquired and perceived knowledge into practical work activities. The higher the vocational skills, the better the work performance of civil servants. Therefore, vocational skills are a very important criterion in assessing the quality of civil servants in the field of public administration. Vocational skills are the result of the synthesis of the training, practice, thinking, and experience accumulation of civil servants. However, there are skills necessary for all civil servants and there are indispensable skills for a certain group of civil servants depending on the nature of the work they undertake. The division of vocational skills into groups is the basis for determining the content of skill training for different groups of civil servants.

Professional skills of public servants in general can be divided into four basic groups:

- General skills group: related to information collection, analysis, evaluation, synthesis, proposal, decision, issuance, and checking of decisions and policies...

- Communication skills group: related to communication, behavior, teamwork, listening, presentation skills...

- Operational skills group: skills in using methods, means, and tools to perform certain jobs.

- Professional skills group: depends on aptitude for specific cultural fields, such as: performing arts, fine arts, photography, exhibitions...

The above mentioned skills are all significantly influenced by the professional qualifications, personal abilities and work experience of the public servants in the process of performing public duties. Therefore, this is a complex content in the process of evaluating public servants, easily confusing with professional qualifications. Therefore, when evaluating according to this criterion, it is necessary to identify good skills serving the activities; poor skills, not meeting the requirements; necessary skills that the public servant does not have; unnecessary skills that the public servant has.

Fourth, criteria on professionalism:

The professionalism of a civil servant is the proficiency and mastery in performing and completing assigned tasks. Professionalism is always associated with a certain job and is specific to that profession. The deeper the division of social labor

The higher the level of specialization, the more conditions civil servants have to demonstrate and the higher the level of professionalism they need to have. For a civil servant, professionalism is understood as follows:

First, must be proficient in the main profession appropriate to the assigned position and some related professions.

Second, one must have the skills to perform those tasks. For each position, civil servants must master the skills (human skills and corresponding theoretical skills) and techniques.

Third, we must clearly understand and know how to apply the basic issues of psychology in state management.

Fourth, it is necessary to understand and properly implement the public service regulations of state officials, especially to exercise the right authority, process, and procedures in state management.

The purpose of professionalism in public service is to create completeness, quality, efficiency and reliability. To achieve these, even the smallest details must be established in a synchronous, consistent and reasonable manner.

Professionalism is not only demonstrated in good and standard working capacity but also in procedures and work processes that need to be standardized so that everyone knows how to implement and check the implementation. Professionalism requires that public servants in charge of public services must be properly trained in their field, have the knowledge and skills to perform public duties, have awareness, discipline and good health to perform public duties effectively. Public servants in charge of public services must perform public duties professionally to ensure the implementation of professional standards from public service implementation procedures, safety regulations to standards of conduct and working style.

In addition, the professionalism of cultural management civil servants is demonstrated in their proficiency and mastery in performing and completing tasks associated with the specific characteristics of cultural management activities, ensuring the most effective implementation of work. The more professional the cultural management civil servants are, the higher the quality of the cultural management civil servants team.

2.2.2.3. Group of criteria for evaluating moral qualities and professional style (mental strength)

Talking about mental strength here means talking about the moral qualities and professional style of the public service officials.

The group of criteria for evaluating the dedication of the team of public servants in the management of cultural affairs shows:

Firstly, a civil servant with moral qualities is a civil servant with a patriotic spirit, a pure international spirit; wholeheartedly serving the country, the collective and society; a person who always follows the spirit of: diligence, thrift, integrity, impartiality.

The moral qualities and lifestyle of public servants are closely related to political qualities. Political qualities govern and determine moral qualities; moral qualities influence the development of political qualities. The dialectical relationship between political qualities and moral qualities of public servants creates the revolutionary moral qualities of a public servant in general.

Second, political awareness of public servants in charge of cultural affairs. That is the understanding of the Party's political guidelines and viewpoints, the Party's political ideological foundation, the understanding and belief in the Party's goals, ideals, guidelines, policies, and the role and tasks of public servants in charge of cultural affairs. At the same time, those are the expressions, gestures, words, and actions of public servants in charge of cultural affairs that come from awareness, thoughts, and feelings about the Party's political, ideological, and organizational issues, and the implementation of legal regulations. The political awareness of public servants in charge of cultural affairs is expressed through a political attitude that is resolute, decisive, or half-hearted, hesitant, or serious or not serious... which greatly affects the implementation of the political tasks of public servants in charge of cultural affairs.

Third , the working style of the public service officer is a stable way of working, reflecting the characteristics of each individual. The working style of the public service officer depends on many factors: political qualities, moral qualities, lifestyle, qualifications, capacity, personal temperament, position, function, tasks, working conditions, living conditions, education, training... of the public service officer. The working style of the public service officer has a great influence on innovation, improving the effectiveness and efficiency of work. The working style includes many rich contents, but mainly: Democratic - collective style; scientific style; mass style.

Fourth, the relationship of the public service officer with the environment and specific working conditions (with political guidelines, tasks, organization, mechanisms and policies). These are particularly important signs to identify the quality of public service officers today. Because public servants always live and operate in a series of relationships; each public servant is both the subject and the object of the relationships with nature and society.

2.2.2.4. Group of criteria for evaluating work results:

In order to evaluate the performance, results and participation of public servants in the agency's activities, the assigned tasks must be clearly defined, with specific and realistic evaluation criteria, thereby having the right policies on

Organizing and training to improve management efficiency. This is the most comprehensive criterion and is the result of the total combination of all three elements that make up the quality of public servants in management. This criterion is the output product of public servants in management.

Criteria for evaluating the work performance of the QLVH civil servants include:

- Time taken to complete assigned tasks; quantity and quality of consulting on development, drafting and promulgation of legal documents on QLVH.

- Quantity and quality of consulting on the construction and drafting of signed documents in international cultural cooperation, such as: international cooperation agreements, international treaties, international agreements...

- Summarize and evaluate the practical implementation of legal documents on cultural management; detect shortcomings, limitations and unreasonable content in documents on cultural management to have timely and effective amendments, supplements or replacements.

- Organize inspection and monitoring of the implementation of laws, policies and guidelines of the Party and State; administrative procedures and compensation work of the State in areas under the State management function of culture.

- Evaluate the development of cultural activities in each period; advise on rewarding organizations and individuals with outstanding achievements in cultural activities, and promptly and strictly handle organizations and individuals who intentionally violate for personal gain.

2.2.2.5. Group of criteria for leadership qualities and prestige:

As a leader, the qualities of a public servant in charge of public administration are demonstrated in his/her confidence in his/her own abilities; his/her desire to complete the work; his/her proactiveness and self-confidence in handling work; his/her firm, resolute, and decisive stance; his/her ability to analyze, consider, and make correct, scientific judgments; his/her ability to organize reasonably and scientifically; his/her spirit of daring to think, daring to do, daring to innovate, and daring to take responsibility; his/her educational background, academic qualifications, cognitive abilities, ability to adapt to all circumstances, and his/her ability to endure difficulties and work pressure...

The prestige of leaders and managers in cultural management is a reflection of the real relationship between leaders and managers and civil servants who do not hold leadership positions in the cultural management system.

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