State Policy on Training

production technology; changing consumer demands and competition among current competitors; supplier power; pressure from substitute products and pressure from potential competitors.

Particularly for human resource training, there are 3 factors in the industry environment that are considered to have the clearest influence on the quality of human resource training: competition between current competitors, customer factors and supplier factors.

- Competitive factors: In a market economy, businesses and organizations not only compete in the market and compete in products, but also compete in human resources. Human resources are the core of business activities. To survive and develop, there is no other way but to train and use human resources effectively, because good human resources are the source of all success in the operations of businesses and organizations, human resources are the most valuable resource in every business and organization.

When considering it as the most valuable resource, businesses and organizations must preserve, maintain and develop that resource. To do this, businesses and organizations must have reasonable human resource policies, must know how to lead, motivate, reward appropriately, must create a cohesive atmosphere... in the business and organization. In addition, businesses and organizations must have a salary policy that is sufficient to retain employees working with them, must improve the working environment and improve welfare regimes. If not implemented, businesses and organizations may lose talent to their competitors, because they have more suitable policies to treat and attract talent. The departure of employees is not simply a matter of salary and welfare, but it also combines many other issues, such as conditions for advanced training, promotion conditions, corporate atmosphere - culture, pride and self-respect of individual employees in the business...

Maybe you are interested!

- Customer factor: Customers are the target of every business and organization in the market economy. That is why there is a saying "Customer is king". Customers are the ones who will buy and consume products and services of businesses and organizations.

Organization, is a part of the industry environment factors that affect the orientation of human resource training of enterprises and organizations. Sales are one of the important factors for enterprises. Therefore, enterprises must ensure that their employees produce products that meet the needs and tastes of customers. The quality of goods or services is very important to customers. Managers must train their employees to understand that without customers, there is no business and they will no longer have the opportunity to work if the business no longer exists, or must let them understand that the business's revenue directly affects their income.

Changes in customer tastes require businesses to have a variety of goods and services... In order to meet customer needs well, managers must know how to orient employee training, arrange and staff the workforce to suit their professional expertise, have reasonable incentive policies when employees do well, and have training courses to improve their skills to help employees serve customers better, especially those who regularly come into direct contact with customers...

- Supplier factor: For training and human resource development, the main supplier factor is the training facilities (Schools):

For businesses, the issue of concern is not only how production and business activities take place and how effective they are... but also the quality of the business's human resources.

Why do businesses care about this? Because the quality of human resources has a decisive influence on the success or failure of a business. The quality of human resources originates from the suppliers of this type of product to the business.

In Vietnam today, training institutions are basically capable of providing a qualified human resource suitable for the operations of businesses. However, the biggest limitation of suppliers today is that, in addition to having to continue

Improving the quality of training in aspects such as scientific knowledge, professional practice capacity, creative thinking methods, ability to grasp modern technology... the training structure is not yet suitable for the requirements of production and socio-economic development. This is reflected in the unbalanced training rate between workers, vocational secondary schools, colleges, universities, and postgraduates. While in the labor market, the number of people with professional and scientific qualifications, from technical workers to PhDs in science, compared to the requirements of industrialization, modernization and international economic integration, is still low (this number is only more than 19%), the number of people receiving advanced training at the elementary level is high.

Training by address, that is, training according to the needs of enterprises, has been initially implemented, but due to the small number of employees and workers sent for training, most of them have to take additional training courses at schools, so studying while working will affect the quality of training.

1.2.1.3. State policy on training

As mentioned above, the policy system of countries belongs to the macro-environment group. However, due to its importance to the field of human resource training, this factor is separated for separate research. It includes the following types of policies:

- Labor market policies: The basic factors of the labor market are supply, demand, wages and other policies that create institutions and tools to regulate the labor market. Labor supply mainly depends on the input labor source (education quality) and the vocational training capacity of the vocational training system. Therefore, development policies to increase supply (scale, structure, quality) depend largely on vocational training and human resource development policies. Development policies to balance the demand for skilled labor depend largely on economic development policies, investment in training and job creation. The remaining issues are mainly wage policy, active and passive labor market policies.

Wage policies become a regulating factor, affecting the scale and structure of skilled employment when they create suitability and elasticity. Flexible and elastic wage policies with the demand for jobs of vocationally trained workers will have the effect of regulating, attracting and allocating appropriate labor. Relatively high wages of vocationally trained workers will attract workers to jobs that require appropriate skills, techniques and occupations. Wage policies aimed at promoting the employment of vocationally trained workers can lead to restructuring of employment in a specific industry, sector or occupation.

The response of enterprises to wage policies will be based on labor productivity, wage costs and the scarcity of skilled labor in the labor market. The response of labor in the labor market is to pursue occupations and jobs that provide benefits in terms of employment opportunities and high-income jobs. Therefore, occupations with attractive wage levels will attract workers to learn a trade and look for a job. Wages become a tool to regulate, restructure and reallocate the labor force through vocational training in the labor market.

Efficient labor markets are often the result of a combination of policies that provide flexibility for businesses while ensuring job security for workers. Labor market policies can actively support economic restructuring, increasing employment opportunities, access to jobs and labor productivity. At the macro level, fiscal, monetary, investment, trade and wage policies can support and promote job creation, especially when these policies are combined with proactive labor market policies.

Active labour market policies will intervene to increase efficiency and create employment opportunities directly or indirectly in the labour market. Such policies are policies on developing public employment services, public employment programs, training on access to employment for unemployed and redundant workers, youth employment, credit support for employment, etc. will contribute.

increase the reintegration ability of unemployed workers, increase labor productivity of unemployed people.

Passive labor market programs and policies do not aim to increase employment for workers, but tend to "support" and ensure economic security for workers such as social insurance and unemployment insurance when they lose their jobs or labor.

- Policy on development of technical training

Vocational training development policy is a policy that affects the labor supply (scale, structure, quality) in the labor market. Education, vocational training, skills enhancement and lifelong learning are the most important measures to help workers have the ability to work and thereby help them have the opportunity to get a job. Vocational training is a supply policy, but it has a great effect in adjusting the labor structure and the structure of technical and professional jobs.

Education and training increase human capital. Open vocational training policies make it possible to “catch” students who are unable to pursue higher education. In these cases, vocational training contributes to higher quality employment due to the availability of more workers with higher levels of technical expertise. In addition, vocational training policies targeting certain groups will stimulate demand for training and employment for those groups. Vocational training policies for farmers, youth, women, ethnic minorities, the disabled, etc. contribute significantly to the development of employment for these groups.

Investment policies to develop vocational training systems have a great impact on the future supply of skilled labor in terms of both quantity and quality. The development of the network of training facilities will have an impact on the structure of trained labor and on the structure and quality of employment of trained labor in that area.

Investment by the state (or social partners) focused on developing a skill set (high-level, college skills) or a group of occupations (trades, engineering, technology...) will increase the supply of labor at the skill level.

or that occupation increases and is a pressure on employment for vulnerable groups. The excess supply of high-skilled labor will lead to the replacement of lower-skilled labor and change the quality of employment.

Policies to innovate vocational training, such as innovating programs, textbooks, facilities, and teaching staff, will increase the quality of supply. Innovation policies within the system will make training more closely linked to job requirements, increasing the quality of trained workers.

In addition to investment policy, credit policy for vocational students is a very important and meaningful policy. The goal of training credit is mainly to support and stimulate training demand, it also contributes to the "flow" of students into vocational training, increases demand for vocational training and promises to increase the supply of skilled labor. On the other hand, the abundant supply of skilled labor changes the structure of the use of technical and professional labor in the labor market or the skilled labor market of the province/region/area.

1.2.1.4. Fairness factor in evaluation

- Research on fairness: We consider how the theory of fairness affects the quality of technical worker training. There is a difference between “fairness in the process” and “fairness in the distribution results”. In the study of fairness, researchers have summarized the fairness in the organization, specifically “fairness in the process”. Fairness or impartiality originates from philosophy, political science, religion, among other fields and attracts the attention of anyone who has ever experienced unfairness. In business organizations, the consideration of fairness is of concern to managers, employees and other relevant subjects, who consider “impartiality” as the unifying value, forming the basic principles that bind conflicting parties and create a stable social (superstructure). It can be said that researchers on procedural justice (CQ), from both theoretical and practical perspectives, have provided managers with a pivotal basis, helping organizations

Organizations are entering the 21st century, where changes are happening at a rapid pace and human resource management issues are increasingly becoming a major concern in organizational life.

- Regarding the importance of “fairness” in organizations, many recent articles on organizations emphasize the importance of “core values” for organizations (e.g. Clawson, 1999; Collins & Poras, 1997), and fairness is mentioned as one of the core values of organizations. According to Colins and Porras, core values are fundamental, guiding and enduring principles. Rawls identified “fairness” as “the first quality of social organizations” (Rawls, 1971:3). Barnard (1938) considered “fairness” as one of the basic bases for cooperation in organizations. Recently, the main principles of effective leadership proposed by Clawson (1999) include: telling the truth, keeping promises, being fair and respecting individuals. Thus, one argument for the importance of fairness is that “fairness serves as a core value and foundation of the organization.”[88]

In general, procedural justice refers to how an allocation decision is made. Procedural justice contrasts with outcome fairness, which is related to the decision to distribute outcomes. CQ refers to both objective and subjective circumstances; objective CQ implies actual (actual) fairness (Lind & Tyler, 1988), while subjective CQ refers to an individual's judgment about an objective process or about the fairness-enhancing potential of an objective process (Konovsky & Cropanzano, 1991). CQ researchers have mainly measured subjective CQ and its effects (Cropanzano & Greenberg, 1997), while the relationship between subjective and objective justice has been left open and little researched. Researchers believe that objective CQ will lead to subjective fairness perceptions (CQ). The cognitive element in subjective equity refers to the cognitive subject's calculation of subjective fairness in each decision. [88]

- One of the reasons why we care about perceptions of fairness is that perceptions of fairness have important consequences such as people's behavior.

workers or their attitudes; In particular, it has an impact on attitudes towards advanced learning, the awareness of the need to learn and self-learning to improve qualifications.

Fairness in human resource management has an important indirect impact on improving the quality of human resources and that is the impact on the quality of training in general and vocational training in particular; from fairness in recruiting human resources for enterprises, to evaluating work results; fairness in salary payment; evaluating the quality of human resources; evaluating results in training courses... we can see that the consequences of fairness in the process have an impact on the quality of vocational training in the field of information technology. [88]

1.2.2. Internal factors

The process of training human resources in general and CNKT in particular, at different levels, is conducted at different facilities, namely professional training facilities (schools) and training at the enterprise itself. [64]

In this section, the thesis will study the factors affecting the quality of

CNKT training at these two organizations (Enterprises and training facilities).

1.2.2.1. Internal business environment

The internal environment of a business includes all the internal factors and systems of the business that the business can control. Businesses must try to thoroughly analyze those internal factors, in order to clearly identify their strengths and weaknesses. On that basis, propose measures to overcome weaknesses and promote strengths to achieve maximum advantage. Related to training and human resource development include internal factors, mainly including functional areas, such as business goals, human resources, research and development, production, finance, marketing, and general organizational discipline. [64]

- Business objectives in human resource training: Each business has its own objectives. Each level of management must clearly understand those missions. In practice, each functional department in the business also has separate objectives. However, it can be seen that the objectives

Comment