The model of academic staff development in the context of enhancing university autonomy and social responsibility

The model of academic staff development in the context of enhancing university autonomy and social responsibility

Ngo Thi Hieu hieunt@ttn.edu.vn Tay Nguyen University Buon Ma Thuot city, Dak Lak, Vietnam
Nguyen Thanh Hung hunglapthao.dhtn@gmail.com Tay Nguyen University Buon Ma Thuot city, Dak Lak, Vietnam
Tran Cong Phong tcphong@moet.edu.vn The Vietnam National Institute of Educational Sciences No 101 Tran Hung Dao, Hanoi, Vietnam
Summary: 
Under the impact of the socialist-oriented market economy and international integration, more and more autonomy has been assigned to public higher education institutions to encourage their appropriate and effective use of resources to improve training quality. In reviewing the model of human resource management and knowledge management based on the corporate social responsibility (CSR) approach, this paper presents a model built for developing academic staff under the consideration of several factors including external factors, internal factors, the autonomy and social responsibilities of the University for outputs, stakeholders (university administration board, investors, human resources units, university members) and the quality management of higher education institutions.
Keywords: 
Model
academic staff development
accountability
university social responsibility
human resource management
lecturer professional development
Refers: 

[1] Bui, V. G (2008). “Reorganize and promote human resources”. The Saigon Liberation newspaper. No 24/3/2008.

[2] Pham, L. (2016). Mission anh vision statement of the university, accessed date 5-7-2019, at website https:// www.lypham.net/?p=245.

[3] Pham, Phu (2011). “Higher education reform: University autonomy and social responsibility”, p. 24 in “On the new face of Vietnamese higher education, volume 2, Viet Nam National University, Ho Chi Minh City.

[4] Nguyen, B. T. (2015). Academic staff developing of An Giang University by the human resource management approach, PhD dissertation in Educational Science, Hanoi National University of Education, Hanoi.

[5] Dang, U. V., Tran, Q. T. (editor), & Dang, B. L. (2012). Educational Development in the context of market economy and international integration, National Politics - Truth publisher, Hanoi

[6] Armstrong, M. (2006). A handbook of Human Resource Management. Cambridge University Press.

[7] Audrey S Bollinger and Robert D Smith (2001), “Managing organizational knowledge as a strategic asset”, Journal of knowledge management. 5(1), p. 8-18.

[8] Archie B Carroll (1979). “A three-dimensional conceptual model of corporate performance”. Academy of management review. 4(4), p. 497-505.

[9] K. & Blomstrom Davis, R. l (1996). Business and its environment. McGraw-Hill, New York.

[10] Davoudi, S.M.M. & Kaur, R. (2012). The mutual linkage between human resource management and knowledge management, Arth Prabhand: A journal of economics and management, 1, 13-29

[11] Michael Hopkins (2016). The planetary bargain: corporate social responsibility comes of age. Springer

[12] Ishak, N. B., Eze, U. C. & Ling, L. S. (2010). Integrating knowledge management and human resource management for sustainable performance. Journal of Organizational Knowledge Management, 1-13.

[13] Lapiņa, I., Maurāne, G. & Leontjeva, O. (2014). Human Resource Management Models: Aspects of Knowledge Management and Corporate Social Responsibility, 110, 577-586.

[14] N Lucas, SR Komives và TR McMahon (1998). “A new way of understanding leadership”: Exploring leadership for college students who want to make a difference. Retrieved April. 26, p. 2002.

[15] Paauwe, J. (2004). HRM and performance: Achieving long-term viability. Oxford University Press on Demand.

[16] Price, A. (2007). Human resource management in a business context. Cengage Learning EMEA.

[17] Schein, . H. (2010). Organizational culture and leadership.John Wiley & Sons, 2.

[18] Sumi, J. (2011). Human resource management and knowledge management: Revisiting challenges of integration, International journal of management & business studies. 1, 56-60.

Articles in Issue