Nghiên cứu khung năng lực nhân sự quản lý kinh doanh trong các ngân hàng thương mại việt nam tt tiếng anh

MINISTRY OF EDUCATION AND TRAINING
FOREIGN TRADE UNIVERSITY
---------

SUMMARY OF PHD THESIS

A STUDY OF COMPETENCY MODEL FOR SALES
MANAGERS IN VIETNAMESE COMMERCIAL BANKS

Major: Business Administration
Code number: 9340101

DUONG THI HOAI NHUNG

Hanoi – 2020


The thesis is completed at: Foreign Trade University

Science instructor: Prof., Dr. Le Thai Phong

Reviewer 1: ................................................................................
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Reviewer 2: ................................................................................
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Reviewer 3: ................................................................................
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The research will be protected in front of the
at..............................

council meeting


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CHAPTER 1: INTRODUCTION
1. Research background
The development of a competency-based management tool
called the competency model has shaped a new trend in enterprise
management. In Vietnam, competency model is gradually becoming
an important tool, as a foundation system to effectively implement
human resource management activities in enterprises. Therefore, the
development of competency model and application of this tool in
human resource management activities has become a necessary issue
for businesses.
Commercial banks are a type of enterprises operating in the
monetary field, and have been playing a very important role in the
development of the economy. Therefore, improving the operational
capacity of commercial banks is a matter of special concern to countries.
Sales managers- one of the middle managers, are playing a
key role in the business activities of the bank. In order to perform
well its role, sales managers at commercial banks really must have
sufficient knowledge, skills, attitudes and qualities to effectively
manage themselves, the team and the organization.
However, the competencies of sales managers in commercial
banks are facing great difficulties and challenges.
Firstly, the standard of competence for the same title of sales
managers has not been consistent in commercial banks.
Secondly, most commercial banks lack measurement tools
for sales manager’s competencies of each position. In each position,
the commercial banks can set their own standards of competencies

which are a difference from others.


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Thirdly, the assessment of the shortage of sales manager’s
competencies in commercial banks still faces many difficulties. This
makes long-term planning as well as short-term training to foster the
knowledge, skills and qualities required for sales managers in
commercial banks is still slow, not keeping up with the speed of
enterprises development.
Therefore, the topic "A study of competency model for sales
managers in Vietnamese commercial banks" is very necessary and
meaningful for implications both in theory and practice.
2. Research gap
Firstly, the research on competency model for middle
managers have not attracted the attention of Vietnamese and foreign
scholars.
Secondly, Vietnamese studies mainly focus on one component of
competency in the overall pool of required competencies. There is a lack
of research on the systematic structures of competency model, the
process of developing and implementing competency model, in order
to solve the difficulties and challenges in the implementation process.
Thirdly, previous studies have rarely considered the impact
of competencies on managerial effectiveness at an individual level.
Fourthly, the Vietnamese research focusing on competencies
of sales managers at commercial banks is still relatively limited.
3. Research question
(1) What is the structure of competence model of sales
managers in Vietnamese commercial banks?

(2) How is the impact of the competencies of sales managers
on the managerial effectiveness of this position at Vietnamese
commercial banks?
(3) What solutions should be taken to improve the


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development, implementation and application the competency model
of sales managers to human resource management activities at
Vietnamese commercial banks in the next period?
4. Research objective
The objective of the research is to propose and apply the
competency model of sales managers to human resource management
activities at Vietnamese commercial banks.
5. Research object and scope
5.1. Research object
The object of the research is the competency model of sales
managers in Vietnam commercial banks.
5.2. Research scope
The study focuses on identifying the components of
competency model of sales managers in Vietnamese commercial
banks (including competency list, definition, standard level and
behavioral indicators for each standard level) and verify proposed
competency model of sales managers at banking branches in 3 cities
including Hanoi, Quang Ninh and Ho Chi Minh.
6. Research structure
The structure of the research is divided into five chapters
including chapter 1: Introduction; Chapter 2: Theoretical background for
sales manager’s competency model; Chapter 3: Research methodology;
Chapter 4: Research results of sales manager competency model in

Vietnamese commercial banks; Chapter 5: Orientations and solutions to
apply sales manager’s competency model to human resource
management activities in Vietnamese commercial banks.


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CHAPTER 2: THEORETICAL BACKGROUND FOR SALES
MANAGER’S COMPETENCY MODEL
2.1. Overview of competency model
2.1.1. Definition of competency
Literature review of the competency development is grouped
into three distinct approaches: (a) educational, (b) psychological, and
(c) business context (Markus et al. 2005; Shippmann et al., 2000).
The concept of competency based on a business approach is
focused on the ability to learn and improve through training and
development so that competencies need to be observed. The
definition that has been accepted by numerous scholars: “A
competency is a cluster of related knowledge, skills, and attitudes
that affects a major part of one’s job (a role or responsibility), that
correlates with performance on the job, that can measure against
well-accepted standards, and that can be improved via training and
development” (Parry, 1998, p.59).
2.1.2. Definition of competency model
Competency model reflects the full competence that an
individual needs to perform a job. The competency model focuses on
behavior rather than personal characteristics and traits, because
personal characteristics and traits are difficult to observe and measure
accurately (Dubois et al., 2004). Competency model is a set of
competencies that include the key behaviors required for excellent
performance in a particular role. Therefore, the study chooses the

definition of competency model is “The competency model is a set of
all competencies required from employees of a given organisation
that are grouped into appropriate sets for individual jobs or
organisational roles” (Sienkiewicz, 2004, p.7).


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2.1.3. Categories of competency model
The single-job approach: The first competency models were
developed for single jobs and are the most common approach to
competency modeling. Developing a single-job competency model
starts with an identified critical job that line management or an HR
professional sees as needing better selected or developed incumbents.
The "one-size-fits-all" approach: HR professionals who are
seeking a broad, quick, and consistent impact for competency
technology often adopt a "one-size-fits-all" competency model, by
defining one set of competencies for a broad range of jobs (e.g., all
managerial jobs).
A multiple-job approach: This method creates multiple models
depending on jobs and levels. This method is used when all the jobs
do not have anything in common. To go ahead with creating models
that are of use, the organization has to be more specific on the
potential uses of the model. The time is ripe for a multiple-job
approach to building competency models.
2.1.4. The roles of the competency model
 Linking competency models to organizational goals and
objectives
Firstly, the competency model helps to link the goals, missions
and visions of the organization with the requirements of the
individual's work. Second, the competency model helps organizations

build a competitive advantage by building core competencies.
Thirdly, the competency model helps to connect organizational
activities with corporate culture has been and is intended to shape
and help businesses adapt to the change process. Fourthly, the
competency model helps improve the management process of the
human resource management system in enterprises.


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 Linking competency models to human resource
management activities
Selection: competency models have been used by many
organizations to identify suitable candidates at the recruitment stage.
The purpose is to establish the “behavior” needed in a particular job
and the extent to which these are possessed by different candidates.
Training and development: competency models help focus on
training related behaviors and skills, ensures the cohesion between
training and development, and helps manage training activities most
effectively.
Performance appraisal/management: competency models help
solve the problems of performance evaluation, ensures consistency in
the evaluation criteria, what needs to be achieved and does not need
to be achieved, collects relevant information. The competency
framework also helps managers to observe behavior and
characteristics related to performance.
Succession personal planning: The competency models allow
identifying the required competencies to implement the organization's
strategic success now and in the future. Therefore the organization
can develop a personal plan, a collective competence development
plan and an appropriate plan for the development of potential

candidates in the future.
Compensation management: The competency models support
payment based on competencies (skills, knowledge, attitudes, etc.).
Establishing compensation for demonstrated competencies, that is, both
what is accomplished and how it is accomplished, provides fairness and
equity and distinguishes between superior and average performance.


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2.2. Theory of sales manager’s competency model
2.2.1. Definition and roles of sales managers
 Definition of sales managers
According to Le Bon (2016) sales managers greatly influence
organizations’ sales performance through their supervision of the
sales force that interacts directly with customers and drives revenues.
 Roles of sales managers
• Strategic planning: sales managers are responsible for setting
goals, formulating implementation strategies, and achieving or
exceeding the plan targets set by the departments and companies.
• Organizing the sales force: sales managers need to ensure
that the sales personnel are allocated exactly the position appropriate
to their competencies and importantly protect customers with the
benefits they are enjoying.
• Recruiting and hiring: To create a talent pipeline, sales
managers need to be effective and skilled in the art of recruiting and
hiring new salespeople. Hiring a new person should be done with the
thought of building the bench for the future.
• Training and development: Sales manager needs to identify areas
of development in which each salesperson may need to obtain mastery so
that the salesperson can be effective. Training needs to be continually

reinforced by the sales manager to the salesperson. Identifying skills or
lack thereof is the responsibility of the sales manager.
• Motivation and leadership: Sales managers need to be able to
rally their teams to create enthusiasm and excitement. The
enthusiasm can decrease easily from some salespeople as they try to
close sales and are not successful. In addition, managers need to
ensure that the vision of the organization has been accepted and is
being acted upon by all salespeople on their team.
• Performance evaluation: Sales managers should give regular


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consistent feedback and coaching to their salespeople. Sales
managers conduct performance evaluations consistently throughout
the year. Feedback given and received throughout the year should
match the year-end result.
2.2.2. Definition of sales manager competency model
The role of sales manager is becoming more and more
important in businesses, the required competencies for this position
are necessary. According to Cron and DeCarlo (2009), competency
model of sales managers is defined as sets of knowledge, skills,
behaviors, and attitudes that a person needs to be effective in a wide
range of industries and various types of organizations.
2.2.3. A sales manager competency model structure
The competency model structure will include the following:
- Competency cluster: consists of competencies with identical
or similar characteristics and attributes.
- Competency: a name for each specific competency.
- Definition of competency: a general description of what
competency is, explaining the most basic concept of competence.

- Competence levels: Competence level is the required level of
competence so that personnel can fulfill their roles and functions and
meet competence requirements to get the job done.
2.2.4. Method of building a sales manager competency model
 Approaches to a sales manager competency modeling
Based on the pros and cons assessments of the approaches to a
competency modeling, the study chooses borrowed-and-tailored
approach (Rothwell and Lindholm, 1999). The borrowed-and-tailored
approach lets the organization leverage a borrowed model, but tailors it
to the specific culture, skills, and abilities necessary for each position, or
the most critical positions. Occupation specific competency models are
good start for this approach (Rothwell & Lindholm, 1999). This method


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will be effective for researches when it adopt existing model to new
context at Vietnamese commercial banks.
Besides, the author also chooses the research- based approach
(Briscoe & Hall, 1999). Because this will be an appropriate approach to
build and suggest the new competency model that can be applied by
Vietnamese commercial banks for sales managers.
 Tools to build a sales manager competency model
Based on theoretical and practical research, the author finds
suitable tools to build the sales manager competency model in
commercial banks in Vietnam including:
(1) Focus group interviews
(2) Survey questionnaire
(3) Behavioral interviews (BEIs)
(4) Job description
(5) List of available competencies and competency dictionary

(6) SPSS software
 The process of a sales manager competency modeling
The process of developing a sales manager competency model is
based on the process of Draganidis and Mentzas (2006) including 9 steps:
Step 1: Establish a project team in charge of developing
competency model
Step 2: Develop standard performance data and select a sample
for the survey
Step 3: Develop a tentative list of competencies
Step 4: Define competencies and levels of competency
Step 5: Draft competency model
Step 6: Cross-check the competency model outline
Step 7: Adjust the model
Step 8: Assess and approve the competency model
Step 9: Complete the competency model


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2.3. Study the impact of the competence on managerial
effectiveness
2.3.1. Managerial effectiveness concept
In this study self-perceived managerial effectiveness is defined
as the degree to which a manager perceives that he or she fulfills or
exceeds work role expectations (Spreitzer, 1995). In other words,
managerial effectiveness is the extent to which managers feel that
they achieve the output and goal requirements associated with their
positions in conformity to their organizations’ expectations.
2.3.2. The impact of competency on managerial effectiveness
In order to verify the effectiveness of the competency model, it
is necessary to verify the competence components of the competency

model. The first study to lay the groundwork for examining the
impact of competency on management performance is documented in
Boyatzis (1982), proving that individual competence is an
indispensable factor that managers can get the job done. The
empirical studies of Cockerill (1989), Finn (1993) and Renu (2015)
have confirmed the existence of impacting competency on
managerial effectiveness (based on at individual level).
CHAPTER 3: RESEARCH METHODS
3.1. Qualitative research methods
Qualitative research methods are used with the purpose of
ensuring the science and relevance of concepts, constituent factors
and scales of variables in the research of competency model.
Qualitative research helps explain the research results assessing the
impact between the competencies and managerial effectiveness of
sales managers at commercial banks in Vietnam. Qualitative research
methods include desk- research, expert interviews and in-depth
interviews.


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3.2. Quantitative research methods
3.2.1. Quantitative research: building a sales manager competency
model
- Data collection methods:
+ To test the appropriateness of competency list, the study
conducted a questionnaire with a structured design consisting of 2
parts: Part 1 asked for the characteristics of the object (about gender,
age, educational level and workplace); part 2 asked for rating the
importance of competencies with the 20 questions. The scale used in
the survey is a 5-level Likert scale: 1- Strongly Disagree 5Strongly Agree.

+ To determine the competency standard level, the
questionnaire was designed with 2 parts: part 1 asked for the
evaluation of the required standard level of sales managers including
13 questions, part 2 asked for the characteristics of the object (about
gender, age, educational level and workplace) The scale used in the
survey is a 5-level scale: 1- Primary level 5- Expert level.
- Data processing method: descriptive statistics, Cronbach
Alpha, EFA.
- Select the survey location and sample: The author has
selected the research location at 11 commercial banks operating in 2
provinces/ cities including Ha Noi and Quang Ninh with134 samples
to determine the official competency list of competency model in
sales managers.
3.2.2. Quantitative research: Empirical verification of the sales
manager competency model
3.2.2.1. A research model and hypothesis
• Research model 1: The impact of management
competencies on managerial effectiveness
The research hypotheses are formulated:


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H1: Work planning and execution have a positive relationship
with managerial effectiveness
H2: Group management has a positive relationship with
managerial effectiveness
H3: Problem solving is positively related to managerial
effectiveness
H4: Sensitive to business circumstances with a positive
relationship with managerial effectiveness

 Research model 2: The impact of technical competencies
on managerial effectiveness
The research hypotheses are formulated:
H5: Job-specific knowledge and professional skills have a
positive relationship with managerial effectiveness
H6: Business environment and industries knowledge has a
positive relationship with managerial effectiveness
H7: Achievement Orientation has a positive relationship with
managerial effectiveness
H8: Customer orientation has a positive relationship with
managerial effectiveness
• Research model 3: The impact of self-management
competencies on managerial effectiveness
The research hypotheses are formulated:
H9: Integrity has a positive relationship with managerial
effectiveness
H10: Innovation and creativity have a positive relationship
with managerial effectiveness
H11: Stress management has a positive relationship with
managerial effectiveness
H12: Time management has a positive relationship with
managerial effectiveness


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H13: Continuous learning has a positive relationship with
managerial effectiveness
3.2.2.2. Selection and design of scales
• Scale of management competencies
The scale of management competencies was inherited from the

scale of Murale and Preetha (2011), Favia (2010), Busch (2012), Do
(2016) and Tran (2009). The number of management competencies
scales is 18 scales, including Work planning and execution (5 scales),
Group management (4 scales), Problem solving (4 scales), Sensitive
to business circumstances (5 scales).
• Scale of technical competencies
The scale of technical competencies was inherited from the
scales of Favia (2010), Busch (2012), Herbison (2013), Manasi
(2014), Pham (2015), Do (2016). The number of technical
competencies scales is 14 scales including Job-specific knowledge
and professional skills (4 scales), Business environment and
industries knowledge (3 scales), Achievement Orientation (3 scales),
Customer orientation (4 scales)
• The scale of self-management competencies
The scale of self-management competencies was inherited
from the scale of Leslie (2002), Favia (2010), Herbison (2013), Do
(2016). The number of self-management competencies is 14 scales,
including Integrity (4 scales), Innovation and Creativity (4 scales),
Stress Management (3 scales), Time management (4 scales),
Continuous learning (3 scales).
• Scale of managerial effectiveness
The scale of managerial effectiveness was inherited by Leslie
(2002) and Deeter-Schmelz et. al (2002). The number of managerial
effectiveness scales includes 5 scales: (1) Employee motivation, (2)
Ability cooperating with colleagues and subordinates, (3) Ability to


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train and develop team, (4) Initiative ability in work and (5)
Achievement orientation.

3.2.2.3. Methods of collecting and processing data
- Data collection methods:
The author conducted primary data collection through the
survey questionnaire. The survey questionnaire is designed with 2
parts: part 1 examined independent variables (competencies) and
dependent variables (managerial effectiveness), part 2 asks for
information on characteristics of respondents (such as gender, age,
educational level, and workplace). Part 1 of the survey questionnaire
had a total of 51 questions, which are allocated as follows: for the
management competencies (18 questions), technical competencies
(14 questions), self- management competencies (14 questions), and
managerial effectiveness (5 questions). Variables used with 5-level
Likert scale (ascending): 1: Strongly disagree; 2: Not really agree, 3:
Strongly agree, 4: Agree, 5: Strongly agree.
- Data processing methods:
Cronbach Alpha coefficient was used to test the reliability
value and EFA test was used to test the convergence. The impact
between competencies and managerial effectiveness was conducted
through regression analysis.
3.2.2.4. Selecting sample
In order to test the impact between competencies and
managerial effectiveness, the author has chosen branches at 20
Vietnamese commercial banks located in three major cities provinces
including Hanoi and Quang Ninh and Ho Chi Minh with a sample
size of 360.


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CHAPTER 4: RESULTS OF COMPETENCY MODEL FOR
SALES MANAGERS OF VIETNAMESE COMMERCIAL BANKS

4.1. The proposed competency model for sales managers of
Vietnamese commercial banks
From the results of pre-testing competency lists, it shows that
the competency model of sales managers in Vietnamese commercial
banks include 13 competencies and are divided into 3 groups
including (i) Management competencies, (ii) Technical competencies
and iii) Self-management competencies with full name, definition,
level of competency standards and behavior indicators.
4.2. Testing the impact of the competencies on managerial
effectiveness
4.2.1. Testing the impact of management competencies on
managerial effectiveness
The hypothesis test results of the research model 1 showed that
4 research hypotheses were approved. In particular, Group
management (QL2) is the most important competency affecting the
managerial effectiveness of sales managers in commercial banks.
This is explained by group management that helps individuals in the
group learn faster because they are exchanged information,
experiences, processes from other members and managers (Eliasa,
2014); thereby helping to develop a cohesive, effective sales team.
The ability to be Sensitive to business circumstances (QL4) and
Problem-solving (QL3) are the next two forces that have the most
influence on managerial effectiveness. The Problem-solving (QL3)
will be very important, when the sales managers identify, understand
Integrity
and find ways to solve the 1.
problems
that (Level
customers3)are facing. Work
2. Innovation

Creativity
(Level
planning and execution (QL1)
helps set upand
processes,
develop
and
3.
Stress
Management
(Level
4)
implement business programs for the team as well as evaluate and

4. Time management (Level 4)
5. Continuous learning (Level 4)

3)


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control whether the program is achieved or not (Johnston & Marshall,
2006).
4.2.2. Testing the impact of technical competencies on managerial
effectiveness
Results of research model 2 show that all 4 hypotheses were
accepted. In particular, Business environment and industries
knowledge (CM2) has the strongest influence on managerial
effectiveness, because this competency will help managers to capture
and solve problems, get more accurate and comprehensive solutions

to support subordinates when they face obstacles at work (Hysong,
2008). Job-specific knowledge and professional skills (CM1) has the
second highest impact on managerial effectiveness.
Because when having good professional knowledge, sales
managers can advise customers and help customers make appropriate
products/services. Achievement Orientation (CM3) and Customer
orientation (CM4) both affect managerial effectiveness. By setting
goals and actively seeking ways and solutions to achieve goals,
individuals and departmental business results can be achieved (Boles
et al., 2001). In addition, the ability to proactively meet customer
requirements and maintain customer relationships will timely support
customers as needed.
4.2.3. Testing the impact of Self-management competencies on
managerial effectiveness
The results of research model 3 show that all 5 research
hypotheses were supported. In particular, Continuous learning (BT5)
has the strongest impact on managerial efficiency. Proactively looking
for learning opportunities, proactively preparing a career path for
themselves is a very necessary ability to help improve the results in the
work of sales managers. Stress management (BT3) is necessary to
improve on managerial effectiveness by knowing how to arrange a


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reasonable time to complete the work on schedule without wasting
effort and time. The space will help this position get the job done on
time.
The nature of business activities in the banking industry is built
on trust and honesty, so Integrity (BT1) is an indispensable
competency. This competency helps sales managers comply with the

organization's general principles and standards, adhere to professional
ethics and be willing to take responsibility for their own actions and
mistakes, thereby helping to make decisions be effective in the long
term (Mullins, 2013). In the present era, with the change in technology
and customer needs, Innovation and creativity (BT2) in the work helps
create smart financial services, differentiated and superior products to
meet the needs of each customer segment. Therefore, innovation and
creativity are essential and have a positive impact on the effectiveness
of the work of sales managers.
CHAPTER 5: ORIENTATIONS AND SOLUTIONS FOR
APPLICATION OF SALES MANAGER COMPETENCY
MODEL IN HUMAN MANAGEMENT ACTIVITIES AT
VIETNAMESE COMMERCIAL BANKS
5.1. Solutions to develop and implement a sales manager
competency model
 Conditions for developing and implementing a sales
manager competency
- Connection to a common goal
- Commitment from leadership
- Focus on the core competencies
- Participation of parties
- Availability of resources
 Roadmap for developing a sales manager competency model


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1. Objectives of applying competency model
2. Standardize titles
3. Structure of capacity
4. The length of competency model

5. Structure of competency model
6. Test of competency model
 Roadmap for implementing the sales manager competency
model
1. Full information on the implementation plan of the competency
model
2. Building connection between the results of competency model
and its application on human resource management system
3. Require stakeholders to participate in the planning,
development and implementation of the competency model
4. Developing incentive policies associated with the assessment
results based on competency model
5. Support the resources needed to implement competency model
5.2. The solution of applying the sales managers competency
model in human resource management activities at commercial
banks in Vietnam
5.2.1. Solution of applying competency model in recruiting sales
managers
• Conditions for applying the competence model in recruiting
sales managers
- The vacancy is important to the organization, requires
complex new competencies, and requires candidates to own key
competencies to complete the assigned tasks and responsibilities.
- Managers must commit to investing in the resources needed
to apply the competency-based recruitment tool.


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• The roadmap for recruiting sales managers based on the
competency model

- Implementation schedule (11 steps)
- Competency-based interview (STAR)
+ Form to assess the necessary capabilities for sales managers
candidates
+ Behavioral interview skills (BEIs)
+ Worth a sample interview about the competencies of sales
managers
5.2.2. Solution to apply competency model in training and
developing sales managers
• Conditions for applying competency model in training and
developing sales managers
- Linking training objectives with the organization's
development strategy
- Banks must be ready in terms of resources (human, financial)
to research and develop competency model in accordance with the
position and context of enterprises.
- The positions selected for training based on competency
model and training content must be crucial and have a great influence
on the strategy and long-term success of enterprises.
- Commercial banks must have priorities (in time) in
identifying the necessary competencies that will be trained and
developed based on the built-in competency model.
- competency model -based training programs must be
planned, developed and implemented in the long term to ensure to
offset the costs spent in developing and implementing competency
model in enterprises.
- The scale of competency model -based personnel training is
large enough to compensate for the resources spent.

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5.2.3. The solution of applying the competence model in
performance management
• Conditions for applying the competency model in
performance management
- Bank leaders need to be supportive and willing to commit the
necessary resources to design, implement and maintain the system.
- Banks need to perfect the standardization of the system of
titles of business managers
- Building management systematically
- The new requirements of the competency-based assessment
(evaluation criteria, performance evaluation methods) must be fully
informed to the applicable subjects.
- Participants in the competency-based performance evaluation
system must be trained in roles, responsibilities and usage.


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CONCLUSION
The research has systematized the theoretical competency
model including: the concept of competency model, competency
model classification, application of competency model in human
resource management. In addition, the study has clarified the
theoretical basis of competency model for concepts, structure,
methods of developing competency model and application of
competency model to human resource management activities at
commercial banks in Vietnam.
In order to achieve the goal of researching and proposing
competency model in Vietnamese commercial banks, the study has
used a combination of qualitative research methods (expert

interviews and in-depth interviews) and quantitative research
(statistics). Describe and analyze EFA has identified the sales
managers competencies including 13 competencies divided into 3
clusters including management competencies, technical competencies
and self-management competencies.
In addition, the research has verified the impact of the
competencies on managerial effectiveness of sales managers. The
results show that 13 competencies in 3 clusters have a positive
impact on managerial effectiveness. In particular, the competencies
have the strongest impact on managerial effectiveness including
Group management; Business environment and industries knowledge
and Continuous learning. The research results are an important basis
for the researcher to confirm the science and suitability of sales
manager competency model at Vietnamese commercial banks.
Finally, the dissertation offers solutions to develop and
implement competency model and apply competency model to
human resource management activities in Vietnamese commercial


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banks. For each solution group of building and deploying
competency model, the author has given the conditions and roadmap
for developing and deploying competency model successfully.


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THE LIST OF PAPERS PUBLISHED
1.

2.

3.

4.

5.

6.

A. International journals
Dương Thị Hoài Nhung, Human Resource Practices
Implemented in Vietnamese SMEs: A Second Order
Confirmatory Factor Analysis, International Journal of
Business & Applied Sciences, Vol. 8, No. 1, 2019, 1-12, ISSN:
2165-8072 (Co-author).
B. Vietnam’s journals
Dương Thị Hoài Nhung, Khung năng lực nhân sự quản lý kinh
doanh trong các ngân hàng thương mại Việt Nam, Tạp chí
Khoa học, số 16 (3/2020), 2020, 26-41, ISSN: 2354-1482.
Duong Thi Hoai Nhung, An empirical analysis of competencies
in predicting managerial effectiveness of the sales managers:
Vietnamese banking sector perspective, Journal International
Economics and Management, No. 124 (12/2019), 2019, 24-44,
ISSN 1859 – 4050.
Dương Thị Hoài Nhung, Phân tích tác động của năng lực chun
mơn tới hiệu quả quản lý của nhân sự quản lý kinh doanh tại
các Ngân hàng thương mại Việt Nam, Tạp chí Khoa học Kinh
tế, số 7(04), 2019, 42-58, ISSN: 0866-7969.
Dương Thị Hoài Nhung, Mối quan hệ giữa năng lực quản trị và
phát triển bản thân với hiệu quả quản lý của nhân sự phụ

trách kinh doanh trong các ngân hàng thương mại Việt Nam,
Tạp chí Kinh tế đối ngoại, số 120 (9/2019), 2019, 54-71, ISSN:
1859-4050 (Co-author).
Dương Thị Hoài Nhung, Đánh giá năng lực quản lý của nhân
sự phụ trách kinh doanh tại các ngân hàng thương mại
(NHTM) Việt Nam bằng phương pháp ma trận, Tạp chí Khoa
học thương mại, số 128 (4/2019), 2019, 20-30, ISSN: 18593666 (Co-author).