Giải pháp hoàn thiện công tác đánh giá phân loại mức độ hoàn thành nhiệm vụ của cán bộ công chức người lao động cục thuế tỉnh tuyên quang

ĐẠI HỌC QUỐC GIA HÀ NỘI
KHOA QUẢN TRỊ VÀ KINH DOANH
---------------------

NGUYỄN HỮU NGHỊ

SOLUTIONS TO PERFECT THE EVALUATION AND
CLASSIFICATION OF THE LEVEL OF COMPLETION
OF TASKS OF CADRES, CIVIL SERVANTS AND LABORERS
OF TAX DEPARTMENT OF TUYEN QUANG PROVINCE
GIẢI PHÁP HỒN THIỆN CƠNG TÁC ĐÁNH GIÁ, PHÂN LOẠI
MỨC ĐỘ HOÀN THÀNH NHIỆM VỤ CỦA CÁN BỘ, CÔNG CHỨC,
NGƯỜI LAO ĐỘNG CỤC THUẾ TỈNH TUYÊN QUANG

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

HÀ NỘI - 2020


ĐẠI HỌC QUỐC GIA HÀ NỘI
KHOA QUẢN TRỊ VÀ KINH DOANH
---------------------

NGUYỄN HỮU NGHỊ

SOLUTIONS TO PERFECT THE EVALUATION AND
CLASSIFICATION OF THE LEVEL OF COMPLETION
OF TASKS OF CADRES, CIVIL SERVANTS AND LABORERS
OF TAX DEPARTMENT OF TUYEN QUANG PROVINCE
GIẢI PHÁP HỒN THIỆN CƠNG TÁC ĐÁNH GIÁ, PHÂN LOẠI
MỨC ĐỘ HOÀN THÀNH NHIỆM VỤ CỦA CÁN BỘ, CÔNG CHỨC,

NGƯỜI LAO ĐỘNG CỤC THUẾ TỈNH TUYÊN QUANG

Chuyên ngành: Quản trị kinh doanh
Mã số: 60 34 01 02
LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

NGƯỜI HƯỚNG DẪN KHOA HỌC: TS. PHẠM VĂN HỒNG

HÀ NỘI - 2020


DECLARATION

The author confirms that the research outcome in the thesis is the result of
author‟s independent work during study and research period and it is not yet
published in other‟s research and article.
The other‟s research result and documentation (extraction, table, figure,
formula,

and other document) used in the thesis are cited properly and the

permission (if required) is given.
The author is responsible in front of the Thesis Assessment Committee,
Hanoi School of Business and Management, and the laws for above-mentioned
declaration.
Date…………………………..

i

ACKNOWLEDGEMENT

I would like to express my sincere thanks to the lecturers of HSB, VNU for their
dedication to teaching and imparting valuable knowledge to me during my time at
the school. In particular, I would like to sincerely thank PhD. Pham Van Hong has
kindly instructed and instructed me to complete this thesis.
I would also like to express my sincere thanks to my colleagues who are working at
the Tax Department of Tuyen Quang province for their whole-hearted support, data
and practical suggestions, which help me to complete the thesis.

ii


TABLE OF CONTENTS

DECLARATION ........................................................................................................ i
ACKNOWLEDGEMENT ......................................................................................... ii
ABBREVIATIONS................................................................................................... vi
INTRODUCTION.......................................................................................................1
CHAPTER

1:

THEORETICAL

BASIS

ON

EVALUATION

AND

CLASSIFICATION OF THE LEVEL OF COMPLETION OF TASKS AND
RESEARCH DESIGN ................................................................................................9
1.1.

The concept and importance of evaluation and classification of task

completion ...................................................................................................................9
1.1.1. The concept ....................................................................................................9
1.1.2. Importance of working performance evaluation .........................................10
1.2. Organization of the work performance evaluation ...........................................11
1.2.1. Determine the purpose of evaluation and classification ..............................12
1.2.2. Criteria on the working performance evaluation .........................................13
1.2.3. The selection and design of evaluation methods .........................................15
1.2.4. Determine the evaluation cycle ...................................................................22
1.2.5. The selection and training of the evaluator .................................................23
1.2.6. Announcement of the content and organization of the evaluation. ...........24
1.2.7. The analysis and utilization of the performance evaluation results ............24
1.3. Factors affecting the performance evaluation ....................................................25
1.3.1. External factors ............................................................................................25
1.3.2. Internal factors .............................................................................................25
1.4. Experience in evaluating task performance for civil servants ...........................26
1.4.1. Experience in evaluating party members at Party organizations in Tuyen
Quang province in 2019.........................................................................................26
1.4.2. Experience in evaluating the emulation results for individuals of Nam Dinh
Department of Taxation .........................................................................................30

iii

1.4.3. Lessons learned in improving the quality and efficiency of evaluation and
classification of the level of task completion ........................................................34
1.5. Research design ..................................................................................................35
1.5.1.

Data collection..........................................................................................35

1.5.2. Research procedure ......................................................................................36
1.5.3. Design the questionnaire.............................................................................36
1.5.5.

Data analysis ............................................................................................37

CHAPTER

2:

CURRENT

SITUATION

OF

EVALUATION

AND

CLASSIFICATION OF THE LEVEL OF COMPLETION OF TASKS OF

CADRES, CIVIL SERVANTS AND LABORERS .................................................39
2.1. General introduction of the Tax Department of Tuyen Quang province ...........39
2.1.1. Organization of the apparatus and human resources ...................................39
2.1.2. Operation situation of Tax Department of Tuyen Quang province through
years .......................................................................................................................42
2.2. Analysis of the work performance evaluation of civil servants in the Tax
Department of Tuyen Quang province ......................................................................44
2.2.1. General description of work performance evaluation ................................44
2.2.2. The situation of defining the purpose of performance evaluation ...............48
2.2.3. Actual status of determining performance evaluation criteria.....................49
2.2.4. Current situation of selecting and designing performance evaluation methods ...51
2.2.5. The situation of the selection and training of the evaluator. .......................53
2.2.6. Situation of determining evaluation cycle ..................................................56
2.2.7. Current status of content notification and evaluation organization .............58
2.2.8. Current situation of analyzing and using evaluation results of work
performance ...........................................................................................................59
2.3.Analysis of factors affecting the evaluation and classification of civil servants at
the Tax Department of Tuyen Quang province ........................................................62
2.3.1. External factors ............................................................................................62
2.3.2. Internal factor ...............................................................................................65
2.4. General evaluation on E&C ...............................................................................66

iv


2.4.1. Strong points ................................................................................................66
2.4.2. Limitations ...................................................................................................66
2.4.3. Causes of limitations....................................................................................69
CHAPTER 3: SOLUTIONS TO PERFECT THE EVALUATION AND
CLASSIFICATION OF THE LEVEL OF COMPLETION OF TASKS OF

CADRES, CIVIL SERVANTS AND LABORERS OF TUYEN QUANG TAX
DEPARTMENT ........................................................................................................70
3.1.Development orientations of Tax Department of Tuyen Quang province from
now till 2020 .............................................................................................................70
3.2. Viewpoints and directions on the evaluation and classification .......................71
3.3. Solutions to perfect the evaluation and classification of the level of the
completion of tasks at the Tax Department of Tuyen Quang Province ....................72
3.3.1. Clearly define the purpose and importance of work performance evaluation ....72
3.3.2. Improve the criteria for evaluating the completion of work ........................74
3.3.3. Perfecting the method of work performance evaluation .............................78
3.3.4. Complete the evaluation cycle and train evaluators on the evaluation of
work performance ..................................................................................................80
3.3.5. Complete the notification and organization of evaluation of work
performance ...........................................................................................................81
3.3.6. Complete the analysis and use of evaluation results. ..................................83
3.3.7. Building evaluation and classification software ..........................................84
CONCLUSION .........................................................................................................86
REFERENCES ..........................................................................................................87
APPENDIX

v


ABBREVIATIONS
Symbol

Meaning

E&C

Evaluation and Classification

SB

State Budget

SMART

SMART Standard

vi


LIST OF TABLE

Table 1 1: Comments on the evaluation methods .....................................................21
Table 1 2 : The Criteria Set for evaluating and ranking cadres and party members .....26
Table 2 1: Allocation of resources at Tax Department .............................................41
Table 2 2: Results of State Budget revenue of the Tax Department.........................43
Table 2 3 Criteria for scoring the work results at the Tax Department ....................49
Table 2 4: Survey results on E&C methods ..............................................................53
Table 2 5: Survey result on who would have been the final evaluator .....................54
Table 2 6: The survey results suggest that taxpayers should evaluate the service
attitude of civil servants ............................................................................................54
Table 2 7: The results of the survey on common mistakes of the evaluator ............55
Table 2 8: Job evaluation is conducted regularly throughout the working process ..57
Table 2 9: Opinions about the factor of dissatisfaction in E&C ...............................60
Table 3 1: Comments about the organization of the effective evaluation ................82

LIST OF FIGURES

Diagram 2.1 Organization structure of Tax Department of Tuyen Quang province........ 40

vii


INTRODUCTION

1. The urgency of the disscussed topic
Regardless of any country, Tax is always an important and major revenue
source of the State Budget. Taxation was born in association with the formation and
development of the State. The tax system and policies of each State are built on the
basis of specific socio-economic-political conditions in certain historical periods. In
Vietnam, the tax agency under the Ministry of Finance is the Government agency,
performing the function of advising and assisting the Ministry of Finance in state
management of domestic revenues nationwide, including: Taxes, fees, charges and
other revenues of the state budget; and the organization of tax administration in
accordance with law.
The Tax Department of Tuyen Quang province together with the Tax
Departments of the provinces and cities nationwide was established on August 21, 1990
on the basis of merging three organizations for: State revenue, Industrial and Commercial
tax, and Agricultural tax. From October 1st, 1990, the Tax Department officially has been
operating under the uniform tax system from the central to local levels.
At the beginning of the establishment of the Tax Department of Tuyen
Quang province, there were 8 functional divisions under the Tax Department and 6
District Tax Departments with 247 cadres and civil servants, of which: 11.74% of
university degrees; 29.55% of secondary education, and the remaining of untrained
ones. Up to now, the Tax Department of Tuyen Quang province has had 366 cadres,
civil servants and laborers with 11 functional divisions and 07 Tax Departments of
the districts and cities, in which the ones with Master degrees are 18 people - equal

to 5%; with University degrees are 234 people – equal to 64%; with College,
Intermediate education degree are 114 people- equal to 31%.
In 1991, the Tax Department was assigned by the State to collect 10 billion
dong to contribute to the State budget. Together with the growth of national
economy and the strong development of the provincial economy, the close attention
and guidance of the Ministry of Finance, the Provincial Party Committee, the

1


Provincial People's Committee and the General Department of Taxation, and the
solidarity and efforts to overcome difficulties of cadres and civil servants, by 2018,
the total budget revenue of the province reached VND 1,854.2 billion, exceeding
the assigned estimate, and this is the 17th consecutive year of completing the targets
higher than the ones assigned by the Provincial People's Committee.
In general, the cadres and civil servants of the Tax Department of Tuyen
Quang province have a strong ideological and political stance, morality, a simple
and exemplary lifestyle, a sense of discipline, and constant self-training and
learning which lead to the upgrade of their qualifications and competency to get
their assigned tasks done. Many cadres and civil servants are enthusiastic,
passionate about research, and have made remarkable contributions to the tax
industry. The evaluation and classification of the level of completion of tasks of
civil servants and laborers of the Tax Department of Tuyen Quang Province over
the past years have closely followed the Party's views and principles, the State's
legal policies, which became firm procedures and achieved positive and important
results. The results of the evaluation have brought the improvement the quality of
human resources, the understanding of the advantages and limitations in the
performance of civil servants and employees, as well as the efficiency of personnel
allocation, and the provision of more appropriate policies to help civil servants and
laborers exploit their full potential, contributing to successful completion of the

tasks of the taxation all over the country.
However, for a more panoramic view, the collectives of cadres, civil servants
and laborers is numerous but still low in quality; the concurrent redundancy and
lack of civil servants still present in some Department‟s affiliates and units
belonging to it. The evaluation of cadres and civil servants is performed badly and
does not reflect the nature, does not base on the final working results of the cadres
and civil servants; and there are cases of sentiment interference for favority. There
are no specific criteria to properly evaluate the quality of cadres and civil servants.
The leading cadres do not have a strategic vision, a comprehensive thinking, in
proactive in their work, cannot fully managed the work, and still wait for guidance

2


from their superiors. The elaboration of human resource planning is still general and
incomprehensive, leading to the bad performance of personnel who have been
recruited. The leading cadres do not pay attention to detail and take a panoramic
view when constructing the working plan for allocating the tasks to civil servants
and laborers in their agencies; this lead to the misevaluation of the working
performance of the staffs at the end of each month, quarter and year. Regarding the
unexpected jobs assigned to civil servants, the deadline is not stated that leads to the
hasty submission to the leaders for their signatures or excess the time limit for
reporting. The monthly assignment of regular and irregular tasks to civil servants in
the agency is disproportionate, which focuses only on civil servants with better
performance; the evaluation on the level of task completion, especially the excellent
completion of tasks, is still inaccurate in many units, resulting in a very high rate
compared to the average level, results, and quality of task performance of the units. .
Originated from above discussion, regarding my academic background and
practical working experience in human resource management, the research topic:
“The solution to perfect the evaluation and classification of the level of completion

of tasks of cadres, civil servants and laborers of Tax Department of Tuyen Quang
province "as my thesis of Master on Business Administration.
2. Overview on the research of this topic
Personnel and personnel evaluation of cadres and civil servants is a key step
in human resource management and must be conducted regularly and continuously.
The evaluation on the level of task completion is one of the activities of human
resource management, which is not new and has been studied by many authors at
different levels, such as:
1. Master's thesis in Law, Tran Thi Nga (2008), Hanoi National University,
Evaluation of public administrative officials in Vietnam today.
2. Master thesis, Nguyen Thi Doan (2011), National Economics University
on Completing the task performance evaluation of lecturers at Hung Yen University
of Technical Education.

3


3. Master thesis, Tran Luong Viet (2013), University of Danang, Completing the
evaluation of employee achievement at the social insurance agency of Da Nang city.
4. Master thesis, Nguyen Thi Minh Thuy (2013), National Economics
University, Completing the evaluation of work performance at Dong Da branch of
Vietnam Bank for Agriculture and Rural Development.
5. Master thesis, Nguyen Manh Hung (2013), National Economics
University, Complete the evaluation of work performance of cadres and civil
servants of Long Bien District Tax Department.
6. Vu Thi Hien (2014), Institute for State Organizational Sciences, Ministrylevel project: Innovating the evaluation of civil servants in the direction of
upholding the responsibilities of the leader and attaching to the results of the work
by MA. Vu Thi Hien, Deputy Director of the Institute for State Organizational
Sciences, who is the principle researcher, which focused on the research,
clarification of a number of theoretical issues on civil servant evaluation in state

agencies in the direction of upholding the responsibilities of the leader; studied and
evaluated the current status of the evaluation work, thereby proposed directions and
solutions to renovate the evaluation of civil servants in state agencies in the
direction of upholding the responsibilities of the leaders and attaching to the results
of the work, meeting the requirements of promoting the reform of the civil servant
regime, contributing to improving the quality of civil servants and the performance
of state agencies.
7. Master thesis of Economic Management by Bui Thanh Duy in 2015,
University of Economics, Vietnam National University, Hanoi on improving the
quality of civil servants at the office of Hanoi Tax Department;
8. Master thesis of Economic Management by Duong Kim Hien in 2015, Tra
Vinh University on solutions to improve the quality of human resources at the Tax
Department of Ben Tre province;
9. Thesis Master of Economic Management by Pham Thi Sang in 2013,
University of Danang on "Human resource development at the Department of
Taxation of Binh Dinh Province".

4


The above studies mainly focus on clarifying the concepts and basic
characteristics of public administrative servants; concept of evaluation of public
administrative servants; provision of evaluation criteria, methods, and evaluation
process based on the purpose of evaluating the public administrative officials;
proposal on the completion of legal regulations on the evaluation of state
administrative officials and solutions to improve the efficiency of the evaluation of
state administrative officials. The methods for studying the topic are analysis,
summary and collection of statistical data and comparison. Data sources collected
include both secondary and primary. Based on collected data and theoretical
framework, the status of performance evaluation, the thesis pointed out the

strengths, weaknesses, causes and solutions. However, the part on actual situation
of human resources is not well-studied, and then the proposed solutions were too
general for surmounting the limitations and restrictions.
On the other hand, the above studies mainly focus on the training of human
resources, the evaluation of human resource development is still mainly based on
training results and working performance of laborers. However, those researches
has not analyzed and evaluated the improvement of human resources quality
through the human resource management; this can act as the on-site training if the
evaluation of the quality of civil servants and cadres is accurate and practical.
Through research and studying the references, there is currently no research
on the evaluation and classification of the level of completion of tasks of cadres,
civil servants and laborers at Tuyen Quang Tax Department. Therefore, based on
the theories on working performance evaluation in general and for cadres, civil
servants and laborers in particular, the thesis will analyze the situation in order to
offer specific, appropriate solutions to perfect the evaluation and classification of
the level of completion of tasks of civil servants at the Tax Department of Tuyen
Quang province. The thesis will offer solutions to better improve the human
resource management through criteria on evaluation and classification of the level
of completion of tasks of civil servants, from which determine the right choice of
position for laborers, evaluate the ability to suit the job position of each civil

5


servant, help managers find out the conflicting issues in assigning tasks as well as
detect the redundancy or lacking of personnel in some divisions.
3. Research target
Elaborating regulations on grading, evaluating and classifying the level of
task completion for the contingent of cadres, civil servants and laborers.
- By 2020: To turn the Resolution and legal regulations on cadres and civil

servants into solutions to manage, use and build up the contingent of cadres and
civil servants of Tuyen Quang Tax Department which is characterized by the high
quality, reasonable personnel number and structure to ensure the fulfillment of the
assigned tasks.
- On the basis of systematizing knowledge about human resource
management, analyzing the situation of human resource management at Tax
Department of Tuyen Quang province, this thesis proposes human resource
management solutions to enhance the capacity and change the behavior of civil
servants in the performance of public duties to meet the requirements of the task of
reforming and modernizing the tax system.
- To closely inspect and supervise the elaboration of the working programs
of the units, ensuring the regular coverage of regular jobs according to their
functions; assign tasks proportionally and appropriately in accordance with the
competence at the civil servant rank.
- Ending the situation of not assign tasks to civil servants due to the fear of
their not completing the tasks, resulting in cases which unexpected and difficult,
urgent tasks are assigned to some certain civil servants; so some civil servants who
had been not assigned the tasks would think in the direction that they did not
receive the attention and training from their leaders, not because of their
incompetence and unqualification to fulfill the tasks.
- Updating, monitoring daily tasks assigned to civil servants, the working
results for the evaluation of the followings: omission of the tasks; late in settlement;
unqualification; rejection of the tasks… Basing on the result of performing the
professional tasks, evaluate and classify the level of task completion.

6


4. Research subjects
Studying the work of human resource management at the Tax Department of

Tuyen Quang Province: Based on the assigned functions and duties, on the basis of
organizational structure, payroll structure of civil servants at the units; evaluate the
performance of tasks of civil servants.
- For cadres, civil servants, and laborers:
+ Help cadres and civil servants perform their work better when they are
aware of their advantages and limitations in performing the job. In addition, through
the evaluation interview, they will discuss about the limitations in performing their
work, they have the right to speak out the difficulties and obstacles they
encountered in the process of doing the work, and be reviewed by evaluators for
corrective actions, as well as draw new goals which are more appropriate to them.
Since then, officials will gradually improve their working ability.
- For organizations:
+ Based on the results of the evaluation and classification of task completion,
the manager can make correct and accurate personnel management decisions; they
can evaluate the existing personnel capacity to serve the strategic planning. Also
through the evaluation, it is possible for the managers to know whether the
personnel arrangement is appropriate, how effective the performance is, and what
are the expectation of the laborers involved, etc., so that they can make decisions on
personnel recruitments, planning, appointment, and use and the implement of
policies for cadres and civil servants.
5. Scope of study
- Research solutions to perfect the evaluation and classification of level of
completion of tasks of cadres, civil servants and laborers at the Department of
Taxation of Tuyen Quang province in the period of 2015-2018 and orientation for
the period 2018-2020.
6. Methods of study
- The thesis systemizes relevant theoretical knowledge as a theoretical basis,
from which it combines with methods of statistics, data collection, analysis,

7

comparison, design of research questionnaires, surveys for collecting data, summary
to evaluate status of work performance evaluation at the Tax Department of Tuyen
Quang province.
- Besides, the dissertation uses the method of actual survey of the studied
issues

through:

Observing,

communicating,

direct

interviewing,

using

questionnaires and surveys for civil servants in specialized offices and their and
managers (Heads, Deputy Heads of professional departments) to collect more data
as evidence for the analysis.
7. Thesis structure
In addition to the table of contents, abbreviation, tables, introduction,
conclusions and references, the thesis is structured into 3 chapters, including:
CHAPTER 1: THEORETICAL BASIS ON EVALUATION AND
CLASSIFICATION OF THE LEVEL OF COMPLETION OF TASKS OF
CADRES, CIVIL SERVANTS AND LABORERS.
CHAPTER 2: CURRENT SITUATION OF EVALUATION AND

CLASSIFICATION OF THE LEVEL OF COMPLETION OF TASKS OF
CADRES, CIVIL SERVANTS AND LABORERS
CHAPTER 3: SOLUTIONS TO PERFECT THE EVALUATION AND
CLASSIFICATION OF THE LEVEL OF COMPLETION OF TASKS OF
CADRES, CIVIL SERVANTS AND LABORERS OF TUYET QUANG TAX
DEPARTMENT

8


CHAPTER 1: THEORETICAL BASIS ON EVALUATION AND
CLASSIFICATION OF THE LEVEL OF COMPLETION OF TASKS AND
RESEARCH DESIGN

1.1.

The concept and importance of evaluation and classification of task

completion
1.1.1. The concept
Working results of cadres, civil servants and laborers have direct or indirect
effects on the organization's strategic objectives. Therefore, the evaluation and
classification of the level of completion of the tasks (E&C) is an important human
resource management activity in any organization.
E&C is a systematic and formal evaluation of working performance of a
civil servant in comparison to previously established standards and the discussion
of that evaluation with the civil servant.
Systematic evaluation means having an evaluation apparatus, the evaluation
is directed at the entire working period of civil servants, not at a time in the whole
working process of that civil servant, and the selection of a scientific evaluation

methodology which is consistent to the characteristics and objectives of the
organization.
In a formal system, the level of completion the task of civil servant is
evaluated at specified intervals with the use of selectively designed evaluation
methods, depending on the target of the evaluation.
E&C is a systematic description of strengths and weaknesses or a description
of the work performance process of civil servants which based on a comparison
with the performance criteria established earlier. In particular, the task performance
criteria are general standards of work quality that the organization heads for and
requires civil servants to comply. And labor indicators are specific figures on the
number of jobs assigned to civil servants by that organization which must be
achieved or exceeded in the certain period. Unlike labor indicators, which are
usually quantified by specific numbers, and these numbers can change frequently

9


throughout each audit period, depending on the organization's work plan goals, the
working performance standards are often general standards for work quality which
are difficult to quantify, and are often described by words, working standards are
often less variable than labor indicators.
The evaluation of the performance of tasks of civil servants is one of the
basic and important contents in state administrative personnel management. By
comparing the results of civil servants' performance with a defined set of criteria,
units employing civil servants can see the capacity, responsibility, dedication and
working ethics of civil servants. The evaluation results are the basis for deciding
appropriate measures in the use, compensation, allocation, promotion, training,
nurturing, discipline and commendation of civil servants.
There is also the opinion that the evaluation of work performance is different
from the evaluation of civil servants. Indeed, the evaluation of civil servants firstly

is the evaluation of the effectiveness of the performance of assigned tasks in the
evaluation period. The work result is a combination of mindset, awareness level,
communication and working skills, and thereby represents the qualification,
productivity, qualities and ethics of civil servants in their relationships with
colleagues, organizations, and citizens; therefore, the evaluation of the working
performance of the civil servant coincides with the evaluation of the civil servant in
the course of performing his official duty and tasks.
1.1.2. Importance of working performance evaluation
E&C is very important for the leaders of the organization for the reasons
that, basing on the results of the E&C, the organization will have a more complete
picture of the human resources in its unit, understand the advantages and limitations
in task performance of civil servants, as well as the effectiveness in personnel
allocation, in order to make more appropriate policies to help civil servants promote
their full potential, and help the organization develop better.
E&C ensures the interests of cadres, civil servants and laborers. The
performance evaluation results will affect the rights of laborers that can be received
in the future such as salaries, additional wages, bonuses, promotions, training, so

10


the objective and appropriate evaluation will guarantee the benefits for laborers,
encourage them to work harder, be more responsible, motivate them to try their
best, and create a healthy working atmosphere.
Working performance evaluation is an activity of human resource
management in the organization, so it has a close relationship with other activities
of human resource management.
Regarding the evaluation of the working performance of civil servants which
is an essential factor in staffing; the implementation of civil servant evaluation go
through many steps, including recruitment, planning, promotion, selection for

training and nurturing to the revision of emulation and commendation, discipline
and the implementation of other relating policies; The Law on Cadres and Civil
Servants and its guiding documents have clearly defined the contents, classification,
order and methods of civil servant evaluation, which formed a general framework
for civil servant evaluation ; thus the remaining fundamental issue is to concretize
the evaluation content into evaluation criteria which are suitable to the functions
and tasks assigned to each civil servant. The evaluation of civil servants is a
difficult and sensitive task because it affects all other stages of staffing and plays a
decisive role in the detection, selection, training, fostering, allocation and
utilization, promotion, rewarding, discipline and the implement of regimes and
policies towards civil servants as well as help civil servants to promote their
advantages, overcome weaknesses and make continuous progress in improving
political belief , ethnics, competencies and work efficiency of officials.
1.2. Organization of the work performance evaluation
First of all, it must be affirmed that the E&C procedure of civil servants still
follow the basic steps and principles of the general E&C procedure as regulated. In
addition, the E&C in the state administrative agencies must be renovated and
adapted to the object of evaluation, who are the specialized civil servants.

11


1.2.1. Determine the purpose of evaluation and classification
Before conducting the E&C activities, the leader should determine what the
purpose of the evaluation and classification is? Because different purposes will
affect to the choice of method as well as the choice of evaluator etc.,
* For civil servants and laborers:
Help civil servants and laborers perform their jobs better when they are
aware of their advantages and limitations in completing the tasks. In addition,
through the evaluation interview, civil servants and laborers will be discussed about

their limitations in performing their work, have the right to speak out their thinking
on difficulties and obstacles in process of implementing the work, and receive
evaluators' remarks on how to overcom the obstacles, as well as point out new
goals which are more appropriate. From that, the civil servants and laborer will
gradually improve their capacity.
* For organizations:
- Basing on the E&C results, managers can make correct and accurate
human resource management decisions. Managers can evaluate correctly the
existing human resources to serve the strategic planning. Alsoby this evaluation, the
manager can know whether the allocation of personnel is appropriate, how effective
the performance of the civil servant is, the expectation of the civil servant ... from
which decisions on hiring, staffing, wages, bonuses and severance can be
introduced.
Evaluation of public administrative civil servant is a very difficult and
complicated issue. In order to properly evaluate, it is necessary to, firstly, identify
the purpose and requirements of the evaluation. Determining the right purpose of
the evaluation of public administrative civil servants is to answer comprehensively
the question what is evaluation for? Evaluation of state administrative civil servants
is an important content of human resource management. According to the current
provisions of Article 55 of the 2008 Law on Cadres and Civil Servant, The
evaluation of civil servants is to clarify political qualities, ethics, competence,
professional qualifications and the results of the performance of assigned tasks .

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Evaluation results serve as a basis for the allocation, utilization, appointment,
training, nurturing, commendation, discipline and implementation of policies
towards civil servants.
In short, the purpose of evaluating the performance of work at a state

administrative agency is basically to check and compare the results of the work
implemented by the civil servant with the referred performance indicators. The
evaluation results will represent the level of completion of task of civil servants in
comparison to the set criteria, which is the basis for the implementation of policies
for civil servants.
1.2.2. Criteria on the working performance evaluation
There are different evaluation criteria for each type of task. Clear and
reasonable evaluation criteria are the basis for deciding the effectiveness of the
performance evaluation in the organization.
When developing performance evaluation standards, there are usually two
types of indicators: qualitative indicators and quantitative indicators:
Quantitative indicators: are indicators that can be easily measured such as:
indicators in terms of working time, labor productivity, workload ...
Qualitative indicators: are indicators that cannot be measured accurately
such as adaptability, creativity, supportiveness and collaboration with colleagues at
work, the working attitude, and the compliance to the policies of the Party, laws of
the State ...
Performance evaluation criteria must reflect the required level of completing
a task quantitatively and qualitatively. Depending on the conditions of the
organization, and the nature of specific work, standards to perform the work are
built according to different types. Performance evaluation criteria should meet the
SMART principle as follows:
Specific, detail: Criteria must reflect the difference between a person
performing a good job and a person doing a bad job. That is, good civil servant,
good laborer and bad ones will receive evaluation scales that accurately reflect the
difference in their working effectiveness.

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Measurable: Criteria must be measurable and it is not too difficult to collect
data or too dispersed data.
Practical relevance: Performance criteria are associated with practical,
feasible and reasonable results.
Can be trusted: The measurement criteria of the job performance must be
consistent and reliable. Different evaluators who have the look at the performance
of a certain civil servant must have not-so-different conclusions on the performance
of that civil servant .
Time to perform/complete the work: The evaluation criteria should consider
the correspondence between the results of work completion and set time.
Typically, these criteria can be derived from job descriptions and comprised
of two parts: behavioral standards and standard on work performance result. For
example, the standards for workers are: the number of finished products, the
number of violating the regulations (quantitative); the working attitude, the
activeness in proposing the initiatives,

the amicable relationship with people

(qualitative). Or standards for sellers: number of items sold, number of products
sold, sales of goods (quantitative); service attitude, ability to communicate
(qualitative).
Particularly for civil servants, although the performance evaluation criteria
have been generally prescribed, the leader of organization or agency, basing on its
specific conditions, will elaborate the detail criteria for the evaluation. Quantifying
the evaluation criteria is a relatively difficult task. Evaluation criteria for civil
servants who do not hold leadership positions prescribed in Article 56 of the 2008
Law on Cadres and Civil Servants include the following criteria:
- Compliance to the orientation and policies of Party and the laws of the State;
- Political qualities, ethics, lifestyle, working style and working discipline;
- Capacity, competence, and professional qualifications;

- Time schedule and result of task implementation;
- The sense of responsibility and coordination in performing tasks;
- The attitude of serving the people.

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Thus, it can be seen that the content on the evaluating of civil servants in our
country is basically appropriate. However, the contents given are still general, and it is
difficult to quantify the results and performance of civil servants. In order to quantify and
measure, it is necessary to have separate standards and norms for each type of work in
the state administrative system, because the nature of each job type in the system is not
the same. Currently, when we have not built up the specific job descriptions, the
performance evaluation of civil servants will continue to be general.
1.2.3. The selection and design of evaluation methods
In fact, there are many different methods for evaluating the working
performance result, and none is considered to be the best for every organization.
Within the organization itself, different methods may be used for parts or for groups
of civil servants of different functions. For evaluating the work performance of a
civil servant, one of the following methods may be used:
* The method of graphic evaluation scale
This is a traditional evaluation method and is applied quite popularly.
Regarding this method, the evaluation will base on a evaluation form. This form
will include criteria that are directly related to the job and those that are not directly
related to the job. When conducting E&C, the evaluator will present his/her opinion
on the performance of civil servants based on their subjective opinions on a scale
from low to high level. The scale can be divided into different categories such as
excellence, good, average, fair, weak, etc ... The determination of rank is very
important, if the ranking is too few, it will be inaccurate when categorizing civil
servants when there's only a small difference in points. The measurement scales can

be designed as a continuous scale or a discrete scale.
The advantage of this method is that they are easy to understand, simple to
elaborate and convenient to use. However, the use of the graph scale is also
susceptible to subjective errors.
* Method of recording the important events
The method of recording important events is the evaluation method done
by the observation and recording process in which the outstanding or weak

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actions and behaviors related to the performance of laborers characterized by
each task nature are described.
The advantage of this method is that it is convenient to discuss with civil
servants and laborers about the their advantages and disadvantages, but it is
time-consuming and there may be records to be ignored.
* Evaluation methods of behavior-based scale
This method is a combination of the method of graphic evaluation scale and
method of recording the important events. The behavior-based scales for evaluation
are recorded and divided into specific rankings.
This method has the advantage of being less subjective than other scales, but
the design of scales is time-consuming and costly.
* The method of narration
This is the method by which the evaluator will write a narration on the work
performance of the civil servant, their strengths, weaknesses, potentials and
suggestions for actual improvement measures of civil servants. The narrative can be
written on different aspects such as job performance, ability of promotion, training
needs, development orientation, etc. If it is a skilled evaluator, he/she can provide
verydetailed and helpful feedback for civil servants.
The advantage is that it provides detailed and useful feedback for laborers,

however, it is difficult to use this narrative information in personnel decision making.
* Method of evaluating by comparision
Besides the method of personal evaluating of work performance, we can use
the method of comparing the results of the work of a certain civil servant with the
results of one or more other civil servants. Although they are very different in some
aspects, this comparison method can also present the similar types of information,
in which the listed civil servants are ranked from excellent to weak.
* Ranking method
Civil servants in the same division will be ranked in hierarchy from top to
bottom according to the overall work performance of each person. Ratings can be
made by simple ranking or alternating rating.

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