Globalization and technological development have changed people’s demand, which leads to many challenges for public and private sectors. Public administration can overcome the challenges by reforming their structure and performance. In this research, the authors affirmed the important roles of leaders in public administration. This research used the integrated leadership theory in the context of Vietnam public administration to build a framework of competency for leaders. The Key Informant Panel and the in-depth interview method were implemented to achieve the research objectives. Research findings have built a leadership competency framework for the public sector, which benefits both researchers and practioners. For researchers, the findings can add to leadership competency theories, especially in the public sector. For policy-makers, the findings can be solid foundations which they can rely on to work out policies for leadership development in Vietnam public sector.

Competence frameworks are the trend for human resource management in a dynamic environment. In Vietnam’s dynamic environment, the hotel industry is witnessing fast changes to adapt to the development of the Vietnamese economy. This requires a new model for human resource management in the hotel industry, in particular for middle managers. In this research, the author used a quantitative method to analyze the requirements for competence for middle managers in the hotel industry and has proposed a capability framework, including three main clusters: Professional competence, Executive and management Competence and Self-management competence - for middle managers in the Vietnamese hotel industry. Keywords Competence, middle manager competence, hotel industry References [1] J.B. Barney, P.M. Wright, “On becoming a strategic partner: The role of human resources in gaining competitive advantage”, Human Resource Management. 37 (1998) 31-46.[2] A.J. Nyberg, T.P. Moliterno, D. Hale Jr, D.P. Lepak, “Resource-based perspectives on unit-level human capital: A review and integration”, Journal of Management. 40 (2014) 316-346.[3] H. Jeou-Shyan, H. Hsuan, L. Chih-Hsing, L. Lin, T. Chang-Yen, “Competency analysis of top managers in the Taiwanese hotel industry”, International Journal of Hospitality Management. 30 (2011) 1044-1054. [4] K. Birdir, T.E. Pearson, “Research chefs’ competencies: A Delphi approach”, International Journal of Contemporary Hospitality Management. 12 (2000) 205-209. [5] L.M. Spencer, P.S.M. Spencer, Competence at Work models for superior performance: John Wiley & Sons, 2008.[6] F. Delamare Le Deist, J. Winterton, “What is competence”, Human Resourse Development International. 8 (2005) 27-46.[7] M.T. Brannick, E.L. Levine, F.P. Morgeson, Job and work analysis: Methods, research, and applications for human resource management: Sage, 2007.[8] J. Balogun, G. Johnson, “Organizational restructuring and middle manager sensemaking”, Academy of Management Journal. 47 (2004) 523-549. [9] Q.N. Huy, “In praise of middle managers”, Harvard Business Review. 79 (2001) 72-79.[10] N. Harding, H. Lee, J. Ford, “Who is “the middle manager”?”, Human relations. 67 (2014) 1213-1237. [11] D. Glover, D. Gleeson, G. Gough, M. Johnson, “The meaning of management: the development needs of middle managers in secondary schools”, Educational Management & Administration. 26 (1998) 279-292. [12] V. Siu, “Managing by competencies - A study on the managerial competencies of hotel middle managers in Hong Kong”, International Journal of Hospitality Management. 17 (1998) 253-273. [13] G. McCarthy, J.J. Fitzpatrick, “Development of a competency framework for nurse managers in Ireland”, The Journal of Continuing Education in Nursing. 40 (2009) 346-350.[14] S. Suh, J.J. West, J. Shin, “Important competency requirements for managers in the hospitality industry”, Journal of Hospitality, Leisure, Sport & Tourism Education. 11 (2012) 101-112. [15] Do Vu Phuong Anh, Khung nang luc nha quan ly cap trung trong doanh nghiep khu vuc kinh te tu nhan Vietnam, Ha Noi: DHQGHN, 2017.[16] Ministry of Culture, Sports and Tourism, “Research on Human Resource Demand for Tourism Industry for Training Tourism Employees in the Period 2025-2030”, 2017.[17] B.G. Chung-Herrera, C.A. Enz, M.J. Lankau, “A Competencies Model Grooming Future Hospitality Leaders”, Cornell Hotel and Restaurant Administration Quarterly. 44 (2003) 17-25.[18] Mai Thanh Lan, Ta Huy Hung, “The leadership competency in Vietnam public administration, Organizations and markets in emerging economies”. 9 (2019) 1-8.[19] Nguyen Hong Tin, Vo Thị Thanh Loc, Nguyen Quang Tuyen, Vo Kim Thoa, Vo Thành Danh, “Evaluate the current competence for leader and servant in Can Tho city”, Journal of Can Tho University. 38 (2015) 130-142.[20] K. Ernest, S.K. Matthew, A.K. Samuel, “Towards Entrepreneurial Learning Competencies: The Perspective of Built Environment Students”, Higher Education Studies. 5 (2015) 20-30.

Key Performance Indicators in performance management system was attracted by researchers and practitioners. In order to effective implemented KPIs in SMEs, managers must deeply understand about the KPIs, role of KPIs, implemented KPIs. Based on the quantitative method by doing survey with 162 SEMs, author indicated the current situation of the perception of SMEs manager about the fundamental of KPI, roles of KPIs  and difficulty implemented KPIs in performance management system. Based on the consistent theory about KPIs , author proposed some solution for manager to enhance their knowledge of KPIs. Keywords SMEs, KPIs , Performance appraisal References Ahmad, M. M., & Dhafr, N. (2002). Establishing and improving manufacturing performance measures. Robotics and Computer-Integrated Manufacturing, 18(3), 171-176. Aylin Ates, Patrizia Garengo, Paola Cocca, Umit Bititci (2013), The development of SME managerial practice for effective performance management, Journal of Small Business and Enterprise Development, 20(1), 28-54Ayoup, H., Omar, N. H., & Rahman, I. K. A. (2012). Implementation of Balance Scorecard (BSC) in a Malaysian GLC: Perceptions of Middle Managers. Asia-Pacific Management Accounting Journal, 7(2), 99-126.Barney, J. (1991), ‘Firm resources and sustained competitive advantage’ Journal of Management, 17(1), 99-120Cagliano, R., Blackmon, K. and Voss, C. (2001).Small firms under microscope: international differences in production/operations management practices and performance. Integrated Manufacturing Systems, 12, 469– 482.Corbett, L. M. (1998). Benchmarking manufacturing performance in Australia and New Zealand. Benchmarking for Quality Management & Technology, 5(4), 271-282. De Waal, A. A. (2003). Behavioral factors important for the successful implementation and use of performance management systems. Management Decision, 41(8), 688-697.Garengo, P., Biazzo, S., & Bititci, U. S. (2005). Performance measurement systems in SMEs: A review for a research agenda. International journal of management reviews, 7(1), 25-47.Epstein, M. J., & Roy, M.-J. (2001). Sustainability in action: Identifying and measuring the key performance drivers. Long range planning, 34(5), 585-604. Evans, N. (2005). Assessing the Balanced Scorecard as a Management Tool for Hotels, International Journal of Contemporary Hospitality, Management Accounting, 17, 5 : 376-390.Jakelski, D., & Lebrasseur, R. (1997). Implementing continuous improvement in the North American mining industry. Technological Forecasting and Social Change, 55(2), 165-177. Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L. (1998). Multivariate data analysis (Vol. 5): Prentice hall Upper Saddle River, NJ.Lado, A. A., & Wilson, M. C. (1994), ‘Human resource systems and sustained competitive advantage: A competency-based perspective’, Academy of management review, 19(4), 699-727.Mai Thanh Lan (2016), Xây dựng các năng lực cho nhà quản trị cấp trung nhằm nâng cao năng lực cạnh tranh của doanh nghiệp, Tạp chí Kinh tế & phát triển, 225, 90-99.Lê Quân (2015), Lãnh đạo doanh nghiệp Việt Nam: Hội đồng quản trị; Ban điều hành; Khung năng lực; Thẻ điểm cân bằng; Chỉ số hoàn thành, NXB Đại học Quốc Gia Hà Nội, Hà Nội.Martins, R.A. and Salerno, M.S. (1999). Use of new performance measurement system, some empirical findings. In Managing Operations Networks – VI International EurOMA Conference, Venice, Italy, 7–8 JuneParmenter, D. (2010). Key performance indicators (KPI): developing, implementing, and using winning KPIs: John Wiley & Sons.Rodriguez, R. R., Saiz, J. J. A., & Bas, A. O. (2009). Quantitative relationships between key performance indicators for supporting decision-making processes. Computers in Industry, 60(2), 104-113. Shahin, A., & Mahbod, M. A. (2007). Prioritization of key performance indicators: An integration of analytical hierarchy process and goal setting. International Journal of Productivity and Performance Management, 56(3), 226-240.Nguyễn Đình Thọ (2012). Phương pháp nghiên cứu khoa học trong kinh doanh. Thiết kế và thực hiện. Hà Nội: Nhà xuất bản Lao động xã hộiTsai, Y.-C., & Cheng, Y.-T. (2012). Analyzing key performance indicators (KPIs) for E-commerce and Internet marketing of elderly products: A review. Archives of gerontology and geriatrics, 55(1), 126-132. Yeung, J. F., Chan, A. P., & Chan, D. W. (2009). A computerized model for measuring and benchmarking the partnering performance of construction projects. Automation in Construction, 18(8), 1099-1113.

The public administration sector is currently facing numerous internal challenges (e.g. efficiency, effectiveness in public administration) as well as external challenges (e.g. globalization trends, technological revolution...). In order to overcome those challenges, the public administration sector needs to innovate its succession planning for better quality human resources and particularly senior officials. In this study, the author uses quantitative and qualitative research methodology to evaluate the succession planning of the provincial-level leaders in Hoa Binh Province. Based on the data analysis, the author analyzes shortcomings and limitations and proposes recommendations so as to improve the succession planning of the provincial level leaders in Hoa Binh Province. Keywords Succession planning, competence based succession planning framework, innovation of succession planning References [1] Jarrell, K. M., & Pewitt, K. C., “Succession planning in government: Case study of a medium-sized city”, Review of Public Personnel Administration, 27 (2007) 3, 297-309.[2] Hồ Chí Minh toàn tập, Tập 5, NXB. Chính trị Quốc gia, Hà Nội, 1995, tr. 229-306.[3] Grimm, J. W., “Effective leadership: Making the difference”, Journal of Emergency Nursing, 36 (2010) 1, 74-77.[4] Yukl, G., Leadership in organizations (5th ed.), Upper Saddle Creek, N.J.7 Prentice-Hall, 2002.[5] Bass, B. M., & Stogdill, R. M., Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications, Simon and Schuster, 1990.[6] Nguyễn Khắc Hùng, Kỹ năng lãnh đạo, NXB. Đại học Quốc gia Hà Nội, 2015.[7] Hướng dẫn số 15- HD/BTCTW về công tác quy hoạch cán bộ lãnh đạo, quản lý theo tinh thần Nghị quyết số 42-NQ/TW ngày 30/11/2004 của Bộ Chính trị (Khóa IX) và Kết luận số 24- KL/TW ngày 05/6/2012 của Bộ Chính trị (Khóa XI).[8] Hướng dẫn số 05 xây dựng quy hoạch cán bộ lãnh đạo, quản lý các cấp nhiệm kỳ 2020-2025 và những năm tiếp theo.[9] website: http://tinhuyhoabinh.vn/chuyenmuc/tabid/235/cMenu1/20/cMenu0/155/TopMenuId/155/cMenu/155/stParentMenuId/20/Default.aspx

In the social security system, the State plays a leading role in building the mechanisms, policies and programs on social security. Businesses and social communities also have a responsibility to share the burden with the State to help all members of society cope with social and economic risks that reduce or cause loss of income sources due to objective and subjective reasons. The article presents the basic theory of implementing social security for employees according to the theory of sharing corporate social responsibility, using the Kano - IPA integration model to analyze the current situation of implementing social security for employees at enterprises in Vietnam. From there, the authors propose a number of strategies for enterprises to ensure the implementation of social security for employees according to the theory of sharing corporate social responsibility.