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The purpose of this study is to extend the empirical research concerning the impact of human resource management (HRM) practices on organizational effectiveness into the context of developing and transitional economy countries. From a survey of 137 cross-sector companies, it was discovered that there are five dimensions of HRM practices currently in use in Vietnam. Variation in the application of these dimensions can be partly traced to several organizational characteristics, but most salient is the perception of management on the value of human resources. In some dimensions, this variation constitutes a source of the difference in the perceptual company performance. These findings break new ground to propose a process for implementing HRM practices in Vietnam.

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Vietnam provides a typical case of an emerging economy, which has attempted to develop the country and join the world economic mainstream with a highly agricultural base, large and young labour force, and a dynamically growing private sector. After a long period of quantitative growth, it is now focusing on achieving quality of development, with a view to balance economic growth and quality of life improvement for its population. Education has been chosen to be the key plank in the successful implementation of this strategy. This article reviews the general socio-economic background of the country, the high need for skilled labour, the structure of its educational system, the pitfalls at the high education level, and its strategy to overhaul the whole system in order to ensure quality from the input phase of the development process.