Suchergebnisse

In 2010, the Vietnamese government officially recognized social work as a profession. This study explores whether key stakeholders in the development of social work in Vietnam (i.e. policy‐makers, pioneering educators, and practitioners) had reached a shared understanding about the mission and core values of Vietnamese social work by the end of 2015. An exploratory survey was conducted with 65 participants representing key stakeholders of social work in Vietnam. Participants had a shared but rather generic, at times vague, and overly optimistic view of the mission of Vietnamese social work as a "helping profession" that would be able to solve every social problem and present in all areas. There was a strong, unanimous desire for Vietnamese social work to focus on human dignity, social justice, and individuals' rights, mixed with the preservation of Vietnam's collective, community‐based culture under the central guiding role of the state.

AbstractThis study aimed to examine the relationship between Vietnamese high school students' violent behaviors and their violence exposure (observing and being victimized by school violence), and attitude, and perceived school climate. The results from 496 Vietnamese high school students show that students' acceptance of school violence and their experience of being the victim of school violence have a significant, and direct, positive effect on their violent behaviors at school. In the moderation model, when students' perception of school climate is more positive, the effect of their acceptance of violence on their violent behaviors at school reduces, implying the moderating effect of school climate. The results have practical implications for educators and policy makers to intervene school violence in Vietnam.

It was not until 2010 that social work was officially recognized as a profession in Vietnam when the government approved a national master blueprint to develop social work. This blueprint identified seven strategic objectives including: creating a foundational labor force, developing laws and policies, and raising awareness about social work. This exploratory study examines the degree to which key stakeholders in Vietnam have shared vision and perceptions about the challenges and solutions necessary to make this ambitious plan for Vietnamese social work succeed. An anonymous survey was conducted with 65 policy makers, educators, service providers, and practitioners. The survey revealed that key stakeholders in held a shared vision about Vietnamese social work, focusing on making it a genuine profession. They identified the top challenges for Vietnamese social work as lack of national policy and regulations, lack of public awareness about the profession, and lack of resources to develop high quality social work education. Key stakeholders considered social work to be an integral function of the government and, as such, depend upon the government to lay the foundation for, provide direction to, and make available the resources necessary for the profession to grow. In other words, there would not be a Vietnamese social work profession outside of and without the Vietnamese government, unlike how the social work profession has developed in many Western countries.

AbstractPast studies raise concerns that generic transactional leadership has low effectiveness and may reduce intrinsic motivations and commitments in the public sector. This study introduces public value‐focused transactional leadership (PVTL) as transactional leadership that makes public values central in employee job expectations and rewards and fills gaps in transformational leadership. A dyadic study finds that managers using public values in transactional leadership have significantly greater leadership effectiveness than managers using only generic transactional leadership. PVTL has comparable effectiveness as transformational leadership and adds a process for strengthening motivations through public values. Recommendations are made for application and further research into this distinctive public sector leadership style.