In the trend of the 4th Industrial Revolution and the trend of digital transformation, along with the orientation of building ecologically sustainable agriculture, modern countrysides, civilized knowledge farmers, meeting the requirements of international economic integration. More than ever, countries’ agriculture requires human resources from managers to researchers and those directly getting involved in agricultural production that meet the standards of professional qualifications, capacity and quality of work performance. In Vietnam, in terms of resources in the agricultural sector, there is a surplus of manual and simple labor but a shortage of high-skilled workers and lack of good managers and organizers. In terms of policies and laws in the field of agriculture, it is relatively complete when there are 15 laws passed in 4 production sectors: fisheries, forestry, horticulture and animal husbandry. This is an important legal basis to mobilize resources, including agricultural human resources in order to develop the country. However, the legal system on human resource development in the field of agriculture in general and on training, education, compensation and support in particular is still lacking and scattered. Thus, the article focuses on analyzing the current status of regulations and practices of implementing regulations on human resource development in the agricultural sector, thereby proposing corresponding policies and laws in Vietnam in the next time.

This article analyses the effectiveness of humanitarian assistance in relation to the Sustainable Development Goals (SDGs) in the Minawao refugee camp in Cameroon, focusing on the social pillar of sustainable humanitarian. Established in 2013 to accommodate Nigerians fleeing the violence of Boko Haram, the camp now faces growing challenges related to the sustainability of assistance. Based on a mixed methodological approach, the analysis draws on data collected from humanitarian operators, refugees and the host community. The data was collected using tools such as participant observation, individual and group interviews, questionnaire surveys, mapping, documentary review, etc. Although essential infrastructure has been put in place, the study reveals that minimum humanitarian standards are not being met in several key sectors: food security, education, sanitation, shelter provision and Non Foods Items (NFIs). The lack of financial resources, combined with insufficient involvement by the Cameroonian government, has led to a gradual erosion of social protection for refugees. Maintaining assistance on a temporary basis compromises the integration of the SDGs into humanitarian operations. The article highlights the need for a forward-looking approach by humanitarian agencies, coordination between stakeholders and the involvement of new partners, including refugees, to guarantee their well-being and the achievement of the SDGs.

This study aims to determine the effect of Human Capital Management (HCM) and work ethics on the performance of life insurance agents mediated by Organizational Citizenship Behavior-Organization (OCB-O) and Organizational Citizenship Behavior-Individual (OCB-I). The data was collected from 103 respondents who had entered the category of having won the Top Agent Awards (TAA) using a survey approach with questionnaires. The population consisted of life insurance agents who had won the TAA/MDRT, a 5 Likert scale questionnaire, and analyses using the SEM-AMOS-21 program. The results prove HCM has a positive significant effect on work ethics; HCM does not have a substantial impact on OCB-O and OCB-I; Work Ethics have a considerable effect on OCB-I and OCB-O; OCB-O and OCB-I have no significant impact on performance; HCM does not have a substantial effect on performance; Work Ethics does not have a considerable impact on performance, however, if OCB-I mediates HCM it will strengthening agent Performance, likewise, Work Ethics if mediated by OCB-I, will strengthening Performance. The findings of this study are that for insurance agents to perform well, companies can treat agents as HCM and work ethics, and it is essential to pay attention to OCB-I as mediation in improving agent performance.

Imagining people’s functions in everyday life and work without the use of ICT, seems difficult. Their application is ubiquitous everywhere, regardless of which aspect it is viewed from, because it has a strong function in ensuring the competitiveness of various systems at the micro and macro levels. Numerous national and multinational strategies try to encourage educational systems to put a greater focus on ICT to more efficiently acquire skills, competencies, and knowledge, which should represent added value to all generations in the future. This article analyzes the progress of the ICT development index (IDI) in Scandinavian countries by comparing these countries in the European region. It is known that the Scandinavian countries belong to that part of the countries that have recognized the importance of involving ICT in education programs, which improves the economy of a certain country. Given this, the research reveals how ICTs play a key role in improving socio-economic development in Scandinavian countries.

Background: The hotel industry is labor-intensive. Both technical and behavioral aspects of quality are considered to ensure service quality and customer satisfaction among the internal and external customers as a whole, creating a competitive advantage. Significance: Recruiting and selecting the right people is paramount to the success of the hospitality industry in the sense that the best delivery will be enhanced if proper procedures are used and the right people are selected who can handle their tasks to the best satisfaction of the customer. Method: The goal of the research was to explore the recruiting and selection practices/methods used in the hotel industry, as well as their employability. The study aims to explore the differences in the mix of recruitment and selection methods implemented in 4- and 5-star and different category hotels. As an enterprise, HRD comprises change, learning, and performance. Results: Based on the findings, it is imperative to invest in human resources as a capital asset to boost staff entities in terms of knowledge and capabilities, thereby contributing to better service quality and enhanced customer satisfaction. This would help fulfil the organizations’ objectives. Conclusion: The study concludes that the selected candidates are being analyzed properly and effectively. It is very important to note that the results of this study cannot be generalized as it deals with a restricted clientele, and this could only add on variables and instances to form a common standpoint for the other hotel managers.