The Process of Managing TVET Institutions: A Case Study of Regional Polytechnic Institute Techo Sen Takeo

Abstract

This study examined the processes of managing TVET institutions in Cambodia, focusing on the management process of Regional Polytechnic Institute Techo Sen Takeo. It purposely determined the systems theory, transformational leadership, and HRM principles. The research investigated how planning, organization, leadership, and HR strategies influenced the training outcomes and graduate employability. By employing a mixed methods-research, the quantitative surveys were conducted with 250 participants, while qualitative data were collected through 15 interviews and 4 focus group discussions. Data were analyzed through descriptive statistics, SWOT analysis, and thematic coding. The Institute demonstrated strong infrastructure, effective leadership, and strategic planning. SWOT analysis revealed internal strengths in facilities, stakeholder trust, and government support; weakness in HR management and student services; opportunities in the policy backing and industry collaboration; and threats from technological change and regional competition. The systematic management processes, visionary leadership, and robust HRM were critical for the institutional performance, which enhanced the leadership capacity, strengthened the HRM practices, expanded industry partnerships, improved student support, and promoted financial sustainability. The contributions of this study theoretically validated systems theory and transformational leadership in the TVET context, empirically provided Cambodian case-based evidence, and practically offered actionable strategies for policymakers and TVET practitioners.