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AbstractSince 2008, the study of Human Resource Trends in Thailand has been regularly tracked
by the GraduateSchool of Human Resource Development, NIDA. In 2010, the study identifiednine areas of HR Trends. The international HR Trends conducted by SHRM, IOMA, CIPD, andother consulting firms were reviewed as the input information to develop the Web-based andpaper-based questionnaires. There were 154 responding organizations which majority (56.4%)was the members of Personal Management Association of Thailand (PMAT). The research foundsome different practices such as only Generation Y has drawn attention for Thai HR practitionerrather than Baby Boomer which was the trend in the US. Workforce diversity has not become anissue here yet which is different from the trend in the UK. Most of the HR trends were similar forexample talent management, performance-based pay, balancing QWL (Quality of Work-Life),competency-based training and development, culture development, process improvement,coaching methods, IDP (Individual Development Plan) and CSR (Corporate SocialResponsibility). This survey research has shown that Thai HR practitioners have not yet planmuch for future impacts such as aging society, AEC (Asian Economic Community), etc.
Keywords: Human Resource Management, Human Resource Development, OrganizationDevelopment, Trends
Associate Professor Dr.Chirapraphra Tan Akaraborworn is a director of HROD International Program at theSchool of Human Resource Development, National Institute of Development Administration (NIDA).Note:1st Published in conference proceeding: Akaraborworn, C.T. (2011). HR Trends in Thailand 2011. In M.Ismail, A. M. Osman-Gani, & R. M. Rasdi (Eds.), 10th International Conference of the Academy of HRD (AsiaChapter): Capitalizing on human expertise for greater innovation & creativity (pp. 1-24 Others relevant issuescovering the areas of HRM Theme). Minneapolis, MN, and Kuala Lumpur, Malaysia: AHRD and UniversityPutra Malaysia.
IntroductionStudying HR Trends in Thailand by the School ofHRD, NIDA was initiated in 2008. This
was the second study conducted in 2010.The Study of HR Trends is one of the academic researchthat served the school of HRD’s Missionas to provide a guideline for the HR practitioners and arecommendation for the future research for HR students and academics. Since 2009, the HRTrends was conducted under nine areas: (1) Workforce Planning, (2) Recruitment and Selection,(3) Employee and Employment Relationships, (4) Compensation and Benefit, (5) Training andDevelopment, (6) Performance Management, (7) Organization Development, (8) CareerDevelopment, (9) CSR-Corporate Social Responsibility (CSR was recommended as a HR role bySHRM, 2008)
Trend studies allow researchers to examine how variations differ from each other fromone time period to another (Bartlett, 2005, p. 100). Studying the HR Trends in Thailand startedfrom collecting international HR studies during 2009-2010 regarding trends in the above HRfunctions for examplethe Society for Human Resource Management (SHRM), USA;The CharteredInstitute of Personnel and Development (CIPD), UK; HRM Asia; Organization for Economic Co-Operation and Development (OECD);World Health Organization (WHO); United Nation (UN);Institute of Management & Administration(IOMA); Development Dimensions International(DDI); Watson Wyatt Worldwide Company. In Thailand, there are some organizations whostudied HR Development partially, such as Watson Wyatt (Thailand) company who conducted theannual study on the Compensation and Benefit. The school of HRD, NIDA has the first study ofHR Trends in 2009 done by Dawisa Sritanyarat (2008).
Research MethodologyThis study used the survey research methodology since it is the most frequently used data
collection method in organizational research for assessing phenomena that are not directlyobservable (Bartlett, 2005, p. 98). Thus, this research survey was followed the five-step processfor conducting survey research in organization suggested by Bartlett (2005, pp.100-106).
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(1) Defining the survey purpose and objectivesThis study had two main objectives: (1) to explore the trends of HR in nine areas (2) to
compare the HR Trends in Thailand with other trends conducted abroad.(2) Determining the samplePopulations of this study were the persons who were working in HR position. The 2,496
subjects were drawn from 3 sources: 988 alumni from the School of HRD, NIDA, 1500 membersfrom PMAT, and 8 PMAT board committees which was treated as “HR Experts”. Thequestionnaire was sent out in May 2010 during the political turmoil in Bangkok, thus the responserate was quite low. There were 154 responses or 6 % response rate only and 133 questionnaireswere completed. After the research result was summarized, semi-structured interview was used tocollect the data from the eight HR experts.
Fowler (2002, cited in Bartlett, 2005) stated that the size of the sample should be based onthe purpose and objectives of the survey and the plans for how the data are to be analyzed willprovide guidance in determining the minimum number of respondents based on theplannedanalysis techniques the research intends to use. The underlying aim in selecting a sample size is tofocus more on accuracy than the need for a large sample size (p. 102).
In this study, the researcher has planned to use the surveyresultas a part of researchdiscussion with participants in the SHRD, NIDA Annual Anniversary Conference on June, 14,2010.
(3) Creating and pretesting the instrumentThe survey questions were developed by reviewing the documents related to HR trends,
done in 2009 and 2010, and applied some of the questions from those studies. Bartlett (2005)supported if the topic to be surveyed already appears in published studies, it may be possible touse or modify existing items or questions (p. 102). This survey was composed of three parts:
(1) Demographic of the respondents (work position and years of work experience in thecompany) and their organizations’ information.
(2) Questions on HR Trends. “How have you seen these HR trends happening in your
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organization?”(3) Open-ended questions were put at the end for the respondents to add more
information.The questions were reviewed to test the content validity by six faculties of the School of
HRD, NIDA. They were asked to review all of the questions which the researcher found from theliterature review and they selected only the critical questions to be asked. There were not morethan 10 questions in each area were selected regarding reducing the survey length are now knownto positively impact response rates (Roth & Be Vier, 1998 cited in Bartlett, 2005, p. 108).
The researcher used Likert-type rating scale for the first part of the close-ended questionsto measure attitude of the respondents in the degree of trend happen in their organizations. Thescore levels were displayed from positive to negative, “the highest happening trend” (5) to “theleast happening trend” (1). For the second question, the researcher provided the blank space to putthe check mark () at the end of each question.
(4) Contracting respondents throughout the survey processFirstly, the questionnaire was conducted as a Web Survey via Professional Homepage-
php Easy Survey Package (phpESP). Since the response rate after two weeks was so low then thepaper-pencil questionnaire was conducted through the PMAT conference and seminars.
(5) Collecting, reducing and analyzing data.After the survey came back from the respondents, only the completed questionnaires were
selected for being analyzed. Statistical data were analyzed by descriptive statistics to explaingeneral data Information such as:
1) Frequency and percentage, of the questionnaire interviewers in each items2) Mean was calculated for each question3) The range of means was presented in three levels: 3.68 – 5.00interpreted as High
Trend, 2.34 – 3.67 as Medium Trend, and 1.00 – 2.33 as Low Trend.Note: Only top three of high trends in each HR area were selected to report in this paper.
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Conclusion and InterpretationMost of the respondents were the members of PMAT (56.4 %). They have been working
in HR area for 0-10 years (51.88 %) and work in production business (58.65 %). Most of therespondents’ company were Thai owner (49.62 %) and had employees more than 1,000 persons(29.32 %). Most of organizations were marked that they were not much influenced by EconomicCrisis in 2010 (44.36 %). The respondents also have seen the current HR role having more impactto the Business than before (76.69%).
The research result was presented in comparative table (See Table 1) by selecting theitems which were rated as the high happening trends (Means score 3.68 – 5.00). If there werefewer than three items, the next highest items would be selected in order to have at least threetrends for discussion in each HR area. In addition, the survey results from the 8 Thai HR expertswere presented separately in the table
Table1: Comparing the HR Trends in Thailand 2010-2011with other HR trends
HR FunctionHR Trends from abroad HR Trends in Thailand 2010-2011
USA UK Asia Thailand (2009)* From Survey** From Experts***1. Workforce
Planning Baby Boomer as
Successor Under - qualified
Workforce Outsourcing
Job Light PayTight Diversity Mgt
Strategy High Turnover
Rate
Try to retainorganizationbrand Outsourcing Under-qualified
Violence/drug inworkplace Work-life Balance Social Network “Underemployed”
workers
Low Man Hours Diversity Low Employee
Satisfaction Low Quality of
work life
N/A NewCommunicationChannels Employer &
Employee asBusiness partners For retention
Safety Regulation(3.80) Work-life
Balance (3.78) For retention
(3.61)
Work-lifeBalance Safety Regulation Employer &
Employee asBusiness partners
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Note: * Sritanyarat, D. (2008).HR Trends in Thailand in 2009-2010.** Rating Scale Interpret of High Trend at 3.68 – 5.00*** Survey results summarized from 8 HRExperts, PMAT Board Committee
HR FunctionHR Trends from abroad HR Trends in Thailand 2010-2011
USA UK Asia Thailand (2009)* From Survey** From Experts***4. Compensation
& Benefit Health care Pension Short/Long term
Strategy Diversified C&B
Revised PayStructure Bonus –
Inflation &Performance Motive by
Bonus & Incentive
Cost Control Flexible benefit Lack of
communication
Performance-based Pay Review Pay
Structure Salary Survey
Performance-based Pay (3.65) Salary Survey
(3.47) Health care
(3.31)
Performance-based Pay Total
Compensation Health care Diversified C&B
5. Training &Development
Training ExpenseCut More self-learning
(E) COPs Outsourcing
TrainingExpense Cut OJT Link with
BusinessStrategy Diversity
Culture Tr.
N/A Focus on Talent Competency-
based Management
Involvement
Link withBusinessStrategy (3.88) Competency-
based (3.73) Management
Involvement(3.66)
Link withBusinessStrategy Classroom &
Coach Focus on Talent
6. PerformanceManagement
N/A MonitoringPerformance Link PA with
T&D Measure
Individualperformance(OP)
PM will bemore important
LinkPerformancewith CompanyProfit Monitoring KPIs
IndividualPerformanceEvaluation (3.78) Link PA with
T&D (3.62) Link Performance
with Pay (3.61)
LinkPerformancewith CompanyProfit Link Performance
with Pay Individual
PerformanceEvaluation
7. OrganizationDevelopment
Social Network Coach by
Management level Challenge of
Engaged Employee Work process
Improvement
TalentManagement Coaching High Potential
Assess.
TalentManagement Recognition
Program Rebranding QWL
Talent &Succession Org Core
Competency Organization
Diagnosis
Work processImprovement(3.65) Culture
Development(3.54) Using Employee
Engagementsurvey for ODplan (3.42)
CultureDevelopment Innovative
Organization
8. CareerDevelopment
N/A N/A N/A TalentManagement More flexible in
CD Cross-functional
CD
IDP (3.31) Talent
Management(3.23) Succession Plan
(3.20)
No CareerDevelopment Talent
Management CD for Talent
9. CSR More CSR Gen Y pays attention
for CSR CSR for Branding
N/A N/A More CSR CSR after & in
process CSR for
sustainability
More CSR (3.79) After-process
CSR (3.59) CSR for
Branding(3.54)
More CSR CSR in Process CSR for
Branding
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Discussion(1) Workforce Planning (WP)Focusing on “Increasing the numbers of Generation Y in organization” (x ̄ = 3.60) has
been an HR Trend in Thailand since 2009 (Sritanyarat, 2008). This research result was differentfrom the survey conducted in the USA which was more interested in “Baby Boom” Generation.However, the Thai HR experts have suggested HR practitioners to pay attention on the “BabyBoomers” who would retire in the next few years. This research result can be supported by thereport from the National Economics and Social Development Council of Thailand ( 2009),reported that Thai society is not yet an Aging Society while the USA and other countries in Asia,such as Japan, have been in the era of Aging Society already.
The second high HR Trend was “Lacking of the workforce in some area” (x ̄ =3.58). Thistrend becomes an urgent trend not only in Thailand but in the USA and the countries in Asia. TheInternational Labor Organization (ILO) in 2010 reported the high unemployment rate in theGeneration Y (age 15-24). There had been 81 millions unemployment around the world in 2010while there were unemployed Generation Y 73 millions in 2007. This numbers were reported bySara Elder, the writer of “The World Employment Trends” (ILO, 2010). She also addressed thatthis was the highest unemployment rate that ILO has recorded. Also in this report, it hasforecasted the better employment situation in the year 2011. However, the employment inGeneration Y would not get better than the Generation X and Baby Boom Generation. The reportteam remarked the Generation Y workers who had good education and skill still had lessemployment opportunity, while the employed workers were suffered from their salary andworking environment. This situation would become permanent trauma for these groups ofworkers.
In Thailand, the lack of labor workforce in some area and having high unemployment ratein the labor market might be impacted by the education system since it has not served the labormarket demand. This research result could be supported by the report of the National StatisticsBureau of Thailand (2010). The report stated that Thai Education System could not response to the
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labor market demand. It could not produce enough workforces in some skill area such as scienceand technology, technicians or mechanics but there produced more non-required skill labor suchas education and social science. In between 2009 -2010, the situation of high unemployment ratehas occurred as the structural problem in education system. The problem became seriously whenVocational Education System and Specific Teacher Career Education System (RajabhatInstitutions) were changed their structures and missions to become the same as existing HigherEducation Institutes. They turned to produce Engineers, Administrators, instead of Mechanics andTechnicians or Teachers. However, there were questions on the quality of their graduates.
For the third high HR trends, the research found “Developing he diversity managementstrategy” (x ̄ =3.18). This trend was the same as HR trend in the UK. However, the HR expertsstated that in Thailand, most of the HR administrators still pay attention on two groups ofdiversity; generation Y and talent group only. In the book “New Era of Management” written bythe Richard L. Daft (2008) presented 14 dimensions of workforce diversity which defined as (1)Primary Dimension composed of age, gender, sexual orientation, race, ethnicity, and physicalability; and (2) the Secondary Dimension composed of education, religious beliefs, militaryexperience, geographic location, income, work background, parental status, and marital status. InAkaraborworn’s study (2010), she attempted to review the statistics and numbers of the workforcediversity in Thailand. She found the lack and inconsistency of information reported on theworkforce diversities from various national sources, such as Department of ProvincialAdministration (DOPA), National of Statistical Office (NSO), Thailand Development ResearchInstitute, Office of Foreign Workers Administration, Office of Higher Education Commission(MUA), National Office for Empowerment of Persons with Disability (NEP).
(2) Recruitment and Selection (RS)Two of the high HR trends in this area were about “Talent” group; “Company rebranding
to attract the talent” (x ̄ =3.95) and “Developing recruitment and selection strategy for talent” (x ̄=3.92). Recruiting talent seemed to be a critical HR trend around the world. Since 2009, companyrebranding has become a strategy to attract talent in Thailand (Sritanyarat, 2008). This trend was
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differed from HR practitioners in the USA and the U.K. who used the pay strategies and welfaresto attract the new candidates.
The second high trend in recruitment and selection was “the competency-based selection”(x ̄ = 3.92). The Thai HR practitioners paid attention on the competencies such as interpersonalskill and communication. These two competencies were used as criteria in the competency- basedinterview. The competency-based interview was reported as the recruitment and selection methodtrend in the U.K. and Thai HR trends in 2009. However, developing competency model hasbecome a critical HR tool in Thailand for more than 10 years in both private and public sectors(OCSC, 2010).
The third high HR trend for recruitment and selection was using the “Website” as therecruitment channel. Recently, Wikipedia (2011) reported Thailand was ranked number 25 from195 countries that most used the internet. There were 17,486,400 internet users or 26.3 percent ofthe total population 66 millions.
(3) Employee & Labor Relations (ER)“Increase regulations on safety” (x ̄ =3.80) has become the high trend only for Thailand
this year which can be explained by the Political turmoil during the time of the survey collection(May 2010). This survey result was confirmed by the HR experts. Many companies had to rethinkhow to prepare their organizations for crisis.
The second high trend was “Developing more Work-life USA Balance for employees” (x ̄=3.78) which has become a trend for and U.K. as well. In Thailand, theManagement System ofQuality of Work Life (MS-QWL, 2009) has been established and activated in the year2004. Thisis the evidence that Thailandhas stepped forward to be an industrial development country. One ofthe reasons that influenced MS-QWL was the government policy on Free Trade Area (FTA) withmany countries, such as Australia, New Zealand, India, Japan, Peru, South Korea, China andEuropean countries. For example, for any Thai company who would like to do the trading withEuropean companies, they have to follow the Generalized Scheme of Tariff Preferences (GSPScheme) founded by European Union (EU). EU has granted trade preferences to developing
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countries through the GSP since 1971. It is part of its common commercial policy, in accordancewith the general provisions governing the EU’s external action. The GSP is one for the key EUtrade instruments assisting developing countries in their efforts to ensure core human and laborrights, reduce poverty and promote sustainable development and good governance in developingcountries (European Commission, 2011, p.2). Thus, any Thai companies who would like todecrease their import tax, they have to follow this regulation. MS-QWL is so far different fromISO 9000, ISO 14000, and OHSAS 18000. ISO 9000 concentrates on quality of products, whileISO 14000 and OHSAS 18000 concentrate on pollution prevention and reduction of injuriesaccidents and hazards in the workplaces, respectively (Rochanapraiwong, 2005, p 390). MS-QWLhas four aspects of well-being, physical, emotional, social and spiritual.
For the last HR trend, the survey found “The ER’s objective has been used more foremployee retention” (x ̄ =3.61). The Thai HR practitioners try to understand the needs of theemployees in order to prepare the proper resources to serve their needs. “Employee SatisfactionSurvey and/or Employee Engagement Survey” becomes a major tool adopted by the HRpractitioners in this area. This evidence has shown in the research on HR Measurement(Akwarborworn&Charoensap, 2007). The research studied how the Thai organizations use the HRMeasurement to reflect their HR performance in their organizations. It is found that “EmployeeSatisfaction and/or Employee Engagement” were the most used as an overall HR measurement(44.57% from 258 companies who were the PMAT members). Moreover, in the Thailand QualityAward (TQA) (which has adopted the MBNQA (Malcolm Baldrige National Quality Award)criteria) criteria initiated by the Federation of Thai Productivity Improvement (FTI), the criteria5.1 asks for “Workforce Engagement”: How do you engage your workforce to achieveorganizational and personal success?The question asked how the company determine the keyfactors that effect workforce engagement or satisfaction and how these factors are determined fordifferent workforce groups and segments? (TQA, 2009). The TQA has been widely used inHealtcare Business as HA certification (Hospital Accreditation), in Public Sector as PMQA (PrimeMinister Quality Award), in State Enterprise as SEPA (State Enterprise of Performance
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Appraisal), and in Higher Education Institute as TQF (Thailand Qualification Framework forHigher Education). With these two evidences, the Thai HR practitioners resposible to ER havepaid attention to this tool in order to retain their employees.
(4) Compensation and Benefit (CB)Since 2009, the highest HR trend in Thailand was “Increasing on the Performance-based
Pay” (x ̄ = 3.65) which was the same as trend identified by the Thai HR experts. This is quitedifferent from the other trends conducted in other countries. This survey result has shown again inthe Performance Management’s survey result, “Link performance with Pay” (x ̄ =3.61). From theexpert semi-structure interview found that most of the companies used only “Bonus” to link withthe pay. The HR practitioners have not used other kinds of variable-based pay methods.
This survey result can be explained clearly when the performance management surveyresult was reviewed in 2005. The study on the Performance Management System in the Thaiorganizations who were members of PMAT, found that the sampling of 300 organizations, 77.7 %implementing Performance Management System in their organizations, 78.5 % developing theperformance-based pay (Akaraborworn, 2005). This research result was an evident that theperformance-based pay has been a trend in this area for more than six years.
However, the second high trend in this area was “Attending Salary Survey” (x ̄ =3.47)which has been the HR trend in Thailand since 2009 (Sritanyarat, 2008). This research result wasinterpreted by the HR experts that salary survey has become important information for the Thaicompanies to review their salary structure to attract more talents.
For the HR benefit trend, both Thailand and the USA had focused on “Health carebenefit” (x ̄ =3.31), while other countries in Asia started to adapt the flexible benefit to attractvariety groups of employees. In Thailand, health care benefit has become a national agenda in1990s. The Social Security Fund was activated in 1994 and now there have covered more than 10million people (from the total of 65 million Thai populations). However, this fund covers only theminimum health care benefit for the employee in private sector.
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Training and Development (TD)“Linking training and development with Business Strategy” (x ̄ =3.88) was the highest
trend in Training and Development in Thailand and in the U.K. This survey result was supportedby the HR experts that training and development has been used as a part of the business strategy inThai organization in the last ten years. The company management has paid more attention on thisstrategy in order not to develop their employees but to attract, retain and motivate talent.
The second high trend in this area was “Competency- based Training” (x ̄ =3.73) whichhas become a trend since 2009. This trend was different from the development methods used inother countries which focus more on other kinds of development methods, for example self-E-Learning, Community of Practice (COP) in USA; On-the-job Training in the U.K. Moreover, thesurveys in these two countries showed the training expenses were cut during the economic crisis in2009-2010.
The last high trend was “More administrators’ involvement” (x ̄=3.66) in training anddevelopment within the company. This trend also has been a trend for Thai HR practitioners since2009 (Sritanyarat, 2008). This practice was explained by the Thai HR experts as the cost reductionfor the whole company and the low impact on training and development. These experts added“Coaching” as the other development trend for Thai companies. They have observed theincreasing of coaching skill requirement for the management positions and the increasing numbersof executive coaches.
(6) Performance Management (PM)The highest HR trend was “Organizations pay more attention on individual performance
evaluation” (x ̄ = 3.78). This HR Trend could be linked with the other presented trends suchcompensation and benefit. To link performance with pay, the organization needed to develop avalid evaluation system for individual performance. The HR experts have seen the attempt of HRpractitioners on the linkage of individual performance with the company’s profit which was an HRtrend since 2009 (Sritanyarat, 2009).
“Linking the result from performance appraisal (PA) with training and development” (x ̄
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=3.62) was the second high trend in Thailand and the U.K. This survey results could supported theTraining and Development Trend which was “Linking TD with business strategy” (x ̄ =3.88).
However, setting these two objectives, to link the performance with the pay and to linkthe performance with TD, might be a conflict for the evaluation. “Subjectivity” is central toperformance appraisal in most organizations (Prendergast &Topel, 1993, p. 363). Thus, there is atendency for the evaluator to raise the score higher if the PA is linked with incentive, on the otherhand, the tendency for the evaluator to lower the score if the PA is linked with training anddevelopment.
(7) Organization Development (OD)The highest trend in the OD was “Work Process Improvement” (x ̄ =3.65) which was the
same as the trend in the USA. However, the HR experts presented the “Culture Development” (x ̄ =3.54) as the highest trend which was the second rank in the OD trend reported in the survey.“Using the Employee Engagement Survey for OD Plan” (x ̄ = 3.42) was the third high trend in thisarea. These survey results which were quite different from the other countries can be explained bythe selective questions under this topic. The researcher selected the specific questions that weredifferent from the other eight HR Trends since the OD trend is quite broad area.
(8) Career Development (CD)The survey result showed there was none of the items in the high trend, most of them
were in the medium trend. The first high trend was “Using the Individual Development Plan” (x ̄=3.31). The last two trends in CD could support the survey result from abroad in OD since thesurvey showed “Talent Management” (x ̄=3.23) and“Succession Plan” (x ̄=3.20) were the trends.
The above survey result was supported by the recent survey of “Trends of theOrganization Diagnosis Tools and Organization Development Intervention in Thailand”(NopawanTreepaichayonsak, 2009). The samples in this study were the members in PMAT. Thesurvey showed the top three ranks for the most used OD interventions: Succession Planning (35.48%), Career Planning and Development (31.18%).
This survey results demonstrated that many Thai organizations were not aware of having
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the baby boomers retire in the next three and five years, so they do not pay much attention on thesuccession plan which might cause the HR problem in the near future.
(9) CSR-Corporate Social Responsibility (CSR)The highest trend in CSR was “More activities on CSR than before” (x ̄ = 3.79) and it
focused on the “After-process CSR” (x ̄ = 3.59) and “CSR for Branding” (x ̄ = 3.54).Thus, thesurvey research has showed that CSR became a new trend however it focused only outside thecompany and was not yet seen as the HR responsibility.
Even though, CSR can provide some impact on employee engagement which presented in“The study of relationship between Corporate Social Responsibility (CSR) and employeeengagement: A Case Study of Somboon Group Companies” (AnanyaSujirat, 2009). Her studyfound that employee participation and perceived value of CSR promoted employee engagement onthe high level for all dimensions and both behavioral engagement and attitudinal engagement.Thefrequency of participation in the CSR activities and employee engagement levels to the company,the results were positive relationship in regards to employee engagement for all dimensions andboth behavioral engagement and attitudinal engagement.
Suggestions for Practice(1) Thai HR practitioners should focus on more diversity workforce. Now the survey
showed that they focused on the Generation Y. The workforce diversity will be more important inthe near future when the ASEAN Economic Community (AEC) implement in 2015. Workforcediversity will impact the recruitment and selection, career development, training and development,and performance management.
(2) Before tying individual performance with pay, Thai HR practitioners should considerthe performance evaluation system that might be very subjective. Thus, the “Performance-basedpay” can be used only the companies have the high validity of the performance evaluation andcannot be used in every function.
(3) HR practitioners can be a part of company’s CSR since it might increase the employee
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engagement and building the company branding from within. They can do both the CSR-inprocess which means workforce environmental, safety, occupational safety, and labor standard,and CSR-after process which means the activity separate from the business process and occurafterwards such as the volunteers in community activity.
Suggestions for future researchThis survey research on HR trends should be conducted and compared among the
ASEAN countries (Lao DPR, Cambodia, Vietnam, Malaysia, Myanmar, Indonesia, Brunei,Philippines, and Singapore) in order to strengthen the AEC which will be implemented in 2015.
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ILO (International Labour Organization) (2010).High trend of unemployment rate 81 millions. Retrieved onAugust, 12, 2010 Available at http://www.matichon.co.th/news_detail.php?newsid=1281584607(in Thai)
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Sujirat, A. (2009). The study of relationship between Corporate Social Responsibility (CSR) and employeeengagement: A Case Study of Somboon Group Companies. (Unpublished Master’s independentstudy.) School of Human Resource Development, The National Institute of DevelopmentAdministration,Thailand.(in Thai)
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An Approach to Create a “Happy Workplace”: A Preliminary Study
Juthamas Kaewpijit, Ph.D.
Wichai Utsahajit, Ph.D.
AbstractThe Science of work happiness has emerged and received an immense attention from
organizations around the world for the last decade. In Thailand, Thai Health PromotionFoundation has been doing research on “Happy Workplace” for more than five years, yet muchmore research work on this topic is still in need. This research was funded by Thai HealthPromotion Foundation as a section phase project to design an approach to creating “HappyWorkplace” in organizations. The research methodology included focus groups and workshops.The 3 previously proposed models of happy workplace which were derived from interviewing andsite-visiting 103 private organizations in Thailand in the first phase of the research were used asprototypes. Five private organizations volunteered to participate in the pilot project. The resultsindicated there were 4 key components in creating happiness in the workplace including:Happiness Mapping, Organization Diagnosis, Melting Values of Happiness, and EnvironmentCreating, so call “HOME” model. Finally, it was suggested that there should be a universitycurriculum or a training course on how to create a happy workplace for organizations in Thailand.
Keywords: Happy Workplace, Happiness, HOME Model
Assistant Professor Dr. Juthamas Kaewpijit is a director of HROD Program at the School of Human ResourceDevelopment, National Institute of Development Administration (NIDA)** Associate professor Dr. Wichai Utsahajit is a Associate Dean of Planning, School of Human ResourceDevelopment (NIDA)
IntroductionThe science of happiness in general, has been around as shown on a large volume of
studies in several decades (Veenhoven, 2011). Recently, in May 2011, Economic Cooperation andDevelopment (OECD) launched happiness index as a tool to measure well-being and perceptionsof living condition. The happiness index embraces 11 dimensions: housing, incomes, employment,social relationships, education, the environment, the administration of institutions, health, generalsatisfaction, security and the balance between work and family and will later add two more areasinclude sustainability, and governance. Because measure the well-being based upon GDP is notadequate.
At the policy level in Thailand, creation of workplace happiness has become an importantissue for the Thai Society as appeared in the drafted framework of the Eleventh Plan (2012-2016)that Thailand will be “a happy society with equity, fairness and resilience” (Office of the NationalEconomic and Social Development Board, 2011). The NESDB has been conducting a series ofworkshops engaging a wide range of stakeholders in order to complete the final plan. However, inthe past 5 years, happiness at work has proven to receive immense attention, by simply searchingthe word “happy workplace” on Google, 207,000 results returned. In addition, when performed thesimilar search words on amzon.com it showed more than 2,000 books on how to create happyorganizations, well-being at work, happiness at work, etc. Additionally, Rao (2010) wrote thebook on “Happiness at Work: Be resilient, Motivated, and Successful No Matter What” whichinvestigated the path to happiness at work and meaningful life. The book reflects how happiness atwork plays a role in employees learning, leadership and productivity.
In order to respond to the new demand of modern workplace, Thai Health PromotionFoundation (2011) under the Health Promotion Foundation Act 2001 has taken the issue ofcreating happy workplace in to special consideration by including the healthy workplace as oneout of eight key strategy plans to promote healthy organization. On the outset, the Thai healthorganization initiated the concept so called “HAPPY 8” which includes happy body, happy heart,happy soul, happy relax, happy brain, happy money, happy society, and happy family. In the year
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2009, the research on “Decoding 103 happy organizations” was funded by the Thai HealthPromotion with a key objective to capture the knowledge of how to create happy workplace inprivate sectors ranging from a number of big corporations to small/medium enterprises. Theresults of the first phase of the research were a fruitful source of know-how knowledge of how tocreate a happy workplace. It was proven that people are happy not only because of remunerationbut there are several factors that make them happy and become successful at work.
Though “Happy Workplace” concept has been adopted by many organizations inThailand, most of practitioners still lack knowledge and understanding on how to create suchhappiness in their organizations. Therefore, many organizations perform happiness creation bythe use of activities that can create fun and enjoyment. Many types of activities are adoptedwithout considering organization’s characteristics and context, and needs of employees.Moreover, a common mistake which can be found among organizations at the initial stage ofhappy organization development is the attempt to perform activities to achieve the goal of Happy8 without any consideration on the real needs of employees.
Objectives of the StudyThis research was funded by Thai Health Promotion Foundation as a second phase project
to design an approach to creating “Happy Workplace” in organizations, test it and report theresults. The 3 previously proposed models of happy workplace which were derived frominterviewing and site-visiting 103 private organizations in Thailand in the first phase of theresearch were used as prototypes.
Three Models of Happy WorkplaceAt the first phase of the project, School of Human Resource Development at National
Institute of Development Administration (NIDA) received funding from Thai Health PromotionFoundation (ThaiHealth) to conduct a research on exploring 103 private organizations on theircharacteristics of happy workplace. These organizations were selected through 3 channels namely,
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expert recommendation, nomination through web-based and ThaiHealth events, and quality andsufficiency-economy philosophy award recipients. The following 3 Models of Happy Workplacewere derived as a result of the research (Kaewpijit, Utsahajit, and Kusumavalee, 2011).
1. The first model classifies workplace happiness into 3 categories according to 3 types oforganizations: Simplified Organization, Sustainable Organization, and Creative Organization.Simplified Organization is the type of most sample organizations in the research fit in. Theseorganizations provide their employees with external happiness creation factor such asmonetary reinforcement and recreational activities. For Sustainable Organization type, theseorganizations put most emphasis on good management practice and creation of balancebetween organization’s benefits and those of society as a whole. Finally, for CreativeOrganization, people in these organizations are given autonomy in decision making processand less controlled by rigid rules and regulations.
2. The second model is called “To Be, To Live, To Mean” model. Firstly, people in anyorganization perceive their happiness at work by looking at their being whether they can betheir own self, proud of themselves, and worthwhile to their family and community.Secondly, “To Live” means employees consider their happiness through their livingconditions at home and at work which include wealth and health conditions, constructive workatmosphere and work enabling environment. Finally, To Mean is how they are perceived bythe organization, whether their work is valued and their performance is meaningful.
3. Finally, a model of happy workplace from a behavioral standpoint is titled “Turning aHappy Workplace Padlock: Discovering Codes of Happiness.” Factors enabling people inthese organizations to perceive happiness in their work are classified into 2 groups. The firstone is individual factors; comprising of individual characteristics, life-style, family and socialcontext and current situation. The other group is organizational factors, comprising of jobcharacteristics, leader/colleague/other related persons, and environment and work atmosphere.People in these organizations agreed that these mentioned factors affected their perception of
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happiness at work and they averaged all these factors to specify their level of work happinessat a certain period of time. However, all of them said that their level of perceived happinesslied extensively on their thinking skills, belief, attitude, wisdom, self regulation, and learningand practice.
These three models were presented in a so called “HOME” concept, meaning happyorganization, happy management, and happy employees
Triple C Roadmap to Happiness in the Workplace Program was designed to provideparticipants an opportunity to review their perception and understanding of workplace happiness,brainstorm with their team members on an approach to build happiness in their workplace throughfocus groups and workshops, implement pilot projects, and share experience and learned lessons.The program module consists of 3 C steps: Conceive, Conduct, and Concrete with the following 3underlying notions.
1. An approach to creating a roadmap to building happiness in the workplace should bedesigned specifically to fit each organization because no two organizations are alike.
2. To build happiness in any workplace, most members of the organizations should beactively involved in every step.
3. Leaders of the organizations are one key success factor who must act as a role model andfacilitate the implementation of the program.
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Research Methodology
“Triple C Roadmap to Happiness in the Workplace”The data collection method utilized a program titled, “Triple C Roadmap to Happiness in
the Workplace,” which can be shown in Figure 1.
Figure1 Triple C Roadmap to Happiness in the workplace
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Five Pilot OrganizationsFive pilot organizations participated in Triple C Roadmap to Happiness in the Workplace
Program are described as follows:1. B-Food International Co., Ltd. is a subsidiary company of the Betagro Group, a leader
in the integrated feed and farming business for almost 30 years. Their operation covers animalfeed production, poultry breeding, supplying baby chicks, broiler rearing, food processing andexport of chicken products.
2. NK Apparel Co., Ltd. is a textile and garment company which exports their products tobig name customers worldwide. The company has its factories situated in Thailand and in a fewneighboring countries.
3. Western Digital (Thailand) Co., Ltd. provides cost-effective solutions for thecollection, management, protection and use of digital information and video and audio content.The company is a pioneer and leading global maker of hard drives and solid-state drives forinternal, external, portable and shared storage applications.
4. Mitr Phol Group is a group of companies operating business in cane and sugar industryfor more than 53 years. With a clear vision in sugar industry and its strong commitment to developthe business to the best of their experience, Mitr Phol has become the leader in sugar industry withworld-class standard operation today.
5. Siam Cement (Kaeng Khoi) Co., Ltd. is in SCG Cement Group that manufactures andsupplies cement, ready-mixed concrete, concrete products, white cement and refractory as well asprovides technical services and consultations on plant installation to customers both within andbeyond SCG.
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FindingsThe following section describes the results from Triple C Roadmap to Happiness in the
Workplace Program:Conceive Session
Happiness is viewed by employees as well being, and leaders should provide someguidance and counseling. Happiness creation in an organization should take part in every divisionof the organization simultaneously because the needs of each employee group are different. Theinitiation of this happiness creation project depends upon the balance of the needs of executivesand employees. As a middleman, HR people have to know how to make executives understandand support such projects aimed at creating happiness for all staff members. The crucial issue isthat persons who are responsible to the project should have patience and effort to overcome anyobstacles, and courage to initiate new things or any difficulty jobs. For any happiness creationproject, it can be started from a small unit in the organization and the responsible persons can beestablished as a working team.
Construct and Concrete SessionsFrom a circle of focus group session, participants stated their wishes of what they could
have preferred to have it happened during their pilot implementation of happy workplaceworkshop. Those wishes included:- Everyone should open up and share their true feelings.- It is very essential to have collaboration from all employees.- Management must give a full support.- All of us must think positively- Balance of work and life is a key to happiness- Creating a happy workplace is no one specific person’s responsibility, but all’s.- Continuity is one critical success factor when implementing a happy workplace project.
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At the end of the last session, participants identified critical success factors in implementing anyapproaches to creating happiness in the workplace as follows:
- Leaders: Leaders of various levels in the organization must provide strong support increating happiness in the workplace. They should involve people from all work departments indesigning and implementing the organization’s “happy strategy.”
- Employees: All employees should participate actively in all activities and must be madechange in their perceptions toward happiness in the workplace.
- Organization’s Policy: The organization must announce and enforce a clear policy oncreating happiness in the workplace.
- Work Atmosphere: Work environment, both physically and culturally, should be friendly,family-like atmosphere and open to communication.
HOME ModelDeriving from the findings, the following HOME Model represents an approach to
creating a happy workplace. HOME Model suggests that there are four steps in creating happinessin organization as shown in the picture.
According to the HOME Model, organizations can start creating happiness at any step.However, happiness creation process can occur back and forth. In other words, planning and re-planning are needed constantly in order to cope with changing employees’ needs. Steps increating workplace happiness are as follows:
1. Happiness Mapping which is inspiring people in organizations and building concernsregarding importance of happiness in a workplace consists of two major actions, namely,
Happiness
Mapping
Organization
Diagnosis
Melting Valueof
HappyWorkplace
Environment
Creation
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searching for preferred type(s) of happiness, and pushing forward the preferable happiness toallies and those with authorities to sustain factors of happiness.
1.1 Searching for preferred type(s) of happiness relies on not only employees’needs, but also factors and methods to properly respond to those needs. Mostly, searching processcould be performed with two sources of information: employees and organization.
- Happiness needed by employees could be discovered by two methods which areasking and creating employee suggestion system.
- Happiness needed by organization is good will provided to employees by providingbenefits and welfares above the minimum requirement of the labor laws. Additionally, this type ofhappiness could be built by top management’s actions and steering committee’s actions, such asreviewing obstacles in work system and correct them, and constantly finding innovation inhappiness creation.
1.2 Pushing forward and creating buy-in of the preferable happiness to allies andthose with authorities are a critical step in sustaining employees’ happiness. Steering committeeneeds to put forward the Happiness Map and communicate it to gain supports from the authoritiesand stakeholders. Putting forward Happiness Map includes selection of targets and allies inimplementation. This process can be done more smoothly if the top management is the one whoputs forward the map.
2. Organization Diagnosis is the process of reviewing Happiness Map in the context ofthe organization to state concrete purposes and strategy map. Organization diagnosis needs twoparts of input, namely, Happiness Map (both employee’s part and organizational part), and vision,missions, organization culture, and organizational context.
Organization diagnosis could be done in many ways. However, it needs participation ofsteering committee and related persons (depending on size of the organization). Organizationdiagnosis performed in small organizations could be done among the group of owner and two orthree representatives of employees.
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Results yielded from organization diagnosis must include concrete purpose(s) andorganization’s strategies to create happy organization. Preciseness of strategies is subjected toorganizational context. However, the strategies should consist of activities’ detail, timeline,purposes of each activity, resource needed, responsible person(s), and monitoring and evaluationsystem.
3. Melting Value of Happy Workplace is the implementation of activities to createhappiness in a workplace. This stage consists of activities developed by the organization to serveits’ unique needs and context. Activities could be put in a series, from basic recreational activitiesto complicated activities which related to sustainability and employees’ as individual.
Melting value of happiness holds two major methods, implementing in accordance withplan and building value of living together.
4. Environment Creation is a crucial stage. There are two types of environment to beconsidered: physical environment and work system. Physical environment could consist of workstation and equipments, facilities for employees’ gathering and relaxation, attractiveness ofbuilding, ventilation system, etc. Work system includes security and safety system, work hours,mentoring system, organization structure, workflow design, overtime payment calculation system,etc.
Generally, creating happy organization involves three groups of people: topmanagement, facilitators (mostly performed by members of human resource department), andsteering committee. This steering committee needs to understand that happy organization is inconcern with collective happiness. Therefore, happiness building must not be performed inaccordance with individual plan, or plan of any department solely, but performed systematically inaccordance with the happy mapping, organization diagnosis result, melting value of happinessapproach, and environment creation.
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Conclusion“Happy Workplace” is one of the organization development approaches adopted by many
organizations in Thailand. However, most practitioners still lack knowledge and understandingabout how to create such happiness. The results of this research suggest a HOME Model as aguideline for any organization to use for the building of happiness in their workplace. Finally, it isalso advisable for organizations, training or consulting companies, and educational institutions todesign a curriculum or a training course on how to create a happy workplace for organizations inThailand in order that happiness can be happening in any workplace all around the land of smiles.
ReferencesKaewpijit, J., Utsahajit, W., & Kusumavalee, S. (2011). Different Perspectives on Happiness:A HOME Model Approach (ความสุขหลากมุมมอง ดวย HOME โมเดล). Nontaburi, Thailand:Songkha Creation Co., Ltd.Office of the National Economic and Social Development Board.(2011). Framework of the Eleventh Plan. Retrieved on March 29, 2011. Available at
www.nesdb.go.th/default.aspx?tabid=395.Rao, Srikumar S. (2010). Happiness at Work: Be Resilient, Motivated and Successful—NoMatter What. New Delhi: McGraw-Hill.Thai Health Promotion Foundation. (2011). Happy 8. Retrieved on March 29, 2011. Available at
www.thaihealth.or.th.Veenhoven, R. (2011). World Database of Happiness. Erasmus University Rotterdam. Retrieved
on March 29, 2011. Available at www.worlddatabaseofhappiness.eur.nl.
AbstractThe purpose of this research is to study the opinions of a public university staffs on the
organizational communication pattern including the level of understanding and the level ofinformation exposures for changing to autonomous university. Questionnaires were used for datacollection by multi-stage random sampling and equally distributed to 276 samples. The collecteddata was analyzed by using the descriptive statistics; frequency, percentage, mean and standarddeviation. T-test and ANOVA techniques were used to test the hypothesizes.
Research results indicate that the staff opinions on the organizational communicationpattern to make the understanding for changing to autonomous university vary according to age,education, salary, department, and whether line or staff. While the level of the understanding varyaccording to gender, age, salary, department, and personnel type, the level of the exposure varyaccording to age, education and department. Considering in details, most respondents agree withthe communication pattern of executives and organizational communication patterns, however,they disagree with the block of their opinions and strongly disagreed with the idea that theresponsibility regarding the transition is for senior executives only. For the aspect of the transitionunderstanding, the staffs do not understand as a whole and the impact of the transition to themafter changing. Results reveal that the staffs are rarely exposed to the information.
Suggestions are made on increasing the efficiency of organizational communication; theexecutives should 1) increase communication channels especially the two-way communication 2)initiate the meeting with their staffs and building the trust atmosphere 3) listen to the staffopinions in various ways and publish documents about the changes that will occur so that staffscan recognize the situation clearly and continuously.Keywords: communication, change, autonomous university
Beer, M. 2003. Managing Change and Transition. Cambridge: Harvard Business School Publishing.Bernard, C. I. 1983. The Function of The Executive. Cambridge: Harvard University Press.Gibson, J. W. & Hodgetts, R. M. 1991. Organizational Communication: A Managerial Perspective.
2nd ed. New York: Harper Collins Publishers.Huczynski, A. & Buchanan, D. 1991. Organizational Behavior. 2nd ed. Cambridge: Prentice Hall
International (UK).Krejcie, R. V. & Morgan, D. W. 1970. Determining sample size for research activities. Educational and
Psychological Measurement, 30: 607-610.Leavitt, H. J. 1964. The Human Organization: Its Management and Value. New York: McGraw-Hill.Lewin, K. 1952. Group Decision and Social Change. New York: Holt & Rinehatr.O’ Hair, D., Friedrich, G. W. & Shav, L. D. 1998. Strategic Communication in Business and the
Profession. 3rd ed. Boston: Houghton Miffin.Robbins, S. P. 1994. Essentials of Organizational Behavior. 4th ed. New Jersey: Prentice-Hall.Torrington, D & Weightman, J. 1994. Effective Management People and Organization. 2nd ed.
Interpersonal Communication Pattern and Effectivenessamong Leaders and Subordinates: Using Neuro-Linguistic Programming
Arunee Muangsilapasat
AbstractThis research was aimed at studying the pattern of interpersonal communication and its
effectiveness among professional nurses, between leaders and subordinates. The patterns ofcommunication were divided according to the Neuro-Linguistic Programming (NLP) into 4patterns: Visual, Auditory, Kinesthetic, and Rational. Data were collected from 122 professionalnurses using questionnaires and interview, and were analyzed using descriptive statistics todetermine average mean score, percentage, standard deviation, and Man-Whitney U test toindicate mean differences.
Results of the study reveal that leaders and subordinates professional nurses are notdifferent in their communication effectiveness in both ‘Word’ linguistic (verbal) method and‘Non-Word’ linguistic (nonverbal) method. In term of selecting communication channels, mostprofessional nurses both leaders and subordinates prefer to use face-to-face communication. Thechannel found to be difficult in communication is the information system, such as e-mail andmobile phone, probably due to the inability to connect to internet service in some areas in thehospital. The gap analysis of the ability to communicate with perception of the message receiver,we’ve found that more than 50 percent of professional nurses, both leaders and subordinates, useTouch pattern of communication, which includes emotional involvement in communicating withothers. Such an emotional involvement may exceed the expected level of receivers. On thecontrary, the Auditory, Visual and Rational patterns of communication are in the lower-expectation level, respectively.
In addition, the 5 first issues of the opinions and recommendations analysis of thesuperior professional nurses towards subordinates in descending order are 1) Listen and acceptcomments rationally. 2) Coordination with others without creating conflict in the workplace. 3)
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Emotional control while communicate with others. 4) Improve behavior and intelligence incommunication in order to build good relationships with colleagues, and 5) Assertive sensibly. Onthe other hand, the 5 first issues of the opinions and recommendations analysis of the subordinateprofessional nurses towards their leaders in respective are 1) Fairness and non-discrimination. 2)Participation and involvement in operations and following up regularly. 3) Presence of operationalplanning. 4) Opening for subordinates’ opinions. 5) Officially providing orders towardssubordinates so that they acknowledge the message accordingly.
Keywords: Neuro-Linguistic Programming, Interpersonal Communication Patterns, InterpersonalCommunication Effectiveness
Bandler, R. & Grinder, J. 1975, Patterns of the Hypnotic Techniques of Milton H.Erickson.M.D. Vol. 1. Cupertino, California: Meta Publications.
Kamp, D. 1996. The Excellent Trainer: Putting NLP to Work. London: Gower.Simms, L.M., Price, S.A., and Ervin, N.E., 1985. The Professional Practice of Nursing
Administration. New York: John Wiley& Sons.
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เคร่ืองมือวิเคราะหการบริหารผลการปฏิบัติงานตามแนวคิดของ Andre’ de Waal
Performance Management Analysis Tool: A case study of Andre’ de Waal
Lunchakorn Khamsri
AbstractThe purpose of the article is to present the basic concept of developing the performance
management analysis (PMA) tool based on Andre’ de Waal’s conception. It was aimed atstudying the conception theories, meaning, and factors of the tool which were used in developing aperformance management analysis survey in Thai version. Cross/Back translation by specialists,who had degree of linguistics and experienced business translation. The content validity was alsoexamined by the experts. This study reveals that the performance management analysis tool(PMA) includes the questions used for analyzing the effectiveness of 2 core performance factors.The 2 core performance factors are (1) the structural factor featuring responsibility structure,contents, integrity, and manageability and (2) the behavioral factor, featuring accountability,management style, action orientation, communication, and alignment.
Keywords: Administrative Analysis Tool, Performance Analysis Tool, Andre’ de Waal’sConception
เอกสารอางอิงสํานักงานรางวัลคุณภาพแหงชาติ. (2553). TQA Criteria for Performance Excellence.
กรุงเทพฯ: สํานักงานรางวัลคุณภาพแหงชาติ.Armstrong, M. (2000). Performance Management. London: British Library.Cummings, T. G., &Worley, C. G. (2005). Organization Development and Change. Australia: Thomson.Marr, B. (2006). Strategic Performance Management. Massachusetts: Elsevier.Martins, R. A. (2000). Use of performance measurement systems. Cranfield: Cranfield
University.Simons, R. (2000). Performance measurement and control systems of implementing strategy.New Jersey: Prentice Hall.Waal, A. A. (2002). Dissertation: The role of behavioral factors in the successful
Implementation and use of performance management systems. Amsterdam: FreeUniversity Amsterdam.
Waal, A. A. (2003). Behavioral factors important for the successful implementiontion and useof performance management systems. Performance Measurement and Management.
Waal, A. A. (2004). Stimulating performance-driven behavior to obtain better results.International Journal of Productivity and Performance Management, 53.
Waal, A. A. & Nhemachena, W. Z.(2006). Building employee trust in performancemanagement:The case of a mining company in Zimbabwe. International Journal ofOrganizational Behaviour, 1-19.
Waal, A. A. (2007a). Strategic Performance Management. New York: Palgrave Macmillan.Waal, A. A. (2007b). Is performance management applicable in developing countries:The case of
Tanzanian college. International Journal of Emering Markets.Waal, A. A. (2010). Performance-driven behavior as the key to improved organizational
Constructing an Instrument to MeasureThai pilot’s Crew Resource Management (CRM) skills
Sinnop Theprugsa
AbstractThis article describes the construction of the instrument for measuring pilot’s Crew
Resource Management (CRM) skills. This instrument aims at measuring all 4 categories of CRMskills: coordination, leadership and managerial skill, situation awareness, and decision making.The measurement construction process includes: 1) determine the CRM skills and related positivebehaviors 2) design instrument structure 3) create positive and negative behavioral questions to fillthe structure 4) examine content validity by the experts 5) print questionnaire 6) collect data 7)analyze discriminant t-values and inter-item correlations, then take out unqualified questions and8) analyze reliability of the questionnaire.
The instrument, developed in this research, comprises of 58 questions with high itemdiscriminant t-values, moderate-high inter-item correlations and it possesses high reliability valueof .935. The instrument therefore meets the standard criteria. Suggestions are made on itspractical application, probably translating the instrument into English for wider uses and furtheranalyses in order to examine its universal quality.
Keywords: Instrument construction, Crew Resource Management Skill, Pilot
เอกสารอางอิงCAA. (2002b). CAP 720 Flight Crew Training: Cockpit Resource Management (CRM) and
Line-Oriented Flight Training (LOFT). Retrieved January 28, 2010, fromhttp://www.caa.co.uk
CAA. (2006). CAP 737 Crew Resource Management (CRM) Training Guidance For FlightCrew, CRM Instructors (CRMIS) and CRM Instructor-Examiners (CRMIES).Retrieved January 28, 2010, from http://www.caa.co.uk
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Philosophy of Sufficiency Economy: Understanding and Participation of GeneralPeople and Youth in North-Eastern Part
Neon Pinpradit, Ph.D.
AbstractThis paper synthesized three thesis researches which possessed 2 similar aims as 1) to
study general people and school youth's understanding and participation in the philosophy ofSufficiency Economy and 2) to construct innovations for the development of comprehension andparticipation in the philosophy of Sufficiency Economy among community leaders, housewifegroups and school youth. This study was done through an analysis of the ideas, theories andrationalities, research procedures and findings as reported in the theses. The findings are asfollows: (l) The three research applied the principles of the philosophy of Sufficiency Economy asthe bases for defining understanding and participation in the philosophy of Sufficiency Economy,and had based the construction of innovations on three learning theories, i.e. behaviorism, sociallearning and humanism; (2) All the three research studies had a common practice of dividing theirworks in three phases; (3) Results of the three studies showed that community leaders, housewivesand school children possessed a high level of understanding of the philosophy of SufficiencyEconomy although their participation in the philosophy was at a moderate level except thehousewife group's which was at a low level.
After the three target groups received innovative development activities which weresuitable to each of their groups, i.e. the community leaders received integrated learning activities,the housewife group received eclecticist activities and school youth received group processactivities, they were able to develop their understanding and participation in the philosophy ofSufficiency Economy up to the satisfactory level.
Keywords: Philosophy of Sufficiency Economy, understanding, participation,
สําหรับบทความชิ้นน้ี ผูเขียนใชพระราชนิพนธเร่ือง “พระมหาชนก: The story ofMahajanaka” ฉบับพิมพคร้ังที่ 2 เปนเอกสารประกอบและการตีความในเชิงวิชาการในคร้ังน้ี
“Any enterprise that is not achieved through perseverance is fruitless;obstacles will occur. When any enterprise undertaken with suchmisdirected effort results in Death showing his face, what is the use ofsuch enterprise and misdirected effort?”xvi
8) รมควันตนท่ีไมมีผลใหออกผล. (พระบาทสมเด็จพระเจาอยูหัว ทรงพระนิพนธเปนภาษาอังกฤษวา Smoking the fruitless tree, so that it bears fruit..) การรมควันเปนภูมิปญญาโบราณ ที่กระทําในชวงที่ใบมะมวงสะสมอาหารไวเต็มที่
9) ทํา ‘ชีวาณูสงเคราะห’ (พระบาทสมเด็จพระเจาอยูหัว ทรงพระนิพนธเปนภาษาอังกฤษวา Culturing the cells in a container.) ชีวาณูสงเคราะห บางก็วาหมายถึงการนําเอาเซลลของเน้ือเยื่อออกมาเพาะใหม บางก็วาคือการปลูกเน้ือเยื่อ
ไมมีผลใหมีผล.สํารวจหาBest practices และบคุลากรตนแบบ แลวดําเนินการcoaching and mentoring
หา เอาตามาตอกิ่งของอีกตน. Corporate DNA transplantหก เอากิ่งมาทาบกิ่ง. Talent taskforce/สรางวิทยากรตนแบบ/knowledge Sharingเจ็ด ตอนกิ่งใหออกราก. Encourage the Problem Childแปด รมควันตนที่ไมมีผลใหออกผล. Performance management for Deadwoodเกา ทํา ‘ชีวาณูสงเคราะห.’(Culturing the cells in a container)
7. ตนฉบบัตองพิมพบนกระดาษ A4 แบบหนาเดียว ความยาวไมเกิน 25 หนา ภาษาไทยใชแบบอักษรAngsana New หรือ Browallia New ขนาด 16 pt. ภาษาอังกฤษใชแบบอักษร Times New Roman ขนาด12 pt. เวนระยะ 1 บรรทัด (Single Space) การใชเชิงอรรถใหแสดงเปนตัวเลขยกกําลัง (superscript)เรียงลําดับตามเนื้อหาของบทความและใหรวบรวมเชิงอรรถเรียงลําดับไวบนหนาเดียวในทายบทความ
จุฬาลงกรณDavis, Keith. 1967. Human Relation at Work: The Dynamic of Organization Behavior.
New York: McGraw-Hill.
บทความในวารสารช่ือผูเขียน . ปที่พิมพ. ช่ือบทความ. ช่ือวารสาร. ปที่ (เดือน): เลขหนา.Egloff, G. and Fitzpatrick, A. 1997. Vocationally Oriented Language Learning. Learning