The meaning of employee engagement of Thai public hospitals under the ministry of public health
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2019
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2562
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eng
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492 leaves
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b211058
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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National Institute of Development Administration. Library and Information Center
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Siriporn Potidokmai (2019). The meaning of employee engagement of Thai public hospitals under the ministry of public health. Retrieved from: https://repository.nida.ac.th/handle/662723737/6827.
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The meaning of employee engagement of Thai public hospitals under the ministry of public health
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Abstract
Employee engagement plays a significant role in the quality improvement of hospitals in Thailand as it has been set as one of the areas for self-assessment and continuous improvement of hospital quality, 5.1 Employee Engagement, under the 1-5 Human Resource Focus (HRF), one of the criteria of the Hospital Accreditation (HA) standard of Thailand which has been used to drive quality improvement for hospitals since 1997. After reviewing various studies related to employee engagement, it was revealed that the concept of employee engagement remains ambiguous as there are multiple frameworks of engagement conceptualization, in which each framework or approach has its own measurement, as well as conceptual space. This gap could result in an unconnected approach to understanding and developing strategies around employee engagement within organizations.
The objectives of this study were to explore the meaning of the employee engagement of Thai public hospitals in the Thai context and to investigate the factors that promote and prevent the employee engagement of Thai public hospitals under the Ministry of Public Health (MOPII). This study employed a qualitative phenomenological approach. The data were collected through semi-structured interviews and participatory observations with 13 medical doctors, 15 general support employees, 15 medical support employees, and 15 nurses from three different hospitals across MOPH-owned hospitals, including community, general, and regional hospitals.Conventional content analysis, the frequency count occurrences of words, along with five stages of inductive data analysis were applied for the analysis of the data.
The findings revealed 5 common components of the meaning of employee engagement, including positive emotion, wholehearted effort, organization accomplishment, desired behavior, and stay, which were found to be different than the definitions of employee engagement defined in seminal studies. Consequently, the researcher proposed the definition of employee engagement of Thai public hospitals under the MOPH as affective relations in one's work life operationalized by the degree of positive emotion, wholehearted effort, organization accomplishment ambition, desired behavior employment, and willingness to stay happily with the organization, which can be used for the foundation for further studies.
Moreover, the findings explored 16 factors that promoted employee engagement, which were categorized into 3 levels, including individual, group, and organization levels. The five factors at the individual level were personal resources, feeling important, relationship with colleagues, prolonged stay, and patient's well- being. The three factors at the group level were collaboration, perceived supervisor support, and team work. The eight factors at the organization level included hospital image, job characteristics, a family-like work climate, job security, leader, compensation, welfare, and learning and development opportunity Furthermore, the findings explored 15 factors that prevented employee engagement including communication problems, generation gaps, high expectation pressures, inadequate compensation and benefits, lack of coordination among departments, lack of discipline, lack of resources, task variety, work overload, lack of team support, people issues, perceived insults, perceived unfairness, a restricted system, and unpleasant results.
The implications for practice emphasize how to apply the employee engagement model explored in this study in setting and designing strategies and intervention programs to enhance employee engagement within the organization. The key limitation of this study is the fact that it used self-reported data where the results relied on the openness of the participants. Further, this study involved a small number of participants, which limited the ability to generalize from the findings beyond the sample group.
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Thesis (Ph.D. (Human Resource and Organization Development))--National Institute of Development Administration, 2019