Abstract:
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The objectives of this research were: 1) To explain faculty members’
qualifications, their perceptions of transformational leadership, human resource
management practices, learning organization and their research performance in
National Research Universities; 2) To study the effects of faculty members’
qualifications, their perceptions of transformational leadership, human resource
management practices and learning organization on their research performance in
National Research Universities; and 3) To develop the model of faculty members’
research performance in National Research Universities.
The research methodology was the mixed methods between the quantitative
and the qualitative methods. In the quantitative method, the population was 18,035
faculty members from National Research Universities. The researcher used simple
sampling method and used Yamane’s formula to calculate the sample size, which
were 392 faculty members. Questionnaires were sent by mail and 390 of mail were
received back, which were 99.49 percent from the sample size. The questionnaires,
which were created from the concepts and the operational definitions, were tested by
content validity method, reliability method and construct validity method. In the
qualitative method, the interview outline was created from the statistics analysis
results, and then used to interview nine faculty members in the National Research
Universities to explain the quantitative research findings.
The research findings were: 1) Faculty members’ qualifications, which consist
of academic positions and income per month, were significantly related to their
research performance; 2) Faculty members’ perception of organizational
transformation and knowledge management has the most positive direct effect on
their research performance, followed by their research experience, their perceptions of
technology application, and creating continuous learning opportunities; 3) Faculty
members’ perception of transformational leadership has the most positive indirect
effect on their research performance, followed by their perceptions of training and
development, recruitment and performance management, and rewards; and 4) Faculty
members’ perception of transformational leadership has the most total effect on their
research performance, followed by their perception of organizational transformation
and knowledge management, their research experience, their perceptions of
technology application, creating continuous leaning opportunities, training and
development, recruitment and performance management and rewards.
The new theoretical findings were: 1) Faculty members’ perception of
transformational leadership has no the positive direct effect on their research
performance. However, this research found that faculty members’ perception of
transformational leadership has the positive indirect effect on their research
performance through their perceptions of human resource management practices and
learning organization; and 2) Faculty members’ perception of human resource
management practices has no positive direct effect on their research performance.
However, this research found that faculty members’ perception of human resource
management practices have a positive indirect effect on their research performance
through their perception of learning organization.
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