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dc.contributor.advisorTippawan Lorsuwannaratth
dc.contributor.authorArnuphab Raksuwanth
dc.date.accessioned2016-06-22T04:09:52Z
dc.date.available2016-06-22T04:09:52Z
dc.date.issued2013th
dc.identifier.otherb185146th
dc.identifier.urihttp://repository.nida.ac.th/handle/662723737/3096th
dc.descriptionDissertation (D.P.A.)--National Institute of Development Administration, 2013.th
dc.description.abstractUnder the concept of New Public Management (NPM), the Office of the Public Sector Development Commission (OPDC) attempted to push forward the use of marketing concepts in public service delivery in Thai government agencies in order to enhance quality and performance in public service delivery. But there has been no study on the way those concepts have been used by government agencies or the suitability and consistency of marketing concepts in the context of the Thai public sector. The objectives of this study are to study and investigate the use of marketing concepts in Thai public services, compare the use of marketing concepts in government agencies, explore factors affecting the use of marketing concepts in Thai public services, and suggest policy propositions concerning public service improvement to meet and satisfy citizen’s needs and wants. It is qualitative research based on case studies of four selected government departments, namely the Department of Land Transport, Land Department, Cooperative Promotion Department, and Department of Health Service Support. Data was mainly collected from interviews with executives of the government agencies, and also employs secondary data review in order to verify and confirm the accuracy of data obtained from the interviews. The results of the study concluded that government agencies’ public service delivery centered on citizens’ benefits, but does not stem from the intention to use marketing concepts in public service delivery. Rather, it has been implemented in accordance with Section 3/1 of the State Administrative Act B.E. 2545 (2002), the Royal Decree on Criteria and Procedures for Good Governance B.E. 2546 (2003) and Public Sector Management Quality Award (PMQA). Marketing concepts have been incorporated in working procedures of these agencies and can be further inferred that it have been automatically used by government agencies. Analyzing the principles and philosophy of marketing concepts and their application in the context of the Thai public sector, was found that application of these concepts in the Thai public sector has some limitations. Public service delivery is of a monopolistic nature, driven by laws, and social regulation oriented. It is not based on voluntary exchange. Delivery of service is for public benefit without consideration of cost of service or profit seeking. Citizens are not considered as customers of government agencies but as tax payers or are as government owners. This study, however, does not reject the use of marketing concepts in the public sector. Even though some of its principles and philosophy may be unsuitable in the context of Thai public sector, the application of marketing concepts in terms of procedures, methodologies and activities may still improve the quality and performance of public service delivery. This could be implemented by proper adoption of customer centered management of services, taking into account possible conflicts in the context of public service delivery, particularly the direct service to citizens at government service points. Factors influencing the quality improvement of public service delivery consist of “personal factors” and “factors related to government agencies’ administration and public service delivery. All these factors mutually affect one another and are interrelated. Policy recommendations in regards to public service delivery are as follows: 1) The OPDC should realize the importance of knowledge sharing, understanding and acceptance of principles, methods and scopes of marketing concepts used in the public sector by personnel in government agencies. 2) The OPDC and government agencies should have human resource development strategies to provide their personnel with the knowledge, skills and attitudes that correspond to changing formats, methods, tools, and regulations in working environments based on people’s benefits. 3) Government agencies should improve their services and service supporting systems as the tools facilitating decision making and speed of service as well as minimizing human errors. 4) The OPDC and government agencies should develop their incentive measures to motivate officials to provide good services. 5) The OPDC and government agencies should consider their people as citizens in need of public services rather than as their customers.th
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dc.description.provenanceMade available in DSpace on 2016-06-22T04:09:52Z (GMT). No. of bitstreams: 1 b185146.pdf: 3823420 bytes, checksum: e57b25abe736adddcc700b2a0fa5db98 (MD5) Previous issue date: 2013th
dc.format.extent254 leavesth
dc.format.mimetypeapplication/pdfth
dc.language.isoength
dc.publisherNational Institute of Development Administrationth
dc.rightsThis work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.th
dc.subject.otherMarketing--Thailand-Managementth
dc.titleMarketing in Thai public services revisitedth
dc.typeTextth
mods.genreDissertationth
mods.physicalLocationNational Institute of Development Administration. Library and Information Centerth
thesis.degree.nameDoctor of Public Administrationth
thesis.degree.levelDoctoralth
thesis.degree.grantorNational Institute of Development Administrationth
thesis.degree.departmentคณะรัฐประศาสนศาสตร์th
dc.identifier.doi10.14457/NIDA.the.2013.15


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