GSHRD: Dissertations

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Graduate employ ability skills of the 21st century : development and validation of a scale in Bangladesh
Hasanuzzaman; Nanta Sooraksa (National Institute of Development Administration, 2023)
In the ever-evolving landscape of the 21st-century workforce, employability skills have become a critical factor for fresh graduates seeking success in their careers. The present study aimed to address the specific context of Bangladesh by developing and validating an Employability Skills Scale tailored to the needs and expectations of employers in the country. The research followed a systematic and comprehensive methodology, with two primary phases: scale development, and scale validation. The study commenced with a thorough literature review, spanning three decades and encompassing 25 research studies and government reports. This extensive review led to the identification of 166 unique employability skills, which were refined to 87 after removing duplicates and industry-specific skills. Subsequently, through careful analysis and exclusion, 33 skills were deemed contextually irrelevant, leaving a final set of 54 employability skills for consideration. Semi-structured interviews with Bangladeshi employers, representing various sectors and positions, were conducted to validate the identified skills. These interviews yielded 37 skills that were specific to the Bangladeshi workplace context, categorized into six dimensions: Personal Management Skills, Interpersonal Skills, Organizational Skills, Knowledge and Information Management Skills, Career Planning and Development Skills, and Critical Thinking and Problem Solving Skills. The development of the Employability Skills Scale involved creating an item pool of 89 items across these six dimensions, following input from subject matter experts and recent graduates to ensure clarity and relevance. Data collection from 368 participants, including recent graduates and final year university students, led to exploratory and confirmatory factor analyses, refining the scale to 47 items with strong factor structure, reliability, and validity. Cronbach's α coefficient and composite reliability indicated high internal consistency, while convergent and discriminant validity assessments demonstrated the scale's construct validity. The final stage involved validating the scale by assessing its impact on graduates' job placement success with a new data set from 132 graduates. Findings revealed a significant negative correlation between employability skills scores and the time taken to secure a job after graduation, confirming the practical utility of the developed Employability Skills Scale. In conclusion, this study has contributed a meticulously crafted and contextually tailored Employability Skills Scale, comprising 47 items organized into six dimensions, ready for application in future research and practical use. It not only addresses the unique needs of employers in Bangladesh but also serves as a valuable resource for enhancing the employability of fresh graduates in the competitive 21st century job market.
The status of perspectives and challenges of tvet for the National Human Resource Development (NHRD) in MyanMar
Win, Win Htein; Sombat Kusumavalee (National Institute of Development Administration, 2022)
Globally Technical and vocational education and training (TVET) has been identified as a major contributor to the National Human Resource Development (NHRD). Many countries have started to acknowledge TVET as a major driving force for sustainable development. However, capitalizing on the potential of TVET requires in-depth understanding of the status and challenges of the existing TVET system and programs as well as various perspectives and views from all stakeholders. The purpose of this study was to explore the status of perspectives and challenges of TVET for NHRD in Myanmar. The study grounded investigations to answer the question; what is the status of perspectives and challenges of TVET in Myanmar? The study applied qualitative research methodology since it provided the researcher with the latitude to answer questions and explore participants’ knowledge and experiences in Myanmar. This exploratory qualitative research has been done through case study approach to gain the in-depth understanding of TVET status and challenges in Myanmar. The study utilized a targeted review of literature, analysis of government and INGO documents. Additionally, the study applied purposive sampling to identify participants and interviews with 35 key stakeholders from both demand and supply sides as illustrative sources of evidence for developing the case study. The study revealed that the current context requires Myanmar to pay more attention to vocational training as a tool to develop its human resources in light of the capacity needs for driving the economy. Moreover, it adds to the small but growing literature on NHRD in Myanmar context.
The performance management factors affecting on employee's perceived fairness in power generation industry in Thailand
Panita Sastrawaha; Chiraprapha Akaraborworn (National Institute of Development Administration, 2021)
The purpose of this study was to examine the relationship among performance management, relationship with supervisor, organizational culture, and employee’s perceived fairness in order to develop employees’ perceived fairness model in power producer in Thailand. Quantitative method was conducted based on 604 samples from four power producers in private sector and one state-enterprise power producer in Thailand. Structural equation modeling (SEM) analysis was used to analyze the data gathered using the SPSS and AMOS program to assess what factors influence employee’s perceived fairness and how well the proposed model can be used to explain this phenomenon. The results revealed that performance management practices and organizational culture have a positive direct effect on employee’s perceived fairness, while relationship with supervisor has an insignificant effect on employees’ perceived fairness. The results of structural equation modeling using maximum likelihood revealed that according to a variety of fit indices, the proposed model confirmed both absolute fitness and incremental fitness. The value of χ2 = 315.958 df = 76 with p = 0.001, GFI = 0.938, RMSEA = 0.072, AGFI = 0.902, CFI = 0.971 and NFI = 0.962 indicate that all fit indices passed the cut-off values.According to the research results, it is suggested that to enhance employee’s perceived fairness, performance management practices and organizational culture should be integrated designed and implemented. Both performance management practices and organizational culture should be continuously assessed and adjusted to ensure an alignment of the two with organization’s directions and critical success factors, organization’s characteristics, organization’s visions, values, strategies, and its members.
Mechanisms of resilient organizations: an explanatory case study of the family business in Thailand
Chayanoot Pungcharoenpong; Sombat Kusumavalee (National Institute of Development Administration, 2020)
The main objective of this study was to advance the knowledge explaining why organizations are resilient by following Swanson and Chermack’s (2013) theory development in applied disciplines. The study covered only three phases: The conceptualization phase, the operationalization phase, and the confirmation phase. Based on the conceptualization and operationalization phase, nine propositions were identified before data collection based on literature review that explains the concept of resilient organization, such as a successful outcome of crisis management, positive organizational adjustment, and adaptability. Qualitative research design was employed in this study. In this regard, Yin’s (2014) explanatory case study and pattern matching method was employed in order to confirm the propositions and advance the knowledge explaining why organizations are resilient. The context of family business in Thailand was used as the context of study because of two reasons: a) family business has a stake in the Thai economy (Suehiro, 1997); and b) family business was consistently found that it is more resilient than other types of business, and it demonstrates stronger resilience despite an economic crisis (Amann & Jaussaud, 2012; Chrisman et al., 2011; Gupta & Levenburg, 2010; Kachaner et al., 2012; van Essen et al., 2015).The findings were based on the fifteen individual cases of organizations, that showed a resilient pattern and were family businesses in Thailand. According to the cross-case analysis, resilient organizations were created by factors occurred in three time periods. They are 1) before the crisis; 2) being aware of the crisis; and 3) managing the crisis that occurred. This applied to all types of resilient organizations (i.e. recovery resilience; resistant resilience; transformation resilience). Many cases consistently demonstrated that the period before the crisis was a substantial period as it buffered the consequences of crisis and supported the organizations after their crisis. The evidence from the cross-case analysis, in addition, suggested that the organizations in the period before the crisis emphasized on manpower strategies (i.e. building affective feelings and relationships among people in the organizations; developing tonic virtuousness) and management strategies (i.e. strengthening internal organizational operations; knowledge acquisition and past experience). In the face of a crisis, the organizations responded to the crisis by focusing on monetary strategies (i.e. financial saving; low cost operation; handling financial problems), manpower strategies (i.e. staff collaboration; organizational commitment; phasic virtuousness; leadership; attention to and assistance for staff affected by the crisis), management strategies (i.e. property loss mitigation; communication; organizational support; systems improvement; diversified business). Despite the organizational actions before the crisis and in the face of the crisis, resilient organizations also showed mindfulness/being aware of crisis. This was a crucial factor that prompted the organizations to be ready to cope with the crisis. With respect to the discussion of the cross-case findings, many theoretical propositions were confirmed and further indicated a degree of transferability. The analysis showed a degree of transferability of these factors. They are organizational mitigation in the face of a crisis, an appropriate business model generation, sufficiency thinking, tonic and phasic virtuousness, financial reserve, attention to a context, and human resources. The analysis also introduced new findings of this study, which were specifically related to the context of the family business in Thailand. They include the three period factors contributing to resilience development, sufficiency thinking, roles of leaders, organizational support, attention of executives given to their employees, knowledge and past experience, staff collaboration, organizational commitment, communication, virtuousness, quality of products and services, diversified business, and financial handling.
Antecdent factors for collective leadership development in social enterprises management : case studies of Thai social enterprises
Tharinee Suratpipit; Chartchai Na Chiangmai (National Institute of Development Administration, 2020)
A rapid change in today’s world of volatility, uncertainty, complexity and ambiguity (VUCA) has urged the leaders to operate in the form of collective leadership. As a result, many organizations are shifting from traditional leadership roles of formal leaders or teams of individuals onto other team members depending on the expertise required. However, not many organizations have become successful in achieving leadership transformation as traditional view of leadership focusing on single person role as leader has been rooted in leadership study for a long time. Thus, the current study provides a broad understanding of the antecedent factors that foster collective leadership development in social enterprises management in Thai social enterprises in various industries. A multi-level study at the group and organizational level is provided in order to gain deeper understanding of the phenomenon. Additionally, as human resources play a significant role in facilitating leadership development in the firms, various interventions on organizational development are suggested in the study. In addition, this study deployed the inductive approach using qualitative case studies. Data collection were collected through the interviews with 17 participants in 3 companies based on purposive sampling technique. All 3 companies have been awarded by The Stock Exchange of Thailand (SET) for outstanding performance in driving their business toward sustainability (Sustainability Awards) and listed companies who have their resources both financially and non-financially to support social enterprises (Social Enterprise Investment Award) in 2015. Multiple methods of data collection including interviews, document analysis, survey and participant observation are used along with five stages thematic analysis process to analyze the data. Findings of the study suggested variety of insights. First the concept of collective leadership was described following 5 themes: 1) network of expertise; 2) unwavering process improvement; and 3) mission to achieve unifying goals. Second, the antecedent factors for collective leadership development were explored. There were 4 themes identified to have positive impact to collective leadership development: 1) leadership capability; 2) collaborative network; 3) culture of shred leadership; and 4) collective learning. Third, there were also additional factors that were found to accelerate collective leadership development. Those factors were described into 4 themes according to the following: 1) leadership empowerment; 2) climate for change; 3) continuous learning; and 4) coaching and mentoring system. Finally, a systematic management of business value creation model was proposed. The implications for scholar include the utilization of mixed methods and data triangulation, which enables the richness and quality of the research. Expanding research study to other industry and recruiting more participants from different setting could enrich research results and be able to generalize to wider audiences. The implications for practice include the application of findings as HR interventions in order to facilitate collective leadership development in organizations who have interest for social enterprise management. The interventions suggested in this study consisted of the following: selection and staffing; performance management system; training and development; and organization development. Key limitations in this study included the fact that qualitative approach using interview, document analysis, survey and fiend observation was the major method used for this study, limitation regarding language used in the study, and the small number of participants, which limited the study in terms of ability to generalize findings beyond the sample groups and industries coverage.
Developing IQA system for graduate-only institution : case study of NIDA (National Institute of Development Administration)
Thantita Sathirachaiyawit; Chiraprapha Akaraborworn (National Institute of Development Administration, 2019)
An Internal Quality Assurance system (IQA) in Thai higher education has been developed continuously since 2007 by the Office of the Higher Education Commission of Thailand (OHEC). According to an announcement of the Internal Quality Assurance Commission on Higher Education under the heading “Regulations and Guidelines regarding Higher Education Internal Quality Assurance 2014”, the IQA system was adjusted in two major, different, areas than the previous versions. One of these areas is that each institution has an opportunity to choose its own IQA system. The purpose of this study was to develop an IQA system for a graduate-only institution, and the National Institute of Development Administration (NIDA) was adopted as the case study. The research approach included a focus group and interviews which were used to gather qualitative data regarding internal quality assurance processes in the Thai and NIDA contexts. Data from the focus group, the interviews, and the literature review were integrated and developed into a questionnaire that was used as the major research tool in the Delphi-style research process. Two rounds of the Delphi process were conducted. Subject matter experts (SMEs) rated each question for its relevance to indicate the importance and the level of implementation of quality assurance processes at NIDA.The findings of this study were that the NIDA IQA system needed to have 3 levels of assessment: the program level, faculty level, and institutional level. It was also found that the system should address 24 quality criteria with 72 items under them. Among those 72 items were 7 items under human resource management, working systems, program, student development and support, and public relations quality criteria that should not be excluded from the system as they had perfect Interquartile Range (IQR). As well, a further recommendation was that the quality assurance processes should be conducted annually, to be conducted by a committee of at least 3 persons, each of whom should have knowledge of IQA, and each member of the committee should have experience in being a program director or have held a position related to IQA.
The meaning of employee engagement of Thai public hospitals under the ministry of public health
Siriporn Potidokmai; Sombat Kusumavalee (National Institute of Development Administration, 2019)
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.
Factors influencing innovative work behavior and work passion of employees in the insurance industry in Thailand
Boonthipa Jiantreerangkool; Wasita Boonsathorn (National Institute of Development Administration, 2019)
The purposes of this study are: 1) to define innovative work behavior of staff for the insurance industry in Thailand, 2) to find the meaning of work passion of staff in the insurance field in Thailand and 3) to identify the factors that foster or lead to innovative work behavior and work passion of employees in the insurance industry in Thailand. In-depth interview of 36 participants on 21 insurance companies in Thailand, both life and non-life organizations. Qualitative analysis discovers 5 unique meanings of innovative work behaviors: idea exploration, idea generation, idea decorating, idea implementation, and idea championing; work passion: happiness, pride, sense of accomplishment, discretionary effort, and job fits personality, specific in Thailand for insurance business sector. Factors of innovative work behaviors and work passion indicate 5 identical elements: providing good service to customers, great support from leader, power of teamwork, challenging works, and supportive company policy. The differentiation found on innovative work behavior is work autonomy, while work passion demonstrates work value and gaining knowledge and opportunity to learn. The study results in a model representing the relationship of work passion and innovative work behaviors has shed light on the overlap in factors creating the two concepts and how they are relating in multidirectional. Practitioners pursues the recommended factors will lead to both innovative work behaviors and work passion of staff at the same time.
A study of conceptual model for learning transfer in Thai banking sector
Kulthida Mongkolsirikiet; Chiraprapha Akaraborworn (National Institute of Development Administration, 2018)
The main purpose of this research was to study Holton’s HRD evaluation and research model for learning transfer, excluding the organizational performance outcome portion, in order to develop and validate an instrument to measure the factors affecting the learning transfer of Thai employees and to test the emerging conceptual model of learning transfer with samples in the Thai banking sector, and to investigate the factors affecting the learning transfer and its relationship. The study includes an exclusive literature review of Edward Holton’s HRD evaluation model proposed by Edward Holton in 2005, the process of developing a new instrument of learning transfer, and testing the emerging learning transfer model. The research process was composed of three phases: Phase I, scale development, involved drafting an English version of a 72-item-scale from a related literature review, conducting back translation, and testing content validity with HR experts by using the index of item-objective congruence (IOC); Phase II, scale validation, involved analyzing all of the items using exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) with 679 front-line employees from three large-sized Thai commercial banks; and Phase III, model testing with structural equation modeling (SEM), was carried out in order to ascertain the causal links among the latent variables. The exploratory factor analysis results yielded six emerging constructs of the 71-item-scale; namely traits, employee commitment, motivation to improve work through learning, lack of opportunity to apply, a supportive environment, and transfer design. The confirmatory factor analysis results confirmed that the six-construct-model validation had a good fit. The results provided strong support for the structure of 15 factors: 7 factors in the specific training domain and 8 factors in the general training domain. The structural model testing disclosed that a supportive environment had a high impact on the motivation to improve work through learning, followed by traits and transfer design, whereas employee commitment hardly had any impact on motivation to improve work through learning, as opposed to what has been hypothesized in Holton’s HRD evaluation and research model (2005). The results of this study yield a new and comprehensive learning transfer measurement scale based on the emerged model, which can contribute not only to the work of academics, but also to Thai HRD practitioners and the Thai banking sector in order to systemically diagnose, detect, and solve problems regarding training effectiveness. Despite the fact that this study had not achieved testing the entire model, the results yielded valuable insights into the factors affecting learning transfer. Future studies should aim at validating the model and instrument in this study, as well as test the entire model using structural equation modeling, which could be validated in steps: on a single level, for example validating learning and all of the intervening variables affecting learning, and then moving on to a multi-level analysis during the next phase.
Management and leadership of innovation and ambidexterity in the innovative high-performance enterprises in Thailand
Hachapan Uachotikoon; Wichai Utsahajit (National Institute of Development Administration, 2018)
To be innovative and high-performance are two opposing dimensions in organizations; one requires innovativeness, another, efficiency. Innovativeness and efficiency each requires a different and, often, contrasting set of capability and mentality; this causes paradoxes for organizations to manage along the way. Ambidexterity or the capabilities to maximize both dimensions is instrumental in managing the paradoxes. This research set out to study the organizations considered to be innovative and high-performance to explore the antecedent factors that enable ambidexterity in these organizations. A multi-case study was opted as the research methodology to explore fifteen high-performance and innovative organizations; in-depth interviews were conducted with fifteen high-ranking executives, one from each organization. These organizations included three groups of company: 1) manufacturing corporations with over 100 innovation staff, 2) those with 51-100 innovation staff, and 3) IT/high-tech companies. The study sought out how these ambidextrous organizations manage and lead for both innovation and efficiency concurrently. The findings revealed six themes of the antecedents of ambidexterity: 1) separation and dynamics of structure, 2) strategic management, 3) systems, 4) project control procedures, 5) leadership, and 6) knowledge. Furthermore, the top-ten ranked antecedents were identified: 1) focusing corporate strategy on innovation and efficiency, 2) separated work unit for innovation, 3) setting directions for innovation, 4) up-front project feasibility screening, 5) timeline control, 6) management by committee, 7) budget control, 8) integration and cohesiveness of innovation management team, 9) innovation talent management, and 10) performance management system. Incidentally, also identified in the research were seven themes of the antecedent factors of innovation, i.e. 1) structure, 2) system-process-tool, 3) staff, 4) human resource development and management, 5) leadership for innovation, 6) organizational climate and culture, 7) knowledge, and 8) environmental elements. Furthermore, The top-ten ranked antecedent factors of innovation were identified as follows: 1) support for opportunities and resources, 2) leaders showing passion and/or involvement in innovation, 3) cross-functional project teams, 4) functional expertise, 5) internal spatial separation of structure, 6) customer insight and market intelligence, 7) keeping pace with the latest technology, 8) technological changes as triggers for innovation, 9) flat structure, and 10) innovation as strategy and/or core-value. The recommendation for practices proposed the following antecedent factors for organizations vying to be innovative and high-performance: 1) separation of structure for innovation, 2) alignment of explorative and exploitative functions, 3) ambidextrous strategic management, 4) scenario planning, 5) performance management systems, 6) talent management system, 7) project control procedures and tools, 8) separation of knowledge focus between management and frontline people, and 9) ambidextrous leadership.
Bullying in workplace: a study of the relationships among big five personality traits and organizational cultures with the victimization of workplace bullying in Thai organizations
Pisa Srivilai; Bung-on Sorod (National Institute of Development Administration, 2019)
In Thailand, there are very few research studies on the topic of bullying in which most have focused on children in school. This present study was conducted in order to investigate the relationship among individual factors (big five personality traits), organizational cultures (power distance, masculinity, and individualism), and the victimization of bullying with coping strategies as a moderator. This study was conducted using a mixed method (qualitative and quantitative) with 193 samples for the quantitative approach and 12 participants for the qualitative approach. The samples in this study were white-collar employees aged between 20-60 years old in Thai urban setting included Bangkok and Chiang Mai. The measurement tools used in this research included IPIP-NEO 120 or big five personality test developed by Lewis Goldberg in 1999; organizational culture scales that comprised of power distance, masculinity, and individualism, and coping strategy scales. The victimization of bullying scales included physical, emotional, relational, and cyberbullying. All of the measurement tools were developed for this study except IPIP-NEO 120. The tools were tested of their validity and reliability. The reliabilities of the power distance, masculinity, and individualism questionnaires were high (α > .620). The reliabilities found for the victimization of physical, emotional, relational, and cyberbullying bullying questionnaires were also in the high range (α > .930.). The reliability for the coping strategies questionnaire was also high (α =.831). Data analyses utilizing those questionnaires found strong correlations among extraversion, neuroticism, and conscientiousness with the 4-type victimization of bullying; however, 2 personalities which were agreeableness and openness to experience displayed not significant correlations. In relation to the organizational cultures, this study discovered strong correlations between power distance, masculinity, and individualism with the 4-type victimization of bullying. This study demonstrated that the level of victimization were significantly affected by employing low coping strategies. To validate the findings, a semi structured interview method with a total of 16 questions was used in the qualitative approach. Most of the data from the quantitative results were supported by the elicited information from the interviews and also bring a new perspective to investigate. Further discussion of the findings, limitations, and recommendations for practices and future research were also discussed.
The moderating effect of job-embeddedness on the relationships between organizational socialization with employee's performance, and with well-being of salespersons in Thailand
Charatpong Chotigavanich; Bung-on Sorod (National Institute of Development Administration, 2019)
Organizational socialization and job-embeddedness are among the tools and interventions that have long been used by practitioners to help newcomers better adjust to corporate culture (Cooper-Thomas & Anderson, 2005) and increase employees’ retention (Mitchell, Holtom & Lee, 2001) respectively. This study examines the relationships between organizational socialization with employee’s performance and organizational socialization with well-being of salespersons in Bangkok, Thailand. It also aims at exploring the moderating effect of job-embeddedness on those relationships. Understanding the relationships and the moderating effect of the variables as mentioned above can provide corporates with deeper insights on how to enhance employees’ productivity and capability. Data were collected from 422 salespersons of consumer product, cosmetics, consumer real estates, and whole sale pharmaceutical companies in Thailand. Data analyses showed statistically significant and positive relationships between organizational socialization with employee’s performance and organizational socialization with well-being. The analysis also indicated the moderating effect of job-embeddedness on the relationship between organizational socialization with employee’s performance, but not on the relationship between organizational socialization and well-being. Further detailed analysis also showed that the link component of job-embeddedness had the strongest effect among the three with sacrifice being the second, and fit being the least. Future research can be performed to investigate whether occupation uniqueness in salespersons or Eastern culture of Thailand may play an important role in these findings.
The development of safety culture assessment and its validation: case study of Thai truck drivers
Supavanee Thimthong; Nanta Sooraksa (National Institute of Development Administration, 2018)
Safety culture assessment is the instrument that can be used to capture employees’ perception about organizational safety culture in various dimensions. The main objective of this research was to investigate the constructs of multidimensional safety culture and consequently to develop a reliable and valid instrument to measure Thai truck driver’s perception on safety culture level in the workplace. This study employed the exploratory sequential mixed-method design ( i. e. qualitative research followed by quantitative research) to achieve the research objectives. The qualitative research was conducted using the indept interview with 12 subject matter experts ( e. g. 6 truck drivers, 3 logistics personnel, 2 safe-driving trainers, and 1 top management) in logistics industry using purposive sampling in order to determine the key constructs of safety culture in the context of Thai truck drivers. In accordance with the interview results, the existing accident causation model was applied to structure the key dimensions of safety culture. As a consequent, the key constructs were identified. Pool of items was generated adapting from existing instruments as well as newly developed based on the interview results. The first draft of safety culture assessment questionnaire was developed with 60 items altogether. Next step, the quantitative study was performed in order to examine reliability and validity of the newly developed scale. Firstly, the pilot test was conducted with 75 samples for item analysis purpose. At this stage of analysis, total of 19 items were removed. As a result, 41 items were remained for next analysis. The 41-item questionnaires were distributed to 1,010 truck drivers with 413 questionnaires returned, accounted for 40. 89% . These questionniares were then proceeded in the next level of analysis. Exploratory factor analysis ( EFA) was performed to identify sub-factors of each dimension. Eight sub-factors with total of 30 items were emerged as a result of EFA including management commitment, safety rules and training, supervisor support, co-worker support, work conditions, personal conditions, attentive action to safety, and supportive action to safety. Consequently, Confirmatory factor analysis (CFA) was performed to validate all the measurement constructs. The results suggested that the four-dimension safety culture model ( 30 items) had an acceptable fit with the data (RMSEA = 0.044, RMR = 0.020, CFI = 0. 997, GFI = 0. 989 and composite reliability = 0. 8987) . Therefore, the result supported the good reliability and convergent validity (CR = 0.90 and AVE = 0.53) of newly developed safety culture assessment. In order to examine the concurrent validity, two analyses were performed. First, partial correlation was used to examine the relationship between four safety dimensions and safety outcomes. The result revealed that employee safety behavior dimension had negative relationship with the likelihood of near-miss accident. In addition, the structural equation modeling (SEM) was later conducted to examine how safety culture influence safety outcomes. After adjusting the model, the results suggested that safety culture had a direct effect on both safety outcomes, as well as produced an indirect effect to the likelihood of accident transmitted through the likelihood of near-miss accident. As a consequent, the results showed evidence for good concurrent validity of the studied instrument. The paper also discussed the limitation of the study, the possible future research as well as implications for utilizing safety culture assessment.
Transformational and transactional leadership: the features, existence, and influence
Thamarat Jangsiriwattana; Busaya Virakul (National Institute of Development Administration, 2018)
The purposes of this study are to explore the features and existence of transformational and transactional leadership and its jointed effect, to examine the influence of these three leadership styles, and to confirm the leadership theory that the leadership effects on organizational performance. To verify this relationship, this study uses the quantitative method to prove the effects of leadership on organizational performance. Questionnaires were used to collect data from 1,047 teachers in the 92 schools under the Office of Basic Education Commission in Bangkok by using quota sampling. Data were analyzed using (a) Structural Equation Modeling (SEM) at the individual level of analysis; (b) Multiple Linear Regression for the organizational level of analysis. The findings revealed that transactional leadership showed the strongest influence on the subjective organizational performance followed by transformational leadership and the jointed effect of transformational and transactional leadership. Only the jointed effect of both leadership styles was significantly influencing the objective organizational performance. The results and implication of the study were discussed.
Factors influencing corporate governance of state owned enterprises in Nigeria: the case of Imo State
Nwafor, Lloyd Chukwuemeka; Busaya Virakul (National Institute of Development Administration, 2017)
The objective of this paper is to study the corporate governance and its influenced factors of state-owned enterprises in Imo State, Nigeria. To achieve this, thirty (30) SOEs from both federal and state government were selected in Imo State of Nigeria and were divided into two groups, namely A and B. The top fifteen (15) SOEs with the highest revenue in 2013 were categorized as group A, along with the other fifteen (15) SOEs that did not declare in terms of revenue generation in 2013 were also categorized as group B. Mixed method approaches were utilized. Questionnaire was developed and tested in 30 SOEs including 30 semi-structured interviews with the top management of firms/establishments were chosen to achieve the objectives. The response rate was 75 per cent. The results reveal that political influence, board leadership, board committees, protecting stakeholders’ interest, setting strategic directions and customer satisfaction have a heavy influence on corporate governance of SOEs. Human resource recommendations were offered based on the research findings.
Development of the integrative leadership measure and its validation on employee engagement in the private banking sector in Pakistan
Shaikh, Sanober Salman; Chiraprapha Akaraborworn (National Institute of Development Administration, 2017)
This study was conducted with the aims of developing a valid and reliable integrative leadership measure using employees of the private banking sector in Pakistan as a sample group and to validate the integrative leadership measure by examining its relationship with employee engagement. To achieve the mentioned objectives, a quantitative research method was adopted. The data was obtained from 1000 operational employees of 21 private banks in Pakistan and after that, the data screening 819 respondents could be utilized for the final analysis. This study was performed in two stages: development and the validation of the integrative leadership measure. In the development stage; the integrative leadership measure was developed through synthesizing the literature, content validity, factor analysis, item analysis and reliability analysis. This study found the verified definition, and a valid and reliable measure of integrative leadership; which comprises nine constructs: self-awareness/self-regulation leadership, role clarification/task oriented leadership, employee concern and integrity leadership, courage for bank leadership, encouraging leadership, being a role model for leadership, developing leadership in others, accessibility/approachability focus on leadership and empowerment and care leadership. Moreover this study found that the integrative leadership measure consisted of 58 items; holding more than a 0. 45 factor loading on factor analysis results, an independent sample t-test indicated that each item was discriminated and produced a significant result (p< 0.05). The corrected inter-item total correlation of each item was 0.3 and above. Furthermore, the reliability of each construct was high (Cronbach alpha > 0.75). At validation stage, the integrative leadership was validated through examining the correlation among the integrative leadership construct and the correlation of the integrative leadership with employee engagement. The Pearson correlation was performed to validate the integrative leadership measure. The correlation result indicated a strong, positive relationship among the nine constructs (r = .6 and above, p < .0005). Similarly, a positive correlation was also found among all of the nine constructs of integrative leadership with employee engagement (r =.3 and above) and the highest correlation was found in self-awareness with employee engagement (r = .611). The lowest correlation was found in empowerment and care with employee engagement (r =.362). Additionally, multiple regression was performed to examine the predictive power of integrative leadership on employee engagement. The result showed that the six constructs: self-awareness/self-regulation leadership, role clarification/taskoriented leadership, courage for bank leadership, encouraging leadership, developing leadership of others, and accessibility/approachability focus leadership of integrative leadership significantly predicted employees’ engagement in private banks in Pakistan. Likewise, analysis of variance was also additionally performed to assess the differences in employee engagement among the respondents’ demographic characteristics. The ANOVA result showed that the group who used a conventional, Islamic bank at age 49 and above, predicted a difference only in the satisfaction dimension of employee engagement, and did not predict a difference in employee engagement and other dimensions. Furthermore, the current bank experience indicated the difference in employee engagement and did not predict a difference in employee engagement dimensions. Education and gender did not predict a difference in employee engagement and its dimension. This study adds value to the literature; it provides a verified definition, a valid and reliable integrative leadership measure and also contributes empirical evidence to the relationship of integrative leadership with employee engagement. This study can also be helpful for private banks and other organizations in Pakistan in developing an integrative leadership plan and adopting integrative leadership for enhancing employee engagement. Future research could be conducted on construct, and the convergent and discriminant validity of 58-items of integrative leadership. The integrative leadership measure could be tested further with other dependent variables and leadership styles of high performance and low performance banks.
Development of a measurement tool for transfer of training and its validation in the public sector insurance corporation of Pakistan
Khan, Kehar; Chiraprapha Akaraborworn (National Institute of Development Administration, 2022)
The present study was aimed at developing a valid and reliable measurement tool for transfer of training under the Pakistani context and validating the tool among the sales representatives of State Life Insurance Corporation of Pakistan (SLIC). To achieve this, the study was conducted in which data was obtained from the sample of 589 employees from SLIC. 500 sample size was finally used after data cleaning process. This research was conducted in two stages: Developing a measurement tool and validating the measurement tool. In the development stage, the measurement tool was developed through synthesizing the literature, performing content validity by panel of experts, pilot study, conducting factor analysis, and reliability analysis. Additionally, a qualitative study was also conducted to see if any further factors are discovered which have not yet been explored by the literature. The development process ended with the identification of 14 subfactors and 43 items of the measurement tool for transfer of training, with factor loadings of over 0.45 and internal consistency with over 0.70 (Cronbach’s alpha). The validation phase consisted of two phases. In the first phase, the validation of the measurement tool for transfer of training was done through performing CFA. Results of the CFA showed strong correlation between the 14 subfactors of the measurement tool. The CFA model showed a good fit (CMIN/DF= 2.358, GFI= 0.854, AGFI= 0.819, TLI= 0.917, CFI=.929, RMSEA= .052). Moreover, composite reliability, convergent and discriminant validity were also found significant. In the second phase of validation, the measurement tool was validation by examining the factors affecting the transfer of training among the sales presentative of the SLIC. Multiple hierarchical regression was applied for the validation. Separate hypotheses and sub hypotheses were developed for each dependent variable (declarative knowledge and perceived performance). Five models were developed to investigate the predictive power on each dependent variable. The results of the hierarchical regression of declarative knowledge as independent variable showed that out of twelve variables, eight variables were found statistically significant. However, the results did not support five hypotheses H1b, H1c, H1e, H1f, and H1g. Out of those five, three variable, transfer design, motivation to learn, and principles of learning were negatively significant, while no evidence was found regarding statistical significance of the two subfactor ability to learn, and sequencing. For perceived performance as the dependent variable, the hierarchical regression results showed that out of 12 independent variables, eight variables positively and significantly predicted perceived performance, and four variables did not exhibit positive significance on perceived performance. Out of these four variables, training contents (H2d) was non-significant, while the three variables, ability to learn(H2b), sequencing (H2e), and principles of learning (h2f) exhibited negative significance. This research adds value to the existing body of knowledge in several ways. The study adds value by developing a new and extended measurement tool, which is unified in nature, by developing a new and comprehensive definition of the transfer of training, and by providing empirical evidence by examining the factors affecting the transfer of training in the State Life Insurance Corporation of Pakistan. The present study will be helpful for Insurance companies in Pakistan in evaluating and improving transfer of training. The measurement tool may help the management of insurance companies to view and evaluate training programs from a different perspective. Future studies can be conducted by extending the validity of the measurement tool by performing Structural Equation Modeling (SEM). The future research can also be done by studying private insurance companies in the country to examine difference between public sector and private insurance companies. Moreover, future studies can also be carried out to test and use the measurement tool in the sectors and industries other than insurance industry in Pakistan or in other countries located in Asia, given the assumption that Asian culture and context has some similarities across most countries. Lastly, future study can also be conducted to refine and extend the scope of the unified measurement tool to make the measure as a diagnostic tool for organizational diagnosis.
An exploration of organization development framework of social enterprise in Thailand
Tehmarn, Asma; Chiraprapha Akaraborworn (National Institute of Development Administration, 2021)
Nowadays the word sustainability is being concerned in both individual and organization level. The concept of sustainability implies policies, activities and actions of individuals and the business community that enable the future successful continuance of the economy and society and safeguarding of the environment. The concern for sustainability and the prevention and overcoming of social problems has resulted in the emergence of social entrepreneurs and social enterprises that can participate in the achievement of sustainable development goals. While the primary objective of business enterprises is to make profits from their products or services, for many social entrepreneurs, it is important to apply those profits to solve problems in society through social innovation and networking and make those changes sustainable. In Thailand, social enterprises have introduced a new business model of interest to the younger generation who are concerned about social and environmental problems. An understanding of the development of social enterprises and their intentions, actions and purposes, could help such organizations to improve their effectiveness and economic health, allowing them to pursue their goals more effectively The purpose of this study was to develop an organizational development framework for social enterprises in Thailand. The main research question is what are key success factors of SEs in Thailand? Samples were purposively selected from social enterprises that were listed in SET (Stock Exchange of Thailand) Social Impact that have been operated more than five years. These organizations were categorized into seven groups. Each group had representatives of organization voted for the most successful organization among them. There were seven organizations and 12 participants in this study. Mixed methods were used in this study. First, participants were interviewed based on semi-structure interview questions. Then, the data was analyzed by using theory-driven method which is McKinsey’s 7s framework namely: strategy, shared value, system, structure, staff, skill, and style. There were 63 themes emerged from the interview. Next, 63 themes were use as factors in Delphi technique. In Delphi round 1, participants were asked to rate the importance and impact of each factor. Then, the researcher analyzed central tendency and interquartile range. Since the result is not consensus, the researcher conducted Delphi round 2 and analyzed the data again. There were factors that were not consensus, and then the researcher asked the participants who rate different from the others. The result from Delphi technique was 35 factors. The researcher used the 35 key success factors and develop organization development framework for social enterprise in Thailand. The recommendation for practitioners included the key success factors and also the practice during the COVID-19 crisis. Future research should be conducted in order to gain more insight of lived experience such as using phenomenology methodology.
The influence of the second-order stakeholder dimension of csr on employee engagement: the mediating role of organizational trust
Siriwan Kaewchird; Busaya Virakul (National Institute of Development Administration, 2018)
The purpose of this study was to explore the effects of Corporate Social Responsibility (CSR) as a second-order construct on employee engagement with the mediating role of organizational trust. It looked for the connection by using quantitative methods to verify the effects of CSR on employee engagement and the mediating effect of trust. The implication of this study was to guide organizations about the role of CSR and how to design CSR efforts in order to improve employee engagement and trust. Structural equation modelling (SEM) was used to test the hypotheses whether engagement in CSR affected employee engagement and organizational trust. The sample frame was designed from Thailand’s ESG (Environment, Social, and Governance) 100 listed organizations certified by Thai Listed Company Associated and Thaipat Institute. Sixty-seven items, from both existing and new developed questionnaires, were sent to 633 respondents. Findings first supported that perceived CSR in relation to seven dimensions of stakeholders, namely employees, customers, shareholders, suppliers, community, environment, and government, positively related to employee engagement and organizational trust. Results also highlighted that organizational trust was positively and partially mediated the relationship between CSR and employee engagement.
The moderating effect of love money on the relationship between socioeconomic status and happiness
Nanthaporn Chitchai; Kalayanee Senasu (National Institute of Development Administration, 2018)
The objective of this research is to find the moderating effects of love of money (LOM) on the relationship between socioeconomic status (SES) and happiness. In particular, this study explores the relationship not only directly from SES to happiness, but also indirectly through life domains’ satisfaction, i.e. job, income and family satisfaction. Additionally, it further studies the moderating roles of LOM on those indirect or mediated relationships.

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