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dc.contributor.advisorChindalak Vadhanasindhuth
dc.contributor.authorGornkrit Sakronsatianth
dc.date.accessioned2021-03-24T10:35:39Z
dc.date.available2021-03-24T10:35:39Z
dc.date.issued2019th
dc.identifier.otherb210930th
dc.identifier.urihttps://repository.nida.ac.th/handle/662723737/5200th
dc.descriptionThesis (D.P.A.)--National Institute of Development Administration, 2019th
dc.description.abstractThis research aims to find personal characteristic factors of the executive personnel groups (EPGs), by considering the characteristics of an organization, which leads to different compensation determination. The researcher also adds political relationship factor into consideration. The researcher uses the mixed-method research by in-depth interviews with 25 personnel who involve with the compensation determination process of the target group. Questionnaires were used to collect information from 347 employees in state enterprises from level 5 or assistant director level of a department onward. The result shows that 1) State enterprise A is in an industry with a low number of competitors. The form of this industry is considered to be concentrated. The environment of competitiveness for this industry consists of only a handful of big players. At the same time, State enterprise B is in a monopolized business. It is difficult for a new player to enter the market and be competitive with both state enterprises. 2) Accessibility to resources (b = -.327), determined compensation from other players in the market (b = .224), management experience (b = .224), and ability to create changes (b = .135), are the factors that determine compensation differences of the EPGs in State enterprise A. All variables have 30% of predictive efficacy (Adjusted R2 = .300). While executive board (b = -.296), determined compensation from other players in the market (b = -.292), management experience (b = -.249), and ability to create changes (b = .216), are the factors that determine compensation differences of the EPGs in State enterprise B. All variables have 28% of predictive efficacy (Adjusted R2 = .280). 3) Political relationship factors are more influential in recruitment than determined compensation for the EPGs.th
dc.description.provenanceMade available in DSpace on 2021-03-24T10:35:39Z (GMT). No. of bitstreams: 2 5720142017.pdf: 7420363 bytes, checksum: 8940a52c35903d1458a69d4bfc08253c (MD5) license.txt: 115 bytes, checksum: 2047cfd32b272b6ffc853575a013e11b (MD5) Previous issue date: 6th
dc.format.extent345 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.subjecte-Thesisth
dc.subject.otherCompensation managementth
dc.subject.otherExecutives -- Salaries, etc.th
dc.titleCompensation determination factors for the executive personnel groups of state enterprises in Thailand : a case study of group a state enterprises in Thailandth
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.departmentSchool of Public Administrationth


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