Chokechai SuveatwatanakulNopporn Sornsom2024-11-092024-11-092024https://repository.nida.ac.th/handle/123456789/7002Thesis (Ph.D. (Integrated Tourism and Hospitality Management))--National Institute of Development Administration, 2024The objectives of this research were to study and verify the structure of knowledge management, employee development, and organizational performance in the hotel industry in Thailand. To achieve these objectives, four key goals were identified: first, to investigate the structure of knowledge management, employee development, and organizational performance in the hotel industry in Thailand; second, to develop a model representing this structure; third, to test the model with empirical data; and finally, to investigate for promoting knowledge management within the hotel business in Thailand. The sample group consisted of hotel staff working in four-star hotels in Thailand, all of whom were Thai with experience in the hotel business. Multiple variables were used, with a ratio of 10 to 20 times the number of observed variables (20:1). In this study, 13 observed variables were employed, resulting in a minimum sample size of 260 cases. To ensure the reliability of the congruence test with empirical data, the researcher added 158 more cases to the sample group, making the total sample size 418 cases. This research employed a mixed-methods approach, incorporating both quantitative and qualitative techniques. Data analysis was conducted using appropriate statistical software to address the research questions and to perform structural equation modeling. Confirmatory factor analysis (CFA) was conducted to confirm the relationships between sets of variables. The CFA process was divided into three sets of variables: knowledge management, employee development, and organizational performance. The results of each CFA were required to match the overall model fit and the criteria for construct validity. The findings demonstrated that the model of knowledge management, employee development, and organizational performance in the Thai hotel industry was consistent with the empirical data. The model fit indices showed that the chi-square statistic was 14.499 (df = 18.0, Sig. = 0.696, CMIN/df = 0.806), indicating a good fit with the data. Other fit indices also supported this conclusion, including a comparative fit index (CFI) of 1.000, a goodness of fit index (GFI) of 0.995, an adjusted goodness of fit index (AGFI) of 0.973, a root mean square error of approximation (RMSEA) of 0.000, a root mean square residual (RMR) of 0.003, an incremental fit index (IFI) of 1.000, and a normed fit index (NFI) of 0.998. The results further indicated that knowledge management significantly influenced employee development, which, in turn, had a substantial impact on organizational performance. Within the knowledge management variable, the most crucial component was strategy, with a factor loading of 0.94. For the employee development variable, innovation was the most significant component, with a factor loading of 0.95. Regarding organizational performance, the internal process perspective was the most important component, with a factor loading of 0.99. A qualitative content analysis revealed that the promoting knowledge management, which affects organizational performance in the hotel businesses in Thailand, requires readiness in three key areas: 1) policy readiness -organizational goals; 2) staff readiness; and 3) information readiness and the promoting process of learning in the organization. In addition, five factors have been identified as follows: 1) policy and goal of organization; 2) staff readiness; 3) documentation and control system; 4) IT management; and 5) link knowledge management performance to KPIs. They are as fundamentals of knowledge management promoting. To foster continuous innovation in hotel services, it is essential to develop employees' abilities in three areas: 1) presentation competency; 2) coaching competency; and 3) a good attitude in knowledge development competency. Furthermore, individual and team KPIs motivate to develop these competencies. Additionally, internal process perspectives and learning and development perspectives are critical to achieving the organization’s goals of delivering excellent service quality. Relate to high levels of customer satisfaction that significance both, which are key aspects of organizational performance.128 leavesapplication/pdfengThis work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.Employee DevelopmentOrganization performanceKnowledge managementHotels -- Employeestext::thesis::doctoral thesis10.14457/NIDA.the.2024.8