The impact of hrm structure and the competency of public service delivery on citizen satisfaction a case study of Thai city municipalities
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2018
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2561
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eng
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175 leaves
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b203148
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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National Institute of Development Administration. Library and Information Center
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Pakkhawadee Vorarojsirikul (2018). The impact of hrm structure and the competency of public service delivery on citizen satisfaction a case study of Thai city municipalities. Retrieved from: https://repository.nida.ac.th/handle/662723737/6043.
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The impact of hrm structure and the competency of public service delivery on citizen satisfaction a case study of Thai city municipalities
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Abstract
Public service delivery (PSD) is an issue with which the government of
Thailand should be concerned as a first priority because it is important for improving
the country’s sustainable development. The principal of democracy is citizencentered, where the quality of citizens’ lives is a significant goal for government to
support the quality of life. The public organization that is closest to the citizen is the
local government, and city municipalities are the strongest local government for PSD
compared with others. Thus, this is the reason why this research has used city
municipalities for the study of PSD.
There are many problems with PSD in local governments that are reflected in the workload returned, all types of corruption, the failure of PSD management, etc. This has caused many chaotic situations for the Thai government to deal with, and the cause of these problems can be classified into 3 groups. The first is the fast and unstable changes in politics, economics, and the social situation in Thailand. The second is the phenomena of innovation, technology. and e-government; and the third is the changes in the models and standards of PSD management in terms of being aligned with the diversity of the current situations.
Therefore, HRM structure and competency are necessary for PSD to be used as devices and methods to handle these situations. The methodology of the research is a mixed-methods approach that applies both quality and quantity research. Two questionnaires were used to collect the data from the citizens in 8 city municipalities from 4 parts of Thailand (from a total of 30 city municipalities). The first questionnaire was used for the group of staff workers and leaders working for city municipalities, a total of 280 persons; and the second one was for the citizens that had
come to use the PSD, a total of 447 persons. The data collection for this research began in August, 2017 and lasted until May, 2018. For the qualitative study, there were 11 in-depth interviews, executives having responsibility for the auditing and appraisal of the PSD of the local government, the principals of city municipalities, the executives of the National Municipal League of Thailand ( NMITL), the private sector, independent organizations, the staff members of small local government, and specialist scholars that studied local government. All of the in-depth interviewees had considerable experience with PSD in the Thai local government, so the benefits of the quality research will be applied by suggesting best practices and a HPWS ( high performance working system) for Thai HRM structures and competencies for improving Thai PSD.
The results of the quantitative of the research revealed that formal structures such as laws, rules, and regulations determined by the central government were aligned with local contexts, so they could be classified into 2 groups and explained using the qualitative research (in-depth interviews). First, the group of high executives that worked in the local government had the opinion that the central government did not understand local contexts, which are different and unique. Thus, the standards, laws, and regulations from the central government cannot cover all local contexts. On the other hand, the private sector, independent organizations, and the PSD staff working for the local government think that the system of the central government supports them in their work.
The research suggestions are, first, Thailand needs an HPWS to improve HRM structure and competency in turn to increase the quality of PSD. Second, the mission returning (the workload that the local government cannot undertake and then return to the central government) problems can be solved by classifying the competency level of the local government and decentralizing it little by little according to the workload that each local government can handle. Third, classifying citizen groups in order to provide the right service to the right groups of the citizen is the best way to prevent wasting resources with the wrong groups that do not need them. Fourth, applying technology and databases is very significant for the PSD staff so that it can work effectively and so that the staff members can have time to improve the visions and wisdom of working for PSD. Fifth, citizen participation must be supported in order to be strong, because it can help the central and local government audit PSD work, suggest how to solve problems and improve PSD, and raise the level of participation in PSD.
There are many problems with PSD in local governments that are reflected in the workload returned, all types of corruption, the failure of PSD management, etc. This has caused many chaotic situations for the Thai government to deal with, and the cause of these problems can be classified into 3 groups. The first is the fast and unstable changes in politics, economics, and the social situation in Thailand. The second is the phenomena of innovation, technology. and e-government; and the third is the changes in the models and standards of PSD management in terms of being aligned with the diversity of the current situations.
Therefore, HRM structure and competency are necessary for PSD to be used as devices and methods to handle these situations. The methodology of the research is a mixed-methods approach that applies both quality and quantity research. Two questionnaires were used to collect the data from the citizens in 8 city municipalities from 4 parts of Thailand (from a total of 30 city municipalities). The first questionnaire was used for the group of staff workers and leaders working for city municipalities, a total of 280 persons; and the second one was for the citizens that had
come to use the PSD, a total of 447 persons. The data collection for this research began in August, 2017 and lasted until May, 2018. For the qualitative study, there were 11 in-depth interviews, executives having responsibility for the auditing and appraisal of the PSD of the local government, the principals of city municipalities, the executives of the National Municipal League of Thailand ( NMITL), the private sector, independent organizations, the staff members of small local government, and specialist scholars that studied local government. All of the in-depth interviewees had considerable experience with PSD in the Thai local government, so the benefits of the quality research will be applied by suggesting best practices and a HPWS ( high performance working system) for Thai HRM structures and competencies for improving Thai PSD.
The results of the quantitative of the research revealed that formal structures such as laws, rules, and regulations determined by the central government were aligned with local contexts, so they could be classified into 2 groups and explained using the qualitative research (in-depth interviews). First, the group of high executives that worked in the local government had the opinion that the central government did not understand local contexts, which are different and unique. Thus, the standards, laws, and regulations from the central government cannot cover all local contexts. On the other hand, the private sector, independent organizations, and the PSD staff working for the local government think that the system of the central government supports them in their work.
The research suggestions are, first, Thailand needs an HPWS to improve HRM structure and competency in turn to increase the quality of PSD. Second, the mission returning (the workload that the local government cannot undertake and then return to the central government) problems can be solved by classifying the competency level of the local government and decentralizing it little by little according to the workload that each local government can handle. Third, classifying citizen groups in order to provide the right service to the right groups of the citizen is the best way to prevent wasting resources with the wrong groups that do not need them. Fourth, applying technology and databases is very significant for the PSD staff so that it can work effectively and so that the staff members can have time to improve the visions and wisdom of working for PSD. Fifth, citizen participation must be supported in order to be strong, because it can help the central and local government audit PSD work, suggest how to solve problems and improve PSD, and raise the level of participation in PSD.
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Thesis (D.P.A.)--National Institute of Development Administration, 2018