The performance management factors affecting on employee's perceived fairness in power generation industry in Thailand
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2021
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2564
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eng
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238 leaves
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b212156
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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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Panita Sastrawaha (2021). The performance management factors affecting on employee's perceived fairness in power generation industry in Thailand. Retrieved from: https://repository.nida.ac.th/handle/662723737/6832.
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The performance management factors affecting on employee's perceived fairness in power generation industry in Thailand
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Abstract
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.
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Thesis (Ph.D. (Human Resource and Organization Development))--National Institute of Development Administration, 2021