The performance management factors affecting on employee's perceived fairness in power generation industry in Thailand
| dc.contributor.advisor | Chiraprapha Akaraborworn | th |
| dc.contributor.author | Panita Sastrawaha | th |
| dc.date.accessioned | 2024-04-19T09:03:55Z | |
| dc.date.available | 2024-04-19T09:03:55Z | |
| dc.date.issued | 2021 | th |
| dc.date.issuedBE | 2564 | th |
| dc.description | Thesis (Ph.D. (Human Resource and Organization Development))--National Institute of Development Administration, 2021 | th |
| dc.description.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. | th |
| dc.format.extent | 238 leaves | th |
| dc.format.mimetype | application/pdf | th |
| dc.identifier.other | b212156 | th |
| dc.identifier.uri | https://repository.nida.ac.th/handle/662723737/6832 | th |
| dc.language.iso | eng | th |
| dc.publisher | National Institute of Development Administration | th |
| dc.rights | This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. | th |
| dc.subject.other | Employees -- Rating of | th |
| dc.title | The performance management factors affecting on employee's perceived fairness in power generation industry in Thailand | th |
| dc.type | text::thesis::doctoral thesis | th |
| mods.genre | Dissertation | th |
| mods.physicalLocation | National Institute of Development Administration. Library and Information Center | th |
| thesis.degree.department | Graduate School of Human Resource Development | th |
| thesis.degree.discipline | Human Resource and Organization Development | th |
| thesis.degree.grantor | National Institute of Development Administration | th |
| thesis.degree.level | Doctoral | th |
| thesis.degree.name | Doctor of Philosophy | th |