ABAC ODI: Vol. 3, Issue. 1 (January 2016)

Permanent URI for this collection


Recent Submissions

Now showing 1 - 4 of 4
  • Item
    An exploratory study on Tourism Authority of Thailand Organizational image attributes
    This research identified the attributes that construct the Tourism Authority of Thailand's (TAT) organizational image and explored the current positioning of each attribute. This research was separated in to two phases. The first phase used qualitative, exploratory and inductive research to obtain attributes that constitute the TAT's organizational image. This process is an arbitrary process (Dowling, 1988). There were forty-two attributes generated from the first phase. The second phase mostly used quantitative research to examine the importance level and TAT current performance level of each image attribute considered by both TAT internal and external stakeholders. The survey data was collected during September-December 2014. The Importance-Performance Analysis (IPA) was used as the analysis tool. The researcher also extended the analysis by using Paired Sample t-test, which is an additional benefit of the existing data. The result of the IPA helped to identify which attributes emerge important based on the opinion of TAT stakeholders, as well as knowing the positioning of each image attribute. The result of Paired Sample t-test showed all attributes have a significant difference between the importance's mean score and the performance's mean score. The importance's mean score of each attribute is higher than the performance's mean score. This implied that TAT has room for improvement in its performance in all attributes. Furthermore, there is some confusion among TAT stakeholders, especially on the perceived service and functionality attributes. Thus, The TAT needs to emphasize and clarify its current roles and responsibilities. Otherwise, the stakeholders will have the wrong expectations of the TAT organization.
  • Item
    Organization citizenship behaviour path analysis: justice, trust, satisfaction and commitment
    The paper examines the impact of: organization justice, transactional: attitudinal commitment, organization trust, and job satisfaction on organization citizenship behaviour. The study was conducted on the primary and secondary catholic schools in Thailand. The organizational objective is to provide an understanding of the relationship between the variables in the organization development area. The sample of the study involved 350 respondents from 10 schools with work groups ranging from top-management, support-management, teachers, as well as staff who took part in the research. The research findings indicate a significant relationship between variables that contribute to change in organization citizenship behaviour. The findings indicate its usefulness as a tool for organization development and business practitioners in understanding the change in behaviour in organization development. However, other elements in the management environment play a critical role in changing organization citizenship behaviour. Future studies may employ different elements in management with existing variables from this study to extend the validity and reliability of the models developed from this study.
  • Item
    Toward High Performance Organization using Path-Goal Theory and Transformation Theories: A case Study of St.Louis School Chachoengsao
    In this study, the main objectives were : to assess the current levels of leadership skills of the leadership team, staff engagement, and the performance effectiveness of the staff ; to design Organization Development Interventions (ODI) that will enhance the leadership skills, staff engagement and the performance effectiveness; to implement ODI and to evaluate the initial effects of ODI on the levels of leadership skills staff engagement and the performance effectiveness; and to propose a Roadmap that will sustain the initial positive effects of the ODI to further develop SLC as an excellent academic institution. The pretest survey questions on leadership skills and styles by ass leaders, and employee engagement questionnaires survey were administered prior to implementing the OD interventions. A SOAR Workshop was also conducted to know the priorities of the school community in its future direction and be the basis for the research study. The research process involved the Pre-ODI, the implementation of OD and the Post-OD were conducted. At the beginning of the process, the 3 workshops were conducted with 248 Thai teachers as participants. The three workshops were on Whole-Brain Based Organization Development, Responsible Gap for Engagement, and Team Building Workshop. Random Interviews with 22 teachers, 10 parents and 15 alumni were also conducted. The results showed significant improvements on the leadership styles and the employee engagements. The performance effectiveness of the teachers showed no significant improvement. The results of the interviews with teachers, parents and alumni were positive on performance effectiveness. The researcher proposed 5 roadmaps for SLC future development on leadership skills, personnel, academic and students development, so that SLC will be the high performing school in the future.
  • Item
    Shifting from Transactional Leadership (T2) to Transformational Leadership (T3) behavior with a Full Range Leadership Development Program (FR-LDP) OD Intervention
    Today's business leaders need to consider alternative ways to shift mindsets and behaviors in organizations for them to be effective in these exponential times. The main purpose of this study was to shift middle managers of the Myanmar ABC Company from transactional leadership (T2) to transformational leadership (T3) behavior using a Full Range Leadership Development Program (FR-LDP) with Appreciative Inquiry, Whole Brain Literacy and Action Learning OD Interventions. The action research model was applied using both quantitative and qualitative approaches. Data was collected with the use of 360-degree feedback assessment of MLQ 5X Short leaders and rater instruments, observations, and in-depth interviews. The action research was conducted in three phases of ODI to determine the differences between the pre and post-ODI. The findings of the study showed that the Full Range Leadership Development Program (FR-LDP) intervention program was effective and productive in shifting 27 middle managers from T2 to T3 behavior in the culture of the collectivist society of Myanmar. Specifically a) It shifted from high T2 at pre-ODI to low T2 practice in post-ODI; 2) It shifted and improved from low T3 in pre-ODI to high T3 practice in post-ODI; c) There were concomitant findings from Kirkpatrick's four level learning evaluation model based on their reaction, learning, behavior and result; d) T3 behavior is relevant and most applicable in the collectivistic culture of Myanmar because of the underlying assumptions that are associated with the characteristics of transformational leadership and the traits and key characteristics of collectivistic culture in charismatic perspective.