ABAC ODI: Vol. 6, Issue. 2 (July - December 2019)

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Recent Submissions

Now showing 1 - 5 of 9
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    Exploring employee effectiveness using “The 7 habits of highly effective people” as a framework: a case study of PRG group
    The purpose of the study was to explore employee effectiveness using “The 7 Habits of Highly Effective People” which are personal responsibility, personal vision, personal management, mutual benefit, empathic communication, creative cooperation and self-renewal as a framework and offer the recommendations for enhancing employee effectiveness. Quantitative data were collected from 55 respondents who completed the 7 Habits of Highly Effective People course - working at PRG Group thru the form of the Google Form pattern was sent via Line application. The results indicated that only self-renewal has significant influence on employee effectiveness, and it has the most influence on employee effectiveness. For demographic factors - gender, age and working period have no significant difference on employee effectiveness. The results aligns with the theoretical framework by (Covey, 1989) in the 7 Habits of Highly Effective People that Sharpen the Saw (self-renewal) surrounds all the habits, because it simply put and it is the habit that make other habits. It could be interpreted that employee should invest in themselves to taking care and strengthening four dimensions of their life: Body, Mind, Heart, and Spirit with routinely and consistently balance self-renewal.
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    A proposed employee development program from objectives and key results: a case study of SG Group of Companies
    Nowadays, many organizations have to re-think about strategic management more than in the past to face with the situation which every resources and abilities could be calculated as exact number to gain the best profit for organization. Investment in human resources has become a very large topic within the business world, so employee development become a necessary factor which the organization must focus on as it affects to organization performance directly. Performance Appraisal or Performance Evaluation System which is one of the most necessary tools to improve human assets became the core issue of the discussion. The purpose of the study was to propose Employee Development Program using the concept of “Objective & Key Result (OKR)”. Quantitative data using questionnaires was obtained from 93 respondents at Power Plant Section by using purposive sampling method. The result indicated that only Organization Direction has a statistically significant influence on Work Performance. Thus, Organization Direction is the most effective factor that has a significant influence on Work Performance based on OKR concept. Even though the statistical analysis showed that only Organization Direction has a significant influence on Work Performance, interview statements demonstrated that all of elements within OKR have significant influence on Work Performance as well. Thus, all the element in OKR still should be considered, but the organization might focus on the Organization Direction as the first priority.
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    An initial assessment of a logistics company’s potential as a high performing organization (HPO): a case study Of Saigonship Danang Joint Stock Company, Vietnam
    The rapid pace of change and development of the logistics industry in Vietnam has created both of opportunities and challenges for logistics companies. They are forced to define the key factors that set up high performance model to better withstand the pressures it is facing. This study determines the current conditions and abilities of Saigonship Danang Logistics Joint Stock Company (SSC) to become a high performing organization (HPO) with sustainable financial and non-financial results. The purpose of the study was to determine the influence of four key factors in term of strategic planning; employee competencies; management quality; and performance management as potential elements to become a high performance organization, and then provide recommended plan, based on the findings, for SSC to become a HPO. The findings of quantitative and qualitative data all of four factors, namely strategic planning, management quality, employee competencies and performance management have significant effects on the potential to be a HPO. Among all these four independent variables, strategic planning possessed the strongest effect on organizational performance. It could be concluded that Saigonship needs to have comprehensive development practices, build highperforming culture, and conduct right orientations for both managers and employees, enhance people programs and enabling infrastructure. Therefore, the proposed action plan is conducted in 3 levels – organizational, managerial and individual levels in terms of strategic planning, management quality, performance management, and employee competencies to get the highperformance results as a whole of company.
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    Designing strength based work life balance strategies to enhance service quality: a case study of S.R. Residence Hotel Phetchabun, Thailand
    Nowadays, every service business must compete with the customer satisfaction for their reputation and success in business. To obtain more competitive advantage and better performance on employees service quality. A company tries to focus on the development of personal work life balance (attitude) and motivation to let employees achieving their task successfully. This research study focuses on employees service quality based on service quality theory. Tangibles – physical facilities, equipment, staff appearance, etc. ,Reliability – ability to perform service dependably and accurately, Responsiveness – willingness to help and respond to customer needs, Assurance – ability of staff to inspire confidence and trust, Empathy – the extent to which caring individualized service is given. The purpose of this study was to examine the impact of work life balance strategies on service quality at the S.R. Residence Hotel, Phetchabun, Thailand. The researcher had conducted mix method research by questionnaires (quantitative) and focus group interviews (qualitative) by using appreciative inquiry (AI) to determined strength-based work life balance on service quality. The questionnaires were distributed to a sample of 60 employees and 40 customers at the S.R. Residence Hotel. The Focus Group interview consisted of 4 group representatives from employees which are Top management, Manager, Low Experience and High Experience employees respectively. The quantitative data was analyzed by using Descriptive mean and standard deviation, Pearson Correlation, Multiple Linear Regression from SPSS to examine and determine the initial impact of work life balance on enhancing service quality at the hotel and qualitative data are using Index of Item Objective Congruence (IOC) with inter coding methods on focus group interview answer to find out the common theme for each questions. The discussion from the research study will develop employee service quality at the S.R. Residence Hotel in the future.
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    A proposed HR plan to enhance employee motivation: a case of MTA state enterprise, Thailand
    Nowadays, with the reality of competitiveness, every organization is struggling to obtain competitive benefits as well as better performance and attain productivity plus effectiveness. Companies throughout the world, therefore, take human resources into account as the essence for business as they constantly escalate employee motivation as the force in letting employees achieve goals and organizational objectives towards more effective organizational performance. The purpose of the study was to determine the effect of intrinsic and extrinsic motivational factors among operational-level officers affecting organizational performance of MTA state enterprise, Thailand and recommend plans to enhance their motivation for better company performance. Quantitative data was obtained through distributed online and paper questionnaires from 260 officers at operational level used as sample size. The results revealed that there was significant effect between recognition, empowerment, performance appraisal, and training and career development toward organizational performance ; whereas as for demographic factors, there was significant difference among only genders and performance. Among all of these five independent antecedents, recognition possessed the strongest effect on organizational performance. It could be concluded that it is imperative for the HR department of MTA state enterprise to implement plans on enhancing their motivation through relevant workshops, activities and set-up new criteria or regulations within the company in exchange for higher organizational performance.