Assessing employees’ belongingness for long-term sustainability of the company:a case of G Company, Bangkok, Thailand
Assessing employees’ belongingness for long-term sustainability of the company:a case of G Company, Bangkok, Thailand
au.link.externalLink | [Full Text] (http://www.assumptionjournal.au.edu/index.php/odijournal/article/view/4105/pdf) | |
dc.contributor.author | Luo, Yijun | |
dc.contributor.author | Barnes, John Arthur | |
dc.date.accessioned | 2020-08-17T05:31:24Z | |
dc.date.available | 2020-08-17T05:31:24Z | |
dc.date.issued | 2020 | |
dc.description.abstract | Employees’ belongingness is related to the long-term sustainability of the company and determines the core competitive talent advantage of the company. However, many companies, especially small-medium enterprises in Bangkok, have been plagued by the weak Employees’ belongingness and high employees’ turnover. This study examined the influencing factors on Compensation&Benefits, company culture, professional training, and career development four aspects of employees’ belongingness in G company Bangkok, Thailand. The objectives of this study are first to conduct an assessment of the employee’s belongingness. Second, to propose an improvement plan to enhance employees’ belongingness for G company. This study employed a structured questionnaire comprises of 25 questions. The total actual participant respondents were 48. The researcher used descriptive statistics for demographic data and multiple regression analysis to test the relationship between Compensation&Benefits, company culture, professional training, career development, and employees’ belongingness. The finding of this paper indicated that there a positively strong relationship between Compensation&Benefits, company culture and employees’ belongingness based on the data obtained from the survey, the researcher proposed an employees’ belongingness improvement plan for G Company. | en_US |
dc.format.extent | 23 pages | en_US |
dc.format.mimetype | application/pdf | en_US |
dc.identifier.citation | ABAC ODI Journal : Vision. Action. Outcome. 7, 2 (July-December 2020), 87-110 | en_US |
dc.identifier.uri | https://repository.au.edu/handle/6623004553/23917 | |
dc.language.iso | eng | en_US |
dc.rights | This work is protected by copyright. Reproduction or distribution of the work in any format is prohibited without written permission of the copyright owner. | en_US |
dc.rights.holder | Assumption University | en_US |
dc.subject | Employees’ belongingness | en_US |
dc.subject | Compensation & benefit | en_US |
dc.subject | Company culture | en_US |
dc.subject | Professional training | en_US |
dc.subject | Career development | en_US |
dc.subject.other | ABAC ODI Journal : -- Vision. Action. Outcome | en_US |
dc.subject.other | ABAC ODI Journal : -- Vision. Action. Outcome. -- 2020 | en_US |
dc.title | Assessing employees’ belongingness for long-term sustainability of the company:a case of G Company, Bangkok, Thailand | en_US |
dc.type | Text | en_US |
mods.genre | Journal Article | en_US |
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