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THAILAND HR JOURNAL

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2014 Volume 06 By Institute of HR Professional Development (IHPD) Personnel Management Association of Thailand

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Bangkapi, Bangkok 10240 Tel. 0 2374 0855

Journal of Human Resources

2014 Volume 06

By Institute of HR Professional Development (IHPD) Personnel Management Association of Thailand

THAILAND HR JOURNAL

THAILAND HR JOURNAL Journal of Human Resources

2014 Volume 06 By Institute of HR Professional Development (IHPD) Personnel Management Association of Thailand

Thailand HR Journal Journal of Human Resources 2014 Volume 06 By Institute of HR Professional Development (IHPD) Personnel Management Association of Thailand

สงวนลิขสิทธิ์ป 2557 หามลอกเลียนไมวาสวนหนึ่งสวนใดของหนังสือเลมนี้นอกจากไดรับอนุญาต พิมพครั้งที่ 1 : ตุลาคม 2557 จำนวน 2,000 เลม ราคา 250 บาท ISSN 1905-5447 บรรณาธิการ บรรณาธิการรวม บรรณาธิการบริหาร คณะบรรณาธิการ การผลิต/รูปเลม เพลท/พิมพ

ศ.ดร.จำเนียร จวงตระกูล Professor Dr.Brian Sheehan รศ.ดร.พยอม วงศสารศรี ผศ.ดร.กลาหาญ ณ นาน ดร.พรรัตน แสดงหาญ ดร.ศุภรักษ อธิคมสุวรรณ เกศยา กาฬแกว/ศรมณ ชัยวัฒนไชย บริษัท แฮฟ ไอเดีย จำกัด โทร. 0-2735-6282

Honorary Advisor

• Prof. Dave Ulrich Advisor

• Prof. Alma Whiteley • Prof. Yun Kim • Prof. Supachai Yavaprabhas • Prof. Potchanat Samermit

Curtin Graduate School of Business, Australia Far East University, Korea Chulalongkorn University, Thailand University of Interdisciplinary Studies, USA

Governing Board

• Prof. Dr.Jamnean Joungtrakul • Prakit Viriyothai • Khajonsak Hannarong • Suchada Sukhsvasti na Ayudhya • Worapong Rawirath • Marisa Chaopruttipong • Tanya Phonanan • Assoc. Prof. Dr.Chiraprapa Akaraboworn • Virote Sirichanthanont • Dipl.-Ing. Bawdin Wijarn • Paiboon Anawatchamongkol • Thiarasith Sinsang • Dilok Tuekla • Siripong Intavadee • Wachiraporn Sangpayup

Chairman of Governing Board Vice - Chairman of Governing Board Vice - Chairman of Governing Board Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee and Secretary

Editor

• Prof. Dr.Jamnean Joungtrakul

Rattana Bundit University, Thailand

Associate Editors

• Prof. Dr.Brian Sheehan • Assoc. Prof. Dr.Payorm Wongsarnsri Managing Editor

สถาบันพัฒนาวิชาชีพทรัพยากรบุคคล สมาคมการจัดการงานบุคคลแหงประเทศไทย 300/2-3 ซอยลาดพราว 132 ถนนลาดพราว แขวงคลองจั่น เขตบางกะป กรุงเทพฯ 10240 โทรศัพท 0-2374-0855 ตอ 0 หรือ 120 โทรสาร 0-2734-0604 www.pmat.or.th E-mail: [email protected]

Ross School of Business, University of Michigan, USA.

• Asst. Prof. Dr.Khahan Nanan Associate Managing Editors

• Dr.Pornrat Sadangharn • Dr.Supharuk Aticomsuwan

Asian Forum on Business Education (AFBE) Former Dean Suan Dusit Rajabhat University, Thailand Rajamangala University of Technology Thanyaburi, Thailand Burapha University, Thailand Kasetsart University, Thailand

Thailand HR Journal Journal of Human Resources 2014 Volume 06 By Institute of HR Professional Development (IHPD) Personnel Management Association of Thailand

สงวนลิขสิทธิ์ป 2557 หามลอกเลียนไมวาสวนหนึ่งสวนใดของหนังสือเลมนี้นอกจากไดรับอนุญาต พิมพครั้งที่ 1 : ตุลาคม 2557 จำนวน 2,000 เลม ราคา 250 บาท ISSN 1905-5447 บรรณาธิการ บรรณาธิการรวม บรรณาธิการบริหาร คณะบรรณาธิการ การผลิต/รูปเลม เพลท/พิมพ

ศ.ดร.จำเนียร จวงตระกูล Professor Dr.Brian Sheehan รศ.ดร.พยอม วงศสารศรี ผศ.ดร.กลาหาญ ณ นาน ดร.พรรัตน แสดงหาญ ดร.ศุภรักษ อธิคมสุวรรณ เกศยา กาฬแกว/ศรมณ ชัยวัฒนไชย บริษัท แฮฟ ไอเดีย จำกัด โทร. 0-2735-6282

Honorary Advisor

• Prof. Dave Ulrich Advisor

• Prof. Alma Whiteley • Prof. Yun Kim • Prof. Supachai Yavaprabhas • Prof. Potchanat Samermit

Curtin Graduate School of Business, Australia Far East University, Korea Chulalongkorn University, Thailand University of Interdisciplinary Studies, USA

Governing Board

• Prof. Dr.Jamnean Joungtrakul • Prakit Viriyothai • Khajonsak Hannarong • Suchada Sukhsvasti na Ayudhya • Worapong Rawirath • Marisa Chaopruttipong • Tanya Phonanan • Assoc. Prof. Dr.Chiraprapa Akaraboworn • Virote Sirichanthanont • Dipl.-Ing. Bawdin Wijarn • Paiboon Anawatchamongkol • Thiarasith Sinsang • Dilok Tuekla • Siripong Intavadee • Wachiraporn Sangpayup

Chairman of Governing Board Vice - Chairman of Governing Board Vice - Chairman of Governing Board Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee Committee and Secretary

Editor

• Prof. Dr.Jamnean Joungtrakul

Rattana Bundit University, Thailand

Associate Editors

• Prof. Dr.Brian Sheehan • Assoc. Prof. Dr.Payorm Wongsarnsri Managing Editor

สถาบันพัฒนาวิชาชีพทรัพยากรบุคคล สมาคมการจัดการงานบุคคลแหงประเทศไทย 300/2-3 ซอยลาดพราว 132 ถนนลาดพราว แขวงคลองจั่น เขตบางกะป กรุงเทพฯ 10240 โทรศัพท 0-2374-0855 ตอ 0 หรือ 120 โทรสาร 0-2734-0604 www.pmat.or.th E-mail: [email protected]

Ross School of Business, University of Michigan, USA.

• Asst. Prof. Dr.Khahan Nanan Associate Managing Editors

• Dr.Pornrat Sadangharn • Dr.Supharuk Aticomsuwan

Asian Forum on Business Education (AFBE) Former Dean Suan Dusit Rajabhat University, Thailand Rajamangala University of Technology Thanyaburi, Thailand Burapha University, Thailand Kasetsart University, Thailand

Editorial Board

• Prof. Samir Chaterjee • Prof. Kooros Mahmoudi • Assoc. Prof. Dr.Chalong Tubsree • Assoc. Prof. Dr.Ian Smith • Assoc. Prof. Dr.Katsunori Kaneko • Assoc. Prof. Dr.Phithagorn Thanitbenjasith • Assoc. Prof. Dr.Prasong Praneetpolgrang • Assoc. Prof. Dr.Weerapon Thongma • Asst. Prof. Dr.Pawinee Petsawang • Asst. Prof. Dr.Pranom Utakrit • Asst. Prof. Dr.Sombat Kusumavalee • Asst. Prof. Dr.Somboon Kulvisaechana • Asst. Prof. Dr.Suree Khemthong • Dr.Apollo Nsubuga-Kyobe • Dr.Chanya Leesattrupai • Dr.Chokeanand Bussracumpakorn • Dr.Chris Perryer • Dr.Ekkasit Sanamthong • Dr.John Barnes • Dr.Marthin Nanere • Dr.Nantawut Leeamornsiri • Dr.Pojjana Pichitpatja • Dr.Prasert Sitthijirapat • Dr.Sompit Thongpan

Editorial

Curtin University, Australia Northern Arizona University, USA Burapha University University of Sydney, Australia Osaka City University, Japan North-Chiang Mai University Sripatum University Maejo University University of the Thai Chamber of Commerce King Mongkut's University of Technology North Bangkok National Institute of Development Administration Thammasat University Sukhothai Thammathirat Open University La Trobe University, Australia Srinakharinwirot University King Mongkut's University of Technology Thonburi The University of Western Australia Kasem Bundit University Asian Forum on Business Education La Trobe University, Australia Kasetsart University Chiang Mai University Sripatum University Payap University

This is Volume 6, 2014 of our Thailand HR Journal. We have great pleasure to welcome Professor Potchanat Samermit, Ph.D. of the University of Interdisciplinary Studies, USA, as our new advisor and Professor Kooros Mahmoudi, Ph.D. of Northern Arizona University, USA, as a new member of our Editorial Board. There are totally 7 articles in this issue: 1 invited article, 5 research articles, and 1 review article as follows: The first article entitled “Global Warming, Climate Science, and the Capitalist System: The Science Wars between Anthropogenic Advocates and Contrarians” is an invited article by Victor Egan of the Asian Forum on Business Education. Although this article is not addressing an issue in human resources directly it presents a very important and timely critical issue that affects the performance of organizations and people who are working in them. Global warming is now a global issue that has or will have a strong impact on company performance and human resource management practices. The 5 research articles are: (1) The Establishment and Operation of Automotive Parts Industry’s Labor Union in Cholburi: Mixed Methods Research by Thanapol Srithong, Pornrat Sadangharn, and Apinya Ing-ard, of the Faculty of Management and Tourism, Burapha University, Thailand; (2) Human Resource Development: A Study of Migrant Workers, Udonthani, Thailand by Saratid Sakulkoo, Burapha University, Phana Dullayaphut of Udon Thani Rajabhat University and Khwankanlaya Poonna of Burapha University, Thailand; (3) Role of Emotional and Spiritual Intelligence and Psychological Resilience on Managerial Core Competency of Corporate Executive in India by T. Ravikumar, Research and Development Centre, Bharathiar University, Coimbatore, Tamilnadu, India and V. Dhamodharan, Department. of Business Administration, Government, Arts College for Men, Nandanam, Chennai, Tamilnadu, India; (4) Analysis of Organizational Commitment of Women IT Professionals in Bangalore City, India by N. Murugan, Department of Management Studies, PSNA College of Engg & Tech., Dindigul, Tamil Nadu, India; (5) The Roles of Personality Traits and Experiential Learning Style Preferences in Academic and Team-Based Project Performance: A Case at Mae Fah Luang University and its Implications for HRD by Chai Ching Tan, Chatrudee Jongsureyapart, and Sangchan Kantabutra, School of Management, Mae FahLuang University, Thailand. In addition, there is a review paper entitled “The Evolution of Strategic HRM to the AEC and English” by Brian Sheehan, of the Asian Forum on Business Education. The book review for this volume is the review of “Mindful Leadership: The 9 Ways to Self-Awareness, Transforming Yourself, and Inspiring Others” by Maria Gonzalez (2012). The review is made by Saratid Sakulkoo of the Contemplative Education Center, Nong Khai, Thailand.

Editorial Board

• Prof. Samir Chaterjee • Prof. Kooros Mahmoudi • Assoc. Prof. Dr.Chalong Tubsree • Assoc. Prof. Dr.Ian Smith • Assoc. Prof. Dr.Katsunori Kaneko • Assoc. Prof. Dr.Phithagorn Thanitbenjasith • Assoc. Prof. Dr.Prasong Praneetpolgrang • Assoc. Prof. Dr.Weerapon Thongma • Asst. Prof. Dr.Pawinee Petsawang • Asst. Prof. Dr.Pranom Utakrit • Asst. Prof. Dr.Sombat Kusumavalee • Asst. Prof. Dr.Somboon Kulvisaechana • Asst. Prof. Dr.Suree Khemthong • Dr.Apollo Nsubuga-Kyobe • Dr.Chanya Leesattrupai • Dr.Chokeanand Bussracumpakorn • Dr.Chris Perryer • Dr.Ekkasit Sanamthong • Dr.John Barnes • Dr.Marthin Nanere • Dr.Nantawut Leeamornsiri • Dr.Pojjana Pichitpatja • Dr.Prasert Sitthijirapat • Dr.Sompit Thongpan

Editorial

Curtin University, Australia Northern Arizona University, USA Burapha University University of Sydney, Australia Osaka City University, Japan North-Chiang Mai University Sripatum University Maejo University University of the Thai Chamber of Commerce King Mongkut's University of Technology North Bangkok National Institute of Development Administration Thammasat University Sukhothai Thammathirat Open University La Trobe University, Australia Srinakharinwirot University King Mongkut's University of Technology Thonburi The University of Western Australia Kasem Bundit University Asian Forum on Business Education La Trobe University, Australia Kasetsart University Chiang Mai University Sripatum University Payap University

This is Volume 6, 2014 of our Thailand HR Journal. We have great pleasure to welcome Professor Potchanat Samermit, Ph.D. of the University of Interdisciplinary Studies, USA, as our new advisor and Professor Kooros Mahmoudi, Ph.D. of Northern Arizona University, USA, as a new member of our Editorial Board. There are totally 7 articles in this issue: 1 invited article, 5 research articles, and 1 review article as follows: The first article entitled “Global Warming, Climate Science, and the Capitalist System: The Science Wars between Anthropogenic Advocates and Contrarians” is an invited article by Victor Egan of the Asian Forum on Business Education. Although this article is not addressing an issue in human resources directly it presents a very important and timely critical issue that affects the performance of organizations and people who are working in them. Global warming is now a global issue that has or will have a strong impact on company performance and human resource management practices. The 5 research articles are: (1) The Establishment and Operation of Automotive Parts Industry’s Labor Union in Cholburi: Mixed Methods Research by Thanapol Srithong, Pornrat Sadangharn, and Apinya Ing-ard, of the Faculty of Management and Tourism, Burapha University, Thailand; (2) Human Resource Development: A Study of Migrant Workers, Udonthani, Thailand by Saratid Sakulkoo, Burapha University, Phana Dullayaphut of Udon Thani Rajabhat University and Khwankanlaya Poonna of Burapha University, Thailand; (3) Role of Emotional and Spiritual Intelligence and Psychological Resilience on Managerial Core Competency of Corporate Executive in India by T. Ravikumar, Research and Development Centre, Bharathiar University, Coimbatore, Tamilnadu, India and V. Dhamodharan, Department. of Business Administration, Government, Arts College for Men, Nandanam, Chennai, Tamilnadu, India; (4) Analysis of Organizational Commitment of Women IT Professionals in Bangalore City, India by N. Murugan, Department of Management Studies, PSNA College of Engg & Tech., Dindigul, Tamil Nadu, India; (5) The Roles of Personality Traits and Experiential Learning Style Preferences in Academic and Team-Based Project Performance: A Case at Mae Fah Luang University and its Implications for HRD by Chai Ching Tan, Chatrudee Jongsureyapart, and Sangchan Kantabutra, School of Management, Mae FahLuang University, Thailand. In addition, there is a review paper entitled “The Evolution of Strategic HRM to the AEC and English” by Brian Sheehan, of the Asian Forum on Business Education. The book review for this volume is the review of “Mindful Leadership: The 9 Ways to Self-Awareness, Transforming Yourself, and Inspiring Others” by Maria Gonzalez (2012). The review is made by Saratid Sakulkoo of the Contemplative Education Center, Nong Khai, Thailand.

The list of theses and dissertations of this issue are from the Faculty of Management and Tourism, Burapha University and the International Graduate Studies Human Resource Development Center, Faculty of Education, Burapha University.

Contents

We would like to extend our warmest thanks to all the authors of the articles, the peer reviewers and all concerned for their dedication and their help in getting this volume of our Thailand HR Journal published on time.

GLOBAL WARMING, CLIMATE SCIENCE, AND THE CAPITALIST SYSTEM: THE SCIENCE WARS BETWEEN ANTHROPOGENIC ADVOCATES AND CONTRARIANS : Victor Egan

Jamnean Joungtrakul Brian Sheehan Payorm Wongsarnsri

INVITED ARTICLE

8

RESEARCH ARTICLES

การจัดตั้งและการดำเนินงานของสหภาพแรงงานอุตสาหกรรมยานยนตในจังหวัดชลบุรี: การวิจัยแบบผสม THE ESTABLISHMENT AND OPERATION OF AUTOMOTIVE PART INDUSTRY'S LABOR UNION IN CHONBURI : ธนพนธ ศรีทอง, พรรัตน แสดงหาญ, อภิญญา อิงอาจ

44

HUMAN RESOURCE DEVELOPMENT: A STUDY OF MIGRANT WORKERS, UDONTHANI, THAILAND : Saratid Sakulkoo, Phana Dullayaphut, Khwankanlaya Poonna

70

ROLE OF EMOTIONAL AND SPIRITUAL INTELLIGENCE AND PSYCHOLOGICAL RESILIENCE ON MANAGERIAL CORE COMPETENCY OF CORPORATE EXECUTIVES IN INDIA : T. Ravikumar and V. Dhamodharan

92

ANALYSIS OF ORGANIZATIONAL COMMITMENT OF WOMEN IT PROFESSIONALS IN BANGALORE CITY, INDIA : N.Murugan

110

THE ROLES OF PERSONALITY TRAITS AND EXPERIENTIAL LEARNING STYLE PREFERENCES IN ACADEMIC AND TEAM-BASED PROJECT PERFORMANCE: A CASE AT MAE FAH LUANG UNIVERSITY AND ITS IMPLICATIONS FOR HRD : Chai Ching Tan, Chatrudee Jongsureyapart, Sangchan Kantabutra

126

REVIEW ARTICLE

THE EVOLUTION OF STRATEGIC HRM TO THE AEC AND ENGLISH : Brian Sheehan BOOK REVIEW

156

MINDFUL LEADERSHIP : Dr.Saratid Sakulkoo

164

THESES AND DISSERTATIONS

168 171 173

AUTHORS GUIDELINES FOR THAILAND HUMAN RESOURCE JOURNAL THAILAND HR JOURNAL GUIDELINES FOR MANUSCRIPT REVIEWERS

The list of theses and dissertations of this issue are from the Faculty of Management and Tourism, Burapha University and the International Graduate Studies Human Resource Development Center, Faculty of Education, Burapha University.

Contents

We would like to extend our warmest thanks to all the authors of the articles, the peer reviewers and all concerned for their dedication and their help in getting this volume of our Thailand HR Journal published on time.

GLOBAL WARMING, CLIMATE SCIENCE, AND THE CAPITALIST SYSTEM: THE SCIENCE WARS BETWEEN ANTHROPOGENIC ADVOCATES AND CONTRARIANS : Victor Egan

Jamnean Joungtrakul Brian Sheehan Payorm Wongsarnsri

INVITED ARTICLE

8

RESEARCH ARTICLES

การจัดตั้งและการดำเนินงานของสหภาพแรงงานอุตสาหกรรมยานยนตในจังหวัดชลบุรี: การวิจัยแบบผสม THE ESTABLISHMENT AND OPERATION OF AUTOMOTIVE PART INDUSTRY'S LABOR UNION IN CHONBURI : ธนพนธ ศรีทอง, พรรัตน แสดงหาญ, อภิญญา อิงอาจ

44

HUMAN RESOURCE DEVELOPMENT: A STUDY OF MIGRANT WORKERS, UDONTHANI, THAILAND : Saratid Sakulkoo, Phana Dullayaphut, Khwankanlaya Poonna

70

ROLE OF EMOTIONAL AND SPIRITUAL INTELLIGENCE AND PSYCHOLOGICAL RESILIENCE ON MANAGERIAL CORE COMPETENCY OF CORPORATE EXECUTIVES IN INDIA : T. Ravikumar and V. Dhamodharan

92

ANALYSIS OF ORGANIZATIONAL COMMITMENT OF WOMEN IT PROFESSIONALS IN BANGALORE CITY, INDIA : N.Murugan

110

THE ROLES OF PERSONALITY TRAITS AND EXPERIENTIAL LEARNING STYLE PREFERENCES IN ACADEMIC AND TEAM-BASED PROJECT PERFORMANCE: A CASE AT MAE FAH LUANG UNIVERSITY AND ITS IMPLICATIONS FOR HRD : Chai Ching Tan, Chatrudee Jongsureyapart, Sangchan Kantabutra

126

REVIEW ARTICLE

THE EVOLUTION OF STRATEGIC HRM TO THE AEC AND ENGLISH : Brian Sheehan BOOK REVIEW

156

MINDFUL LEADERSHIP : Dr.Saratid Sakulkoo

164

THESES AND DISSERTATIONS

168 171 173

AUTHORS GUIDELINES FOR THAILAND HUMAN RESOURCE JOURNAL THAILAND HR JOURNAL GUIDELINES FOR MANUSCRIPT REVIEWERS

AND THE CAPITALIST SYSTEM: THE SCIENCE WARS BETWEEN ANTHROPOGENIC THAILAND HR JOURNAL 2014,VOLUME 6

ADVOCATES AND CONTRARIANS

8

Victor Egan Asian Forum on Business Education E-mail: [email protected]

ABSTRACT

A paper presented at the 2012 Asian Forum on Business Education Conference in Kuala Lumpur outlined the case for the potential of cataclysmic consequences from severe ecological overshoot (Egan 2012). Some suggest that, by 2020, we may be facing a tipping-point leading to irreversible and catastrophic consequences on a global scale. Such anticipated and inter-related issues as global warming, sea-level rise, water scarcity, food shortages, and population growth are pointing to a global economic system that has been increasingly unsustainable since 1985. The economic consequences are dire; nothing less than the decimation of global capitalism, and the deaths of hundreds-of-millions in Malthusian-like human population consolidation. This present paper reviews the voracity of climate science that underlies the global warming debate, which in turn, supports the eco-catastrophism apotheosis. Examination of the polarised and vitriolic dialectic between anthropogenic (human-induced) global warming advocates, and their contrarian protagonists (labelled climate change skeptics and deniers) attempts to extract circumspect denouement from extremist views. Emergent is a murky world smeared by politicisation, dogmatic assumptions, over-exaggeration and tampering of research data, undeclared epistemic limitations, and intimidation of dissent. As Karl Popper (1963) alleges, science progresses by trial-and-error; when theory infallibility is assumed, and the possibility of error stifled, science no longer serves society. The overall result of the global warming diatribe has left apropos cause-and-effect relationships obtuse, the public (and the author) confused and weary, and important issues of ecological unsustainability masked from public discourse and corporate risk assessment.

INTRODUCTION

Since 1985, humanity has demanded more resources than Earth has been able to provide. Consequently, Earth has been in overshoot trajectory leading increasingly further from sustainability (Laszlo 2010; Meadows et al. 2005; Wackernagel et al. 1997). For instance, we currently consume the resources of 1.5 planet Earths; by 2030, this is likely to be 2 planet Earths (Living Planet Report 2010). Science is increasingly backing the anecdotal evidence that we are being accosted by a conundrum of climate change and resource scarcity that threatens to overwhelm governments, institutions, and societies (Garnault 2011; Global Footprint Network 2010; Hamilton 2010). But the science of climate change is also in considerable disarray. A war rages between global warming advocates who believe polluting humans the primary cause, and contrarians who largely believe climate change part of Earth’s natural cycle. Power and legitimacy are the contested beach-heads; hostility, cleavage, and confusion have been the fallout. The public is collateral damage, bereft of insight, and with a psychologically disposition for procrastination. Antipodean scenarios range from contrarian zero risk of adverse consequences, to collapsitarian apocalyptic synopsis. The rhetoric is extreme, the science is uncertain, and the stakes are acute for businesses and societies alike. The present paper reviews the voracity of climate science, and delves into its nebulous world to extract circumspect conclusions from extremist views. The literature review includes both advocate and contrarian perspectives. Prominent advocates such as James Hansen, Al Gore, Tim Flannery, and Greenpeace appear often, as do prominent contrarians such as Richard Lindzen, Fred Singer, and Frederick Seitz. Quotes from original sources are extensive, so the reader can cogitate above the cacophony of esoteric knowledge, and subjective and biased interpretation. Perhaps the greatest challenge of researching this paper was to avoid aberration into neurosis tracking the claims and counter-claims of the extremist rhetoric; too often futile to parse comments and conclusions as genuine, or mischievously designed as opaque mélange. GLOBAL WARMING AND CLIMATE CHANGE

The first inkling of a warming planet emerged in the 1970s when Boecker (1975, p.460) prophetically posed the question: “Are we on the brink of a pronounced global warming?” Since then, global warming and climate change have become intertwined concepts. According to the US Environmental Protection Agency, global warming refers to “the recent and ongoing rise in global average temperature near Earth's surface”. On the other hand, climate change includes “major changes in temperature, precipitation, or wind patterns, among other effects, that occur over several decades or longer” (http://www.epa.gov/ climatechange/basics/). Global warming is specific to Earth’s temperature rise, which is a sub-set of the broader concept of climate change that impacts weather patterns.

THAILAND HR JOURNAL 2014,VOLUME 6

GLOBAL WARMING, CLIMATE SCIENCE,

9

AND THE CAPITALIST SYSTEM: THE SCIENCE WARS BETWEEN ANTHROPOGENIC THAILAND HR JOURNAL 2014,VOLUME 6

ADVOCATES AND CONTRARIANS

8

Victor Egan Asian Forum on Business Education E-mail: [email protected]

ABSTRACT

A paper presented at the 2012 Asian Forum on Business Education Conference in Kuala Lumpur outlined the case for the potential of cataclysmic consequences from severe ecological overshoot (Egan 2012). Some suggest that, by 2020, we may be facing a tipping-point leading to irreversible and catastrophic consequences on a global scale. Such anticipated and inter-related issues as global warming, sea-level rise, water scarcity, food shortages, and population growth are pointing to a global economic system that has been increasingly unsustainable since 1985. The economic consequences are dire; nothing less than the decimation of global capitalism, and the deaths of hundreds-of-millions in Malthusian-like human population consolidation. This present paper reviews the voracity of climate science that underlies the global warming debate, which in turn, supports the eco-catastrophism apotheosis. Examination of the polarised and vitriolic dialectic between anthropogenic (human-induced) global warming advocates, and their contrarian protagonists (labelled climate change skeptics and deniers) attempts to extract circumspect denouement from extremist views. Emergent is a murky world smeared by politicisation, dogmatic assumptions, over-exaggeration and tampering of research data, undeclared epistemic limitations, and intimidation of dissent. As Karl Popper (1963) alleges, science progresses by trial-and-error; when theory infallibility is assumed, and the possibility of error stifled, science no longer serves society. The overall result of the global warming diatribe has left apropos cause-and-effect relationships obtuse, the public (and the author) confused and weary, and important issues of ecological unsustainability masked from public discourse and corporate risk assessment.

INTRODUCTION

Since 1985, humanity has demanded more resources than Earth has been able to provide. Consequently, Earth has been in overshoot trajectory leading increasingly further from sustainability (Laszlo 2010; Meadows et al. 2005; Wackernagel et al. 1997). For instance, we currently consume the resources of 1.5 planet Earths; by 2030, this is likely to be 2 planet Earths (Living Planet Report 2010). Science is increasingly backing the anecdotal evidence that we are being accosted by a conundrum of climate change and resource scarcity that threatens to overwhelm governments, institutions, and societies (Garnault 2011; Global Footprint Network 2010; Hamilton 2010). But the science of climate change is also in considerable disarray. A war rages between global warming advocates who believe polluting humans the primary cause, and contrarians who largely believe climate change part of Earth’s natural cycle. Power and legitimacy are the contested beach-heads; hostility, cleavage, and confusion have been the fallout. The public is collateral damage, bereft of insight, and with a psychologically disposition for procrastination. Antipodean scenarios range from contrarian zero risk of adverse consequences, to collapsitarian apocalyptic synopsis. The rhetoric is extreme, the science is uncertain, and the stakes are acute for businesses and societies alike. The present paper reviews the voracity of climate science, and delves into its nebulous world to extract circumspect conclusions from extremist views. The literature review includes both advocate and contrarian perspectives. Prominent advocates such as James Hansen, Al Gore, Tim Flannery, and Greenpeace appear often, as do prominent contrarians such as Richard Lindzen, Fred Singer, and Frederick Seitz. Quotes from original sources are extensive, so the reader can cogitate above the cacophony of esoteric knowledge, and subjective and biased interpretation. Perhaps the greatest challenge of researching this paper was to avoid aberration into neurosis tracking the claims and counter-claims of the extremist rhetoric; too often futile to parse comments and conclusions as genuine, or mischievously designed as opaque mélange. GLOBAL WARMING AND CLIMATE CHANGE

The first inkling of a warming planet emerged in the 1970s when Boecker (1975, p.460) prophetically posed the question: “Are we on the brink of a pronounced global warming?” Since then, global warming and climate change have become intertwined concepts. According to the US Environmental Protection Agency, global warming refers to “the recent and ongoing rise in global average temperature near Earth's surface”. On the other hand, climate change includes “major changes in temperature, precipitation, or wind patterns, among other effects, that occur over several decades or longer” (http://www.epa.gov/ climatechange/basics/). Global warming is specific to Earth’s temperature rise, which is a sub-set of the broader concept of climate change that impacts weather patterns.

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GLOBAL WARMING, CLIMATE SCIENCE,

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ANTHROPOGENIC ADVOCATES VERSUS CONTRARIANS

Anthropogenic global warming advocates, or activists, believe that global warming is extant, and that human CO2 emission is the uncontested cause; Greenpeace contends “Climate change is happening now, is caused by people and will have catastrophic consequences” (Greenpeace 2011, p.24). Advocates generally agree that a worse-case scenario is apocalyptic, but much divergence is evident regarding probabilities, ranging from pessimistic collapsitarianism (Kingsnorth & Hine 2009; Kunstler 2005; Orlov 2006) whose followers, much like Greenpeace, believe catastrophe is the inevitable outcome, to optimists who believe in the basic goodness of human nature, and ability for reason, logic, and technological innovation. Contrarians, on the other hand, are climate change deniers and skeptics. Greenpeace (2011) tars anyone who dissents from the orthodox activist rhetoric as ‘denier’. But in reality, denial has principally evaporated as evidence of global warming has evolved. Skepticism is far more prominent. The most high-profile skeptic in recent times has been Viscount Monckton of Brenchley, who has opined that ‘“global warming’ is unlikely to be dangerous and extremely unlikely to be catastrophic” (Monckton 2007, p.15). In practice, skepticism is more about the ‘cause’ of climate change, than whether it exists. Climate change skeptics generally accept Earth’s climate has changed, but believe natural variability is the cause. Many other contrarians believe the Earth is warming and humans are at least part causal, but they also believe threat of climate change and sea-level rise has been over-exaggerated, either because the debate has been hijacked by charlatans and left-wing ‘greenies’ (Booker 2010), or technology will triumph (Friedman 2010; Singer & Avery 2007). The eminent British botanist David Bellamy (2008) is one such high-profile contrarian, who attests that “Global warming is part of a natural cycle and there's nothing we can actually do to stop these cycles. The world is now facing spending a vast amount of money in tax to try to solve a problem that doesn't actually exist”. Climate change skepticism among scientists is more common than the public is made aware (see, for example, “No need to panic about global warming” 2013), suggesting climate science is far from certitude, and expert opinion far from consolidated. For example, a study of 1,077 professional engineers and geoscientists [not experts on climate science,

but science educated] found only 36 percent believe global warming is entirely anthropogenic; 24 percent believe it is entirely natural variability; and, 40 percent believe it to be a combination (Lefsrud & Meyer 2012). Similarly, a US senate Minority Report (EPW 2008) found, rather than scientific consensus over the 2007 IPCC report, over 650 dissenting scientists who were openly challenging the anthropogenic global warming thesis. And a 2008 survey of 375 climate scientists is indicative of where consensus deviates. Asked, ‘how convinced’ they were ‘that climate change, whether natural or anthropogenic’ was ‘occurring now’, 86 percent were strongly affirmative. Asked ‘how convinced’ they were ‘that most of recent or near future change is, or will be, a result of anthropogenic causes’, 67 percent expressed affirmation (Goot 2009). Perhaps more alarming than the lack of consensus on climate science is the falsification of research data that attempts to portray such a consensual view. For example, Cook et al (2013, p.1) reported “the evolution of the scientific consensus on anthropogenic global warming (AGW) in the peer-reviewed scientific literature, examining 11 944 climate abstracts from 1991–2011”. They found an astonishing “97.1% endorsed the consensus position that humans are causing global warming”. But, Taylor (2013) reports that the Cooket al. (2013) study had been ‘doctored’; “the authors’ claims of a 97-pecent consensus relied on the authors misclassifying the papers of some of the world’s most prominent global warming skeptics. At the same time, the authors deliberately presented a meaningless survey question so they could twist the responses to fit their own preconceived global warming alarmism”. One might reasonably ask what has caused such fractured scientific and pseudo-scientific opinion, and what has prompted otherwise honest people to engage in deceptive behaviour, particularly on an issue of such grand catastrophic potential. The answer lies in the ‘science wars’ explained next. THE SCIENCE WARS

According to conventional wisdom, one imagines science rooted in reason, logic, and methodological rigor, harking back to the empirical hard science leaps by the likes of Marie Curie, Max Plank, Isaac Newton, and Albert Einstein. Personal opinion and subjective speculation has no place in such scientific advance. But it was Thomas Kuhn (1962) who first exposed the uneasy wisdom by arguing that science, rather than the pursuit of objectivity and truth, is merely problem-solving within existing social and institutional contexts. Outcomes are pre-determined because so too are the methodologies, the questions asked, and the evidence sought. Necessarily, then, science involves long periods of incestuous replication [what Kuhn more modestly referred to as ‘normal science’] with the occasional burst of a ‘paradigm shift’. Karl Popper (1963, p.36) concurred when he noted the “incessant stream of confirmations” that pretend to verify extant theories; a theory attracts confirmation, when confirmation is all that is sought. But science only truly

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Scientific and non-scientific opinions differ regarding: (1) Whether or not global temperatures are rising in the long-term; (2) If temperatures are rising, whether it is being caused by humans (anthropogenic), Earth’s natural variability, or a combination; and, (3) If temperatures are rising, and the cause anthropogenic, whether the outcome will be insignificant, substantial, or catastrophic. Depending on ideological beliefs, unusual weather events in recent years are perceived as either proof positive of climate change, or seen as the fickleness of natural weather patterns. These disparate opinions now cleave anthropogenic global warming advocates from their contrarian protagonists.

11

ANTHROPOGENIC ADVOCATES VERSUS CONTRARIANS

Anthropogenic global warming advocates, or activists, believe that global warming is extant, and that human CO2 emission is the uncontested cause; Greenpeace contends “Climate change is happening now, is caused by people and will have catastrophic consequences” (Greenpeace 2011, p.24). Advocates generally agree that a worse-case scenario is apocalyptic, but much divergence is evident regarding probabilities, ranging from pessimistic collapsitarianism (Kingsnorth & Hine 2009; Kunstler 2005; Orlov 2006) whose followers, much like Greenpeace, believe catastrophe is the inevitable outcome, to optimists who believe in the basic goodness of human nature, and ability for reason, logic, and technological innovation. Contrarians, on the other hand, are climate change deniers and skeptics. Greenpeace (2011) tars anyone who dissents from the orthodox activist rhetoric as ‘denier’. But in reality, denial has principally evaporated as evidence of global warming has evolved. Skepticism is far more prominent. The most high-profile skeptic in recent times has been Viscount Monckton of Brenchley, who has opined that ‘“global warming’ is unlikely to be dangerous and extremely unlikely to be catastrophic” (Monckton 2007, p.15). In practice, skepticism is more about the ‘cause’ of climate change, than whether it exists. Climate change skeptics generally accept Earth’s climate has changed, but believe natural variability is the cause. Many other contrarians believe the Earth is warming and humans are at least part causal, but they also believe threat of climate change and sea-level rise has been over-exaggerated, either because the debate has been hijacked by charlatans and left-wing ‘greenies’ (Booker 2010), or technology will triumph (Friedman 2010; Singer & Avery 2007). The eminent British botanist David Bellamy (2008) is one such high-profile contrarian, who attests that “Global warming is part of a natural cycle and there's nothing we can actually do to stop these cycles. The world is now facing spending a vast amount of money in tax to try to solve a problem that doesn't actually exist”. Climate change skepticism among scientists is more common than the public is made aware (see, for example, “No need to panic about global warming” 2013), suggesting climate science is far from certitude, and expert opinion far from consolidated. For example, a study of 1,077 professional engineers and geoscientists [not experts on climate science,

but science educated] found only 36 percent believe global warming is entirely anthropogenic; 24 percent believe it is entirely natural variability; and, 40 percent believe it to be a combination (Lefsrud & Meyer 2012). Similarly, a US senate Minority Report (EPW 2008) found, rather than scientific consensus over the 2007 IPCC report, over 650 dissenting scientists who were openly challenging the anthropogenic global warming thesis. And a 2008 survey of 375 climate scientists is indicative of where consensus deviates. Asked, ‘how convinced’ they were ‘that climate change, whether natural or anthropogenic’ was ‘occurring now’, 86 percent were strongly affirmative. Asked ‘how convinced’ they were ‘that most of recent or near future change is, or will be, a result of anthropogenic causes’, 67 percent expressed affirmation (Goot 2009). Perhaps more alarming than the lack of consensus on climate science is the falsification of research data that attempts to portray such a consensual view. For example, Cook et al (2013, p.1) reported “the evolution of the scientific consensus on anthropogenic global warming (AGW) in the peer-reviewed scientific literature, examining 11 944 climate abstracts from 1991–2011”. They found an astonishing “97.1% endorsed the consensus position that humans are causing global warming”. But, Taylor (2013) reports that the Cooket al. (2013) study had been ‘doctored’; “the authors’ claims of a 97-pecent consensus relied on the authors misclassifying the papers of some of the world’s most prominent global warming skeptics. At the same time, the authors deliberately presented a meaningless survey question so they could twist the responses to fit their own preconceived global warming alarmism”. One might reasonably ask what has caused such fractured scientific and pseudo-scientific opinion, and what has prompted otherwise honest people to engage in deceptive behaviour, particularly on an issue of such grand catastrophic potential. The answer lies in the ‘science wars’ explained next. THE SCIENCE WARS

According to conventional wisdom, one imagines science rooted in reason, logic, and methodological rigor, harking back to the empirical hard science leaps by the likes of Marie Curie, Max Plank, Isaac Newton, and Albert Einstein. Personal opinion and subjective speculation has no place in such scientific advance. But it was Thomas Kuhn (1962) who first exposed the uneasy wisdom by arguing that science, rather than the pursuit of objectivity and truth, is merely problem-solving within existing social and institutional contexts. Outcomes are pre-determined because so too are the methodologies, the questions asked, and the evidence sought. Necessarily, then, science involves long periods of incestuous replication [what Kuhn more modestly referred to as ‘normal science’] with the occasional burst of a ‘paradigm shift’. Karl Popper (1963, p.36) concurred when he noted the “incessant stream of confirmations” that pretend to verify extant theories; a theory attracts confirmation, when confirmation is all that is sought. But science only truly

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

10

Scientific and non-scientific opinions differ regarding: (1) Whether or not global temperatures are rising in the long-term; (2) If temperatures are rising, whether it is being caused by humans (anthropogenic), Earth’s natural variability, or a combination; and, (3) If temperatures are rising, and the cause anthropogenic, whether the outcome will be insignificant, substantial, or catastrophic. Depending on ideological beliefs, unusual weather events in recent years are perceived as either proof positive of climate change, or seen as the fickleness of natural weather patterns. These disparate opinions now cleave anthropogenic global warming advocates from their contrarian protagonists.

11

for some well-placed corporations (see, for example, Macrae 2010), and further selfdegradation. Is it little wonder the public is both confused and weary of the alarmism over global warming?

Incessant theory confirmation attests to tendency for conformism among theorists; Hansen (2010, p.87) politely calls it “scientific reticence”, Feyerabend (1975) more caustically refers to the ‘empty sophistication’ of science. The unspoken charade is aroused by the exigency for academic publication, tenure, and research funding (Paltridge 2010). But absence of self-criticism obliterates opportunity for alternative hypotheses and diminishes public value; and behind the public gaze, allows science to be abused for political and corporate agenda. The academic peer-review process perpetuates the abomination by group-think funnelling of an extant body of knowledge. This is no better exemplified than the case of Australian Nobel Laureate Professor Barry Marshall, who discovered peptic ulcers are caused by bacteria, rather than the common discourse involving stress, acid, and spicy food. Marshall recalls the editors of Lancet “found it difficult to find reviewers who could agree the paper was important, general, and interesting enough to be published” (Pincock 2005, p.1429); this, of course, was prior to Marshall receiving a Nobel Prize for that same research. Perhaps Feyerabend (1975) was right when he announced that “science has now become as oppressive as the ideologies it had once to fight”.

Within the current science wars over global warming, and adding further to self-flagellation of combatants, each side berates the qualifications of the other in personal attacks designed to undermine legitimacy. The journalist Andrew Revkin (2005) of The New York Times assails Harlan Watson, Chief US Climate Negotiator, because he has a “doctorate in solid-state physics but has not done climate research”. Edwards and Schneider (1997, p.3) defile Frederick Seitz, President Emeritus of Rockefeller University, because he is “not a climate scientist but a physicist”. Wegman et al. (2006) notes the “isolation of communities such as the paleoclimate [climate history] community”, who could provide better argument if only they were statisticians. Similarly, Michael Beenstock, former UK Treasury official and now Professor of Economics, chiacks climatologists as naïve data analysts; “They don’t understand statistics” (Davies 2010). Bjørn Lomborg is discredited because he is an economist and political scientist (Ritter 2007) [and being gay hasn’t helped!]. Dissenting meteorologists are taunted as obtaining degrees with an inadequate climatology component (Bagley 2012). And former Australian Federal Senator Nick Minchin rebukes the author of the 2008 Climate Change Review and Professor of Economics Ross Garnaut, suggesting he “knows nothing about the climate” because he is an economist (Bickmore 2011).

A potent example of the foible to which Kuhn and Popper refer involves Tim Flannery, Australia’s foremost authority on the environment, ardent climate change activist, and Chief Commissioner of the Australian Climate Commission. Flannery’s publication, The Weather Makers, is a concise and eloquent text of the history and challenges of climate change. In the Postscript he writes: “As this book was going to press the journal Science published proof positive of global warming” (Flannery 2005, p.307), in reference to a forthcoming paper by James Hansen detailing Earth energy imbalance. The comment was made despite the paper itself suggesting “a caveat accompanying our analysis concerns the uncertainty in climate forcings” (Hansen et al. 2005, p.1434). Flannery’s certitude in 2005 was nonsense, merely indicating how pre-existing mindsets, even belonging to the highly intelligent, educated, and knowledgeable, can readily be seduced when confirmation is what they seek. Kuhn and Popper were philosophising at a time when science had visibly lost its public gloss. The prospect of Cold War nuclear apocalypse, and Rachel Carson’s (1962) classic expose of environmental carnage, became vivid public portrayal of the folly of science and its technological progeny; a clear politicisation and corporatisation of scientists who were apparently morally disconnected from their societies. Since then, such scientific debasement has subjected the public to an array of catastrophism, including global cooling in the 1970s; the ‘Doomsday Clock’ forecasting nuclear holocaust in the 1980s; the MMR vaccine-autism link in 1998; the Y2K bug of 1999; and, the H1N1 swine flu pandemic in 2009, to name just a few. In each case, scientists fostered community fear, healthy profits

In yet another bedevilled act of solecism, the US atmospheric physicist and eminent contrarian, Fred Singer has been smeared as also supporting the tobacco industry (see http://legacy.library.ucsf.edu/). Greenpeace noted Singer “had previously worked in tobacco industry campaigns to help conceal the health effects of cigarettes” (http://www. greenpeace.org/international/en/about/deep-green/deep-green-dec-09/). Scientific American wrote “Fred Singer—best known for his denial of the dangers of secondhand smoke” (Biello & Pavlus 2008). But, this is what Singer had to say about the link between tobacco and cancer in an interview in February 2013: “I definitely do not deny the health risks of passive smoking but it is not as deadly as direct smoking. I would not be surprised if passive smoking causes lung cancer and other diseases. However, the analysis done by the EPA is based on poor science and is not in accord with epidemiology. Cancer is produced by all kinds of causes; smoking is definitely one of the major causes” (Wile 2013). Apart from personal attacks, global warming contrarians are also eviscerated on a grander scale. Adding to the toxicity, Tim Flannery (2010, p.219) takes the broadest side-swipe by demonising the entire economics profession; “it seems possible to me that their moral sense can become corrupted through their work”. Gavin Schmidt, climatologist at the NASA Goddard Institute for Space Studies (GISS), likened contrarians to the Flat Earth Society. Similarly, Rajendra Pachauri, Chairman of the IPCC, asked “What is the difference

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progresses by trial-and-error of theories. The true test of a good theory is ‘falsifiability’ (potentially leading to ‘error’), and the test of a good theorist, a self-critical spirit who ruthlessly seeks refutation.

13

for some well-placed corporations (see, for example, Macrae 2010), and further selfdegradation. Is it little wonder the public is both confused and weary of the alarmism over global warming?

Incessant theory confirmation attests to tendency for conformism among theorists; Hansen (2010, p.87) politely calls it “scientific reticence”, Feyerabend (1975) more caustically refers to the ‘empty sophistication’ of science. The unspoken charade is aroused by the exigency for academic publication, tenure, and research funding (Paltridge 2010). But absence of self-criticism obliterates opportunity for alternative hypotheses and diminishes public value; and behind the public gaze, allows science to be abused for political and corporate agenda. The academic peer-review process perpetuates the abomination by group-think funnelling of an extant body of knowledge. This is no better exemplified than the case of Australian Nobel Laureate Professor Barry Marshall, who discovered peptic ulcers are caused by bacteria, rather than the common discourse involving stress, acid, and spicy food. Marshall recalls the editors of Lancet “found it difficult to find reviewers who could agree the paper was important, general, and interesting enough to be published” (Pincock 2005, p.1429); this, of course, was prior to Marshall receiving a Nobel Prize for that same research. Perhaps Feyerabend (1975) was right when he announced that “science has now become as oppressive as the ideologies it had once to fight”.

Within the current science wars over global warming, and adding further to self-flagellation of combatants, each side berates the qualifications of the other in personal attacks designed to undermine legitimacy. The journalist Andrew Revkin (2005) of The New York Times assails Harlan Watson, Chief US Climate Negotiator, because he has a “doctorate in solid-state physics but has not done climate research”. Edwards and Schneider (1997, p.3) defile Frederick Seitz, President Emeritus of Rockefeller University, because he is “not a climate scientist but a physicist”. Wegman et al. (2006) notes the “isolation of communities such as the paleoclimate [climate history] community”, who could provide better argument if only they were statisticians. Similarly, Michael Beenstock, former UK Treasury official and now Professor of Economics, chiacks climatologists as naïve data analysts; “They don’t understand statistics” (Davies 2010). Bjørn Lomborg is discredited because he is an economist and political scientist (Ritter 2007) [and being gay hasn’t helped!]. Dissenting meteorologists are taunted as obtaining degrees with an inadequate climatology component (Bagley 2012). And former Australian Federal Senator Nick Minchin rebukes the author of the 2008 Climate Change Review and Professor of Economics Ross Garnaut, suggesting he “knows nothing about the climate” because he is an economist (Bickmore 2011).

A potent example of the foible to which Kuhn and Popper refer involves Tim Flannery, Australia’s foremost authority on the environment, ardent climate change activist, and Chief Commissioner of the Australian Climate Commission. Flannery’s publication, The Weather Makers, is a concise and eloquent text of the history and challenges of climate change. In the Postscript he writes: “As this book was going to press the journal Science published proof positive of global warming” (Flannery 2005, p.307), in reference to a forthcoming paper by James Hansen detailing Earth energy imbalance. The comment was made despite the paper itself suggesting “a caveat accompanying our analysis concerns the uncertainty in climate forcings” (Hansen et al. 2005, p.1434). Flannery’s certitude in 2005 was nonsense, merely indicating how pre-existing mindsets, even belonging to the highly intelligent, educated, and knowledgeable, can readily be seduced when confirmation is what they seek. Kuhn and Popper were philosophising at a time when science had visibly lost its public gloss. The prospect of Cold War nuclear apocalypse, and Rachel Carson’s (1962) classic expose of environmental carnage, became vivid public portrayal of the folly of science and its technological progeny; a clear politicisation and corporatisation of scientists who were apparently morally disconnected from their societies. Since then, such scientific debasement has subjected the public to an array of catastrophism, including global cooling in the 1970s; the ‘Doomsday Clock’ forecasting nuclear holocaust in the 1980s; the MMR vaccine-autism link in 1998; the Y2K bug of 1999; and, the H1N1 swine flu pandemic in 2009, to name just a few. In each case, scientists fostered community fear, healthy profits

In yet another bedevilled act of solecism, the US atmospheric physicist and eminent contrarian, Fred Singer has been smeared as also supporting the tobacco industry (see http://legacy.library.ucsf.edu/). Greenpeace noted Singer “had previously worked in tobacco industry campaigns to help conceal the health effects of cigarettes” (http://www. greenpeace.org/international/en/about/deep-green/deep-green-dec-09/). Scientific American wrote “Fred Singer—best known for his denial of the dangers of secondhand smoke” (Biello & Pavlus 2008). But, this is what Singer had to say about the link between tobacco and cancer in an interview in February 2013: “I definitely do not deny the health risks of passive smoking but it is not as deadly as direct smoking. I would not be surprised if passive smoking causes lung cancer and other diseases. However, the analysis done by the EPA is based on poor science and is not in accord with epidemiology. Cancer is produced by all kinds of causes; smoking is definitely one of the major causes” (Wile 2013). Apart from personal attacks, global warming contrarians are also eviscerated on a grander scale. Adding to the toxicity, Tim Flannery (2010, p.219) takes the broadest side-swipe by demonising the entire economics profession; “it seems possible to me that their moral sense can become corrupted through their work”. Gavin Schmidt, climatologist at the NASA Goddard Institute for Space Studies (GISS), likened contrarians to the Flat Earth Society. Similarly, Rajendra Pachauri, Chairman of the IPCC, asked “What is the difference

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progresses by trial-and-error of theories. The true test of a good theory is ‘falsifiability’ (potentially leading to ‘error’), and the test of a good theorist, a self-critical spirit who ruthlessly seeks refutation.

13

The sociologist Duncan Watts (2011, p.42) observed that “scientists are supposed to follow the evidence, even if it contradicts their own pre-existing beliefs; and yet more often than they should, they question the evidence instead”; the result is censure for non-conforming research outcomes, and intolerance of dissenting points of view. And if the validity of a scientific theory rests on vocal hostility and intimidation of dissent, then truth lies merely in power, and becomes an artefact of a corrupted system. With the caricatures of the protagonists in place, the next sections explore the science wars raging around the global warming debate. CLIMATE SCIENCE DATA: OVER-EXAGGERATION AND TAMPERING

Accusations of data tampering abound. For instance, the US climatologist James Hansen, head of NASA’s Goddard Institute of Space Studies (GISS), has been accused of providing ‘adjusted’ data to the Intergovernmental Panel on Climate Change (IPCC) (Bell 2011; Booker 2010). We have also witnessed the academic imbroglio dubbed ‘Climategate’ (see, for example, Pearce 2010). In November 2009, the server at the Climatic Research Unit (CRU), University of East Anglia was hacked. One email stated: “The fact is that we can’t account for the lack of warming at the moment and it is a travesty that we can’t” (Revkin 2009). Another recounted that data was manipulated “to hide the decline” in temperatures indicated on tree ring analyses, when measured global temperatures were actually rising (Arthur 2010). Much has been made of the emails; James Hansen (2010, 283) conceded the episode “exposed bad behavior of scientists”. The New York Times was less generous, concluding that “these researchers, some of the most prominent climate experts in Britain and America, seem so focused on winning the public-relations war that they exaggerate their certitude - and ultimately undermine their own cause” (Tierney 2009). Even less generous was Fanelli (2013, p.149), who wrote that science is enveloped in an “epidemic of false, biased and falsified findings”.

The eminent climatologist and renowned global warming advocate Stephen Schneider, while contemplating the squabble over global warming, suggested: “On the one hand, as scientists we are ethically bound to the scientific method, in effect promising to tell the truth, the whole truth, and nothing but – which means that we must include all doubts, the caveats, the ifs and the buts. On the other hand, we are not just scientists but human beings as well. And like most people we’d like to see the world a better place, which in this context translates into our working to reduce the risk of potentially disastrous climate change. To do that we need to get some broad based support, to capture the public’s imagination. That, of course, means getting loads of media coverage. So we have to offer up scary scenarios, make simplified, dramatic statements, and make little mention of any doubts we might have. This “double ethical bind” we frequently find ourselves in cannot be solved by any formula. Each of us has to decide what the right balance is between being effective and being honest. I hope that means being both” (Schneider 1989, p.10A). Schneider professes ‘hope’ for honesty and effectiveness. However, the context of the transcript strongly suggests honest scientific method will not receive media coverage, and hence, effectiveness and dishonesty may be the uncomfortable bedfellows to which the ‘human’ side of scientists is inexorably attracted. To understand the extent to which scientists discard honesty for short-term media effectiveness, we might examine in some detail the work of Matthews et al. (2009). Damon Matthews is an Earth and Ocean Scientist at Concordia University, Canada. According to the authors, there is a direct link between global temperature rise and every tonne of CO2 emitted [called the ‘carbon-climate response (CCR)’]. The authors estimated “CCR to be in the range 1.0-2.1°C per trillion tonnes of carbon emitted” (p.829). Damon Matthews further stated in more popular media that “our findings allow people to make a robust estimate of their contribution to global warming based simply on total carbon dioxide emissions” (Carbon emissions linked to global warming in simple linear relationship 2009). Given that 1 tonne of carbon in contained in 3.67 tonnes of CO2, then the 2006-10 emission of 150,351 million metric tonnes (or 0.150351 trillion metric tonnes) of CO2 contained 0.041 trillion metric tonnes of carbon, and should have resulted in a global temperature rise of 0.041-0.086°C, if Matthews and his colleagues had published the robust simplicity they promised. However, examination of global temperature and CO2 emission for 2006-11 shows that global temperature did NOT rise (Figure 1), while CO2 emissions increased by a total of over 10 percent. At best, this indicates the fatuousness of attempting to simplify complex science; or more likely, it represents the excesses of climate change activists in seeking media spectacle [as Schneider (1989) mischievously suggests]; or at worst, desecration of data for personal agenda. Whichever is the case, the example demonstrates how media and public can be manipulated by vacuous opinion presented as fact based on supposed hard data.

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between Lomborg's view of humanity and Hitler's? You cannot treat people like cattle”; a furtive link between contrarians and the Nazi Holocaust (Ritter 2007). And, Al Gore has likened contrarians to racists (Climate change deniers will be despised just like racists one day, says Al Gore 2011). Meanwhile, contrarians have foisted considerable vitriol on Al Gore, taking particular glee in highlighting his personal life, such as separation from his wife, accusations of sexual assault by his massage therapist (Beutler 2011), and his conflict of interest between global warming alarmist, and founder and Chairman of Generation Investment Management which manages investment funds for those who are subsequently alarmed by global warming (http://www.generationim.com/).

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The sociologist Duncan Watts (2011, p.42) observed that “scientists are supposed to follow the evidence, even if it contradicts their own pre-existing beliefs; and yet more often than they should, they question the evidence instead”; the result is censure for non-conforming research outcomes, and intolerance of dissenting points of view. And if the validity of a scientific theory rests on vocal hostility and intimidation of dissent, then truth lies merely in power, and becomes an artefact of a corrupted system. With the caricatures of the protagonists in place, the next sections explore the science wars raging around the global warming debate. CLIMATE SCIENCE DATA: OVER-EXAGGERATION AND TAMPERING

Accusations of data tampering abound. For instance, the US climatologist James Hansen, head of NASA’s Goddard Institute of Space Studies (GISS), has been accused of providing ‘adjusted’ data to the Intergovernmental Panel on Climate Change (IPCC) (Bell 2011; Booker 2010). We have also witnessed the academic imbroglio dubbed ‘Climategate’ (see, for example, Pearce 2010). In November 2009, the server at the Climatic Research Unit (CRU), University of East Anglia was hacked. One email stated: “The fact is that we can’t account for the lack of warming at the moment and it is a travesty that we can’t” (Revkin 2009). Another recounted that data was manipulated “to hide the decline” in temperatures indicated on tree ring analyses, when measured global temperatures were actually rising (Arthur 2010). Much has been made of the emails; James Hansen (2010, 283) conceded the episode “exposed bad behavior of scientists”. The New York Times was less generous, concluding that “these researchers, some of the most prominent climate experts in Britain and America, seem so focused on winning the public-relations war that they exaggerate their certitude - and ultimately undermine their own cause” (Tierney 2009). Even less generous was Fanelli (2013, p.149), who wrote that science is enveloped in an “epidemic of false, biased and falsified findings”.

The eminent climatologist and renowned global warming advocate Stephen Schneider, while contemplating the squabble over global warming, suggested: “On the one hand, as scientists we are ethically bound to the scientific method, in effect promising to tell the truth, the whole truth, and nothing but – which means that we must include all doubts, the caveats, the ifs and the buts. On the other hand, we are not just scientists but human beings as well. And like most people we’d like to see the world a better place, which in this context translates into our working to reduce the risk of potentially disastrous climate change. To do that we need to get some broad based support, to capture the public’s imagination. That, of course, means getting loads of media coverage. So we have to offer up scary scenarios, make simplified, dramatic statements, and make little mention of any doubts we might have. This “double ethical bind” we frequently find ourselves in cannot be solved by any formula. Each of us has to decide what the right balance is between being effective and being honest. I hope that means being both” (Schneider 1989, p.10A). Schneider professes ‘hope’ for honesty and effectiveness. However, the context of the transcript strongly suggests honest scientific method will not receive media coverage, and hence, effectiveness and dishonesty may be the uncomfortable bedfellows to which the ‘human’ side of scientists is inexorably attracted. To understand the extent to which scientists discard honesty for short-term media effectiveness, we might examine in some detail the work of Matthews et al. (2009). Damon Matthews is an Earth and Ocean Scientist at Concordia University, Canada. According to the authors, there is a direct link between global temperature rise and every tonne of CO2 emitted [called the ‘carbon-climate response (CCR)’]. The authors estimated “CCR to be in the range 1.0-2.1°C per trillion tonnes of carbon emitted” (p.829). Damon Matthews further stated in more popular media that “our findings allow people to make a robust estimate of their contribution to global warming based simply on total carbon dioxide emissions” (Carbon emissions linked to global warming in simple linear relationship 2009). Given that 1 tonne of carbon in contained in 3.67 tonnes of CO2, then the 2006-10 emission of 150,351 million metric tonnes (or 0.150351 trillion metric tonnes) of CO2 contained 0.041 trillion metric tonnes of carbon, and should have resulted in a global temperature rise of 0.041-0.086°C, if Matthews and his colleagues had published the robust simplicity they promised. However, examination of global temperature and CO2 emission for 2006-11 shows that global temperature did NOT rise (Figure 1), while CO2 emissions increased by a total of over 10 percent. At best, this indicates the fatuousness of attempting to simplify complex science; or more likely, it represents the excesses of climate change activists in seeking media spectacle [as Schneider (1989) mischievously suggests]; or at worst, desecration of data for personal agenda. Whichever is the case, the example demonstrates how media and public can be manipulated by vacuous opinion presented as fact based on supposed hard data.

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between Lomborg's view of humanity and Hitler's? You cannot treat people like cattle”; a furtive link between contrarians and the Nazi Holocaust (Ritter 2007). And, Al Gore has likened contrarians to racists (Climate change deniers will be despised just like racists one day, says Al Gore 2011). Meanwhile, contrarians have foisted considerable vitriol on Al Gore, taking particular glee in highlighting his personal life, such as separation from his wife, accusations of sexual assault by his massage therapist (Beutler 2011), and his conflict of interest between global warming alarmist, and founder and Chairman of Generation Investment Management which manages investment funds for those who are subsequently alarmed by global warming (http://www.generationim.com/).

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Figure 1: Global warming trend, 1979-2011

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Source : http://www.drroyspencer.com/wp-content/uploads/UAH_LT_1979_thru_October_2011.png

Figure 1 also demonstrates an interesting anomaly – a temperature stasis from about 1998. In other words, average global temperature has not risen for 15 years. The high-profile climate change activist James Hansen et al. (2013, p.1) reported the anomaly as such: “The 5-year mean global temperature has been flat for a decade, which we interpret as a combination of natural variability and a slowdown in the growth rate of the net climate forcing”. ‘Climate forcing’ includes natural cycle solar radiation variability and El Nino (warming) versus La Nina (cooling) climatic conditions, and anthropogenic forcing by CO2 and atmospheric aerosols. The authors conclude that, for the last 10 years, “the more important factor in the standstill is probably unforced dynamical variability” (p.5). In response to the temperature stasis, the UK Meteorological Office has downgraded its estimates for global temperature over the next 5 years, which is expected to remain between 0.28°C and 0.59°C (90 percent confidence range) above the long-term (1971-2000) average for the

period 2013-2017, with values most likely to be about 0.43°C higher than average (MOUK 2013). This indicates the probable continuance of the global warming stasis until at least 2017, and a stasis period of almost 20 years. An uncomfortable anomaly to the untempered certitude foisted on an unwitting public by anthropogenic global warming activists. POLITICISATION OF GLOBAL WARMING

The politicization of global warming has extended to the very top of political office. The 1990-2007 period was one of political leadership imbued with social-democratic ideology, including the overlapping offices of US President Bill Clinton and Vice-President Al Gore (1993-2001), UK Prime Minister Tony Blair (1997-2007), German Chancellor Gerhard Schröder (1998-2005), French President and Socialist Party leader François Mitterrand (1981-95), Norwegian Prime Minister Gro Harlem Brundtland (1990-1996), and Canadian Prime Minister Jean Chrétien (1993-2003). Chrétien’s Environment Minister, Christine Stewart, stated: “No matter if the science is all phony, there are collateral environmental benefits.... climate change [provides] the greatest chance to bring about justice and equality in the world” (Stewart 1998). And a US State Department letter in 1995 over-seen by Bill Clinton’s Undersecretary of State for Global Affairs, Timothy Wirth, advised the IPCC “…that chapter authors be prevailed upon to modify their text in an appropriate manner” (Singer & Avery 2007, p.64). In support of political ideologues, some suggest, have been socialist ‘grey-men’, whose personal dogma underpinned surreptitious social agenda. One such ‘grey-man’ was Canadian Maurice Strong; first Executive Director of the United Nations Environment Program (UNEP) 1972-75 (Johnson 2012); principle architect of the 1987 Brundtland Commission’s report on sustainable development (Brundtland 1987); Conference SecretaryGeneral at the 1992 Rio Earth Summit (see http://www.un.org/geninfo/bp/enviro.html); and, contributor to the 1997 Kyoto Protocol (Hrab 2001; http://unfccc.int/cop3/fccc/daily/dp08. pdf). Booker (2010) contends that Strong was “brought up to believe passionately in socialism and that the collective power of the state could be used to create a better world” (p.30). Charles Lichenstein, US Deputy Ambassador to the UN in the 1990s, said of Maurice Strong: “I think he is a very dangerous ideologue, way over to the left” (Hrab 2001, p.2). Strong eventually resigned from UN posts in 2007 under allegations of corrupt payments from Saddam Hussein’s regime (Rosett 2008). He now lives in Beijing; is an adviser to the Chinese government; and boasts his ties to Communist China extend back 40 years to Mao Zedong himself (Rosett 2008). At the scientific level, the US climatologist James Hansen is a close friend of Al Gore, and was an advisor on the 2006 movie An Inconvenient Truth (Gore 2006). He is also a highprofile climate change activist who has been tagged as exaggerating the truth for media impact (Dawidoff 2009). For example, in 1988, Hansen created the first public stirrings of global warming alarm when he told a US Senate committee (Hansen 2010, p.xv):

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Another example of theory discarding reality is when the Australian Climate Commission exudes certitude regarding CO2 emissions leading global temperature rise; it is a certitude that sits uneasy with a study of a previous epoch in Earth’s history (240,000 years ago) in which CO2 emissions lagged global warming by 600-1,000 years (Caillon et al. 2003). Rising temperatures released CO2 from glacial ice causing temperature to rise further. The authors concluded that CO2 does not cause global warming, but exacerbates the process. Earth’s natural cycle instigates a warming period, which is compounded by released CO2. Indeed, it is well known among climate scientists that CO2 emissions lag temperature rise; Hansen (2010, p.38) wrote “the sequence (carbon dioxide change following temperature change) and the delay (several hundred years) are as expected for these natural climate changes”. Why did the Climate Commission insist on annual correlation between CO2 and global temperature? Like Damon Matthews, because simplicity and drama is sought for media spectacle and public opinion; but in so doing, advocates further fortify skepticism in the public domain.

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Figure 1: Global warming trend, 1979-2011

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Source : http://www.drroyspencer.com/wp-content/uploads/UAH_LT_1979_thru_October_2011.png

Figure 1 also demonstrates an interesting anomaly – a temperature stasis from about 1998. In other words, average global temperature has not risen for 15 years. The high-profile climate change activist James Hansen et al. (2013, p.1) reported the anomaly as such: “The 5-year mean global temperature has been flat for a decade, which we interpret as a combination of natural variability and a slowdown in the growth rate of the net climate forcing”. ‘Climate forcing’ includes natural cycle solar radiation variability and El Nino (warming) versus La Nina (cooling) climatic conditions, and anthropogenic forcing by CO2 and atmospheric aerosols. The authors conclude that, for the last 10 years, “the more important factor in the standstill is probably unforced dynamical variability” (p.5). In response to the temperature stasis, the UK Meteorological Office has downgraded its estimates for global temperature over the next 5 years, which is expected to remain between 0.28°C and 0.59°C (90 percent confidence range) above the long-term (1971-2000) average for the

period 2013-2017, with values most likely to be about 0.43°C higher than average (MOUK 2013). This indicates the probable continuance of the global warming stasis until at least 2017, and a stasis period of almost 20 years. An uncomfortable anomaly to the untempered certitude foisted on an unwitting public by anthropogenic global warming activists. POLITICISATION OF GLOBAL WARMING

The politicization of global warming has extended to the very top of political office. The 1990-2007 period was one of political leadership imbued with social-democratic ideology, including the overlapping offices of US President Bill Clinton and Vice-President Al Gore (1993-2001), UK Prime Minister Tony Blair (1997-2007), German Chancellor Gerhard Schröder (1998-2005), French President and Socialist Party leader François Mitterrand (1981-95), Norwegian Prime Minister Gro Harlem Brundtland (1990-1996), and Canadian Prime Minister Jean Chrétien (1993-2003). Chrétien’s Environment Minister, Christine Stewart, stated: “No matter if the science is all phony, there are collateral environmental benefits.... climate change [provides] the greatest chance to bring about justice and equality in the world” (Stewart 1998). And a US State Department letter in 1995 over-seen by Bill Clinton’s Undersecretary of State for Global Affairs, Timothy Wirth, advised the IPCC “…that chapter authors be prevailed upon to modify their text in an appropriate manner” (Singer & Avery 2007, p.64). In support of political ideologues, some suggest, have been socialist ‘grey-men’, whose personal dogma underpinned surreptitious social agenda. One such ‘grey-man’ was Canadian Maurice Strong; first Executive Director of the United Nations Environment Program (UNEP) 1972-75 (Johnson 2012); principle architect of the 1987 Brundtland Commission’s report on sustainable development (Brundtland 1987); Conference SecretaryGeneral at the 1992 Rio Earth Summit (see http://www.un.org/geninfo/bp/enviro.html); and, contributor to the 1997 Kyoto Protocol (Hrab 2001; http://unfccc.int/cop3/fccc/daily/dp08. pdf). Booker (2010) contends that Strong was “brought up to believe passionately in socialism and that the collective power of the state could be used to create a better world” (p.30). Charles Lichenstein, US Deputy Ambassador to the UN in the 1990s, said of Maurice Strong: “I think he is a very dangerous ideologue, way over to the left” (Hrab 2001, p.2). Strong eventually resigned from UN posts in 2007 under allegations of corrupt payments from Saddam Hussein’s regime (Rosett 2008). He now lives in Beijing; is an adviser to the Chinese government; and boasts his ties to Communist China extend back 40 years to Mao Zedong himself (Rosett 2008). At the scientific level, the US climatologist James Hansen is a close friend of Al Gore, and was an advisor on the 2006 movie An Inconvenient Truth (Gore 2006). He is also a highprofile climate change activist who has been tagged as exaggerating the truth for media impact (Dawidoff 2009). For example, in 1988, Hansen created the first public stirrings of global warming alarm when he told a US Senate committee (Hansen 2010, p.xv):

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THAILAND HR JOURNAL 2014,VOLUME 6

Another example of theory discarding reality is when the Australian Climate Commission exudes certitude regarding CO2 emissions leading global temperature rise; it is a certitude that sits uneasy with a study of a previous epoch in Earth’s history (240,000 years ago) in which CO2 emissions lagged global warming by 600-1,000 years (Caillon et al. 2003). Rising temperatures released CO2 from glacial ice causing temperature to rise further. The authors concluded that CO2 does not cause global warming, but exacerbates the process. Earth’s natural cycle instigates a warming period, which is compounded by released CO2. Indeed, it is well known among climate scientists that CO2 emissions lag temperature rise; Hansen (2010, p.38) wrote “the sequence (carbon dioxide change following temperature change) and the delay (several hundred years) are as expected for these natural climate changes”. Why did the Climate Commission insist on annual correlation between CO2 and global temperature? Like Damon Matthews, because simplicity and drama is sought for media spectacle and public opinion; but in so doing, advocates further fortify skepticism in the public domain.

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Others have highlighted the infiltration of the IPCC by Greenpeace and World Wildlife Fund (WWF) affiliates. For example, Laframboise (2011) found 78 IPCC personnel who are also members of the WWF. This is problematic because the WWF and Greenpeace are global warming activist groups that express anthropogenic certitude, and leave little room for dialogue. For example, WWF states “Today, because of greenhouse gas pollution, the planet is heating up at a much faster rate than ever before and our oceans are becoming more acidic” (http://www.wwf.org.au); and Greenpeace attests “There is a broad scientific consensus that humanity is in large part responsible for [climate] change” (http://www. greenpeace.org). While this in itself is not problematic (activist groups have right of expression), the affiliation of supposed climate research arbiters leaves both their probity, and unbiased findings questionable. Like the IPCC at the international level, the Australian Climate Commission, under the tutelage of Chief Commissioner Tim Flannery, is the primary arbiter for the Australian government and people to distil and report the voracity of climate change research: “The Climate Commission was established to provide all Australians with an independent and reliable source of information about the science of climate change, the international action being taken to reduce greenhouse gas emissions, and the economics of a carbon price (http://climatecommission.gov.au/) The first point of note from the website is the apparent truism for the link between ‘climate change’ and ‘greenhouse gas emissions’ that are obviously human-induced because of the need for a ‘carbon price’. In fact, the Climate Commission’s primary role since being established in 2011 has been to push a carbon price agenda for a Julia Gillard Labor government bent on its introduction. The Australian Climate Commission is securely aligned with political ideologies; Tim Flannery is a Governor of WWF-Australia (see http://www. wwf.org.au). Australian Opposition Leader Tony Abbott (Liberal) has vowed to dismantle the Climate Commission if elected in September 2013, and depose Tim Flannery (Scarr 2013). On the other hand, anthropogenic advocates accuse conservative ideologues of muddying the science; and, conservative ideology is no better exemplified than former US President George W. Bush (2001-9). McCright and Dunlap (2010, p.101) castigated the Bush administration as:

“…having engaged consistently in a wide range of practices - censoring, suppressing and even dismissing federal scientists; altering, distorting and suppressing scientific findings for government reports; manipulating the government’s science advisory system; and ignoring, distorting and selectively using scientific evidence in policymaking - all of which can be summarized as ‘abusing’ science”. For example, James Hansen’s written testimony to a US Senate hearing in 1989 had been “altered by the White House Office of Management and Budget to make my conclusions about global warming appear uncertain” (Hansen 2010, p.xv) [George H.W. Bush was President at the time]. Similarly, in 2002-3, Phillip Cooney, George W. Bush’s Chief-of-Staff for the White House Council on Environmental Quality and former lobbyist for the American Petroleum Institute, removed or adjusted descriptions of climate research that government scientists had already approved (Revkin 2005). The serious implications of such conduct can be judged by Bush’s (2003) own words: “The best way to get the news is from objective sources, and the most objective sources I have are people on my staff who tell me what's happening in the world”. In response, James Hansen (2010, p.ix) wrote of government “greenwashing”, expressing concern for global warming and the environment while taking no action because of the “power of special interest groups”; and Hansen suggests this is as much the case for US President Barack Obama (2009-present) as it was for ex-President George W. Bush. Such ‘special interest groups’ emerge from the corporate world, which apart from political lobbying, are accused of contributing funds to deliberately distort climate science. For example, Koch Industries (a large oil, gas and chemicals conglomerate) is reported to have contributed US$4.5m between 2007 and 2010 to Donors Trust, a climate ‘counter movement’ to global warming activism (Connor 2013). The sociologist Robert Brulle estimates that up to US$500m has been donated to groups dedicated to casting doubt on the science of climate change (Keneally 2013). INTERGOVERNMENTAL PANEL ON CLIMATE CHANGE (IPCC)

In an attempt to counteract dysfunctional polarity of the climate change rhetoric, the IPCC was founded in 1988. The IPCC is the primary arbiter for governments in distilling and reporting the voracity of climate change research. As part of this role, the IPCC publishes an assessment of the current state of climate change every 5 years (see http://www. ipcc.ch/organization/organization.shtml). The first assessment report from the IPCC was released in 1990 (IPCC 1990). The report summarized potential impacts of climate change based on imagined scenarios. The IPCC speculated there will be an effective doubling of CO2 in the atmosphere 2025-2050; average global temperature will rise 1.5-4.5°C; and, sea-level rise will be 0.3-0.5m by 2050, and 1.0m by 2100 (IPCC 1990). From the very start, the uncertainty of the science splintered consensus. The US atmospheric physicist, Fred Singer, for example, stated:

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“…with 99 percent confidence, that it was time to stop waffling: Earth was being affected by human-made greenhouse gases, and the planet had entered a period of long-term warming”. James Hansen has also been a major contributor to IPCC assessment reports. More disturbingly perhaps for research probity is a study analyzing social networks among 2007 IPCC report contributors. About 70 percent of the 44 contributing authors to Chapter 9 of the 2007 IPCC report had co-authored journal papers with each other, all of which supported anthropogenic global warming (Mclean 2008). Rather than a dispassionate group of scientists, the IPCC appears to have formed a clique of like-minded climate advocates subsumed into an aphrodisiacal atmosphere of mutual reification.

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Others have highlighted the infiltration of the IPCC by Greenpeace and World Wildlife Fund (WWF) affiliates. For example, Laframboise (2011) found 78 IPCC personnel who are also members of the WWF. This is problematic because the WWF and Greenpeace are global warming activist groups that express anthropogenic certitude, and leave little room for dialogue. For example, WWF states “Today, because of greenhouse gas pollution, the planet is heating up at a much faster rate than ever before and our oceans are becoming more acidic” (http://www.wwf.org.au); and Greenpeace attests “There is a broad scientific consensus that humanity is in large part responsible for [climate] change” (http://www. greenpeace.org). While this in itself is not problematic (activist groups have right of expression), the affiliation of supposed climate research arbiters leaves both their probity, and unbiased findings questionable. Like the IPCC at the international level, the Australian Climate Commission, under the tutelage of Chief Commissioner Tim Flannery, is the primary arbiter for the Australian government and people to distil and report the voracity of climate change research: “The Climate Commission was established to provide all Australians with an independent and reliable source of information about the science of climate change, the international action being taken to reduce greenhouse gas emissions, and the economics of a carbon price (http://climatecommission.gov.au/) The first point of note from the website is the apparent truism for the link between ‘climate change’ and ‘greenhouse gas emissions’ that are obviously human-induced because of the need for a ‘carbon price’. In fact, the Climate Commission’s primary role since being established in 2011 has been to push a carbon price agenda for a Julia Gillard Labor government bent on its introduction. The Australian Climate Commission is securely aligned with political ideologies; Tim Flannery is a Governor of WWF-Australia (see http://www. wwf.org.au). Australian Opposition Leader Tony Abbott (Liberal) has vowed to dismantle the Climate Commission if elected in September 2013, and depose Tim Flannery (Scarr 2013). On the other hand, anthropogenic advocates accuse conservative ideologues of muddying the science; and, conservative ideology is no better exemplified than former US President George W. Bush (2001-9). McCright and Dunlap (2010, p.101) castigated the Bush administration as:

“…having engaged consistently in a wide range of practices - censoring, suppressing and even dismissing federal scientists; altering, distorting and suppressing scientific findings for government reports; manipulating the government’s science advisory system; and ignoring, distorting and selectively using scientific evidence in policymaking - all of which can be summarized as ‘abusing’ science”. For example, James Hansen’s written testimony to a US Senate hearing in 1989 had been “altered by the White House Office of Management and Budget to make my conclusions about global warming appear uncertain” (Hansen 2010, p.xv) [George H.W. Bush was President at the time]. Similarly, in 2002-3, Phillip Cooney, George W. Bush’s Chief-of-Staff for the White House Council on Environmental Quality and former lobbyist for the American Petroleum Institute, removed or adjusted descriptions of climate research that government scientists had already approved (Revkin 2005). The serious implications of such conduct can be judged by Bush’s (2003) own words: “The best way to get the news is from objective sources, and the most objective sources I have are people on my staff who tell me what's happening in the world”. In response, James Hansen (2010, p.ix) wrote of government “greenwashing”, expressing concern for global warming and the environment while taking no action because of the “power of special interest groups”; and Hansen suggests this is as much the case for US President Barack Obama (2009-present) as it was for ex-President George W. Bush. Such ‘special interest groups’ emerge from the corporate world, which apart from political lobbying, are accused of contributing funds to deliberately distort climate science. For example, Koch Industries (a large oil, gas and chemicals conglomerate) is reported to have contributed US$4.5m between 2007 and 2010 to Donors Trust, a climate ‘counter movement’ to global warming activism (Connor 2013). The sociologist Robert Brulle estimates that up to US$500m has been donated to groups dedicated to casting doubt on the science of climate change (Keneally 2013). INTERGOVERNMENTAL PANEL ON CLIMATE CHANGE (IPCC)

In an attempt to counteract dysfunctional polarity of the climate change rhetoric, the IPCC was founded in 1988. The IPCC is the primary arbiter for governments in distilling and reporting the voracity of climate change research. As part of this role, the IPCC publishes an assessment of the current state of climate change every 5 years (see http://www. ipcc.ch/organization/organization.shtml). The first assessment report from the IPCC was released in 1990 (IPCC 1990). The report summarized potential impacts of climate change based on imagined scenarios. The IPCC speculated there will be an effective doubling of CO2 in the atmosphere 2025-2050; average global temperature will rise 1.5-4.5°C; and, sea-level rise will be 0.3-0.5m by 2050, and 1.0m by 2100 (IPCC 1990). From the very start, the uncertainty of the science splintered consensus. The US atmospheric physicist, Fred Singer, for example, stated:

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“…with 99 percent confidence, that it was time to stop waffling: Earth was being affected by human-made greenhouse gases, and the planet had entered a period of long-term warming”. James Hansen has also been a major contributor to IPCC assessment reports. More disturbingly perhaps for research probity is a study analyzing social networks among 2007 IPCC report contributors. About 70 percent of the 44 contributing authors to Chapter 9 of the 2007 IPCC report had co-authored journal papers with each other, all of which supported anthropogenic global warming (Mclean 2008). Rather than a dispassionate group of scientists, the IPCC appears to have formed a clique of like-minded climate advocates subsumed into an aphrodisiacal atmosphere of mutual reification.

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Another to take umbrage at the IPCC was US meteorologist Richard Lindzen who observed: “Methodologically, the report is deeply committed to reliance on large models, and within the report models are largely verified by comparison with other models. Given that models are known to agree more with each other than with nature (even after "tuning"), that approach does not seem promising. In addition, a number of the participants have testified to the pressures placed on them to emphasize results supportive of the current scenario and to suppress other results” (Lindzen 1992, p.93). Richard Lindzen subsequently went on to contribute to the 2nd and 3rd IPCC assessment reports. An articulate and knowledgeable scientist, Lindzen is James Hansen’s nemesis; perhaps the most feared contrarian savant, who remains a stalwart critic of the IPCC, its methodology, and climate modeling in general (Lindzen 2009). And he is not alone in his criticism of climate modeling (Paltridge 2010). Researchers from the National Institute for Space Research (SRON), Netherlands, found that “…measured temperature changes over the last two decades are locally or regionally related to CO2 emissions in a way that is not at all consistent with [IPCC] climate model predictions” (de Laat & Maurellis 2003, p.3). Similarly, Doran et al. (2002, p.1), in a study of Antarctic temperatures between 1966 and 2000 that found cooling rather than IPCC predicted warming, concluded “Continental Antarctic cooling, especially the seasonality of cooling, poses challenges to models of climate and ecosystem change”. The problem with climate modeling is that evidence of global warming is constructed from proxy data, such as tree rings, ice core samples, seabed sediment, carbon-14, or oxygen-18. Such proxy data can often be unreliable because other factors can interfere; for instance, tree ring growth rates are not only affected by CO2 levels, but also rainfall, insect infestations, and tree density (Singer & Avery 2007), leaving the science open to abuse by furtive exclusion, or over-specification of uncertainties. Yet another vocal critic of the 1990 IPCC report was another US meteorologist Frederick Seitz (1996, p.1), who complained that: “In my more than 60 years as a member of the American scientific community, including service as president of both the National Academy of Sciences and the American Physical Society, I have never witnessed a more disturbing corruption of the peer-review process than the events that led to this IPCC report…Few of these changes were merely cosmetic; nearly all worked to remove hints of the skepticism with which many scientists regard claims that human activities are having a major impact on climate in general and on global warming in particular”.

The 2nd IPCC report was released in 1995 amidst further controversy (IPCC 1995). Robert Watson, IPCC Chair at the time, warned the IPCC against over-statement of the severity of anthropogenic warming, and suggested the UN investigate underlying bias (Webster & Pagnamenta 2010). In answer to the critics, Edwards and Schneider (1997, p.14) (both advocates of anthropogenic global warming) conceded the uncertainty of the science, as well as the need to provide voice to disparate points of view: “This kind of scientific consensus [IPCC Report] is not the same thing as “truth”. Once in a while, the contrarians are right. Indeed, we are certain that some aspects of the current vision of climate change will turn out to be of minor impact, while others will prove to be more serious than currently thought”. The 3rd IPCC report was published in 2001 (IPCC 2001). This time it was the ‘hockey-stick’ graph of Michael Mann that proved most controversial; it became the iconic image of the time that apparently ‘proved’ anthropogenic warming beyond doubt. However, Soon and Baliunas (2003) provided evidence to suggest the ‘hockey-stick’ omitted data that was contrary to the case for anthropogenic warming. Holland (2007) and Wegman et al. (2006) concurred, noting the polemics of IPCC processes that enabled the publication of such an alarmist tool. McIntyre and McKitrick (2003, p.766) summarized the ‘hockey-stick’ graph: “The dataset used to make this construction contained collation errors, unjustified truncation or extrapolation of source data, obsolete data, incorrect principal component calculations, geographical mislocations and other serious defects”. The 4th IPCC assessment report was released in 2007 (IPCC 2007). The report noted: “Warming of the climate system is unequivocal” (IPCC 2007, p.30); and, “It is likely [>66 percent)] that there has been significant anthropogenic warming over the past 50 years averaged over each continent (except Antarctica)” (IPCC 2007, p.39). It is noticeable that the 4th assessment is considerably more subdued in its conclusions, and specification of uncertainty more realistic. Fred Singer (2007) observed that “Compared to earlier reports, the "Fourth Assessment" is really quite sober, perhaps because a real scientist less given to ideology heads the effort”, in reference to the replacement of Robert Watson by Rajendra Pachauri as Chair of the IPCC. But others are far more scathing of Pachauri; “If there’s one thing that can be said about Rajendra Pachauri’s chairmanship of the IPCC, it’s that he never misses an opportunity to disappoint” (Laframboise 2011, l.1497). In the case of the likelihood that global warming is human-induced, 66 percent is the determined probability [0 percent = absolute certainty of NO anthropogenic warming; 50 percent = toss a coin; 100 percent = absolute certainty of anthropogenic warming]. Given the range, 66 percent is one-third better than a coin toss; hardly consistent with the ‘high level of confidence’ expressed by the Australian Climate Commission, and other activists. Further, the controversy of the IPCC’s climate modeling has not abated. For example, Reifen and Toumi (2009) found “systematic bias in the model simulations”. Similarly,

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“There is uncertainty about the strength of sources and sinks for these gases, i.e., their rates of generation and removal. There is major uncertainty and disagreement about whether this increase has caused a change in the climate during the last century. There is also disagreement in the scientific community about predicted future changes as a result of further increases in greenhouse gases” (Singer et al. 1992, p.1).

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Another to take umbrage at the IPCC was US meteorologist Richard Lindzen who observed: “Methodologically, the report is deeply committed to reliance on large models, and within the report models are largely verified by comparison with other models. Given that models are known to agree more with each other than with nature (even after "tuning"), that approach does not seem promising. In addition, a number of the participants have testified to the pressures placed on them to emphasize results supportive of the current scenario and to suppress other results” (Lindzen 1992, p.93). Richard Lindzen subsequently went on to contribute to the 2nd and 3rd IPCC assessment reports. An articulate and knowledgeable scientist, Lindzen is James Hansen’s nemesis; perhaps the most feared contrarian savant, who remains a stalwart critic of the IPCC, its methodology, and climate modeling in general (Lindzen 2009). And he is not alone in his criticism of climate modeling (Paltridge 2010). Researchers from the National Institute for Space Research (SRON), Netherlands, found that “…measured temperature changes over the last two decades are locally or regionally related to CO2 emissions in a way that is not at all consistent with [IPCC] climate model predictions” (de Laat & Maurellis 2003, p.3). Similarly, Doran et al. (2002, p.1), in a study of Antarctic temperatures between 1966 and 2000 that found cooling rather than IPCC predicted warming, concluded “Continental Antarctic cooling, especially the seasonality of cooling, poses challenges to models of climate and ecosystem change”. The problem with climate modeling is that evidence of global warming is constructed from proxy data, such as tree rings, ice core samples, seabed sediment, carbon-14, or oxygen-18. Such proxy data can often be unreliable because other factors can interfere; for instance, tree ring growth rates are not only affected by CO2 levels, but also rainfall, insect infestations, and tree density (Singer & Avery 2007), leaving the science open to abuse by furtive exclusion, or over-specification of uncertainties. Yet another vocal critic of the 1990 IPCC report was another US meteorologist Frederick Seitz (1996, p.1), who complained that: “In my more than 60 years as a member of the American scientific community, including service as president of both the National Academy of Sciences and the American Physical Society, I have never witnessed a more disturbing corruption of the peer-review process than the events that led to this IPCC report…Few of these changes were merely cosmetic; nearly all worked to remove hints of the skepticism with which many scientists regard claims that human activities are having a major impact on climate in general and on global warming in particular”.

The 2nd IPCC report was released in 1995 amidst further controversy (IPCC 1995). Robert Watson, IPCC Chair at the time, warned the IPCC against over-statement of the severity of anthropogenic warming, and suggested the UN investigate underlying bias (Webster & Pagnamenta 2010). In answer to the critics, Edwards and Schneider (1997, p.14) (both advocates of anthropogenic global warming) conceded the uncertainty of the science, as well as the need to provide voice to disparate points of view: “This kind of scientific consensus [IPCC Report] is not the same thing as “truth”. Once in a while, the contrarians are right. Indeed, we are certain that some aspects of the current vision of climate change will turn out to be of minor impact, while others will prove to be more serious than currently thought”. The 3rd IPCC report was published in 2001 (IPCC 2001). This time it was the ‘hockey-stick’ graph of Michael Mann that proved most controversial; it became the iconic image of the time that apparently ‘proved’ anthropogenic warming beyond doubt. However, Soon and Baliunas (2003) provided evidence to suggest the ‘hockey-stick’ omitted data that was contrary to the case for anthropogenic warming. Holland (2007) and Wegman et al. (2006) concurred, noting the polemics of IPCC processes that enabled the publication of such an alarmist tool. McIntyre and McKitrick (2003, p.766) summarized the ‘hockey-stick’ graph: “The dataset used to make this construction contained collation errors, unjustified truncation or extrapolation of source data, obsolete data, incorrect principal component calculations, geographical mislocations and other serious defects”. The 4th IPCC assessment report was released in 2007 (IPCC 2007). The report noted: “Warming of the climate system is unequivocal” (IPCC 2007, p.30); and, “It is likely [>66 percent)] that there has been significant anthropogenic warming over the past 50 years averaged over each continent (except Antarctica)” (IPCC 2007, p.39). It is noticeable that the 4th assessment is considerably more subdued in its conclusions, and specification of uncertainty more realistic. Fred Singer (2007) observed that “Compared to earlier reports, the "Fourth Assessment" is really quite sober, perhaps because a real scientist less given to ideology heads the effort”, in reference to the replacement of Robert Watson by Rajendra Pachauri as Chair of the IPCC. But others are far more scathing of Pachauri; “If there’s one thing that can be said about Rajendra Pachauri’s chairmanship of the IPCC, it’s that he never misses an opportunity to disappoint” (Laframboise 2011, l.1497). In the case of the likelihood that global warming is human-induced, 66 percent is the determined probability [0 percent = absolute certainty of NO anthropogenic warming; 50 percent = toss a coin; 100 percent = absolute certainty of anthropogenic warming]. Given the range, 66 percent is one-third better than a coin toss; hardly consistent with the ‘high level of confidence’ expressed by the Australian Climate Commission, and other activists. Further, the controversy of the IPCC’s climate modeling has not abated. For example, Reifen and Toumi (2009) found “systematic bias in the model simulations”. Similarly,

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THAILAND HR JOURNAL 2014,VOLUME 6

“There is uncertainty about the strength of sources and sinks for these gases, i.e., their rates of generation and removal. There is major uncertainty and disagreement about whether this increase has caused a change in the climate during the last century. There is also disagreement in the scientific community about predicted future changes as a result of further increases in greenhouse gases” (Singer et al. 1992, p.1).

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Differences in speculation between the 1990 and 2007 IPCC reports are informative; both temperature rise and sea-level rise predictions have reduced in projected impact. For example, rather than a 1990 worst-case temperature rise prediction of 4.5°C by 2050 (average 0.75°C per decade), by 2007 the IPCC was predicting a worst-case rise of 6.4°C by 2100 (average 0.69°C per decade); an impact reduction of 8 percent, but still substantially deviating from the actual average 0.17°C per decade experienced between 1980 and 2010 (Climate Commission 2011). Likewise, rather than a 1990 worst-case sea-level rise prediction of 1.0m by 2100 (9.1cm per decade), by 2007 the IPCC was predicting a worst-case rise of 0.59m by 2100 (6.3cm per decade); an impact reduction of 31 percent, much more than the 20th century rise of 3.2cm (±0.4) per decade (see http://sealevel. colorado.edu/), and very different from the picture painted by James Hansen (2010, p.73) when he stated “…sea level rise of at least several meters is a dead certainty”. And to further confuse the predictions, Doran et al. (2003, p.1), in a study of Antarctic temperatures between 1966 and 2000, concluded “our spatial analysis of Antarctic meteorological data demonstrates a net cooling on the Antarctic continent between 1966 and 2000…The Mc Murdo Dry Valleys have cooled by 0.7 °C per decade between 1986 and 2000”. Some authors are indicating that even the latest IPCC predictions are over-exaggeration of likely outcomes. The issue is ‘climate sensitivity’; the probability of a certain global temperature rise from a doubling of atmospheric CO2. For instance, Annan and Hargreaves (2009) suggested a 95 percent probability of 4°C maximum. A recent Norwegian study indicated 90 percent probability of 1.2-2.9°C (Amundsen 2013); and Gillett et al. (2012) suggested a 21st century rise of 1.3-1.8°C. On the other hand, Rohling et al. (2012) found the most probable range to be 1.7-5.7°C, more closely concurring with the IPCC. But then Andronova and Schlesinger (2011) found a 90 percent confidence interval for a temperature rise of 1.0-9.3°C, and a 54 percent likelihood that sensitivity may be outside the IPCC range. Conflicting evidence from apparently genuine researchers with no suggestion of data tampering suggests a climate science with considerable anomalies, and one from which little confidence can be gleaned, except to say that average global temperature will probably rise by at least 1.0°C by 2100. The IPCC has been further criticized for using unspecified ‘grey literature’ (publications not subject to peer review) in the 2007 report. For example, Laframboise (2011) noted that up to 75 percent of the individual chapter references used to weigh-up the evidence of anthropogenic global warming was grey literature (average 30 percent for the entire report). Despite criticism, the IPCC formalized the use of grey literature at Kampala in November 2011 (Pearce 2012).

Some climate change activists suggest wild-cards may drive dramatic sea level rise, such as the melting of the West Antarctic Ice Sheet (5m), Greenland Ice Sheet (7m) (Young & Pilkey 2010), or the melting of all ice on Earth (75m) (Hansen 2010). Others dispute the claim that anthropogenic global warming is the cause of melting ice sheets, and that they will catastrophically collapse. For example, Stone et al. (2003, p.99) found “continuous thinning of the West Antarctic Ice Sheet by more than 700 meters near the coast throughout the past 10,000 years…These results provide further evidence that parts of the West Antarctic Ice Sheet are on a long-term trajectory of decline”, with at least another 7,000 years of ice to melt. Likewise, Douglas and Peltier (2002, p.35) stated that “…there is reliable evidence from coastal land records, lake and river ice cover, and water level measurements that GSL [Global Sea Level] abruptly began to rise near the mid-19th century. No studies, however, have detected any significant acceleration of GSL rise during the 20th century”. Nils-Axel Mörner (2005), Head of Paleogeophysics & Geodynamics, Stockholm University, testified to a UK Parliament Select Committee that: “…sea level rose in the order of 10-11 cm from 1850 to 1940 as a function of solar variability and related changes in global temperature and glacial volume. From 1940 to 1970, it stopped rising, maybe even fell a little. In the last 10-15 years, we see no true signs of any rise or, especially, accelerating rise (as claimed by IPCC), only a variability around zero”. Mörner concluded that by 2100 sea level may rise by another “+5 cm ± 15 cm”. In summary, ostensibly independent agencies such as the IPCC and Australian Climate Commission, demonstrate a history of over-extrapolation of data and over-exaggerated eco-catastrophism. Vested interests lie behind much of the discourse. Rather than dispassionate scientific summaries of climate science, these agencies maintain strong connection to environmental groups; reference research that confirms global warming; and, publish reports that are designed to serve broader political and social agenda. GLOBAL WARMING: ALTERNATIVE HYPOTHESES

A number of alternative hypotheses have emerged as counter-claims to the orthodoxy surrounding current global warming. The alternatives include water vapour and cloud formation, natural cycles and solar variability, other pollutants besides CO2, and Earth’s natural venting. Each of the alternatives is perused next. Water Vapour and Cloud Formation Flannery (2005, p.28) noted water vapour, and subsequent cloud formation, as an “enigma in the climate change arena”; clouds can both reflect sunlight and trap heat. He concluded that “no single factor contributes more to our uncertainty of future climate change predictions”. Similarly, Hansen (2010, p.43) observed that “we do even know whether the cloud feedback is amplifying or diminishing”. Soares (2010, p.111) noted the water vapour enigma:

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

Anagnostopoulos et al. (2010, p.1094) concluded that “…model projections at point scale are poor, results show that the spatially integrated projections are also poor”.

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Differences in speculation between the 1990 and 2007 IPCC reports are informative; both temperature rise and sea-level rise predictions have reduced in projected impact. For example, rather than a 1990 worst-case temperature rise prediction of 4.5°C by 2050 (average 0.75°C per decade), by 2007 the IPCC was predicting a worst-case rise of 6.4°C by 2100 (average 0.69°C per decade); an impact reduction of 8 percent, but still substantially deviating from the actual average 0.17°C per decade experienced between 1980 and 2010 (Climate Commission 2011). Likewise, rather than a 1990 worst-case sea-level rise prediction of 1.0m by 2100 (9.1cm per decade), by 2007 the IPCC was predicting a worst-case rise of 0.59m by 2100 (6.3cm per decade); an impact reduction of 31 percent, much more than the 20th century rise of 3.2cm (±0.4) per decade (see http://sealevel. colorado.edu/), and very different from the picture painted by James Hansen (2010, p.73) when he stated “…sea level rise of at least several meters is a dead certainty”. And to further confuse the predictions, Doran et al. (2003, p.1), in a study of Antarctic temperatures between 1966 and 2000, concluded “our spatial analysis of Antarctic meteorological data demonstrates a net cooling on the Antarctic continent between 1966 and 2000…The Mc Murdo Dry Valleys have cooled by 0.7 °C per decade between 1986 and 2000”. Some authors are indicating that even the latest IPCC predictions are over-exaggeration of likely outcomes. The issue is ‘climate sensitivity’; the probability of a certain global temperature rise from a doubling of atmospheric CO2. For instance, Annan and Hargreaves (2009) suggested a 95 percent probability of 4°C maximum. A recent Norwegian study indicated 90 percent probability of 1.2-2.9°C (Amundsen 2013); and Gillett et al. (2012) suggested a 21st century rise of 1.3-1.8°C. On the other hand, Rohling et al. (2012) found the most probable range to be 1.7-5.7°C, more closely concurring with the IPCC. But then Andronova and Schlesinger (2011) found a 90 percent confidence interval for a temperature rise of 1.0-9.3°C, and a 54 percent likelihood that sensitivity may be outside the IPCC range. Conflicting evidence from apparently genuine researchers with no suggestion of data tampering suggests a climate science with considerable anomalies, and one from which little confidence can be gleaned, except to say that average global temperature will probably rise by at least 1.0°C by 2100. The IPCC has been further criticized for using unspecified ‘grey literature’ (publications not subject to peer review) in the 2007 report. For example, Laframboise (2011) noted that up to 75 percent of the individual chapter references used to weigh-up the evidence of anthropogenic global warming was grey literature (average 30 percent for the entire report). Despite criticism, the IPCC formalized the use of grey literature at Kampala in November 2011 (Pearce 2012).

Some climate change activists suggest wild-cards may drive dramatic sea level rise, such as the melting of the West Antarctic Ice Sheet (5m), Greenland Ice Sheet (7m) (Young & Pilkey 2010), or the melting of all ice on Earth (75m) (Hansen 2010). Others dispute the claim that anthropogenic global warming is the cause of melting ice sheets, and that they will catastrophically collapse. For example, Stone et al. (2003, p.99) found “continuous thinning of the West Antarctic Ice Sheet by more than 700 meters near the coast throughout the past 10,000 years…These results provide further evidence that parts of the West Antarctic Ice Sheet are on a long-term trajectory of decline”, with at least another 7,000 years of ice to melt. Likewise, Douglas and Peltier (2002, p.35) stated that “…there is reliable evidence from coastal land records, lake and river ice cover, and water level measurements that GSL [Global Sea Level] abruptly began to rise near the mid-19th century. No studies, however, have detected any significant acceleration of GSL rise during the 20th century”. Nils-Axel Mörner (2005), Head of Paleogeophysics & Geodynamics, Stockholm University, testified to a UK Parliament Select Committee that: “…sea level rose in the order of 10-11 cm from 1850 to 1940 as a function of solar variability and related changes in global temperature and glacial volume. From 1940 to 1970, it stopped rising, maybe even fell a little. In the last 10-15 years, we see no true signs of any rise or, especially, accelerating rise (as claimed by IPCC), only a variability around zero”. Mörner concluded that by 2100 sea level may rise by another “+5 cm ± 15 cm”. In summary, ostensibly independent agencies such as the IPCC and Australian Climate Commission, demonstrate a history of over-extrapolation of data and over-exaggerated eco-catastrophism. Vested interests lie behind much of the discourse. Rather than dispassionate scientific summaries of climate science, these agencies maintain strong connection to environmental groups; reference research that confirms global warming; and, publish reports that are designed to serve broader political and social agenda. GLOBAL WARMING: ALTERNATIVE HYPOTHESES

A number of alternative hypotheses have emerged as counter-claims to the orthodoxy surrounding current global warming. The alternatives include water vapour and cloud formation, natural cycles and solar variability, other pollutants besides CO2, and Earth’s natural venting. Each of the alternatives is perused next. Water Vapour and Cloud Formation Flannery (2005, p.28) noted water vapour, and subsequent cloud formation, as an “enigma in the climate change arena”; clouds can both reflect sunlight and trap heat. He concluded that “no single factor contributes more to our uncertainty of future climate change predictions”. Similarly, Hansen (2010, p.43) observed that “we do even know whether the cloud feedback is amplifying or diminishing”. Soares (2010, p.111) noted the water vapour enigma:

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

Anagnostopoulos et al. (2010, p.1094) concluded that “…model projections at point scale are poor, results show that the spatially integrated projections are also poor”.

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Natural Cycles The history of global temperatures is best imagined as ‘cycles within cycles within cycles’ (Singer & Avery 2007), including Earth’s eccentricity, axial tilt and wobble, DansgaardOeschger, and sunspot activity. Figure 2 shows global temperature trends for the previous 2,000 years. The figure indicates our current position of 0.43°C above average as highly irregular. The 1000-present period is one featuring extensive low temperatures, known as the Little Ice Age culminating in the Maunder Minimum of 1645-1715 (Rind et al. 2004), during which temperatures were about 1°C below the long-term average. The cause of the Little Ice Age has been attributed to reduced solar irradiance which occurs on regular cycles. Figure 2: Global warming trend, 0BCE-Present

Source: http://www.globalwarmingart.com/wiki/File:2000_Year_Temperature_Comparison_png

Another feature of Figure 2 is the somewhat controversial Medieval Warm Period. Global warming contrarians compare this period with our current circumstance, arguing it has happened before without anthropogenic CO2 (see, for example, Booker 2010); climate change activists argue it is “bunk”, to quote Tim Flannery (2005, p.44). On the one hand, Crowley and Lowery (2000, p.51) found that “maximum Medieval warmth was restricted to two-three 20–30 year intervals, with composite values during these times being only comparable to the mid-20th century warm time interval”. Bradley et al. (2003) concluded that although the peak of the Medieval Warm Period (1100-1200BCE) was warmer than subsequent centuries, it was not warmer than the late 20th century. On the other hand, Keigwin (1996, p.1503) concluded that temperatures were “-1°C warmer than today 1000 years ago…Thus, at least some of the warming since the Little Ice Age appears to be part of a natural oscillation”. Figure 3 shows global temperatures dating back 400,000 years. It shows major periodic swings up to 11°C between periods of glaciation and the heights of global warming. The periodicity of the swings is about 100,000 years; the result of Earth’s natural cycle of eccentricity (Flannery 2005). At the peak of the last ice age (21,000 years ago), sea levels were 130m lower than today (Singer & Avery 2007). Smaller temperature anomalies are superimpositions of multifarious factors, including cyclical tilting and wobbling of the Earth (Flannery 2005). About 15,000 years ago Earth entered a period of prolonged warming, known as the Holocene Optimum, a period which enabled homo sapiens to breed in a far more hospitable environment. One particularly significant factor is the rate of change of temperature. During the last major swing (about 150,000 years ago), the rate was about 0.007°C per decade. This compares to the 20th century trend lines that indicate a rate of change of 0.17°C per decade - 24 times the previous rate. Rate of change effects ability to adapt; the faster the rate, the less likely species can survive. Rate of change also effects stability; even at the slower rate, Flannery (2005, p.61) noted the “transition from the ice age to the warmth of today was no gentle segue, but instead the wildest of roller-coaster rides, whose high and low points had the sharpness of saw-teeth”. Hare (2003) argued that warming rates above 0.1°C would be extremely problematic for ecosystems. If the rate of current temperature rise continues at 0.17°C per decade during the 21st century, both the rate of rise, and the amount of rise, may well prove problematic.

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THAILAND HR JOURNAL 2014,VOLUME 6

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“The main conclusion one arrives at the analysis is that CO2 has not a causal relation with global warming and it is not powerful enough to cause the historical changes in temperature that were observed… The greenhouse effect of the CO2 is very small compared to the water vapor because the absorbing effect is already realized with its historical values”. Regarding the influence of clouds, Weilicki et al. (2002, p.843) concluded “…current assessments of global climate change have found clouds to be one of the weakest components in climate models. This leads to a threefold uncertainty in the predictions of the possible global warming over the next century”.

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Natural Cycles The history of global temperatures is best imagined as ‘cycles within cycles within cycles’ (Singer & Avery 2007), including Earth’s eccentricity, axial tilt and wobble, DansgaardOeschger, and sunspot activity. Figure 2 shows global temperature trends for the previous 2,000 years. The figure indicates our current position of 0.43°C above average as highly irregular. The 1000-present period is one featuring extensive low temperatures, known as the Little Ice Age culminating in the Maunder Minimum of 1645-1715 (Rind et al. 2004), during which temperatures were about 1°C below the long-term average. The cause of the Little Ice Age has been attributed to reduced solar irradiance which occurs on regular cycles. Figure 2: Global warming trend, 0BCE-Present

Source: http://www.globalwarmingart.com/wiki/File:2000_Year_Temperature_Comparison_png

Another feature of Figure 2 is the somewhat controversial Medieval Warm Period. Global warming contrarians compare this period with our current circumstance, arguing it has happened before without anthropogenic CO2 (see, for example, Booker 2010); climate change activists argue it is “bunk”, to quote Tim Flannery (2005, p.44). On the one hand, Crowley and Lowery (2000, p.51) found that “maximum Medieval warmth was restricted to two-three 20–30 year intervals, with composite values during these times being only comparable to the mid-20th century warm time interval”. Bradley et al. (2003) concluded that although the peak of the Medieval Warm Period (1100-1200BCE) was warmer than subsequent centuries, it was not warmer than the late 20th century. On the other hand, Keigwin (1996, p.1503) concluded that temperatures were “-1°C warmer than today 1000 years ago…Thus, at least some of the warming since the Little Ice Age appears to be part of a natural oscillation”. Figure 3 shows global temperatures dating back 400,000 years. It shows major periodic swings up to 11°C between periods of glaciation and the heights of global warming. The periodicity of the swings is about 100,000 years; the result of Earth’s natural cycle of eccentricity (Flannery 2005). At the peak of the last ice age (21,000 years ago), sea levels were 130m lower than today (Singer & Avery 2007). Smaller temperature anomalies are superimpositions of multifarious factors, including cyclical tilting and wobbling of the Earth (Flannery 2005). About 15,000 years ago Earth entered a period of prolonged warming, known as the Holocene Optimum, a period which enabled homo sapiens to breed in a far more hospitable environment. One particularly significant factor is the rate of change of temperature. During the last major swing (about 150,000 years ago), the rate was about 0.007°C per decade. This compares to the 20th century trend lines that indicate a rate of change of 0.17°C per decade - 24 times the previous rate. Rate of change effects ability to adapt; the faster the rate, the less likely species can survive. Rate of change also effects stability; even at the slower rate, Flannery (2005, p.61) noted the “transition from the ice age to the warmth of today was no gentle segue, but instead the wildest of roller-coaster rides, whose high and low points had the sharpness of saw-teeth”. Hare (2003) argued that warming rates above 0.1°C would be extremely problematic for ecosystems. If the rate of current temperature rise continues at 0.17°C per decade during the 21st century, both the rate of rise, and the amount of rise, may well prove problematic.

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THAILAND HR JOURNAL 2014,VOLUME 6

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“The main conclusion one arrives at the analysis is that CO2 has not a causal relation with global warming and it is not powerful enough to cause the historical changes in temperature that were observed… The greenhouse effect of the CO2 is very small compared to the water vapor because the absorbing effect is already realized with its historical values”. Regarding the influence of clouds, Weilicki et al. (2002, p.843) concluded “…current assessments of global climate change have found clouds to be one of the weakest components in climate models. This leads to a threefold uncertainty in the predictions of the possible global warming over the next century”.

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Source: http://www.energytribune.com/1225/global-warming-and-energy-implications-will-nature-soon-cool-hot-debates

Another natural Earth cycle of 1,500 years (±500 years) has been described by Dansgaard and Oeschger; “One of the most important recent findings in environmental research has been the discovery of high-frequency climate oscillations… the so-called DansgaardOeschger [D/O] cycles” (Leuschner & Sirocko 2000, p.243). D/O cycles are characterized by an abrupt warming of 5-10°C within decades, followed by gradual cooling over centuries (Alley 2000). The cycles have been prominent during the Holocene period (15,000BCEpresent). According to Singer and Avery (2007), we are currently 150 years into a warming trend. Bond et al. (1997, p.1264) concluded that “…the cycle may well be the pacemaker of rapid climate change”. Finally, an 11-year solar irradiance cycle has been identified (Perry & Hsu 2000). Indeed, a number of scientists argue solar irradiance has played a major role in global warming. Friis-Christensen and Lassen (1991) found solar variability correlated strongly with land temperatures in the Northern Hemisphere over the previous 130 years. Similarly, Bond et al. (2001, p.2135) found solar variability strongly correlated to global temperatures over the previous 1,000 years, and concluded that “Earth’s climate system is highly sensitive to extremely weak perturbations in the Sun’s energy output”. In 2004, scientists at the Max Planck Institute published evidence of the Sun’s radiation being largely responsible for global warming. The study found that, while the Sun is now radiating more energy than at any time for the last 8,000 years, there is precedence prior to our carbon age (MPI 2004). A NASA (2003) study found that sunspot activity had increased nearly 0.05 percent per decade since the late-1970s: “Historical records of solar activity indicate that solar radiation has been increasing since the late 19th century. If a trend, comparable to the one found in this study, persisted throughout the 20th century, it would have provided a significant component of the global warming the Intergovernmental Panel on Climate Change reports to have occurred over the past 100 years”.

In 2000, the BBC reported: “Scientists at Armagh Observatory claim a unique weather record could show that the Sun has been the main contributor to global warming over the past two centuries …I [Dr John Butler] suspect that the greenhouse lobby have under-estimated the role of solar variability in climate change” (Whitehouse 2000). Other Pollutants The American Association of State Climatologists (AASC 2001) posited that: “…human activities have an influence on the climate system. Such activities, however, are not limited to greenhouse gas forcing and include changing land use and sulfate emissions, which further complicates the issue of climate prediction”. Another study to challenge the anthropogenic global warming orthodoxy involving CO2 emissions concluded: “…humans were responsible for global warming in late 20th century, but CFCs [chlorofluorocarbons], rather than CO2, were the major culprit; a long-term global cooling starting around 2002 is expected to continue for next five to seven decades” (Lu 2010, p.1846). Earth’s Natural Venting NASA reported in March 2001 that they had found evidence of a process by which the Earth is able to vent heat build-up, thus enabling a level of auto-control unaccounted for in IPCC climate modeling: “The tropical Pacific Ocean may be able to open a "vent" in its heat-trapping cirrus cloud cover and release enough energy into space to significantly diminish the projected climate warming caused by a buildup of greenhouse gases in the atmosphere…The researchers estimate that this effect could cut by two-thirds the projected increase in global temperatures initiated by a doubling of carbon dioxide in the atmosphere” (NASA 2001). NASA points to negative feedback in Earth’s self-control system; in other words, earth maintains an ability to absorb unusual disturbances and adjust accordingly. This is counter to the IPCC models that assume positive feedback resulting in runaway climate change and tipping-points from relatively small perturbations. To conclude, one might contemplate why water vapour, cloud formation, CFCs, solar variability, and plausible natural Earth cycles have not been part of the public dialectic on global warming; why anthropogenic warming from CO2 emissions has formed the axiomatic and uncontested core of climate change theory; why ‘venting’ has not been incorporated into climate models. At the very least, the alternative hypotheses deserve public debate, and if appropriate, scientific refutation. And, where does all this leave us regarding the reality of global warming, the future, and necessary mitigation?

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THAILAND HR JOURNAL 2014,VOLUME 6

Figure 3: Global warming trend, 400,000BCE-Present

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Source: http://www.energytribune.com/1225/global-warming-and-energy-implications-will-nature-soon-cool-hot-debates

Another natural Earth cycle of 1,500 years (±500 years) has been described by Dansgaard and Oeschger; “One of the most important recent findings in environmental research has been the discovery of high-frequency climate oscillations… the so-called DansgaardOeschger [D/O] cycles” (Leuschner & Sirocko 2000, p.243). D/O cycles are characterized by an abrupt warming of 5-10°C within decades, followed by gradual cooling over centuries (Alley 2000). The cycles have been prominent during the Holocene period (15,000BCEpresent). According to Singer and Avery (2007), we are currently 150 years into a warming trend. Bond et al. (1997, p.1264) concluded that “…the cycle may well be the pacemaker of rapid climate change”. Finally, an 11-year solar irradiance cycle has been identified (Perry & Hsu 2000). Indeed, a number of scientists argue solar irradiance has played a major role in global warming. Friis-Christensen and Lassen (1991) found solar variability correlated strongly with land temperatures in the Northern Hemisphere over the previous 130 years. Similarly, Bond et al. (2001, p.2135) found solar variability strongly correlated to global temperatures over the previous 1,000 years, and concluded that “Earth’s climate system is highly sensitive to extremely weak perturbations in the Sun’s energy output”. In 2004, scientists at the Max Planck Institute published evidence of the Sun’s radiation being largely responsible for global warming. The study found that, while the Sun is now radiating more energy than at any time for the last 8,000 years, there is precedence prior to our carbon age (MPI 2004). A NASA (2003) study found that sunspot activity had increased nearly 0.05 percent per decade since the late-1970s: “Historical records of solar activity indicate that solar radiation has been increasing since the late 19th century. If a trend, comparable to the one found in this study, persisted throughout the 20th century, it would have provided a significant component of the global warming the Intergovernmental Panel on Climate Change reports to have occurred over the past 100 years”.

In 2000, the BBC reported: “Scientists at Armagh Observatory claim a unique weather record could show that the Sun has been the main contributor to global warming over the past two centuries …I [Dr John Butler] suspect that the greenhouse lobby have under-estimated the role of solar variability in climate change” (Whitehouse 2000). Other Pollutants The American Association of State Climatologists (AASC 2001) posited that: “…human activities have an influence on the climate system. Such activities, however, are not limited to greenhouse gas forcing and include changing land use and sulfate emissions, which further complicates the issue of climate prediction”. Another study to challenge the anthropogenic global warming orthodoxy involving CO2 emissions concluded: “…humans were responsible for global warming in late 20th century, but CFCs [chlorofluorocarbons], rather than CO2, were the major culprit; a long-term global cooling starting around 2002 is expected to continue for next five to seven decades” (Lu 2010, p.1846). Earth’s Natural Venting NASA reported in March 2001 that they had found evidence of a process by which the Earth is able to vent heat build-up, thus enabling a level of auto-control unaccounted for in IPCC climate modeling: “The tropical Pacific Ocean may be able to open a "vent" in its heat-trapping cirrus cloud cover and release enough energy into space to significantly diminish the projected climate warming caused by a buildup of greenhouse gases in the atmosphere…The researchers estimate that this effect could cut by two-thirds the projected increase in global temperatures initiated by a doubling of carbon dioxide in the atmosphere” (NASA 2001). NASA points to negative feedback in Earth’s self-control system; in other words, earth maintains an ability to absorb unusual disturbances and adjust accordingly. This is counter to the IPCC models that assume positive feedback resulting in runaway climate change and tipping-points from relatively small perturbations. To conclude, one might contemplate why water vapour, cloud formation, CFCs, solar variability, and plausible natural Earth cycles have not been part of the public dialectic on global warming; why anthropogenic warming from CO2 emissions has formed the axiomatic and uncontested core of climate change theory; why ‘venting’ has not been incorporated into climate models. At the very least, the alternative hypotheses deserve public debate, and if appropriate, scientific refutation. And, where does all this leave us regarding the reality of global warming, the future, and necessary mitigation?

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THAILAND HR JOURNAL 2014,VOLUME 6

Figure 3: Global warming trend, 400,000BCE-Present

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The science wars reflect conventional war – truth has been the first casualty. The murky world of climate science; expression of opinion as fact; experts exposed of their human foibles; institutional manipulation; unrecognized epistemic limitations; and, hidden agendas perpetrated by both advocates and contrarians, have left apropos cause-and-effect relationships impossible to distil. This paper has trawled through the nebulous world of climate science to expose several conclusions that are as close to truisms as one is likely to reach: (1) The Earth’s climate warmed during the 20th century by about 0.6°C above long-term average, most likely as a result of natural cycle and anthropogenic pollutants (but relative affect is uncertain); (2) The Earth’s climate may continue to warm during the 21st century to at least 1°C above long-term average (and maybe more); (3) If the Earth’s climate continues to warm (whether anthropogenic or natural cycle), then outcomes remain unknown; and, (4) Climate adversity is more likely to impact regionally than globally (but may have wider consequences, such as mass migration). PREDICTIONS BEYOND 2020

Many global warming advocates predict the demise of economic growth due to adverse flow-on effects of global warming; its replacement a steady-state economy, and inherent dysfunction economic anomie entails (Feierstein 2012; Heinberg 2011; Martenson 2011). For an economic system that requires 3 percent compound growth for long-term survival (Harvey 2011), economic stagnation translates to linear depression. The coming period is imagined by some as one of industrial, financial, and social hemorrhage, which will escalate beyond 2020 (Brown 2011; Deeb 2011; Porritt 2009; Ruppert 2009; Worth 2010). Meadows et al. (2005) predict that, under current trajectories, the tipping-point will be 2020-30; the point at which we begin to ascertain declining industrial output and overall human welfare (i.e., food/water insecurity; health and morbidity; life expectancy). The French economist and left-wing political advisor to Francois Mitterrand, Jacques Attali (2011) imagines by 2020 nation states starting to disintegrate into extremist dictatorships, fundamentalist theocracies, and tribal groups. On the other hand, there is considerable opinion attesting to an exaggeration of ecocatastrophism. For instance, Tol (2013) speculates that “the impacts of climate change on human health and agriculture remain positive until 2100”. Similarly, a recent paper has rejected the doomsday-like scenario of sudden, irreversible change to Earth's ecology (Brook et al. 2013). Barry Brook, Director of climate change at the University of Adelaide, concluded that:

“A focus on planetary tipping points may both distract from the vast ecological transformations that have already occurred, and lead to unjustified fatalism about the catastrophic effects of tipping points” (Tipping points not backed by science 2013). PROPOSED MITIGATION

Some extreme forms of global warming mitigation have been proposed. For example, the IPCC (1990) advocated global fossil fuel use reduce by 60-80 percent; Greenpeace wants to shut down all coal-fired power stations (see http://www.greenpeace.org). Rajendra Pachauri, Chair of the IPCC, has even proffered a meat-free day per week as a means of alleviating global warming. And the animal welfare group Compassion in World Farming goes further when it advocates a 60 percent reduction in global meat consumption by 2020 (Jowitt 2008). We currently have in place an economic system that over the past 20 years has delivered “the greatest leap forward in the lives of the global poor in the history of humanity” (Dash 2013). For example, in 2010, children were 30 percent less likely to die before age 5, and 50 percent less people live in absolute poverty, compared to 1990 (UN 2013). Extreme mitigation, such as that advocated by the IPCC, has the potential to regress the quality of lives that have improved so substantially in the last two decades. DISCUSSION AND CONCLUSIONS

The structure of much of the argument of this paper has been to develop accounts of how the global warming debate is being hamstrung by a scientific and ideological war over esoteric knowledge. Ecological unsustainability has been blindly grafted onto global warming since the 1990s. But conjecture remains regarding the nature and strength of cause-and-effect relationships. Indeed, scientific consensus on global warming is a constructed fiction. Our current epistemic limitations create a bricolage of possibilities, and a fuzzy future ranging from Monktonian denial to collapsitarian decrepitude. The truth will lie somewhere between, suggesting societies, corporations, and individuals may face unprecedented challenges. But amidst such anomalies, contradictions, and uncertainties as climate science presents, the most sensible question is not ‘what is the truth?’, but rather ‘what are the probabilities?’ This line of reasoning points us to risk, and our aggregated appetite for peril. For pedestrian citizenry, climate change is yet to have sufficient impact to radically adjust risk evaluation (Tol 2013). As individuals, we are left to choose between a murky array of biased subjective opinion ranging from zero risk of adverse consequence, as portrayed by extreme contrarians, to a collapsitarian apocalyptic synopsis; between having to do nothing, and changing nothing if we did act. A naïve sense that all will be dandy; that

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

IS GLOBAL WARMING REAL?

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28

The science wars reflect conventional war – truth has been the first casualty. The murky world of climate science; expression of opinion as fact; experts exposed of their human foibles; institutional manipulation; unrecognized epistemic limitations; and, hidden agendas perpetrated by both advocates and contrarians, have left apropos cause-and-effect relationships impossible to distil. This paper has trawled through the nebulous world of climate science to expose several conclusions that are as close to truisms as one is likely to reach: (1) The Earth’s climate warmed during the 20th century by about 0.6°C above long-term average, most likely as a result of natural cycle and anthropogenic pollutants (but relative affect is uncertain); (2) The Earth’s climate may continue to warm during the 21st century to at least 1°C above long-term average (and maybe more); (3) If the Earth’s climate continues to warm (whether anthropogenic or natural cycle), then outcomes remain unknown; and, (4) Climate adversity is more likely to impact regionally than globally (but may have wider consequences, such as mass migration). PREDICTIONS BEYOND 2020

Many global warming advocates predict the demise of economic growth due to adverse flow-on effects of global warming; its replacement a steady-state economy, and inherent dysfunction economic anomie entails (Feierstein 2012; Heinberg 2011; Martenson 2011). For an economic system that requires 3 percent compound growth for long-term survival (Harvey 2011), economic stagnation translates to linear depression. The coming period is imagined by some as one of industrial, financial, and social hemorrhage, which will escalate beyond 2020 (Brown 2011; Deeb 2011; Porritt 2009; Ruppert 2009; Worth 2010). Meadows et al. (2005) predict that, under current trajectories, the tipping-point will be 2020-30; the point at which we begin to ascertain declining industrial output and overall human welfare (i.e., food/water insecurity; health and morbidity; life expectancy). The French economist and left-wing political advisor to Francois Mitterrand, Jacques Attali (2011) imagines by 2020 nation states starting to disintegrate into extremist dictatorships, fundamentalist theocracies, and tribal groups. On the other hand, there is considerable opinion attesting to an exaggeration of ecocatastrophism. For instance, Tol (2013) speculates that “the impacts of climate change on human health and agriculture remain positive until 2100”. Similarly, a recent paper has rejected the doomsday-like scenario of sudden, irreversible change to Earth's ecology (Brook et al. 2013). Barry Brook, Director of climate change at the University of Adelaide, concluded that:

“A focus on planetary tipping points may both distract from the vast ecological transformations that have already occurred, and lead to unjustified fatalism about the catastrophic effects of tipping points” (Tipping points not backed by science 2013). PROPOSED MITIGATION

Some extreme forms of global warming mitigation have been proposed. For example, the IPCC (1990) advocated global fossil fuel use reduce by 60-80 percent; Greenpeace wants to shut down all coal-fired power stations (see http://www.greenpeace.org). Rajendra Pachauri, Chair of the IPCC, has even proffered a meat-free day per week as a means of alleviating global warming. And the animal welfare group Compassion in World Farming goes further when it advocates a 60 percent reduction in global meat consumption by 2020 (Jowitt 2008). We currently have in place an economic system that over the past 20 years has delivered “the greatest leap forward in the lives of the global poor in the history of humanity” (Dash 2013). For example, in 2010, children were 30 percent less likely to die before age 5, and 50 percent less people live in absolute poverty, compared to 1990 (UN 2013). Extreme mitigation, such as that advocated by the IPCC, has the potential to regress the quality of lives that have improved so substantially in the last two decades. DISCUSSION AND CONCLUSIONS

The structure of much of the argument of this paper has been to develop accounts of how the global warming debate is being hamstrung by a scientific and ideological war over esoteric knowledge. Ecological unsustainability has been blindly grafted onto global warming since the 1990s. But conjecture remains regarding the nature and strength of cause-and-effect relationships. Indeed, scientific consensus on global warming is a constructed fiction. Our current epistemic limitations create a bricolage of possibilities, and a fuzzy future ranging from Monktonian denial to collapsitarian decrepitude. The truth will lie somewhere between, suggesting societies, corporations, and individuals may face unprecedented challenges. But amidst such anomalies, contradictions, and uncertainties as climate science presents, the most sensible question is not ‘what is the truth?’, but rather ‘what are the probabilities?’ This line of reasoning points us to risk, and our aggregated appetite for peril. For pedestrian citizenry, climate change is yet to have sufficient impact to radically adjust risk evaluation (Tol 2013). As individuals, we are left to choose between a murky array of biased subjective opinion ranging from zero risk of adverse consequence, as portrayed by extreme contrarians, to a collapsitarian apocalyptic synopsis; between having to do nothing, and changing nothing if we did act. A naïve sense that all will be dandy; that

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

IS GLOBAL WARMING REAL?

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30

Anthropogenic global warming advocates and contrarians both view the dialectic as a war; and as always, the first casualty has been truth. For the more pious, the “unleavened bread of sincerity and truth” (Corinthians 5:8) has disappeared into a chasm of competing ideologies. Advocates perceive over-exaggeration of anthropogenic miasma and subsequent eco-catastrophism, as well as immunity from critique, as the only mechanism to provide sufficient political clout to cajole a complacent public from procrastination. Contrarians see a debate hijacked by charlatans, left-wing ‘greenies’, and outright socialists whose aim is nothing short of the downfall of decadent global capitalism in a misguided search for equality and social justice. The irony is that both sides are at least partly right. The science wars are about power and legitimacy; for advocates, continuation of the anthropogenic global warming orthodoxy secures both. But continuation amidst the brittle uncertainties of climatic data and rarefied apocalyptic rhetoric requires tenacious hostility for theory falsification and dissenting views. As Karl Popper (1963) alleges, science progresses by trial-and-error; when theory infallibility is assumed, and the possibility of error stifled, science no longer serves society - “A truth that reigns without checks and balances is a tyrant who must be overthrown”, so presages Feyerabend (1975). Climate science is now fraught with such Faustian incongruities. On the one hand, anthropogenic global warming advocates need the legitimacy that the empirical rigour of scientific methodology pretends, while indulging the impossible duality of both intimidating dissent for engineered eco-catastrophism, and holding the high moral ground. On the other hand, contrarians remain implacably attached to historic scientific corporatisation and moral disconnection. The public, caught in the cross-fire, are the collateral damage of scientists, economists, and politicians unable to articulate the next paradigm shift to transcend ecological unsustainability. But arguably, it is contrarians who are gaining traction by default, as stalwarts of global warming lose the public relations war. Firstly, outrageous rhetoric from tetchy activists disempowers and infantilises the public, and further fortifies skepticism (Feinberg & Willer 2011); and secondly, the 2008 Global Financial Crisis was a precursor to public disengagement with the climate change debate (Ewbank 2011). A recent UK survey found that climate change did not rank in the top 10 concerns of the British public (which were dominated by the economy, immigration, unemployment, and health) (Economist 2013). A similar picture emerges in the US, where ‘the quality of the environment’ ranks 12 in order of concerns for Americans, after ‘the economy’ (1), and ‘the availability and affordability of energy’ (7) (Saad 2012). Economics trumps the environment when a choice must be made; rightly or wrongly, contrarians provide the talismanic ease of conscience to make that choice.

From about 2020, some authors imagine economic cycles devolving into a prolonged linear depression. If correct, climate change may lead to the collapse of capitalism (Karl Marx might at last be redeemed), but there are too many climate science uncertainties, and too many possible branches in future political decision trees to provide any vision of clarity. What is more certain is that probabilistic outcomes of global warming should not be addressed with extreme compensation. Risk evaluation suggests the need for ‘appropriate’ mitigation and adaptation; not nothing as extremist contrarians such as Monckton (2007) opine, and not a return to the Middle-ages as dystopian collapsitarians such as Orlov (2006) portend. Extreme mitigation to deal with global warming has the potential to exacerbate economic decline, foster unemployment and poverty, and create an angry mass of disadvantaged whose only option is migration; and in the countries to which they migrate, “altruism and generosity would likely be blunted” (Campbell et al 2007, p.85). If we expect technological innovation to overcome ecological unsustainability by productivity increases, then a strong global economy is prerequisite. This is the poorly articulated message of many conservative contrarians who are promptly tarred as ‘deniers’. Moreover, we must broaden the debate from global warming to ecological unsustainability; and, we must address the issues of human population and resource scarcity (Angus & Butler 2011; Worth 2010), which have been masked by the dialectical priority offered to global warming. And it is incumbent on business to seek sustainability because of the responsibility due to the societies from which they derive profit.

REFERENCES

AASC 2001. Policy Statement on Climate Variability and Change. American Association of State Climatologists. Retrieved 30 March 2013 from http://www.ncdc.noaa.gov/ oa/aasc/AASC-Policy-Statement-on-Climate.htm Alley, R. 2000. Ice-core evidence of abrupt climate changes. Proceedings of the National Academy of Sciences of the United States of America. 97(4):1331–34. Retrieved 28 march 2013 from http://www.pnas.org/content/97/4/1331.full Anagnostopoulos, G.G., Koutsoyiannis, D., Christofides, A., Efstratiadis, A. & Mamassis, N. 2010. A comparison of local and aggregated climate model outputs with observed data. Hydrological Sciences Journal. 55(7):1094–1110 Amundsen, B. 2013. Global warming less extreme than feared? Research Council of Norway. Retrieved 12 March 2013 from http://www.forskningsradet.no/en/Newsarticle/ Global_warming_less_extreme_than_feared/1253983344535/p1177315753918

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

technology will triumph; that a loving God will surely intervene in cosmic reprieve - these are the cathartic attractors that will prove either the folly, or the savior, of humankind (depending on who is correct).

31

30

Anthropogenic global warming advocates and contrarians both view the dialectic as a war; and as always, the first casualty has been truth. For the more pious, the “unleavened bread of sincerity and truth” (Corinthians 5:8) has disappeared into a chasm of competing ideologies. Advocates perceive over-exaggeration of anthropogenic miasma and subsequent eco-catastrophism, as well as immunity from critique, as the only mechanism to provide sufficient political clout to cajole a complacent public from procrastination. Contrarians see a debate hijacked by charlatans, left-wing ‘greenies’, and outright socialists whose aim is nothing short of the downfall of decadent global capitalism in a misguided search for equality and social justice. The irony is that both sides are at least partly right. The science wars are about power and legitimacy; for advocates, continuation of the anthropogenic global warming orthodoxy secures both. But continuation amidst the brittle uncertainties of climatic data and rarefied apocalyptic rhetoric requires tenacious hostility for theory falsification and dissenting views. As Karl Popper (1963) alleges, science progresses by trial-and-error; when theory infallibility is assumed, and the possibility of error stifled, science no longer serves society - “A truth that reigns without checks and balances is a tyrant who must be overthrown”, so presages Feyerabend (1975). Climate science is now fraught with such Faustian incongruities. On the one hand, anthropogenic global warming advocates need the legitimacy that the empirical rigour of scientific methodology pretends, while indulging the impossible duality of both intimidating dissent for engineered eco-catastrophism, and holding the high moral ground. On the other hand, contrarians remain implacably attached to historic scientific corporatisation and moral disconnection. The public, caught in the cross-fire, are the collateral damage of scientists, economists, and politicians unable to articulate the next paradigm shift to transcend ecological unsustainability. But arguably, it is contrarians who are gaining traction by default, as stalwarts of global warming lose the public relations war. Firstly, outrageous rhetoric from tetchy activists disempowers and infantilises the public, and further fortifies skepticism (Feinberg & Willer 2011); and secondly, the 2008 Global Financial Crisis was a precursor to public disengagement with the climate change debate (Ewbank 2011). A recent UK survey found that climate change did not rank in the top 10 concerns of the British public (which were dominated by the economy, immigration, unemployment, and health) (Economist 2013). A similar picture emerges in the US, where ‘the quality of the environment’ ranks 12 in order of concerns for Americans, after ‘the economy’ (1), and ‘the availability and affordability of energy’ (7) (Saad 2012). Economics trumps the environment when a choice must be made; rightly or wrongly, contrarians provide the talismanic ease of conscience to make that choice.

From about 2020, some authors imagine economic cycles devolving into a prolonged linear depression. If correct, climate change may lead to the collapse of capitalism (Karl Marx might at last be redeemed), but there are too many climate science uncertainties, and too many possible branches in future political decision trees to provide any vision of clarity. What is more certain is that probabilistic outcomes of global warming should not be addressed with extreme compensation. Risk evaluation suggests the need for ‘appropriate’ mitigation and adaptation; not nothing as extremist contrarians such as Monckton (2007) opine, and not a return to the Middle-ages as dystopian collapsitarians such as Orlov (2006) portend. Extreme mitigation to deal with global warming has the potential to exacerbate economic decline, foster unemployment and poverty, and create an angry mass of disadvantaged whose only option is migration; and in the countries to which they migrate, “altruism and generosity would likely be blunted” (Campbell et al 2007, p.85). If we expect technological innovation to overcome ecological unsustainability by productivity increases, then a strong global economy is prerequisite. This is the poorly articulated message of many conservative contrarians who are promptly tarred as ‘deniers’. Moreover, we must broaden the debate from global warming to ecological unsustainability; and, we must address the issues of human population and resource scarcity (Angus & Butler 2011; Worth 2010), which have been masked by the dialectical priority offered to global warming. And it is incumbent on business to seek sustainability because of the responsibility due to the societies from which they derive profit.

REFERENCES

AASC 2001. Policy Statement on Climate Variability and Change. American Association of State Climatologists. Retrieved 30 March 2013 from http://www.ncdc.noaa.gov/ oa/aasc/AASC-Policy-Statement-on-Climate.htm Alley, R. 2000. Ice-core evidence of abrupt climate changes. Proceedings of the National Academy of Sciences of the United States of America. 97(4):1331–34. Retrieved 28 march 2013 from http://www.pnas.org/content/97/4/1331.full Anagnostopoulos, G.G., Koutsoyiannis, D., Christofides, A., Efstratiadis, A. & Mamassis, N. 2010. A comparison of local and aggregated climate model outputs with observed data. Hydrological Sciences Journal. 55(7):1094–1110 Amundsen, B. 2013. Global warming less extreme than feared? Research Council of Norway. Retrieved 12 March 2013 from http://www.forskningsradet.no/en/Newsarticle/ Global_warming_less_extreme_than_feared/1253983344535/p1177315753918

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

technology will triumph; that a loving God will surely intervene in cosmic reprieve - these are the cathartic attractors that will prove either the folly, or the savior, of humankind (depending on who is correct).

31

Bond, G.., Showers, W., Cheseby, M., Lotti, R., Almasi, P., deMenocal, P., Priore, P., Cullen, H., Hajdas, I. & Bonani, G. 1997. A pervasive millennial-scale cycle in North Atlantic Holocene and glacial climates. Science. 278:1257-66

Angus, A. & Butler, S. 2011. Too Many People: Population, Immigration and the Environmental Crisis. Chicago: Haymarket

Broecker, W.S. 1975. Are we on the brink of a pronounced global warming? Science. 189(4201): 460-63

Annan, J.D. & Hargreaves, J.C. 2009. On the generation and interpretation of probabilistic estimates of climate sensitivity. Japan Agency for Marine-Earth Science and Technology. Retrieved 12 March 2013 from http://www.jamstec.go.jp/frsgc/research/d5/jdannan/ probrevised.pdf

Bond, G., Kromer, B., Beer, J., Evans, M.N., Showers, W., Hoffmann, S., Lotti-Bond, R., Hajdas, I. & Muscheler, R. 2001. Persistent solar influence on North Atlantic climate during the Holocene. Science. 7 December. 294:2130-36

Arthur, C. 2010. Hacking into the mind of the CRU climate change hacker. The Guardian. 5 February.. Retrieved 5 March 2013 from http://www.guardian.co.uk/environment/ blog/2010/feb/05/cru-climate-change-hacker Attali, J. 2011. A Brief History of the Future. Crow’s Nest: Allen & Unwin Bagley, K. 2012. Why don't TV meteorologists believe in climate change? Inside Climate News. 7 May. Retrieved 13 March 2013 from http://insideclimatenews.org/news/ 20120507/television-meteorologists-climate-change-skeptics-weather-global-warmingjohn-coleman-james-span-joseph-daleo?page=3 Bellamy, D. 2008. The price of dissent on global warming. The Australian. 25 November. Retrieved 27 February 2013 from http://www.theaustralian.com.au/news/the-priceof-dissent/story-e6frg7b6-1111118127677 Bell, L. 2011. NASA’s inconvenient ruse: The Goddard Institute for Space Studies. Forbes. 19 September. Retrieved 8 march 2013 from http://www.forbes.com/sites/larrybell/ 2011/07/19/nasas-inconvenient-ruse-the-goddard-institute-for-space-studies/ Beutler, B. 2011. Kirk cites Al Gore’s personal life as impetus for climate flip-flop. Talking Points Memo. 2 February. Retrieved 14 March 2013 from http://tpmdc. talkingpointsmemo.com/2011/02/kirk-cites-al-gores-personal-life-as-impetus-forclimate-flip-flop.php Bickmore, B. 2011. The junk science behind Minchin’s climate change denial. ABC News: The Drum. 14 March. Retrieved 13 March 2013 from http://www.abc.net.au/unleashed/ 45086.html Biello, D. & Pavlus, J. 2008. Even skeptics admit global warming is real. Scientific American. 18 March. Retrieved 25 March 2013 from http://www.scientificamerican.com/article. cfm?id=even-skeptics-admin-global-warming-is-real-video

Booker, C. 2010. Climategate: Confusion over the law in email case. The Telegraph. Retrieved 17 May 2012 from http://www.telegraph.co.uk Booker, C. 2010. The Real Global Warming Disaster. London: Continuum Bradley, R.S., Hughes, M.K. & Diaz, H.F. 2003. Climate change in Medieval times. Science. 302:404-5 Brown, L. 2011. World on the Edge: How to Prevent Environmental and Economic Collapse. London: Earthscan Brook, B.W., Ellis, E.C., Perring, M.P., Mackay, A.W. & Blomqvist, L. 2013. Does the terrestrial biosphere have planetary tipping points? Trends in Ecology & Evolution. 28 February Brundtland, G.H. 1987. Our Common Future. Report of the World Commission on Environment and Development. United Nations. Retrieved 12 March 2013 from http://conspect.nl/pdf/Our_Common_Future-Brundtland_Report_1987.pdf Bush, G.W. 2003. Quote from Fox Interview. 23 September. Retrieved 24 March 2013 from http://www.notable-quotes.com/b/bush_george_w.html Caillon, N., Severinghaus, J.P., Jouzel, J., Barnola, J.-M., Kang, J. & Lipenkov, V.Y. 2003. Timing of Atmospheric CO2 and Antarctic Temperature Changes Across Termination III. Science. 299(5613):1728-31 Campbell, K.M., Gulledge, J., McNeill, J.R., Podesta, J., Ogden, P., Fuerth, L., Woolsey, J., Lennon, A.T.J., Smith, J., Weitz, R. & Mix, D. 2007. The Age of Consequences: The Foreign Policy and National Security Implications of Global Climate Change. Center for Strategic & International Studies. Retrieved January 9, 2012 from http:// csis.org/files/media/csis/pubs/071105_ageofconsequences.pdf

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Andronova, N.G. & Schlesinger, M.E. 2011. Objective estimation of the probability density function for climate sensitivity. Journal of Geophysical Research. 106(19):2260522611

33

Bond, G.., Showers, W., Cheseby, M., Lotti, R., Almasi, P., deMenocal, P., Priore, P., Cullen, H., Hajdas, I. & Bonani, G. 1997. A pervasive millennial-scale cycle in North Atlantic Holocene and glacial climates. Science. 278:1257-66

Angus, A. & Butler, S. 2011. Too Many People: Population, Immigration and the Environmental Crisis. Chicago: Haymarket

Broecker, W.S. 1975. Are we on the brink of a pronounced global warming? Science. 189(4201): 460-63

Annan, J.D. & Hargreaves, J.C. 2009. On the generation and interpretation of probabilistic estimates of climate sensitivity. Japan Agency for Marine-Earth Science and Technology. Retrieved 12 March 2013 from http://www.jamstec.go.jp/frsgc/research/d5/jdannan/ probrevised.pdf

Bond, G., Kromer, B., Beer, J., Evans, M.N., Showers, W., Hoffmann, S., Lotti-Bond, R., Hajdas, I. & Muscheler, R. 2001. Persistent solar influence on North Atlantic climate during the Holocene. Science. 7 December. 294:2130-36

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Paltridge, G.W. 2010. The Climate Caper: Facts and Fallacies of Global Warming. Lanham: Taylor Trade

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Rohling, E.J., Medina-Elizalde, M., Shepherd, J.G., Siddall, M. & Stanford, J.D. 2012. Sea surface and high-latitude temperature sensitivity to radiative forcing of climate over several glacial cycles. Journal of Climate. 25:1635–1656

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MOUK 2013. Decadal forecast. Met Office UK. Retrieved 12 March 2013 from http://www. metoffice.gov.uk/research/climate/seasonal-to-decadal/long-range/decadal-fc

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MPI 2004. The Sun is More Active Now than Over the Last 8000 Years. Max Planck Gesellschaft. Retrieved 27 February 2013 from http://www.mpg.de/495993/ pressRelease20041028

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NASA 2001. Natural "Heat Vent" in Pacific Cloud Cover Could Diminish Greenhouse Warming. American Metrological Society News Release. 28 February. Retrieved 31 March 2013 from http://www.ametsoc.org/amsnews/cloudsnr2282001.html NASA 2003. NASA Study Finds Increasing Solar Trend that can Change Climate. 20 March. Retrieved 11 March 2013 from http://www.nasa.gov/centers/goddard/news/topstory/ 2003/0313irradiance.htmlNo need to panic about global warming. 2013. The Wall Street Journal. 1 March. Retrieved 1 March 2013 from http://online.wsj.com/article/ SB10001424052970204301404577171531838421366.html Orlov, D. 2006. The new age of sail. Culture Change. 14 August, Retrieved December 27, 2011 from http://www.culturechange.org/cms/index.php?option=com_content&task= view&id=67&Itemid=1

Porritt, J. 2009. Perfect storm of environmental and economic collapse closer than you think. The Guardian. 23 March. Retrieved January 29, 2012 from http://www.guardian.co.uk/ environment/2009/mar/23/jonathon-porritt-recession-climate-crisis Reifen, C. & Toumi, R. 2009. Climate projections: Past performance no guarantee of future skill? Geophysical Research Letters. 36(13). Retrieved 24 March 2013 from http:// onlinelibrary.wiley.com/doi/10.1029/2009GL038082/abstract Revkin, A.C. 2005. Bush aide softened greenhouse gas links to global warming. The New York Times. 8 June. Retrieved 13 March 2013 from http://www.nytimes.com/ 2005/06/08/politics/08climate.html?pagewanted=all&_r=1& Revkin, A.C. 2009. Hacked e-mail is new fodder for climate dispute. The New York Times. 20 November. Retrieved 5 March 2013 from http://www.nytimes.com/2009/11/21/ science/earth/21climate.html Rind, D., Shindell, D., Perlwitz, J., Lerner, J., Lonergan, P., Lean, J. & McLinden, C. 2004. The relative importance of solar and anthropogenic forcing of climate change between the Maunder Minimum and the present. Journal of Climate. 17:906-929

Paltridge, G.W. 2010. The Climate Caper: Facts and Fallacies of Global Warming. Lanham: Taylor Trade

Ritter, K. 2007. Climate change dissenters say they are demonized in debate. USA Today. 17 December. Retrieved 13 March 2013 from http://usatoday30.usatoday.com/ weather/climate/2007-12-14-climate-change-skeptics_N.htm

Pearce, F. 2010. Leaked climate change emails scientist 'hid' data flaws. The Guardian. 1 February. Retrieved 1 March 2013 from http://www.guardian.co.uk/environment/ 2010/feb/01/leaked-emails-climate-jones-chinese

Rohling, E.J., Medina-Elizalde, M., Shepherd, J.G., Siddall, M. & Stanford, J.D. 2012. Sea surface and high-latitude temperature sensitivity to radiative forcing of climate over several glacial cycles. Journal of Climate. 25:1635–1656

Pearce, F. 2012. Climate panel adopts controversial 'grey' evidence. New Scientist. 26 June. Retrieved 3 April 2013 from http://www.newscientist.com/article/dn21940-climatepanel-adopts-controversial-grey-evidence.html

Rosett, C. 2008. Maurice Strong: The U.N.'s man of mystery. The Wall Street Journal. 11 October. Retrieved 11 March 2013 from http://online.wsj.com/article/SB 122368007369524679.html

Perry, C.A. & Hsu, K.J. 2000. Geophysical, archaeological, and historical evidence support a solar-output model for climate change. Proceedings of the National Academy of Sciences of the United States of America. 97(23):12433-8. Retrieved 1 April 2013 from http://www.pnas.org/content/97/23/12433.full

Ruppert, M.C. 2009. Confronting Collapse: The Crisis of Energy and Money in a Post Peak Oil World. Vermont: Chelsea Green

Pincock, S. 2005. Nobel Prize winners Robin Warren and Barry Marshall. The Lancet. 366(9495):1429 Popper, K. 1963. Conjectures and Refutations: The Growth of Scientific Knowledge. New York: Harper

Saad, L. 2012. Economic issues still dominate Americans' national worries. Gallup Economy. 28 March. Retrieved 27 March 2013 from http://www.gallup.com/poll/ 153485/economic-issues-dominate-americans-national-worries.aspx Scarr, L. 2013. Tony Abbott forecasts job loss for Tim Flannery if the Coalition wins power at Federal Election. Herald Sun. 3 April. Retrieved 4 April 2013 from http://www. heraldsun.com.au/news/national/tony-abbott-forecasts-job-loss-for-tim-flanneryif-the-coalition-wins-power-at-federal-election/story-fncynkc6-1226611513620

THAILAND HR JOURNAL 2014,VOLUME 6

MOUK 2013. Decadal forecast. Met Office UK. Retrieved 12 March 2013 from http://www. metoffice.gov.uk/research/climate/seasonal-to-decadal/long-range/decadal-fc

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UN 2013. Despite significant progress on development goals, many challenges remain – UN official. UN News Online. 27 February. Retrieved 4 April 2013 from http://www. un.org/apps/news/story.asp?NewsID=44241&Cr=mdgs#.UVzW8sKQ_IU

Singer, S.F. 2007. Not so dire after all. The New York Sun. 2 February. Retrieved 25 March 2013 from http://www.nysun.com/opinion/not-so-dire-after-all/47920/

Wackernagel, M., Falfan, I.S.L. & Guerrero, M.G.S. 1997. Ecological Footprints of Nations. Retrieved December 20, 2011 from http://www.ucl.ac.uk/dpu-projects

Singer, S.F. & Avery, D.T. 2007. Unstoppable Global Warming: Every 1,500 Years. Lanham: Roman & Littlefield

Watts, D.J. 2011. Everything is Obvious, Once You Know the Answer. London: Atlantic

Singer, S.F., Revelle, R. & Starr, C. 1992. What to do about greenhouse warming: Look before you leap. Cosmos. 5(2):1-8. Retrieved 11 March 2013 from http://ruby.fgcu. edu/courses/twimberley/envirophilo/lookbeforeyouleap.pdf Soares, P.C. 2010. Warming power of CO2 and H2O: Correlations with temperature changes. International Journal of Geosciences. 1:102-112 Soon, W. & Baliunas, S. 2003. Proxy climatic and environmental changes of the past 1000 years. Climate Research. 23:89-110 Stewart, C. 1998. Speaking before editors of the Calgary Herald. 14 December. Retrieved 28 March 2013 from http://www.abd.org.uk/resources/quotes/gwt.htm

Webster, B. & Pagnamenta, R. 2010. UN must investigate warming ‘bias’, says former climate chief. The Times. 15 February. Retrieved 11 March 2013 from http://www. thetimes.co.uk/tto/environment/article2144989.ece Wegman, E.J., Scott, D.W. & Said, Y.H. 2006. Ad Hoc Committee Report on the ‘Hockey Stick’ Global Climate Reconstruction. Report to the US House Committee on Energy and Commerce. Retrieved 12 March 2013 from http://web.archive.org/web/200607 16210311/http://energycommerce.house.gov/108/home/07142006_Wegman_ Report.pdf Whitehouse, D. 2000. Sun’s warming influence ‘under-estimated’. BBC News. 28 November. Retrieved 1 April 2013 from http://news.bbc.co.uk/2/hi/science/nature/1045327.stm

Stone, J.O., Balco, G.A., Sugden, D.E., Caffee, M.W., Sass, L.C., Cowdery, S.G. & Siddoway, C. 2003. Holocene deglaciation of Marie Byrd Land, West Antarctica. Science. 299(5603): 99-102

Wielicki, B.A., Wong,T., Allan, R.P., Slingo, A., Kiehl, J.T., Soden, B.J., Gordon, C.T., Miller, A.J., Yang, S., Randall, D.A., Robertson, F., Susskind, J. & Jacobowitz, H. 2002. Evidence for large decadal variability in the tropical mean radiative energy budget. Science. 295:841-44

Taylor, J. 2013. Global warming alarmists caught doctoring '97-percent consensus' claims. Forbes. 30 May. Retrieved 4 June 2013 from http://www.forbes.com/sites/jamestaylor/ 2013/05/30/global-warming-alarmists-caught-doctoring-97-percent-consensus-claims/

Wile, A. 2013. Fred Singer on the myths of politically correct science. The Daily Bell. 3 February. Retrieved 25 March 2013 from http://www.thedailybell.com/28619/ Anthony-Wile-Fred-Singer-on-the-Myths-of-Politically-Correct-Science

Tierney, J. 2009. E-mail fracas shows peril of trying to spin science. The New York Times. 1 December. Retrieved 5 March 2013 from http://www.nytimes.com/2009/12/01/ science/01tier.html?_r=0

Worth, K. 2010. Peak Oil and the Second Great Depression (2010-2030). Denver: Outskirts

Tipping points not backed by science 2013. University World News. 30 March. Retrieved 4 April 2013 from http://www.universityworldnews.com/article.php?story=20130327 112538888 Tol, R.S.J. 2013. The economic impact of climate change in the 20th and 21st centuries. Climatic Change. 117(4):795-808

Young, R. & Pilkey, O. 2010. How high will seas rise? Get ready for seven feet. Environment 360. Yale University. 14 January. Retrieved July 13, 2012 from http://e360.yale.edu/ feature/how_high_will_seas_rise_get_ready_for_seven_feet/2230/

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Seitz, F. 1996. A major deception on global warming. The Wall Street Journal. 12 June. Retrieved 8 March 2013 from http://www.odlt.org/dcd/docs/Seitz%20-%20A% 20Major%20Deception%20on%20Global%20Warming.pdf

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UN 2013. Despite significant progress on development goals, many challenges remain – UN official. UN News Online. 27 February. Retrieved 4 April 2013 from http://www. un.org/apps/news/story.asp?NewsID=44241&Cr=mdgs#.UVzW8sKQ_IU

Singer, S.F. 2007. Not so dire after all. The New York Sun. 2 February. Retrieved 25 March 2013 from http://www.nysun.com/opinion/not-so-dire-after-all/47920/

Wackernagel, M., Falfan, I.S.L. & Guerrero, M.G.S. 1997. Ecological Footprints of Nations. Retrieved December 20, 2011 from http://www.ucl.ac.uk/dpu-projects

Singer, S.F. & Avery, D.T. 2007. Unstoppable Global Warming: Every 1,500 Years. Lanham: Roman & Littlefield

Watts, D.J. 2011. Everything is Obvious, Once You Know the Answer. London: Atlantic

Singer, S.F., Revelle, R. & Starr, C. 1992. What to do about greenhouse warming: Look before you leap. Cosmos. 5(2):1-8. Retrieved 11 March 2013 from http://ruby.fgcu. edu/courses/twimberley/envirophilo/lookbeforeyouleap.pdf Soares, P.C. 2010. Warming power of CO2 and H2O: Correlations with temperature changes. International Journal of Geosciences. 1:102-112 Soon, W. & Baliunas, S. 2003. Proxy climatic and environmental changes of the past 1000 years. Climate Research. 23:89-110 Stewart, C. 1998. Speaking before editors of the Calgary Herald. 14 December. Retrieved 28 March 2013 from http://www.abd.org.uk/resources/quotes/gwt.htm

Webster, B. & Pagnamenta, R. 2010. UN must investigate warming ‘bias’, says former climate chief. The Times. 15 February. Retrieved 11 March 2013 from http://www. thetimes.co.uk/tto/environment/article2144989.ece Wegman, E.J., Scott, D.W. & Said, Y.H. 2006. Ad Hoc Committee Report on the ‘Hockey Stick’ Global Climate Reconstruction. Report to the US House Committee on Energy and Commerce. Retrieved 12 March 2013 from http://web.archive.org/web/200607 16210311/http://energycommerce.house.gov/108/home/07142006_Wegman_ Report.pdf Whitehouse, D. 2000. Sun’s warming influence ‘under-estimated’. BBC News. 28 November. Retrieved 1 April 2013 from http://news.bbc.co.uk/2/hi/science/nature/1045327.stm

Stone, J.O., Balco, G.A., Sugden, D.E., Caffee, M.W., Sass, L.C., Cowdery, S.G. & Siddoway, C. 2003. Holocene deglaciation of Marie Byrd Land, West Antarctica. Science. 299(5603): 99-102

Wielicki, B.A., Wong,T., Allan, R.P., Slingo, A., Kiehl, J.T., Soden, B.J., Gordon, C.T., Miller, A.J., Yang, S., Randall, D.A., Robertson, F., Susskind, J. & Jacobowitz, H. 2002. Evidence for large decadal variability in the tropical mean radiative energy budget. Science. 295:841-44

Taylor, J. 2013. Global warming alarmists caught doctoring '97-percent consensus' claims. Forbes. 30 May. Retrieved 4 June 2013 from http://www.forbes.com/sites/jamestaylor/ 2013/05/30/global-warming-alarmists-caught-doctoring-97-percent-consensus-claims/

Wile, A. 2013. Fred Singer on the myths of politically correct science. The Daily Bell. 3 February. Retrieved 25 March 2013 from http://www.thedailybell.com/28619/ Anthony-Wile-Fred-Singer-on-the-Myths-of-Politically-Correct-Science

Tierney, J. 2009. E-mail fracas shows peril of trying to spin science. The New York Times. 1 December. Retrieved 5 March 2013 from http://www.nytimes.com/2009/12/01/ science/01tier.html?_r=0

Worth, K. 2010. Peak Oil and the Second Great Depression (2010-2030). Denver: Outskirts

Tipping points not backed by science 2013. University World News. 30 March. Retrieved 4 April 2013 from http://www.universityworldnews.com/article.php?story=20130327 112538888 Tol, R.S.J. 2013. The economic impact of climate change in the 20th and 21st centuries. Climatic Change. 117(4):795-808

Young, R. & Pilkey, O. 2010. How high will seas rise? Get ready for seven feet. Environment 360. Yale University. 14 January. Retrieved July 13, 2012 from http://e360.yale.edu/ feature/how_high_will_seas_rise_get_ready_for_seven_feet/2230/

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Seitz, F. 1996. A major deception on global warming. The Wall Street Journal. 12 June. Retrieved 8 March 2013 from http://www.odlt.org/dcd/docs/Seitz%20-%20A% 20Major%20Deception%20on%20Global%20Warming.pdf

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THE ESTABLISHMENT AND OPERATION OF AUTOMOTIVE PART INDUSTRY'S LABOR UNION IN CHONBURI: MIXED METHODS RESEARCH

ธนพนธ ศรีทอง คณะการจัดการและการทองเที่ยว มหาวิทยาลัยบูรพา อีเมล: [email protected] ดร.พรรัตน แสดงหาญ อาจารยประจำคณะการจัดการและการทองเที่ยว มหาวิทยาลัยบูรพา อีเมล: [email protected] ผศ.ดร.อภิญญา อิงอาจ อาจารยประจำคณะเทคโนโลยีสารสนเทศและการสื่อสาร มหาวิทยาลัยศิลปากร อีเมล: [email protected] ABSTRACT

The objectives of this research were to study causes of establishment of a labor union, operation of a labor union, and operation of a labor relationship in automotive industries’ workplaces in Chonburi province, Thailand., It is a mixed methods research i.e. quantitative and qualitative research. In data collection; qualitative method was done by using individual in-depth interviews of fourteen particular samples covering employers, employees, and state sections; then bringing data analytical results for constructing the questionnaires in quantitative method to collect data from the samples i.e. two hundred and twenty nine members of a labor relationship union. Then the data analytical results from both methods were brought together to analyze for findings congruity and summarizing the results. The results revealed that the important cause of the establishment of labor union was the organizational profits. Most of the establishment of labor unions were not only for single causes, but for several causes. In terms of labor union operation, its roles and duties were to seek and protect rights and profits for members and to construct a good relationship between employers and employees including among employees themselves. Its operation was under the concerned laws. In terms of labor relations operations, its main duties were to make the obvious labor relations systematic policy by a particular agency, to enable the members’

บทคัดยอ การวิจัยในครั้งนี้มีจุดประสงคเพื่อศึกษาถึง 1) สาเหตุการจัดตั้งสหภาพแรงงาน 2) การดำเนินงาน ของสหภาพแรงงานและ 3) การดำเนินงานดานแรงงานสัมพันธในสถานประกอบกิจการอุตสาหกรรม ยานยนตในจังหวัดชลบุรี ใชวิธีการวิจัยแบบผสมโดยทำการวิจัยเชิงปริมาณควบคูไปกับการวิจัยเชิง คุณภาพ การเก็บขอมูลในการวิจัยเชิงคุณภาพใชวิธีสัมภาษณเชิงลึกเปนรายบุคคลจากผูใหขอมูล จำนวน 14 คน ที่ไดจากการสุมตัวอยางแบบเจาะจงครอบคลุมทั้งฝายนายจาง ลูกจาง และเจาหนาที่รัฐ แลวนำผลการวิเคราะหขอมูลที่ไดมาสรางแบบสอบถามในการวิจัยเชิงปริมาณเพื่อเก็บขอมูลจาก กลุมตัวอยาง คือ สมาชิกสหภาพแรงงานจำนวน 229 คน จากนั้นนำผลการวิเคราะหขอมูลจากการ วิจัยทั้งสองวิธีมาวิเคราะหรวมกันเพื่อหาความสอดคลองและสรุปผล ผลการวิจัย พบวา สาเหตุหลัก ของการจัดตั้งสหภาพแรงงาน คือ เรื่องผลประโยชน สำหรับการดำเนินงานของสหภาพแรงงาน มี บทบาทและหนาที่ในการแสวงหาและคุมครองสิทธิผลประโยชนแกสมาชิกและสรางแรงงานสัมพันธ ที่ดีระหวางนายจางและลูกจางรวมถึงกลุมลูกจางดวยกัน โดยการดำเนินงานจะอยูภายใตกฎหมาย สวนการดำเนินงานดานแรงงานสัมพันธ คือ การกำหนดนโยบายการบริหารระบบแรงงานสัมพันธ ที่ชัดเจน และมีหนวยงานที่ดูแลดานแรงงานสัมพันธโดยเฉพาะ รวมทั้งเปดโอกาสใหพนักงาน มีสวนรวมในการกำหนดนโยบายและทำกิจกรรมตาง ๆ โดยการดำเนินงานดานแรงงานสัมพันธที่ดี จะตองเกิดจากความรวมมือกันทั้งฝายนายจางและลูกจาง รวมทั้งการยอมรับซึ่งกันและกันดวยความ จริงใจ โดยตั้งอยูบนพื้นฐานของความเปนธรรม

คำสำคัญ สหภาพแรงงาน อุตสาหกรรมยานยนต ชลบุรี การวิจัยแบบผสม

บทนำ จากการที่รัฐบาลไดกำหนดแผนพัฒนาเศรษฐกิจและสังคมแหงชาติเพื่อใชเปนกรอบและ แนวทางในการพัฒนาประเทศ รวมทั้งการพัฒนาภาคอุตสาหกรรม อาทิ การกำหนดนโยบายเพื่อ สงเสริมการลงทุนทางดานอุตสาหกรรม การสนับสนุนองคกรของรัฐและเอกชนในการจัดตั้งนิคม อุตสาหกรรมทั่วประเทศ จนทำใหภาคอุตสาหกรรมเปนภาคการผลิตที่มีบทบาทสูงตอระบบ เศรษฐกิจไทย โดยในแผนพัฒนาเศรษฐกิจและสังคมแหงชาติฉบับที่ 11 ระบุวา ภาคอุตสาหกรรม มีสัดสวนตอผลิตภัณฑมวลรวมในประเทศเพิ่มขึ้นจากรอยละ 38.1 ในป 2542 เปนรอยละ 40.8 ในป 2552 (สำนักงานคณะกรรมการพัฒนาการเศรษฐกิจและสังคมแหงชาติ, 2554) โดยเฉพาะ อุตสาหกรรมยานยนตและชิ้นสวนซึ่งรัฐบาลไดกำหนดนโยบายในการสนับสนุนเพื่อใหไทยเปนศูนย กลางการผลิตรถยนตที่สำคัญในภูมิภาคอาเซียน ซึ่งจะพัฒนาเปนประชาคมเศรษฐกิจอาเซียน

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

การจัดตั้งและการดำเนินงานของสหภาพแรงงาน อุตสาหกรรมยานยนต ในจังหวัดชลบุรี: การวิจัยแบบผสม

participation in policy making and in various activities. A good operation on labor relations has to originate from cooperation between employers and employees, including sincerely mutual acceptance based on justice.

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THE ESTABLISHMENT AND OPERATION OF AUTOMOTIVE PART INDUSTRY'S LABOR UNION IN CHONBURI: MIXED METHODS RESEARCH

ธนพนธ ศรีทอง คณะการจัดการและการทองเที่ยว มหาวิทยาลัยบูรพา อีเมล: [email protected] ดร.พรรัตน แสดงหาญ อาจารยประจำคณะการจัดการและการทองเที่ยว มหาวิทยาลัยบูรพา อีเมล: [email protected] ผศ.ดร.อภิญญา อิงอาจ อาจารยประจำคณะเทคโนโลยีสารสนเทศและการสื่อสาร มหาวิทยาลัยศิลปากร อีเมล: [email protected] ABSTRACT

The objectives of this research were to study causes of establishment of a labor union, operation of a labor union, and operation of a labor relationship in automotive industries’ workplaces in Chonburi province, Thailand., It is a mixed methods research i.e. quantitative and qualitative research. In data collection; qualitative method was done by using individual in-depth interviews of fourteen particular samples covering employers, employees, and state sections; then bringing data analytical results for constructing the questionnaires in quantitative method to collect data from the samples i.e. two hundred and twenty nine members of a labor relationship union. Then the data analytical results from both methods were brought together to analyze for findings congruity and summarizing the results. The results revealed that the important cause of the establishment of labor union was the organizational profits. Most of the establishment of labor unions were not only for single causes, but for several causes. In terms of labor union operation, its roles and duties were to seek and protect rights and profits for members and to construct a good relationship between employers and employees including among employees themselves. Its operation was under the concerned laws. In terms of labor relations operations, its main duties were to make the obvious labor relations systematic policy by a particular agency, to enable the members’

บทคัดยอ การวิจัยในครั้งนี้มีจุดประสงคเพื่อศึกษาถึง 1) สาเหตุการจัดตั้งสหภาพแรงงาน 2) การดำเนินงาน ของสหภาพแรงงานและ 3) การดำเนินงานดานแรงงานสัมพันธในสถานประกอบกิจการอุตสาหกรรม ยานยนตในจังหวัดชลบุรี ใชวิธีการวิจัยแบบผสมโดยทำการวิจัยเชิงปริมาณควบคูไปกับการวิจัยเชิง คุณภาพ การเก็บขอมูลในการวิจัยเชิงคุณภาพใชวิธีสัมภาษณเชิงลึกเปนรายบุคคลจากผูใหขอมูล จำนวน 14 คน ที่ไดจากการสุมตัวอยางแบบเจาะจงครอบคลุมทั้งฝายนายจาง ลูกจาง และเจาหนาที่รัฐ แลวนำผลการวิเคราะหขอมูลที่ไดมาสรางแบบสอบถามในการวิจัยเชิงปริมาณเพื่อเก็บขอมูลจาก กลุมตัวอยาง คือ สมาชิกสหภาพแรงงานจำนวน 229 คน จากนั้นนำผลการวิเคราะหขอมูลจากการ วิจัยทั้งสองวิธีมาวิเคราะหรวมกันเพื่อหาความสอดคลองและสรุปผล ผลการวิจัย พบวา สาเหตุหลัก ของการจัดตั้งสหภาพแรงงาน คือ เรื่องผลประโยชน สำหรับการดำเนินงานของสหภาพแรงงาน มี บทบาทและหนาที่ในการแสวงหาและคุมครองสิทธิผลประโยชนแกสมาชิกและสรางแรงงานสัมพันธ ที่ดีระหวางนายจางและลูกจางรวมถึงกลุมลูกจางดวยกัน โดยการดำเนินงานจะอยูภายใตกฎหมาย สวนการดำเนินงานดานแรงงานสัมพันธ คือ การกำหนดนโยบายการบริหารระบบแรงงานสัมพันธ ที่ชัดเจน และมีหนวยงานที่ดูแลดานแรงงานสัมพันธโดยเฉพาะ รวมทั้งเปดโอกาสใหพนักงาน มีสวนรวมในการกำหนดนโยบายและทำกิจกรรมตาง ๆ โดยการดำเนินงานดานแรงงานสัมพันธที่ดี จะตองเกิดจากความรวมมือกันทั้งฝายนายจางและลูกจาง รวมทั้งการยอมรับซึ่งกันและกันดวยความ จริงใจ โดยตั้งอยูบนพื้นฐานของความเปนธรรม

คำสำคัญ สหภาพแรงงาน อุตสาหกรรมยานยนต ชลบุรี การวิจัยแบบผสม

บทนำ จากการที่รัฐบาลไดกำหนดแผนพัฒนาเศรษฐกิจและสังคมแหงชาติเพื่อใชเปนกรอบและ แนวทางในการพัฒนาประเทศ รวมทั้งการพัฒนาภาคอุตสาหกรรม อาทิ การกำหนดนโยบายเพื่อ สงเสริมการลงทุนทางดานอุตสาหกรรม การสนับสนุนองคกรของรัฐและเอกชนในการจัดตั้งนิคม อุตสาหกรรมทั่วประเทศ จนทำใหภาคอุตสาหกรรมเปนภาคการผลิตที่มีบทบาทสูงตอระบบ เศรษฐกิจไทย โดยในแผนพัฒนาเศรษฐกิจและสังคมแหงชาติฉบับที่ 11 ระบุวา ภาคอุตสาหกรรม มีสัดสวนตอผลิตภัณฑมวลรวมในประเทศเพิ่มขึ้นจากรอยละ 38.1 ในป 2542 เปนรอยละ 40.8 ในป 2552 (สำนักงานคณะกรรมการพัฒนาการเศรษฐกิจและสังคมแหงชาติ, 2554) โดยเฉพาะ อุตสาหกรรมยานยนตและชิ้นสวนซึ่งรัฐบาลไดกำหนดนโยบายในการสนับสนุนเพื่อใหไทยเปนศูนย กลางการผลิตรถยนตที่สำคัญในภูมิภาคอาเซียน ซึ่งจะพัฒนาเปนประชาคมเศรษฐกิจอาเซียน

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

การจัดตั้งและการดำเนินงานของสหภาพแรงงาน อุตสาหกรรมยานยนต ในจังหวัดชลบุรี: การวิจัยแบบผสม

participation in policy making and in various activities. A good operation on labor relations has to originate from cooperation between employers and employees, including sincerely mutual acceptance based on justice.

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พระราชบัญญัติคุมครองแรงงาน พ.ศ. 2541 บังคับใหนายจางปฏิบัติตามในเรื่องการ กำหนดมาตรฐานขั้นต่ำในการใชแรงงาน การจายคาตอบแทนและสวัสดิการในการทำงาน รวมถึง ความปลอดภัยในการทำงาน แตปจจุบันยังพบปญหานายจางไมปฏิบัติตามกฎหมายจนทำใหเกิด ความขัดแยงระหวางนายจางกับลูกจาง โดยเฉพาะปญหาระหวางนายจางกับสหภาพแรงงาน ซึ่งสหภาพแรงงานเปนองคกรแรงงานที่ฝายลูกจางรวมกลุมกันจัดตั้งขึ้นโดยการยื่นขอเรียกรอง ตอนายจางเพื่อเปลี่ยนแปลงสภาพการจางเพื่อใหไดรับการคุมครองทางกฎหมายเกี่ยวกับการเลิกจาง หรือการลงโทษ พรอมกับดำเนินการจดทะเบียนสหภาพแรงงาน ซึ่งหากการจรจาดำเนินไปอยาง สันติวิธีและจบลงดวยความพึงพอใจทั้งสองฝายและนายจางใหการยอมรับสหภาพแรงงานก็จะไมกอ ใหเกิดปญหาแตหากการเจรจาไมไดรับความรวมมือจากฝายนายจางหรือผลการเจรจาไมเปนไปตาม ความคาดหวังของทั้งสองฝายทำใหตกลงกันไมได ทำใหเกิดปญหาขอพิพาทแรงงาน การนัดหยุดงาน โดยสหภาพแรงงาน และการปดงานโดยนายจาง เพื่อบีบบังคับใหอีกฝายหนึ่งยินยอมตกลงตามที่ ฝายตนตองการ หรือนายจางขัดขวางการจัดตั้งสหภาพแรงงานโดยการเลิกจางหรือลงโทษผูกอการ จัดตั้งสหภาพแรงงาน จากขอมูลของกรมสวัสดิการและคุมครองแรงงาน พบวา ในป 2551 - 2553 จังหวัดชลบุรี มีการพิพาทแรงงาน (Labour disputes) เกิดขึ้น 2 แหง จำนวน 2 ครั้ง มีลูกจาง ที่เกี่ยวของ 1,076 คน มีการนัดหยุดงานโดยฝายลูกจาง (Strike) ทั้งหมด 1 ครั้ง มีลูกจางที่เกี่ยวของ 571 คน สูญเสียวันทำงาน3,426 วัน และมีการปดงานจากฝายนายจาง (Lockout) 1 ครั้ง มีลูกจาง ที่เกี่ยวของ 571 คน สูญเสียวันทำงาน 2,855 วัน (สำนักแรงงานสัมพันธ กรมสวัสดิการและคุมครอง แรงงาน, 2553)การพิพาทแรงงาน การนัดหยุดงาน และการปดงาน สงผลกระทบตอการดำเนิน ธุรกิจของนายจาง การดำรงชีพของลูกจาง สังคมและเศรษฐกิจของประเทศ ดังนั้นจึงตองมีการ บริหารจัดการระบบแรงงานสัมพันธที่ดีเพื่อปองกันปญหาดังกลาว สำหรับสหภาพแรงงานที่ใชเปนกรณีศึกษาในครั้งนี้ คือ สหภาพแรงงานในบริษัทผูผลิตชิ้นสวน ยานยนตในจังหวัดชลบุรี ซึ่งผลิตชิ้นสวนเพื่อสงใหกับโรงงานผลิตรถยนตรายใหญหลายบริษัท จึงทำใหผูวิจัยสนใจที่จะศึกษาถึงสาเหตุการจัดตั้งและการดำเนินงานของสหภาพแรงงาน รวมถึง การดำเนินงานดานแรงงานสัมพันธ โดยงานวิจัยนี้จะเปนจุดเริ่มตนของการใหความสำคัญในเรื่อง การดำเนินงานของสหภาพแรงงานโดยการมีสวนรวมของสมาชิกสหภาพแรงงาน การแกไขปญหา ความขัดแยงระหวางนายจางและลูกจาง และเปนแนวทางในการสรางระบบแรงงานสัมพันธที่มี ประสิทธิภาพในกลุมอุตสาหกรรมยานยนตและชิ้นสวน

วัตถุประสงคของการวิจัย 1. เพื่อศึกษาถึงสาเหตุในการจัดตั้งสหภาพแรงงาน การดำเนินงานของสหภาพแรงงานและการ ดำเนินงานดานแรงงานสัมพันธในสถานประกอบการผูผลิตชิ้นสวนยานยนตในจังหวัดชลบุรี 2. เพื่อคนควาหาแนวทางในการสรางระบบแรงงานสัมพันธที่ดีทั้งแบบทวิภาคีและไตรภาคีในสถาน ประกอบการผูผลิตชิ้นสวนยานยนตในจังหวัดชลบุรี

ขอบเขตของการวิจัย การศึกษาครั้งนี้เปนการศึกษาถึงสาเหตุการจัดตั้งและการดำเนินงานของสหภาพแรงงาน ผูผลิตชิ้นสวนยานยนต ใชวิธีการวิจัยแบบผสมโดยทำการวิจัยเชิงคุณภาพกอนแลวจึงตามดวยการ วิจัยเชิงปริมาณ ในการวิจัยเชิงคุณภาพ ศึกษาจากผูใหสัมภาษณ (Key informant) คือ ประธาน และกรรมการสหภาพแรงงาน จำนวน 5 คน ผูจัดการทรัพยากรมนุษยและเจาหนาที่แรงงานสัมพันธ จำนวน 5 คน ประธานและกรรมการสหพันธแรงงานยานยนต จำนวน 2 คน และตัวแทนองคกร ภาครัฐ จำนวน 2 คน สวนองคกรที่ใชศึกษาในการวิจัยเชิงปริมาณ คือ สหภาพแรงงานผูผลิตชิ้นสวน ยานยนตในจังหวัดชลบุรี ซึ่งมีสมาชิกสหภาพแรงงานจำนวน 533 คน โดยประชากรที่ใชในการวิจัย ครั้งนี้ คือ กรรมการและสมาชิกสหภาพแรงงานจำนวน 229 คน

ประโยชนที่คาดวาจะไดรับจากการวิจัย 1. ทำใหทราบถึงสาเหตุของการจัดตั้งสหภาพแรงงาน วิธีการดำเนินงานของสหภาพแรงงาน และ ความคิดเห็นของพนักงานที่มีตอการดำเนินงานของสหภาพแรงงานและการดำเนินงานดาน แรงงานสัมพันธเพื่อใชเปนแนวทางในการบริหารจัดการดานแรงงานสัมพันธรวมกันระหวาง นายจางกับลูกจางสำหรับสถานประกอบการที่มีสหภาพแรงงาน 2. ใชเปนแนวทางในการจัดทำนโยบายบริหารดานแรงงานสัมพันธสำหรับสถานประกอบการที่มี สหภาพแรงงานไดอยางมีประสิทธิภาพและเปนแนวทางการบริหารจัดการองคกรเพื่อปองกัน ปญหาความขัดแยงระหวางนายจางกับลูกจางที่อาจจะเกิดขึ้นรวมทั้งการใหองคกรภาครัฐเขามา มีสวนรวมในการบริหารจัดการในระบบไตรภาคี

แนวคิดเกี่ยวกับสหภาพแรงงาน สหภาพแรงงาน (Trade union, Labor union, Union, Labor organization) ในพระราช บัญญัติแรงงานสัมพันธ พ.ศ. 2518 กำหนดไววา สหภาพแรงงาน หมายถึง องคการของลูกจางที่ จัดตั้งขึ้นตามพระราชบัญญัตินี้ (สำนักแรงงานสัมพันธ, 2518) โดยนักวิชาการไดอธิบายความหมาย ของสหภาพแรงงานไวในแนวทางเดียวกันวา หมายถึงองคกรลูกจางที่จัดตั้งขึ้นในรูปแบบประชาธิปไตย เพื่อคุมครองสิทธิผลประโยชนของลูกจางรวมทั้งเปนตัวกลางในการสรางความสัมพันธระหวาง นายจางกับลูกจาง อาทิ สังศิต พิริยะรังสรรค (2546) อธิบายวา สหภาพแรงงาน เปนตัวแทนของ ลูกจางและองคกรลูกจางที่สำคัญที่สุดในโลกยุคอุตสาหกรรม และเปนสถาบันที่สำคัญที่สุดสถาบันหนึ่ง

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

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ในป 2558 สงผลใหการลงทุนในอุตสาหกรรมยานยนตและชิ้นสวนมีการขยายตัวและมีความสำคัญ ทั้งในดานมูลคาการผลิต การสงออก และการจางงาน สำหรับจังหวัดชลบุรีซึ่งมีความพรอมในดาน สาธารณูปโภคพื้นฐานและการคมนาคมขนสง ไดมีการขยายตัวดานอุตสาหกรรมจากโครงการพัฒนา พื้นที่อุตสาหกรรมชายฝงทะเลภาคตะวันออกทำใหนักลงทุนมีการขยายฐานการผลิตอุตสาหกรรม ยานยนตและชิ้นสวนมายังจังหวัดชลบุรี โดยบริษัทผูผลิตชิ้นสวนยานยนตสวนใหญเปนบริษัท ขามชาติที่มีผูบริหารเปนชาวตางชาติ จึงทำใหมีความหลากหลายของพนักงานในองคกร เชน การสื่อสาร วัฒนธรรม และวิธีการทำงานที่แตกตางกัน เปนตน ดังนั้นการบริหารบุคคลภายในองคกร โดยการทำใหทุกคนสามารถทำงานรวมกันไดอยางมีประสิทธิภาพเพื่อใหบรรลุถึงเปาหมายขององคกร จึงมีความสำคัญ (สุบัทมา ตันตยาภินันท, 2554)

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พระราชบัญญัติคุมครองแรงงาน พ.ศ. 2541 บังคับใหนายจางปฏิบัติตามในเรื่องการ กำหนดมาตรฐานขั้นต่ำในการใชแรงงาน การจายคาตอบแทนและสวัสดิการในการทำงาน รวมถึง ความปลอดภัยในการทำงาน แตปจจุบันยังพบปญหานายจางไมปฏิบัติตามกฎหมายจนทำใหเกิด ความขัดแยงระหวางนายจางกับลูกจาง โดยเฉพาะปญหาระหวางนายจางกับสหภาพแรงงาน ซึ่งสหภาพแรงงานเปนองคกรแรงงานที่ฝายลูกจางรวมกลุมกันจัดตั้งขึ้นโดยการยื่นขอเรียกรอง ตอนายจางเพื่อเปลี่ยนแปลงสภาพการจางเพื่อใหไดรับการคุมครองทางกฎหมายเกี่ยวกับการเลิกจาง หรือการลงโทษ พรอมกับดำเนินการจดทะเบียนสหภาพแรงงาน ซึ่งหากการจรจาดำเนินไปอยาง สันติวิธีและจบลงดวยความพึงพอใจทั้งสองฝายและนายจางใหการยอมรับสหภาพแรงงานก็จะไมกอ ใหเกิดปญหาแตหากการเจรจาไมไดรับความรวมมือจากฝายนายจางหรือผลการเจรจาไมเปนไปตาม ความคาดหวังของทั้งสองฝายทำใหตกลงกันไมได ทำใหเกิดปญหาขอพิพาทแรงงาน การนัดหยุดงาน โดยสหภาพแรงงาน และการปดงานโดยนายจาง เพื่อบีบบังคับใหอีกฝายหนึ่งยินยอมตกลงตามที่ ฝายตนตองการ หรือนายจางขัดขวางการจัดตั้งสหภาพแรงงานโดยการเลิกจางหรือลงโทษผูกอการ จัดตั้งสหภาพแรงงาน จากขอมูลของกรมสวัสดิการและคุมครองแรงงาน พบวา ในป 2551 - 2553 จังหวัดชลบุรี มีการพิพาทแรงงาน (Labour disputes) เกิดขึ้น 2 แหง จำนวน 2 ครั้ง มีลูกจาง ที่เกี่ยวของ 1,076 คน มีการนัดหยุดงานโดยฝายลูกจาง (Strike) ทั้งหมด 1 ครั้ง มีลูกจางที่เกี่ยวของ 571 คน สูญเสียวันทำงาน3,426 วัน และมีการปดงานจากฝายนายจาง (Lockout) 1 ครั้ง มีลูกจาง ที่เกี่ยวของ 571 คน สูญเสียวันทำงาน 2,855 วัน (สำนักแรงงานสัมพันธ กรมสวัสดิการและคุมครอง แรงงาน, 2553)การพิพาทแรงงาน การนัดหยุดงาน และการปดงาน สงผลกระทบตอการดำเนิน ธุรกิจของนายจาง การดำรงชีพของลูกจาง สังคมและเศรษฐกิจของประเทศ ดังนั้นจึงตองมีการ บริหารจัดการระบบแรงงานสัมพันธที่ดีเพื่อปองกันปญหาดังกลาว สำหรับสหภาพแรงงานที่ใชเปนกรณีศึกษาในครั้งนี้ คือ สหภาพแรงงานในบริษัทผูผลิตชิ้นสวน ยานยนตในจังหวัดชลบุรี ซึ่งผลิตชิ้นสวนเพื่อสงใหกับโรงงานผลิตรถยนตรายใหญหลายบริษัท จึงทำใหผูวิจัยสนใจที่จะศึกษาถึงสาเหตุการจัดตั้งและการดำเนินงานของสหภาพแรงงาน รวมถึง การดำเนินงานดานแรงงานสัมพันธ โดยงานวิจัยนี้จะเปนจุดเริ่มตนของการใหความสำคัญในเรื่อง การดำเนินงานของสหภาพแรงงานโดยการมีสวนรวมของสมาชิกสหภาพแรงงาน การแกไขปญหา ความขัดแยงระหวางนายจางและลูกจาง และเปนแนวทางในการสรางระบบแรงงานสัมพันธที่มี ประสิทธิภาพในกลุมอุตสาหกรรมยานยนตและชิ้นสวน

วัตถุประสงคของการวิจัย 1. เพื่อศึกษาถึงสาเหตุในการจัดตั้งสหภาพแรงงาน การดำเนินงานของสหภาพแรงงานและการ ดำเนินงานดานแรงงานสัมพันธในสถานประกอบการผูผลิตชิ้นสวนยานยนตในจังหวัดชลบุรี 2. เพื่อคนควาหาแนวทางในการสรางระบบแรงงานสัมพันธที่ดีทั้งแบบทวิภาคีและไตรภาคีในสถาน ประกอบการผูผลิตชิ้นสวนยานยนตในจังหวัดชลบุรี

ขอบเขตของการวิจัย การศึกษาครั้งนี้เปนการศึกษาถึงสาเหตุการจัดตั้งและการดำเนินงานของสหภาพแรงงาน ผูผลิตชิ้นสวนยานยนต ใชวิธีการวิจัยแบบผสมโดยทำการวิจัยเชิงคุณภาพกอนแลวจึงตามดวยการ วิจัยเชิงปริมาณ ในการวิจัยเชิงคุณภาพ ศึกษาจากผูใหสัมภาษณ (Key informant) คือ ประธาน และกรรมการสหภาพแรงงาน จำนวน 5 คน ผูจัดการทรัพยากรมนุษยและเจาหนาที่แรงงานสัมพันธ จำนวน 5 คน ประธานและกรรมการสหพันธแรงงานยานยนต จำนวน 2 คน และตัวแทนองคกร ภาครัฐ จำนวน 2 คน สวนองคกรที่ใชศึกษาในการวิจัยเชิงปริมาณ คือ สหภาพแรงงานผูผลิตชิ้นสวน ยานยนตในจังหวัดชลบุรี ซึ่งมีสมาชิกสหภาพแรงงานจำนวน 533 คน โดยประชากรที่ใชในการวิจัย ครั้งนี้ คือ กรรมการและสมาชิกสหภาพแรงงานจำนวน 229 คน

ประโยชนที่คาดวาจะไดรับจากการวิจัย 1. ทำใหทราบถึงสาเหตุของการจัดตั้งสหภาพแรงงาน วิธีการดำเนินงานของสหภาพแรงงาน และ ความคิดเห็นของพนักงานที่มีตอการดำเนินงานของสหภาพแรงงานและการดำเนินงานดาน แรงงานสัมพันธเพื่อใชเปนแนวทางในการบริหารจัดการดานแรงงานสัมพันธรวมกันระหวาง นายจางกับลูกจางสำหรับสถานประกอบการที่มีสหภาพแรงงาน 2. ใชเปนแนวทางในการจัดทำนโยบายบริหารดานแรงงานสัมพันธสำหรับสถานประกอบการที่มี สหภาพแรงงานไดอยางมีประสิทธิภาพและเปนแนวทางการบริหารจัดการองคกรเพื่อปองกัน ปญหาความขัดแยงระหวางนายจางกับลูกจางที่อาจจะเกิดขึ้นรวมทั้งการใหองคกรภาครัฐเขามา มีสวนรวมในการบริหารจัดการในระบบไตรภาคี

แนวคิดเกี่ยวกับสหภาพแรงงาน สหภาพแรงงาน (Trade union, Labor union, Union, Labor organization) ในพระราช บัญญัติแรงงานสัมพันธ พ.ศ. 2518 กำหนดไววา สหภาพแรงงาน หมายถึง องคการของลูกจางที่ จัดตั้งขึ้นตามพระราชบัญญัตินี้ (สำนักแรงงานสัมพันธ, 2518) โดยนักวิชาการไดอธิบายความหมาย ของสหภาพแรงงานไวในแนวทางเดียวกันวา หมายถึงองคกรลูกจางที่จัดตั้งขึ้นในรูปแบบประชาธิปไตย เพื่อคุมครองสิทธิผลประโยชนของลูกจางรวมทั้งเปนตัวกลางในการสรางความสัมพันธระหวาง นายจางกับลูกจาง อาทิ สังศิต พิริยะรังสรรค (2546) อธิบายวา สหภาพแรงงาน เปนตัวแทนของ ลูกจางและองคกรลูกจางที่สำคัญที่สุดในโลกยุคอุตสาหกรรม และเปนสถาบันที่สำคัญที่สุดสถาบันหนึ่ง

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

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ในป 2558 สงผลใหการลงทุนในอุตสาหกรรมยานยนตและชิ้นสวนมีการขยายตัวและมีความสำคัญ ทั้งในดานมูลคาการผลิต การสงออก และการจางงาน สำหรับจังหวัดชลบุรีซึ่งมีความพรอมในดาน สาธารณูปโภคพื้นฐานและการคมนาคมขนสง ไดมีการขยายตัวดานอุตสาหกรรมจากโครงการพัฒนา พื้นที่อุตสาหกรรมชายฝงทะเลภาคตะวันออกทำใหนักลงทุนมีการขยายฐานการผลิตอุตสาหกรรม ยานยนตและชิ้นสวนมายังจังหวัดชลบุรี โดยบริษัทผูผลิตชิ้นสวนยานยนตสวนใหญเปนบริษัท ขามชาติที่มีผูบริหารเปนชาวตางชาติ จึงทำใหมีความหลากหลายของพนักงานในองคกร เชน การสื่อสาร วัฒนธรรม และวิธีการทำงานที่แตกตางกัน เปนตน ดังนั้นการบริหารบุคคลภายในองคกร โดยการทำใหทุกคนสามารถทำงานรวมกันไดอยางมีประสิทธิภาพเพื่อใหบรรลุถึงเปาหมายขององคกร จึงมีความสำคัญ (สุบัทมา ตันตยาภินันท, 2554)

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ทฤษฎีสหภาพแรงงานมีที่มาจากหลายสถานการณทางสังคม เศรษฐกิจ และการเมือง ในหลายประเทศ ดังนั้นการนำมาประยุกตใชจึงตองคำนึงถึงรากฐานทางวัฒนธรรมของแตละประเทศ ที่มีความแตกตางกันจึงจะนำมาซึ่งผลประโยชนอยางแทจริง โดยนักวิชาการไดอธิบายไว อาทิ Sidney, Beatrice and Webb (1897, อางถึงใน ชวลิต สละ, 2551) มีแนวคิดวาการตอสูทางชนชั้น ไมใชวิธีทางแรงงานสัมพันธที่ดี และไมจำเปนที่จะตองทำลายลางระบบนายทุนแตอยางใด แตไมควรใหนายจางมีอำนาจในการบริหารงานโดยเด็ดขาดแตฝายเดียวทั้งนี้โดยลูกจางจะตอง มีการสรางอำนาจตอรองดวยการกอตั้งสหภาพแรงงานขึ้นเพื่อเปนตัวแทนในการเจรจาตอรอง ซึ่งจะทำใหลูกจางที่มีมาตรฐานการครองชีพและสภาพการทำงานดีขึ้นและวิธีการดังกลาวเปนการ สรางระบอบประชาธิปไตยในอุตสาหกรรมขึ้นได ในขณะเดียวกันขบวนการแรงงานอาจมีบทบาท ในทางการเมือง โดยการรณรงคทางรัฐบาลใหมีการออกกฎหมายเพื่อประโยชนของลูกจางดวย ซึ่งถือเปนการมีบทบาทของขบวนการแรงงานของระบอบการปกครองแบบประชาธิปไตยดวย Webb เห็นดวยกับความคิดของ Karl Marx ในแงที่วา การที่มีชนชั้นนายทุนกับชนชั้นแรงงานนั้นเปนมูลเหตุ ที่ทำใหเกิดการตอสูระหวางชนชั้น แตมีความเห็นตางจาก Karl Marx คือ การตอสูระหวางชนชั้น ไมใชวิธีการที่ทำลายลางฝายนายทุน และมีความเห็นอีกวาขบวนการแรงงานมิใชสถาบันที่มีหนาที่ เปลี่ยนแปลงทางสังคมแตอยางใด Webb เห็นวาขบวนการแรงงานควรประกอบดวยชนชั้นแรงงาน รวมกันตั้งขึ้นเปนสมาคมลูกจางหรือสหภาพแรงงาน เพื่อยกฐานะทางเศรษฐกิจของตนใหสูงขึ้น เนื่องจากมีอำนาจเทาเทียมกันในการตอรองและในขณะเดียวกันก็ยกสถานภาพทางการเมือง ของพวกชนชั้นแรงงานใหสูงขึ้นเทากับคนในสังคมธุรกิจอุตสาหกรรมทั่วไปดวย

แนวคิดเกี่ยวกับการแรงงานสัมพันธ นักวิชาการไดอธิบายความหมายของแรงงานสัมพันธไวในแนวทางเดียวกันวาเปนความ สัมพันธระหวางสองฝาย คือ นายจางกับลูกจาง อาทิ สังศิต พิริยะรังสรรค (2546) อธิบายแรงงาน สัมพันธในความหมายที่ครอบคลุมเฉพาะความสัมพันธที่เปนทางการ (Formal) และเปนกลุม (Collective) ระหวางฝายจัดการกับลูกจาง (โดยมีสหภาพแรงงานเปนสื่อกลาง) หรือความหมาย ที่ครอบคลุมความสัมพันธที่เกี่ยวของกับการจางตั้งแตระดับปจเจกบุคคลระหวางฝายจัดการ กับลูกจางแบบที่ไมเปนทางการ จนกระทั่งถึงความสัมพันธที่เปนกลุมหรือองคกรที่เปนทางการ ในขณะที่ จำเนียร จวงตระกูล (2552) อธิบายวา การแรงงานสัมพันธ (Labour relations)

การอุตสาหกรรมสัมพันธ (Industrial relations) และ การพนักงานสัมพันธ (Employee relations) มีความหมายเหมือนกัน คือหมายถึง ความสัมพันธที่ถือเปนสวนหนึ่งของความสัมพันธในการจางงาน โดยการแรงงานสัมพันธจะเนนที่ความสัมพันธแบบเปนกลุมการเจรจาตอรองกับสหภาพแรงงาน เพื่อทำสัญญาขอตกลงรวมกับสหภาพแรงงานแลวนำมาใชบังคับกับทั้งสองฝายในองคการ สวน วิชัย โถสุวรรณจินดา (2554) อธิบายวา แรงงานสัมพันธ หมายถึง ความสัมพันธระหวางนายจาง และลูกจางในสถานประกอบการซึ่งความสัมพันธระหวางบุคคลทั้ง 2 ฝายนี้ ไดมีผลกระทบตอ กระบวนการบริหาร กระบวนธุรกิจของนายจาง และมีผลตอการทำงานและความเปนอยูของลูกจาง รวมทั้งมีผลตอสภาพทางเศรษฐกิจ สังคม และความมั่นคงของประเทศชาติ นอกจากนี้ยังรวมถึง ความสัมพันธระหวางองคกรของฝายนายจางกับองคกรของฝายลูกจาง (สมาคมนายจาง สหพันธ นายจาง สภาองคการลูกจาง) ที่เขามามีบทบาทตามกฎหมายและบทบาทของรัฐบาลในการจัด ระเบียบความสัมพันธระหวางนายจางและลูกจาง ทฤษฎีการแรงงานสัมพันธสรางขึ้นโดยนักทฤษฎีหลายทานตามสถานการณที่มีการเปลี่ยนแปลง ในแตละชวงระยะเวลา อาทิ ทฤษฎีระบบแรงงานสัมพันธ (Industrial relation system) ของ John T. Dunlop เสนอวา ระบบแรงงานสัมพันธเปนระบบยอย (Sub-system) ของระบบสังคมซึ่งเปน ระบบที่ใหญกวา หรือเปนระบบสังคมสวนทั้งหมด ดังนั้นสังคมใหญจึงอาจถูกพิจารณาไดวา เปนอิทธิพลภายนอก หรือเปนขอจำกัดตอระบบแรงงานสัมพันธ (สังศิต พิริยะรังสรรค, 2546) สวน ทฤษฎีมารกซิส (Marxist theory) โดย Karl Marx และ Friedrich Engels เปนทฤษฎีที่จัดอยูในกลุม ทฤษฎีแบบที่ใชความรุนแรง ซึ่งในแนวทางการวิเคราะหความสัมพันธในการจางงานแบบ Marxist โดยการเนนความสำคัญของการกระทำรวมกันและการจัดตั้ง (Collective action and organisation) ทฤษฎี Marxist มุงเนนที่ลักษณะของสังคมทุนนิยมที่อยูรอบองคการ ทฤษฎีการแรงงานสัมพันธมีอิทธิพลตอผูกระทำการทางดานแรงงานสัมพันธ ดังนั้นแรงงาน สัมพันธภายในองคกรจะออกมารูปแบบใด สวนหนึ่งยอมอยูที่ทฤษฎีที่ผูกระทำการยึดถือปฏิบัติ วาจะนำไปในแนวทางใด ทั้งแบบสันติวิธี หรือแบบที่ใชความรุนแรงยอมสงผลกระทบตอองคกร และสังคมรอบขาง

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

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ของระบบแรงงานสัมพันธของบรรดาประเทศที่ปกครองแบบประชาธิปไตย สถาบันนี้มีบทบาท อยางสำคัญในฐานะตัวแทนผลประโยชนของลูกจางในการควบคุมความสัมพันธภายในตลาดแรงงาน และความสัมพันธกับนายจาง นอกจากนี้นักวิชาการบางทานไดใหความหมายของสหภาพแรงงาน ที่รวมถึงองคกรที่เปนศูนยรวมความคิดเห็นของลูกจางที่จะแสดงบทบาทตอสังคมและประเทศชาติ อีกดวย อาทิ วิชัย โถสุวรรณจินดา (2554) อธิบายวา สหภาพแรงงาน คือ องคการอันถาวรของลูกจาง ที่จัดตั้งขึ้นเพื่อคุมครองสิทธิผลประโยชนของลูกจางและเพื่อปรับปรุงสภาพการทำงานรวมทั้งชีวิต ความเปนอยูของลูกจางใหดีขึ้น นอกจากนี้สหภาพแรงงานยังเปนองคการแบบประชาธิปไตย ที่สงเสริมการเขามีสวนรวมของลูกจางในการพัฒนาสังคมและประเทศชาติดวย

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ทฤษฎีสหภาพแรงงานมีที่มาจากหลายสถานการณทางสังคม เศรษฐกิจ และการเมือง ในหลายประเทศ ดังนั้นการนำมาประยุกตใชจึงตองคำนึงถึงรากฐานทางวัฒนธรรมของแตละประเทศ ที่มีความแตกตางกันจึงจะนำมาซึ่งผลประโยชนอยางแทจริง โดยนักวิชาการไดอธิบายไว อาทิ Sidney, Beatrice and Webb (1897, อางถึงใน ชวลิต สละ, 2551) มีแนวคิดวาการตอสูทางชนชั้น ไมใชวิธีทางแรงงานสัมพันธที่ดี และไมจำเปนที่จะตองทำลายลางระบบนายทุนแตอยางใด แตไมควรใหนายจางมีอำนาจในการบริหารงานโดยเด็ดขาดแตฝายเดียวทั้งนี้โดยลูกจางจะตอง มีการสรางอำนาจตอรองดวยการกอตั้งสหภาพแรงงานขึ้นเพื่อเปนตัวแทนในการเจรจาตอรอง ซึ่งจะทำใหลูกจางที่มีมาตรฐานการครองชีพและสภาพการทำงานดีขึ้นและวิธีการดังกลาวเปนการ สรางระบอบประชาธิปไตยในอุตสาหกรรมขึ้นได ในขณะเดียวกันขบวนการแรงงานอาจมีบทบาท ในทางการเมือง โดยการรณรงคทางรัฐบาลใหมีการออกกฎหมายเพื่อประโยชนของลูกจางดวย ซึ่งถือเปนการมีบทบาทของขบวนการแรงงานของระบอบการปกครองแบบประชาธิปไตยดวย Webb เห็นดวยกับความคิดของ Karl Marx ในแงที่วา การที่มีชนชั้นนายทุนกับชนชั้นแรงงานนั้นเปนมูลเหตุ ที่ทำใหเกิดการตอสูระหวางชนชั้น แตมีความเห็นตางจาก Karl Marx คือ การตอสูระหวางชนชั้น ไมใชวิธีการที่ทำลายลางฝายนายทุน และมีความเห็นอีกวาขบวนการแรงงานมิใชสถาบันที่มีหนาที่ เปลี่ยนแปลงทางสังคมแตอยางใด Webb เห็นวาขบวนการแรงงานควรประกอบดวยชนชั้นแรงงาน รวมกันตั้งขึ้นเปนสมาคมลูกจางหรือสหภาพแรงงาน เพื่อยกฐานะทางเศรษฐกิจของตนใหสูงขึ้น เนื่องจากมีอำนาจเทาเทียมกันในการตอรองและในขณะเดียวกันก็ยกสถานภาพทางการเมือง ของพวกชนชั้นแรงงานใหสูงขึ้นเทากับคนในสังคมธุรกิจอุตสาหกรรมทั่วไปดวย

แนวคิดเกี่ยวกับการแรงงานสัมพันธ นักวิชาการไดอธิบายความหมายของแรงงานสัมพันธไวในแนวทางเดียวกันวาเปนความ สัมพันธระหวางสองฝาย คือ นายจางกับลูกจาง อาทิ สังศิต พิริยะรังสรรค (2546) อธิบายแรงงาน สัมพันธในความหมายที่ครอบคลุมเฉพาะความสัมพันธที่เปนทางการ (Formal) และเปนกลุม (Collective) ระหวางฝายจัดการกับลูกจาง (โดยมีสหภาพแรงงานเปนสื่อกลาง) หรือความหมาย ที่ครอบคลุมความสัมพันธที่เกี่ยวของกับการจางตั้งแตระดับปจเจกบุคคลระหวางฝายจัดการ กับลูกจางแบบที่ไมเปนทางการ จนกระทั่งถึงความสัมพันธที่เปนกลุมหรือองคกรที่เปนทางการ ในขณะที่ จำเนียร จวงตระกูล (2552) อธิบายวา การแรงงานสัมพันธ (Labour relations)

การอุตสาหกรรมสัมพันธ (Industrial relations) และ การพนักงานสัมพันธ (Employee relations) มีความหมายเหมือนกัน คือหมายถึง ความสัมพันธที่ถือเปนสวนหนึ่งของความสัมพันธในการจางงาน โดยการแรงงานสัมพันธจะเนนที่ความสัมพันธแบบเปนกลุมการเจรจาตอรองกับสหภาพแรงงาน เพื่อทำสัญญาขอตกลงรวมกับสหภาพแรงงานแลวนำมาใชบังคับกับทั้งสองฝายในองคการ สวน วิชัย โถสุวรรณจินดา (2554) อธิบายวา แรงงานสัมพันธ หมายถึง ความสัมพันธระหวางนายจาง และลูกจางในสถานประกอบการซึ่งความสัมพันธระหวางบุคคลทั้ง 2 ฝายนี้ ไดมีผลกระทบตอ กระบวนการบริหาร กระบวนธุรกิจของนายจาง และมีผลตอการทำงานและความเปนอยูของลูกจาง รวมทั้งมีผลตอสภาพทางเศรษฐกิจ สังคม และความมั่นคงของประเทศชาติ นอกจากนี้ยังรวมถึง ความสัมพันธระหวางองคกรของฝายนายจางกับองคกรของฝายลูกจาง (สมาคมนายจาง สหพันธ นายจาง สภาองคการลูกจาง) ที่เขามามีบทบาทตามกฎหมายและบทบาทของรัฐบาลในการจัด ระเบียบความสัมพันธระหวางนายจางและลูกจาง ทฤษฎีการแรงงานสัมพันธสรางขึ้นโดยนักทฤษฎีหลายทานตามสถานการณที่มีการเปลี่ยนแปลง ในแตละชวงระยะเวลา อาทิ ทฤษฎีระบบแรงงานสัมพันธ (Industrial relation system) ของ John T. Dunlop เสนอวา ระบบแรงงานสัมพันธเปนระบบยอย (Sub-system) ของระบบสังคมซึ่งเปน ระบบที่ใหญกวา หรือเปนระบบสังคมสวนทั้งหมด ดังนั้นสังคมใหญจึงอาจถูกพิจารณาไดวา เปนอิทธิพลภายนอก หรือเปนขอจำกัดตอระบบแรงงานสัมพันธ (สังศิต พิริยะรังสรรค, 2546) สวน ทฤษฎีมารกซิส (Marxist theory) โดย Karl Marx และ Friedrich Engels เปนทฤษฎีที่จัดอยูในกลุม ทฤษฎีแบบที่ใชความรุนแรง ซึ่งในแนวทางการวิเคราะหความสัมพันธในการจางงานแบบ Marxist โดยการเนนความสำคัญของการกระทำรวมกันและการจัดตั้ง (Collective action and organisation) ทฤษฎี Marxist มุงเนนที่ลักษณะของสังคมทุนนิยมที่อยูรอบองคการ ทฤษฎีการแรงงานสัมพันธมีอิทธิพลตอผูกระทำการทางดานแรงงานสัมพันธ ดังนั้นแรงงาน สัมพันธภายในองคกรจะออกมารูปแบบใด สวนหนึ่งยอมอยูที่ทฤษฎีที่ผูกระทำการยึดถือปฏิบัติ วาจะนำไปในแนวทางใด ทั้งแบบสันติวิธี หรือแบบที่ใชความรุนแรงยอมสงผลกระทบตอองคกร และสังคมรอบขาง

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

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ของระบบแรงงานสัมพันธของบรรดาประเทศที่ปกครองแบบประชาธิปไตย สถาบันนี้มีบทบาท อยางสำคัญในฐานะตัวแทนผลประโยชนของลูกจางในการควบคุมความสัมพันธภายในตลาดแรงงาน และความสัมพันธกับนายจาง นอกจากนี้นักวิชาการบางทานไดใหความหมายของสหภาพแรงงาน ที่รวมถึงองคกรที่เปนศูนยรวมความคิดเห็นของลูกจางที่จะแสดงบทบาทตอสังคมและประเทศชาติ อีกดวย อาทิ วิชัย โถสุวรรณจินดา (2554) อธิบายวา สหภาพแรงงาน คือ องคการอันถาวรของลูกจาง ที่จัดตั้งขึ้นเพื่อคุมครองสิทธิผลประโยชนของลูกจางและเพื่อปรับปรุงสภาพการทำงานรวมทั้งชีวิต ความเปนอยูของลูกจางใหดีขึ้น นอกจากนี้สหภาพแรงงานยังเปนองคการแบบประชาธิปไตย ที่สงเสริมการเขามีสวนรวมของลูกจางในการพัฒนาสังคมและประเทศชาติดวย

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การวิจัยครั้งนี้เปนการวิจัยแบบผสม (Mixed methods research) ใชยุทธศาสตรการวิจัย แบบเชิงสำรวจเปนลำดับ (Sequential exploratory) โดยอาศัยกระบวนทัศนการวิจัยแบบปฏิบัตินิยม (Pragmatism) ใชประเด็นปญหาเปนศูนยกลางในการวิจัย (Problem cantered) ที่คำนึงถึงผล ของการกระทำที่เกิดขึ้นตอเนื่อง (Consequences of action) โดยมีมุมมองหลายดาน (Pluralistic) และเนนการปฏิบัติไดจริงในทางปฏิบัติ (Real-world practice oriented) (จำเนียร จวงตระกูล, 2551) เพื่อสรางเครื่องมือที่ใชในการทดสอบโดยใชขอมูลที่ไดจากการวิจัยเชิงคุณภาพ (Qualitative research) และใชผลที่ไดอางอิงไปสูประชากรในการวิจัยเชิงปริมาณ (Quantitative research) เพื่อตรวจสอบความถูกตองเหมาะสมของงานวิจัย โดยดำเนินการตามระเบียบวิธีการวิจัย ดังนี้

การออกแบบการวิจัย การออกแบบการวิจัยเริ่มจากการกำหนดโจทยการวิจัย ตามดวยการกำหนดวัตถุประสงค ของการวิจัยโดยขั้นตอนการวิจัยเริ่มจากการเก็บขอมูลและการวิเคราะหขอมูลเชิงคุณภาพกอนแลว จึงเก็บและวิเคราะหขอมูลเชิงปริมาณโดยนำผลการวิเคราะหขอมูลเชิงคุณภาพมาสรางเปนตัวแปร เพื่อใชในการวิจัยเชิงปริมาณซึ่งผลการวิเคราะหขอมูลเชิงปริมาณเปนขอมูลทางสถิติที่ใชเปนสวน สนับสนุนการวิเคราะหขอมูลเชิงคุณภาพเพื่อสรุปผลการวิจัยการตีความขอมูลและการอภิปราย ผลโดยเกิดจากการเชื่อมโยงและการบูรณาการผลการวิเคราะหขอมูลที่ไดจากการวิจัยทั้งสองวิธี ดังภาพที่ 1 quan

QUAL QUAL Data Collection

QUAL Data Analysis

quan Data Collection

quan Data Analysis

Interpretion of Entire Analysis

ภาพที่ 1 การวิจัยแบบผสม (Mixed methods research) ที่ใชยุทธศาสตรการวิจัยแบบเชิงสำรวจ เปนลำดับ (Sequential exploratory design) (Clark & Creswell, 2008)

การวิจัยเชิงคุณภาพ การวิจัยเชิงคุณภาพเปนการศึกษาขอมูลเชิงลึกจากแหลงขอมูลตางๆ ตามกระบวนการ เก็บขอมูลและการวิเคราะหขอมูลการวิจัยเชิงคุณภาพ โดยไดดำเนินการตามระเบียบวิธีวิจัยเชิง คุณภาพ ดังนี้ วิธีการเก็บขอมูล 1. การทบทวนเอกสาร (Document review) โดยการคนหาและรวบรวมขอมูลจากเอกสาร ที่เกี่ยวกับสหภาพแรงงานเพื่อนำมาเปนขอมูลในการวิเคราะหขอมูลเชิงคุณภาพ ประกอบดวย ระเบียบขอบังคับ รายงานการประชุม ขอเรียกรองประจำปและบันทึกขอตกลงสภาพการจาง

วารสารสหภาพแรงงาน จดหมายขาวประชาสัมพันธและเอกสารเผยแพรของสหภาพแรงงาน และ รายงานประจำปของกระทรวงแรงงาน 2. การสัมภาษณเชิงลึก (In-depth interview) ใชการสัมภาษณแบบเจาะลึกผูใหสัมภาษณ (Key informant) ซึ่งถือวาเปนผูที่มีความรู มีประสบการณ และมีความเกี่ยวของใกลชิดกับสหภาพ แรงงาน โดยสัมภาษณเปนรายบุคคลแบบตัวตอตัว (Face-to-face) ที่เปนแบบกึ่งมีแบบแผน (Semi structured) และใชแบบสัมภาษณ (Interview guide) ซึ่งใชคำถามแบบปลายเปดเปนแนวทาง ในการสัมภาษณโดยใชเวลาในการสัมภาษณคนละประมาณ 1 ชั่วโมง มีการจดบันทึกการสัมภาษณ และบันทึกเสียงการสัมภาษณเพื่อความถูกตองเที่ยงตรงของขอมูลแลวจัดทำเปนเอกสารผลการ สัมภาษณ (Transcript) เพื่อนำมาใชในการวิเคราะหขอมูลเชิงคุณภาพ (จำเนียร จวงตระกูล, 2551) กลุมตัวอยางการสัมภาษณเชิงลึก การเลือกผูใหสัมภาษณใชวิธีการสุมตัวอยางแบบเจาะจง (Purposive Sampling) ครอบคลุม ทั้งฝายนายจาง ลูกจาง และรัฐ จำนวน 14 คน ไดแก 1. ประธานและกรรมการสหภาพแรงงาน จำนวน 5 คน โดยเลือกผูที่มีอายุการเปนสมาชิก สหภาพแรงงานไมต่ำกวา 5 ป และดำรงตำแหนงหรือเคยดำรงตำแหนงในสหภาพแรงงานหรือ เคยมีสวนรวมในการกอตั้งสหภาพแรงงาน และจดทะเบียนจัดตั้งสหภาพแรงงานอยางถูกตองตาม พระราชบัญญัติแรงงานสัมพันธ พ.ศ. 2518 โดยมีจำนวนสมาชิกสหภาพแรงงานไมนอยกวารอยละ 50 ของจำนวนพนักงาน 2. ผูจัดการแรงงานสัมพันธและเจาหนาที่แรงงานสัมพันธที่มีประสบการณทำงานไมต่ำกวา 5 ป ในบริษัทผูผลิตชิ้นสวนยานยนตที่มีสหภาพแรงงาน จำนวน 5 คน 3. ประธานและกรรมการสหพันธแรงงานยานยนต ซึ่งมีสมาชิกเปนสหภาพแรงงานในบริษัท ผูผลิตชิ้นสวนยานยนต จำนวน 2 คน 4. ตัวแทนองคกรภาครัฐจากสำนักงานสวัสดิการและคุมครองแรงงาน จังหวัดชลบุรี จำนวน 2 คน เคร�องมือที่ใช ในการสัมภาษณเชิงลึก เครื่องมือที่ใชในการสัมภาษณเชิงลึก คือ แบบสัมภาษณที่สรางโดยใชกระบวนการที่กำหนด โดย Maykut & Morehouse (1994, อางถึงใน จำเนียร จวงตระกูล, 2551) โดยการนำเอาโจทย การวิจัยและวัตถุประสงคการวิจัยมาเปนตัวตั้งแลวพิจารณาผลของการทบทวนวรรณกรรมเพื่อ กำหนดวาขอมูลที่ตองการคืออะไร แลวตั้งคำถามตามประเภทตาง ๆ ที่นำเสนอโดย Patton (1990, อางถึงใน จำเนียร จวงตระกูล, 2551) พิจารณาความเหมาะสมและความสอดคลองของคำถาม ที่ตั้งขึ้นแลวเลือกคำถามที่ดีที่สุดพรอมใหเหตุผลประกอบการเลือกคำถามเหลานั้นทำบันทึกไว เปนหลักฐานแลวนำคำถามที่เลือกนี้ไปเขาแบบเปนแบบฟอรมการสัมภาษณ ตอจากนั้นนำแบบ สัมภาษณไปทดลอง (Try out) กับผูใหขอมูลที่มีคุณลักษณะเดียวกันกับผูใหขอมูลที่จะเปนกลุม ตัวอยางซึ่งไมใชกลุมผูใหขอมูลที่จะสัมภาษณจริงประมาณ 3-5 คน เพื่อพิจารณาความเหมาะสม ของแบบสัมภาษณ จากนั้นทำการปรับปรุงแบบสัมภาษณจากปญหาตางๆ ที่พบจากการทดลอง สัมภาษณแลวนำเสนอใหผูเชี่ยวชาญในการวิจัยเชิงคุณภาพ จำนวน 5 ทาน ตรวจพิจารณาและ

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

วิธีดำเนินการวิจัย

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การวิจัยครั้งนี้เปนการวิจัยแบบผสม (Mixed methods research) ใชยุทธศาสตรการวิจัย แบบเชิงสำรวจเปนลำดับ (Sequential exploratory) โดยอาศัยกระบวนทัศนการวิจัยแบบปฏิบัตินิยม (Pragmatism) ใชประเด็นปญหาเปนศูนยกลางในการวิจัย (Problem cantered) ที่คำนึงถึงผล ของการกระทำที่เกิดขึ้นตอเนื่อง (Consequences of action) โดยมีมุมมองหลายดาน (Pluralistic) และเนนการปฏิบัติไดจริงในทางปฏิบัติ (Real-world practice oriented) (จำเนียร จวงตระกูล, 2551) เพื่อสรางเครื่องมือที่ใชในการทดสอบโดยใชขอมูลที่ไดจากการวิจัยเชิงคุณภาพ (Qualitative research) และใชผลที่ไดอางอิงไปสูประชากรในการวิจัยเชิงปริมาณ (Quantitative research) เพื่อตรวจสอบความถูกตองเหมาะสมของงานวิจัย โดยดำเนินการตามระเบียบวิธีการวิจัย ดังนี้

การออกแบบการวิจัย การออกแบบการวิจัยเริ่มจากการกำหนดโจทยการวิจัย ตามดวยการกำหนดวัตถุประสงค ของการวิจัยโดยขั้นตอนการวิจัยเริ่มจากการเก็บขอมูลและการวิเคราะหขอมูลเชิงคุณภาพกอนแลว จึงเก็บและวิเคราะหขอมูลเชิงปริมาณโดยนำผลการวิเคราะหขอมูลเชิงคุณภาพมาสรางเปนตัวแปร เพื่อใชในการวิจัยเชิงปริมาณซึ่งผลการวิเคราะหขอมูลเชิงปริมาณเปนขอมูลทางสถิติที่ใชเปนสวน สนับสนุนการวิเคราะหขอมูลเชิงคุณภาพเพื่อสรุปผลการวิจัยการตีความขอมูลและการอภิปราย ผลโดยเกิดจากการเชื่อมโยงและการบูรณาการผลการวิเคราะหขอมูลที่ไดจากการวิจัยทั้งสองวิธี ดังภาพที่ 1 quan

QUAL QUAL Data Collection

QUAL Data Analysis

quan Data Collection

quan Data Analysis

Interpretion of Entire Analysis

ภาพที่ 1 การวิจัยแบบผสม (Mixed methods research) ที่ใชยุทธศาสตรการวิจัยแบบเชิงสำรวจ เปนลำดับ (Sequential exploratory design) (Clark & Creswell, 2008)

การวิจัยเชิงคุณภาพ การวิจัยเชิงคุณภาพเปนการศึกษาขอมูลเชิงลึกจากแหลงขอมูลตางๆ ตามกระบวนการ เก็บขอมูลและการวิเคราะหขอมูลการวิจัยเชิงคุณภาพ โดยไดดำเนินการตามระเบียบวิธีวิจัยเชิง คุณภาพ ดังนี้ วิธีการเก็บขอมูล 1. การทบทวนเอกสาร (Document review) โดยการคนหาและรวบรวมขอมูลจากเอกสาร ที่เกี่ยวกับสหภาพแรงงานเพื่อนำมาเปนขอมูลในการวิเคราะหขอมูลเชิงคุณภาพ ประกอบดวย ระเบียบขอบังคับ รายงานการประชุม ขอเรียกรองประจำปและบันทึกขอตกลงสภาพการจาง

วารสารสหภาพแรงงาน จดหมายขาวประชาสัมพันธและเอกสารเผยแพรของสหภาพแรงงาน และ รายงานประจำปของกระทรวงแรงงาน 2. การสัมภาษณเชิงลึก (In-depth interview) ใชการสัมภาษณแบบเจาะลึกผูใหสัมภาษณ (Key informant) ซึ่งถือวาเปนผูที่มีความรู มีประสบการณ และมีความเกี่ยวของใกลชิดกับสหภาพ แรงงาน โดยสัมภาษณเปนรายบุคคลแบบตัวตอตัว (Face-to-face) ที่เปนแบบกึ่งมีแบบแผน (Semi structured) และใชแบบสัมภาษณ (Interview guide) ซึ่งใชคำถามแบบปลายเปดเปนแนวทาง ในการสัมภาษณโดยใชเวลาในการสัมภาษณคนละประมาณ 1 ชั่วโมง มีการจดบันทึกการสัมภาษณ และบันทึกเสียงการสัมภาษณเพื่อความถูกตองเที่ยงตรงของขอมูลแลวจัดทำเปนเอกสารผลการ สัมภาษณ (Transcript) เพื่อนำมาใชในการวิเคราะหขอมูลเชิงคุณภาพ (จำเนียร จวงตระกูล, 2551) กลุมตัวอยางการสัมภาษณเชิงลึก การเลือกผูใหสัมภาษณใชวิธีการสุมตัวอยางแบบเจาะจง (Purposive Sampling) ครอบคลุม ทั้งฝายนายจาง ลูกจาง และรัฐ จำนวน 14 คน ไดแก 1. ประธานและกรรมการสหภาพแรงงาน จำนวน 5 คน โดยเลือกผูที่มีอายุการเปนสมาชิก สหภาพแรงงานไมต่ำกวา 5 ป และดำรงตำแหนงหรือเคยดำรงตำแหนงในสหภาพแรงงานหรือ เคยมีสวนรวมในการกอตั้งสหภาพแรงงาน และจดทะเบียนจัดตั้งสหภาพแรงงานอยางถูกตองตาม พระราชบัญญัติแรงงานสัมพันธ พ.ศ. 2518 โดยมีจำนวนสมาชิกสหภาพแรงงานไมนอยกวารอยละ 50 ของจำนวนพนักงาน 2. ผูจัดการแรงงานสัมพันธและเจาหนาที่แรงงานสัมพันธที่มีประสบการณทำงานไมต่ำกวา 5 ป ในบริษัทผูผลิตชิ้นสวนยานยนตที่มีสหภาพแรงงาน จำนวน 5 คน 3. ประธานและกรรมการสหพันธแรงงานยานยนต ซึ่งมีสมาชิกเปนสหภาพแรงงานในบริษัท ผูผลิตชิ้นสวนยานยนต จำนวน 2 คน 4. ตัวแทนองคกรภาครัฐจากสำนักงานสวัสดิการและคุมครองแรงงาน จังหวัดชลบุรี จำนวน 2 คน เคร�องมือที่ใช ในการสัมภาษณเชิงลึก เครื่องมือที่ใชในการสัมภาษณเชิงลึก คือ แบบสัมภาษณที่สรางโดยใชกระบวนการที่กำหนด โดย Maykut & Morehouse (1994, อางถึงใน จำเนียร จวงตระกูล, 2551) โดยการนำเอาโจทย การวิจัยและวัตถุประสงคการวิจัยมาเปนตัวตั้งแลวพิจารณาผลของการทบทวนวรรณกรรมเพื่อ กำหนดวาขอมูลที่ตองการคืออะไร แลวตั้งคำถามตามประเภทตาง ๆ ที่นำเสนอโดย Patton (1990, อางถึงใน จำเนียร จวงตระกูล, 2551) พิจารณาความเหมาะสมและความสอดคลองของคำถาม ที่ตั้งขึ้นแลวเลือกคำถามที่ดีที่สุดพรอมใหเหตุผลประกอบการเลือกคำถามเหลานั้นทำบันทึกไว เปนหลักฐานแลวนำคำถามที่เลือกนี้ไปเขาแบบเปนแบบฟอรมการสัมภาษณ ตอจากนั้นนำแบบ สัมภาษณไปทดลอง (Try out) กับผูใหขอมูลที่มีคุณลักษณะเดียวกันกับผูใหขอมูลที่จะเปนกลุม ตัวอยางซึ่งไมใชกลุมผูใหขอมูลที่จะสัมภาษณจริงประมาณ 3-5 คน เพื่อพิจารณาความเหมาะสม ของแบบสัมภาษณ จากนั้นทำการปรับปรุงแบบสัมภาษณจากปญหาตางๆ ที่พบจากการทดลอง สัมภาษณแลวนำเสนอใหผูเชี่ยวชาญในการวิจัยเชิงคุณภาพ จำนวน 5 ทาน ตรวจพิจารณาและ

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

วิธีดำเนินการวิจัย

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การวิเคราะหขอมูลเชิงคุณภาพ การวิเคราะหขอมูลเชิงคุณภาพเปนกระบวนการที่ดำเนินการควบคูไปกับการเก็บรวบรวม ขอมูล ตั้งแตขั้นแรกจนถึงขั้นสุดทายตามแนวทางของ Creswell (2009) โดยในการวิเคราะหขอมูล ดังกลาวมีขั้นตอนที่สำคัญ คือ การจดบันทึกการสัมภาษณ และการบันทึกการสัมภาษณดวยเครื่อง บันทึกเสียง การถอดเทปบันทึกการสัมภาษณและสงใหผูใหขอมูลยืนยันความถูกตองของขอมูล การจัดหมวดหมูขอมูล การสรุปเพื่อหาตัวแปรหรือปจจัยตางๆ ที่เกี่ยวกับสาเหตุและการดำเนินงาน ของสหภาพแรงงาน การวิเคราะหขอมูลโดยอาศัยการประมวลผลขอมูลดวยโปรแกรมคอมพิวเตอร ATLAS.ti 7 (Trial) และการสรุปผลการวิจัย ความนาเช�อถือของงานวิจัยเชิงคุณภาพ การสรางความนาเชื่อถือของงานวิจัยเชิงคุณภาพในการวิจัยครั้งนี้จะใชวิธีการตรวจสอบขอมูล แบบหลายทิศทาง (Triangulation) (จำเนียร จวงตระกูล, 2551) โดยใชวิธีตรวจสอบสามเสาดาน ขอมูล (Data triangulation) โดยการรวบรวมขอมูลจากผูใหขอมูลที่มีความหลากหลายทั้งหนวยงาน และตำแหนงงาน โดยใชวิธีการสัมภาษณเชิงลึกเปนรายบุคคล ซึ่งดำเนินการสัมภาษณในชวงเวลา และสถานที่ที่ตางกัน หลังจากนั้นจึงนำขอมูลที่ไดมาจัดหมวดหมู และเปรียบเทียบความเหมือน ความแตกตางของขอมูลการใหสัมภาษณจากแตละคน และนำมาจัดกลุมเพื่อสรุปประเด็นแลวสง ใหผูใหสัมภาษณทุกคนชวยตรวจสอบความถูกตองของขอมูล ประเด็นจริยธรรมและจรรยาบรรณวิชาชีพนักวิจัย ในการวิจัยเชิงคุณภาพผูวิจัยกับผูใหขอมูลมีความใกลชิดกันมากเพราะขอมูลที่ใชในการวิจัย เชิงคุณภาพเปนขอมูลเชิงลึกที่มีทั้งแงบวกและแงลบ โดยเปนขอมูลของผูใหขอมูลโดยตรง ดังนั้น จรรยาบรรณวิชาชีพนักวิจัยที่ความสำคัญ (จำเนียร จวงตระกูล, 2551) ไดแก การสัมภาษณตองไดรับ อนุญาตจากผูใหขอมูล (Deception) ไมมีการหลอกลวงผูใหขอมูลเพื่อใหไดมาซึ่งขอมูล ความเปน สวนตัวและการปกปดผูใหขอมูลไวเปนความลับที่เปดเผยไมได (Privacy and confidentiality) ดำเนินการขอความยินยอมการใหขอมูลจากผูใหขอมูล โดยใหกรอกแบบสอบถามความสมัครใจ การใหขอมูล และความถูกตองตรงตามความเปนจริง (Accuracy) ซึ่งในการวิจัยครั้งนี้ผูวิจัยได ปฏิบัติตามจรรยาบรรณนักวิจัยและดำเนินการเสนอโครงรางการวิจัยตอคณะกรรมการพิจารณา จริยธรรมการวิจัยในมนุษย มหาวิทยาลัยบูรพา หลังจากนั้นจึงปรับปรุงโครงรางการวิจัยตามที่ คณะกรรมการฯ แนะนำแลวดำเนินการวิจัยในขอบขายของเคาโครงวิทยานิพนธที่ไดนำเสนอ

การวิจัยเชิงปริมาณ ประชากรและกลุมตัวอยาง กลุมตัวอยางที่ใชการงานวิจัยครั้งนี้ คือ สมาชิกสหภาพแรงงานผูผลิตชิ้นสวนยานยนต แหงหนึ่งโดยใชการกำหนดขนาดตัวอยางของ Yamane (1973) โดยสมาชิกสหภาพแรงงานฯ มีจำนวน 533 คน (ขอมูล ณ วันที่ 31 กรกฎาคม 2555) การคำนวณขนาดกลุมตัวอยางโดยใชสูตร ของยามาเน (Yamane, 1973) ดังนี้ N n= 1 + N(e) 2 โดยที่

n แทน จำนวนกลุมตัวอยาง N แทน จำนวนประชากรทั้งหมด e แทน คาความคลาดเคลื่อนที่ยอมรับได สรุปผลดวยระดับความเชื่อมั่นที่ 95% และยอมรับใหเกิดความคลาดเคลื่อนของการสุม ตัวอยางไดไมเกินรอยละ ±5% (e = 0.05) จึงแทนคา n = 533 1 + 533 (0.05)2 n = 228.51 คน ≈ 229 คน จากการคำนวณตามสูตรกลุมตัวอยางที่ตองใชในการวิจัยขางตน ทำใหไดจำนวนกลุมตัวอยาง จำนวน 229 คน ผูวิจัยจึงกำหนดสัดสวนของกลุมตัวอยางในแตละแผนกโดยครอบคลุมแผนกที่มี สมาชิกสหภาพแรงงานจำนวน 7 แผนก วิธีเลือกกลุมตัวอยาง การเลือกตัวอยาง (Sampling) ใชการเลือกตัวอยางแบบโควตา (Quota sampling) โดยเลือก ตัวอยางจาก 7 แผนกเพราะพนักงานในแตละแผนกมีความแตกตางกันในดานการศึกษา ภูมิหลัง ประสบการณทำงาน ตำแหนงงาน ระดับเงินเดือน เพื่อใหเกิดความหลากหลายของการตอบแบบ สอบถาม เคร�องมือที่ใช ในการเก็บรวบรวมขอมูล เครื่องมือในการเก็บขอมูล คือ แบบสอบถาม (Questionnaire) แบบปลายปด มีคำตอบ ใหเลือกตอบตามมาตราสวนประมาณคาแบบลิเคิรต (Likert rating scale) และมีคำถามแบบ ปลายเปดเพื่อใหผูตอบแบบสอบถามแสดงความคิดเห็นเพื่อใชในการอธิบายหรือขยายความการ ตอบคำถามบางประเด็นซึ่งเปนประโยชนในการวิเคราะหขอมูลและการตีความขอมูล สำหรับแบบ สอบถามนี้ผูวิจัยไดสรางขึ้นจากตัวแปรที่สรุปไดจากการวิจัยเชิงคุณภาพ การสรางเคร�องมือที่ใช ในการเก็บขอมูล เครื่องมือที่ใชในการเก็บขอมูล คือ แบบสอบถาม โดยมีขั้นตอนในการสรางแบบสอบถาม ดังนี้ 1. จัดทำรางแบบสอบถามจากผลการวิเคราะหขอมูลในการวิจัยเชิงคุณภาพเพื่อใหไดคำตอบ

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

ทำการแกไขปรับปรุงเปนขั้นสุดทายกอนนำไปใชในการสัมภาษณจริง โดยผูวิจัยไดกำหนด แนวคำถามในการสัมภาษณเชิงลึกเพื่อวิเคราะหถึงประเด็นที่เกี่ยวกับการจัดตั้งและการดำเนินงาน ของสหภาพแรงงานโดยอาศัยขอมูลจากการทบทวนวรรณกรรมและงานวิจัยที่เกี่ยวของ

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การวิเคราะหขอมูลเชิงคุณภาพ การวิเคราะหขอมูลเชิงคุณภาพเปนกระบวนการที่ดำเนินการควบคูไปกับการเก็บรวบรวม ขอมูล ตั้งแตขั้นแรกจนถึงขั้นสุดทายตามแนวทางของ Creswell (2009) โดยในการวิเคราะหขอมูล ดังกลาวมีขั้นตอนที่สำคัญ คือ การจดบันทึกการสัมภาษณ และการบันทึกการสัมภาษณดวยเครื่อง บันทึกเสียง การถอดเทปบันทึกการสัมภาษณและสงใหผูใหขอมูลยืนยันความถูกตองของขอมูล การจัดหมวดหมูขอมูล การสรุปเพื่อหาตัวแปรหรือปจจัยตางๆ ที่เกี่ยวกับสาเหตุและการดำเนินงาน ของสหภาพแรงงาน การวิเคราะหขอมูลโดยอาศัยการประมวลผลขอมูลดวยโปรแกรมคอมพิวเตอร ATLAS.ti 7 (Trial) และการสรุปผลการวิจัย ความนาเช�อถือของงานวิจัยเชิงคุณภาพ การสรางความนาเชื่อถือของงานวิจัยเชิงคุณภาพในการวิจัยครั้งนี้จะใชวิธีการตรวจสอบขอมูล แบบหลายทิศทาง (Triangulation) (จำเนียร จวงตระกูล, 2551) โดยใชวิธีตรวจสอบสามเสาดาน ขอมูล (Data triangulation) โดยการรวบรวมขอมูลจากผูใหขอมูลที่มีความหลากหลายทั้งหนวยงาน และตำแหนงงาน โดยใชวิธีการสัมภาษณเชิงลึกเปนรายบุคคล ซึ่งดำเนินการสัมภาษณในชวงเวลา และสถานที่ที่ตางกัน หลังจากนั้นจึงนำขอมูลที่ไดมาจัดหมวดหมู และเปรียบเทียบความเหมือน ความแตกตางของขอมูลการใหสัมภาษณจากแตละคน และนำมาจัดกลุมเพื่อสรุปประเด็นแลวสง ใหผูใหสัมภาษณทุกคนชวยตรวจสอบความถูกตองของขอมูล ประเด็นจริยธรรมและจรรยาบรรณวิชาชีพนักวิจัย ในการวิจัยเชิงคุณภาพผูวิจัยกับผูใหขอมูลมีความใกลชิดกันมากเพราะขอมูลที่ใชในการวิจัย เชิงคุณภาพเปนขอมูลเชิงลึกที่มีทั้งแงบวกและแงลบ โดยเปนขอมูลของผูใหขอมูลโดยตรง ดังนั้น จรรยาบรรณวิชาชีพนักวิจัยที่ความสำคัญ (จำเนียร จวงตระกูล, 2551) ไดแก การสัมภาษณตองไดรับ อนุญาตจากผูใหขอมูล (Deception) ไมมีการหลอกลวงผูใหขอมูลเพื่อใหไดมาซึ่งขอมูล ความเปน สวนตัวและการปกปดผูใหขอมูลไวเปนความลับที่เปดเผยไมได (Privacy and confidentiality) ดำเนินการขอความยินยอมการใหขอมูลจากผูใหขอมูล โดยใหกรอกแบบสอบถามความสมัครใจ การใหขอมูล และความถูกตองตรงตามความเปนจริง (Accuracy) ซึ่งในการวิจัยครั้งนี้ผูวิจัยได ปฏิบัติตามจรรยาบรรณนักวิจัยและดำเนินการเสนอโครงรางการวิจัยตอคณะกรรมการพิจารณา จริยธรรมการวิจัยในมนุษย มหาวิทยาลัยบูรพา หลังจากนั้นจึงปรับปรุงโครงรางการวิจัยตามที่ คณะกรรมการฯ แนะนำแลวดำเนินการวิจัยในขอบขายของเคาโครงวิทยานิพนธที่ไดนำเสนอ

การวิจัยเชิงปริมาณ ประชากรและกลุมตัวอยาง กลุมตัวอยางที่ใชการงานวิจัยครั้งนี้ คือ สมาชิกสหภาพแรงงานผูผลิตชิ้นสวนยานยนต แหงหนึ่งโดยใชการกำหนดขนาดตัวอยางของ Yamane (1973) โดยสมาชิกสหภาพแรงงานฯ มีจำนวน 533 คน (ขอมูล ณ วันที่ 31 กรกฎาคม 2555) การคำนวณขนาดกลุมตัวอยางโดยใชสูตร ของยามาเน (Yamane, 1973) ดังนี้ N n= 1 + N(e) 2 โดยที่

n แทน จำนวนกลุมตัวอยาง N แทน จำนวนประชากรทั้งหมด e แทน คาความคลาดเคลื่อนที่ยอมรับได สรุปผลดวยระดับความเชื่อมั่นที่ 95% และยอมรับใหเกิดความคลาดเคลื่อนของการสุม ตัวอยางไดไมเกินรอยละ ±5% (e = 0.05) จึงแทนคา n = 533 1 + 533 (0.05)2 n = 228.51 คน ≈ 229 คน จากการคำนวณตามสูตรกลุมตัวอยางที่ตองใชในการวิจัยขางตน ทำใหไดจำนวนกลุมตัวอยาง จำนวน 229 คน ผูวิจัยจึงกำหนดสัดสวนของกลุมตัวอยางในแตละแผนกโดยครอบคลุมแผนกที่มี สมาชิกสหภาพแรงงานจำนวน 7 แผนก วิธีเลือกกลุมตัวอยาง การเลือกตัวอยาง (Sampling) ใชการเลือกตัวอยางแบบโควตา (Quota sampling) โดยเลือก ตัวอยางจาก 7 แผนกเพราะพนักงานในแตละแผนกมีความแตกตางกันในดานการศึกษา ภูมิหลัง ประสบการณทำงาน ตำแหนงงาน ระดับเงินเดือน เพื่อใหเกิดความหลากหลายของการตอบแบบ สอบถาม เคร�องมือที่ใช ในการเก็บรวบรวมขอมูล เครื่องมือในการเก็บขอมูล คือ แบบสอบถาม (Questionnaire) แบบปลายปด มีคำตอบ ใหเลือกตอบตามมาตราสวนประมาณคาแบบลิเคิรต (Likert rating scale) และมีคำถามแบบ ปลายเปดเพื่อใหผูตอบแบบสอบถามแสดงความคิดเห็นเพื่อใชในการอธิบายหรือขยายความการ ตอบคำถามบางประเด็นซึ่งเปนประโยชนในการวิเคราะหขอมูลและการตีความขอมูล สำหรับแบบ สอบถามนี้ผูวิจัยไดสรางขึ้นจากตัวแปรที่สรุปไดจากการวิจัยเชิงคุณภาพ การสรางเคร�องมือที่ใช ในการเก็บขอมูล เครื่องมือที่ใชในการเก็บขอมูล คือ แบบสอบถาม โดยมีขั้นตอนในการสรางแบบสอบถาม ดังนี้ 1. จัดทำรางแบบสอบถามจากผลการวิเคราะหขอมูลในการวิจัยเชิงคุณภาพเพื่อใหไดคำตอบ

THAILAND HR JOURNAL 2014,VOLUME 6

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ทำการแกไขปรับปรุงเปนขั้นสุดทายกอนนำไปใชในการสัมภาษณจริง โดยผูวิจัยไดกำหนด แนวคำถามในการสัมภาษณเชิงลึกเพื่อวิเคราะหถึงประเด็นที่เกี่ยวกับการจัดตั้งและการดำเนินงาน ของสหภาพแรงงานโดยอาศัยขอมูลจากการทบทวนวรรณกรรมและงานวิจัยที่เกี่ยวของ

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การเก็บรวบรวมขอมูล ทำการเก็บรวบรวมขอมูลจากกรรมการและสมาชิกสหภาพแรงงานฯ โดยดำเนินการตาม ขั้นตอนดังนี้ 1. ติดตอประธานและกรรมการสหภาพแรงงานของบริษัทที่ใชเปนกรณีศึกษาเพื่อขอความ รวมมือในการเก็บรวบรวมขอมูลการวิจัย 2. แจกแบบสอบถามใหกับกลุมตัวอยางเปนรายบุคคล สัปดาหละ 1 ครั้ง จำนวน 2 สัปดาห เนื่องจากพนักงานมีการทำงานแบบสลับกะการทำงาน โดยเก็บแบบสอบถามกลับภายใน 5 วันนับ จากวันที่แจก 3. ตรวจสอบความสมบูรณของแบบสอบถามที่ไดรับกลับคืนมาแตละฉบับ 4. ดำเนินการลงรหัสและบันทึกขอมูลดวยโปรแกรมสำเร็จรูปทางคอมพิวเตอร เพื่อทำการ วิเคราะหขอมูลทางสถิติตอไป

คำถาม สาเหตุการจัดตั้งสหภาพแรงงาน การดำเนินงานของสหภาพแรงงาน การดำเนินงานดานแรงงานสัมพันธ รวม

จำนวน (ขอ) 32 13 12 57

Cronbach’ Alpha .913 .940 .869 .957

ตารางที่ 1 ผลการวิเคราะหคาความเชื่อมั่น (Reliability) ของแบบสอบถาม

การวิเคราะหขอมูล หลังจากเก็บรวบรวมขอมูลไดครบตามตองการแลวจึงนำขอมูลที่ไดจากแบบสอบถามมา วิเคราะหขอมูลทางสถิติโดยใชโปรแกรมคอมพิวเตอรสำเร็จรูป SPSS ในการประมวลผล โดยใช สถิติดังตอไปนี้ 1. การวิเคราะหขอมูลปจจัยสวนบุคคลโดยใชสถิติเชิงพรรณนา (Descriptive statistics) ดวยการหาคาความถี่และรอยละ 2. การวิเคราะหขอมูลระดับความคิดเห็นเกี่ยวกับสาเหตุการจัดตั้งสหภาพแรงงาน การดำเนิน งานของสหภาพแรงงาน และการดำเนินงานดานแรงงานสัมพันธที่เปนแบบสอบถามประมาณคา แบบลิเคิรต (Likert scale) โดยใชสถิติเชิงพรรณนา (Descriptive statistics) ดวยการหาคาเฉลี่ย และสวนเบี่ยงเบนมาตรฐาน 3. การวิเคราะหขอมูลในสวนขอเสนอแนะโดยการวิเคราะหเนื้อหา (Contents analysis) ดวยการจับประเด็นสำคัญที่มีความคลายคลึงกันมาจัดเปนกลุมเดียวกัน เพื่อสรุปใจความหลักใน แตละขอคำถาม 4. การวิเคราะหขอมูลรวมกัน (Parallel mixed data analysis) หลังจากที่ไดผลการวิจัยเชิง คุณภาพและเชิงปริมาณแลวจะนำผลการวิจัยทั้งสองสวนมาวิเคราะหรวมกันเพื่อหาความสอดคลอง กอนจะนำเสนอเปนขอสรุปการวิจัยครั้งนี้ตอไป

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M

5. นำแบบสอบถามที่วิเคราะหผลและปรับแกเรียบรอยแลวเสนอตออาจารยผูควบคุมวิทยา นิพนธ เพื่อดำเนินการแกไขใหสมบูรณ กอนจัดพิมพเพื่อใชเปนแบบสอบถามการวิจัยฉบับสมบูรณ ตอไป

X

IOC = N โดยที่ IOC แทน คาดัชนีความสอดคลองระหวางขอคำถามกับวัตถุประสงค ผลรวมของคะแนนความคิดเห็นของผูเชี่ยวชาญ X แทน N แทน จำนวนผูเชี่ยวชาญ วิธีการแปลผล คือ ขอคำถามที่มีคา IOC ตั้งแต 0.50 - 1.00 คัดเลือกไวใชได จำนวน 57 ขอ สวนขอคำถามที่มีคา IOC ต่ำกวา 0.50 พิจารณาปรับปรุงหรือตัดทิ้ง จำนวน 0 ขอ 4. ดำเนินการปรับแกแบบสอบถามหลังการหาคา IOC ซึ่งผลการเสนอผูทรงคุณวุฒิจำนวน 5 ทาน ผลผานเกณฑมาตรฐานจำนวน 57 ขอ และเสนอตออาจารยผูควบคุมวิทยานิพนธอีกครั้ง แลวนำแบบสอบถามไปทดสอบ (Pilot test) กับกลุมตัวอยางจำนวน 30 คน ที่ไมใชกลุมตัวอยางจริง ที่ใชในการวิจัย แลวนำมาทำการวิเคราะหคาความเชื่อมั่น (Reliability) ดวยการหาความสอดคลอง ภายในของคาสัมประสิทธิแอลฟา (Alpha coefficient) ที่ระดับความเชื่อมั่น 90% ตามวิธีของ ครอนบาค (Cronbach’ alpha) โดยใชเกณฑยอมรับที่คามากกวา 0.700 ผลการวิเคราะหคาความ เชื่อมั่น ดังตารางที่ 1 M

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ที่สามารถตอบโจทยการวิจัยและไดเครื่องมือในการเก็บขอมูลที่มีความเชื่อมั่นได (Valid and reliable) หลังจากนั้นจึงสรางแบบสอบถามและนำเสนอตอประธานกรรมการและกรรมการควบคุมวิทยานิพนธ เพื่อขอคำแนะนำและปรับปรุงแกไข 2. นำเสนอแบบสอบถามที่ปรับปรุงแลวตอผูทรงคุณวุฒิทางดานแรงงานสัมพันธจำนวน 5 ทาน เพื่อตรวจสอบคุณภาพของเครื่องมือและตรวจพิจารณาแบบสอบถามเพื่อหาความเที่ยงตรงเชิง เนื้อหา (Content validity) ดานความครอบคลุมของขอคำถามตามเนื้อหา และความเหมาะสม ของการใชภาษาหลังจากนั้นจึงปรับแบบสอบถามตามความเห็นและขอแนะนำของผูเชี่ยวชาญเพื่อ ใหแบบสอบถามสามารถวัดผลไดอยางครอบคลุมตามนิยามที่กำหนดไวในการศึกษา 3. หลังจากการปรับแกขอความเรียบรอยแลว จึงทำการตรวจสอบความเที่ยงตรงเชิงเนื้อหา โดยใชดัชนีความสอดคลองระหวางขอคำถามกับวัตถุประสงค (Index of item-objective congruence: IOC) เพื่อตรวจสอบความถูกตองดานเนื้อหา โดยกำหนดคำตอบเปนแบบเลือกตอบ 3 คำตอบ ไดแก สอดคลอง ไมแนใจ ไมสอดคลอง และอีก 1 ชองสำหรับการแกไขปรับปรุงขอคำถาม วิธีหาคาดัชนีความสอดคลอง โดยใชสูตร IOC (Index of item-objective congruence) โดยผูเชี่ยวชาญไมนอยกวา 5 คน มีสูตรการคำนวณดังนี้

55

การเก็บรวบรวมขอมูล ทำการเก็บรวบรวมขอมูลจากกรรมการและสมาชิกสหภาพแรงงานฯ โดยดำเนินการตาม ขั้นตอนดังนี้ 1. ติดตอประธานและกรรมการสหภาพแรงงานของบริษัทที่ใชเปนกรณีศึกษาเพื่อขอความ รวมมือในการเก็บรวบรวมขอมูลการวิจัย 2. แจกแบบสอบถามใหกับกลุมตัวอยางเปนรายบุคคล สัปดาหละ 1 ครั้ง จำนวน 2 สัปดาห เนื่องจากพนักงานมีการทำงานแบบสลับกะการทำงาน โดยเก็บแบบสอบถามกลับภายใน 5 วันนับ จากวันที่แจก 3. ตรวจสอบความสมบูรณของแบบสอบถามที่ไดรับกลับคืนมาแตละฉบับ 4. ดำเนินการลงรหัสและบันทึกขอมูลดวยโปรแกรมสำเร็จรูปทางคอมพิวเตอร เพื่อทำการ วิเคราะหขอมูลทางสถิติตอไป

คำถาม สาเหตุการจัดตั้งสหภาพแรงงาน การดำเนินงานของสหภาพแรงงาน การดำเนินงานดานแรงงานสัมพันธ รวม

จำนวน (ขอ) 32 13 12 57

Cronbach’ Alpha .913 .940 .869 .957

ตารางที่ 1 ผลการวิเคราะหคาความเชื่อมั่น (Reliability) ของแบบสอบถาม

การวิเคราะหขอมูล หลังจากเก็บรวบรวมขอมูลไดครบตามตองการแลวจึงนำขอมูลที่ไดจากแบบสอบถามมา วิเคราะหขอมูลทางสถิติโดยใชโปรแกรมคอมพิวเตอรสำเร็จรูป SPSS ในการประมวลผล โดยใช สถิติดังตอไปนี้ 1. การวิเคราะหขอมูลปจจัยสวนบุคคลโดยใชสถิติเชิงพรรณนา (Descriptive statistics) ดวยการหาคาความถี่และรอยละ 2. การวิเคราะหขอมูลระดับความคิดเห็นเกี่ยวกับสาเหตุการจัดตั้งสหภาพแรงงาน การดำเนิน งานของสหภาพแรงงาน และการดำเนินงานดานแรงงานสัมพันธที่เปนแบบสอบถามประมาณคา แบบลิเคิรต (Likert scale) โดยใชสถิติเชิงพรรณนา (Descriptive statistics) ดวยการหาคาเฉลี่ย และสวนเบี่ยงเบนมาตรฐาน 3. การวิเคราะหขอมูลในสวนขอเสนอแนะโดยการวิเคราะหเนื้อหา (Contents analysis) ดวยการจับประเด็นสำคัญที่มีความคลายคลึงกันมาจัดเปนกลุมเดียวกัน เพื่อสรุปใจความหลักใน แตละขอคำถาม 4. การวิเคราะหขอมูลรวมกัน (Parallel mixed data analysis) หลังจากที่ไดผลการวิจัยเชิง คุณภาพและเชิงปริมาณแลวจะนำผลการวิจัยทั้งสองสวนมาวิเคราะหรวมกันเพื่อหาความสอดคลอง กอนจะนำเสนอเปนขอสรุปการวิจัยครั้งนี้ตอไป

THAILAND HR JOURNAL 2014,VOLUME 6

M

5. นำแบบสอบถามที่วิเคราะหผลและปรับแกเรียบรอยแลวเสนอตออาจารยผูควบคุมวิทยา นิพนธ เพื่อดำเนินการแกไขใหสมบูรณ กอนจัดพิมพเพื่อใชเปนแบบสอบถามการวิจัยฉบับสมบูรณ ตอไป

X

IOC = N โดยที่ IOC แทน คาดัชนีความสอดคลองระหวางขอคำถามกับวัตถุประสงค ผลรวมของคะแนนความคิดเห็นของผูเชี่ยวชาญ X แทน N แทน จำนวนผูเชี่ยวชาญ วิธีการแปลผล คือ ขอคำถามที่มีคา IOC ตั้งแต 0.50 - 1.00 คัดเลือกไวใชได จำนวน 57 ขอ สวนขอคำถามที่มีคา IOC ต่ำกวา 0.50 พิจารณาปรับปรุงหรือตัดทิ้ง จำนวน 0 ขอ 4. ดำเนินการปรับแกแบบสอบถามหลังการหาคา IOC ซึ่งผลการเสนอผูทรงคุณวุฒิจำนวน 5 ทาน ผลผานเกณฑมาตรฐานจำนวน 57 ขอ และเสนอตออาจารยผูควบคุมวิทยานิพนธอีกครั้ง แลวนำแบบสอบถามไปทดสอบ (Pilot test) กับกลุมตัวอยางจำนวน 30 คน ที่ไมใชกลุมตัวอยางจริง ที่ใชในการวิจัย แลวนำมาทำการวิเคราะหคาความเชื่อมั่น (Reliability) ดวยการหาความสอดคลอง ภายในของคาสัมประสิทธิแอลฟา (Alpha coefficient) ที่ระดับความเชื่อมั่น 90% ตามวิธีของ ครอนบาค (Cronbach’ alpha) โดยใชเกณฑยอมรับที่คามากกวา 0.700 ผลการวิเคราะหคาความ เชื่อมั่น ดังตารางที่ 1 M

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ที่สามารถตอบโจทยการวิจัยและไดเครื่องมือในการเก็บขอมูลที่มีความเชื่อมั่นได (Valid and reliable) หลังจากนั้นจึงสรางแบบสอบถามและนำเสนอตอประธานกรรมการและกรรมการควบคุมวิทยานิพนธ เพื่อขอคำแนะนำและปรับปรุงแกไข 2. นำเสนอแบบสอบถามที่ปรับปรุงแลวตอผูทรงคุณวุฒิทางดานแรงงานสัมพันธจำนวน 5 ทาน เพื่อตรวจสอบคุณภาพของเครื่องมือและตรวจพิจารณาแบบสอบถามเพื่อหาความเที่ยงตรงเชิง เนื้อหา (Content validity) ดานความครอบคลุมของขอคำถามตามเนื้อหา และความเหมาะสม ของการใชภาษาหลังจากนั้นจึงปรับแบบสอบถามตามความเห็นและขอแนะนำของผูเชี่ยวชาญเพื่อ ใหแบบสอบถามสามารถวัดผลไดอยางครอบคลุมตามนิยามที่กำหนดไวในการศึกษา 3. หลังจากการปรับแกขอความเรียบรอยแลว จึงทำการตรวจสอบความเที่ยงตรงเชิงเนื้อหา โดยใชดัชนีความสอดคลองระหวางขอคำถามกับวัตถุประสงค (Index of item-objective congruence: IOC) เพื่อตรวจสอบความถูกตองดานเนื้อหา โดยกำหนดคำตอบเปนแบบเลือกตอบ 3 คำตอบ ไดแก สอดคลอง ไมแนใจ ไมสอดคลอง และอีก 1 ชองสำหรับการแกไขปรับปรุงขอคำถาม วิธีหาคาดัชนีความสอดคลอง โดยใชสูตร IOC (Index of item-objective congruence) โดยผูเชี่ยวชาญไมนอยกวา 5 คน มีสูตรการคำนวณดังนี้

55

THAILAND HR JOURNAL 2014,VOLUME 6

ผลการวิเคราะหขอมูลแบงเปน 3 สวน ไดแก ผลการวิเคราะหขอมูลเชิงคุณภาพ ผลการ วิเคราะหขอมูลเชิงปริมาณ และผลการวิเคราะหขอมูลรวมกัน ดังนี้

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ผลการวิเคราะหขอมูลเชิงคุณภาพ ขอมูลที่ไดจากการสัมภาษณนำมาสรุปเพื่อหาสาเหตุการจัดตั้งสหภาพแรงงาน การดำเนินงาน ของสหภาพแรงงาน และการดำเนินงานดานแรงงานสัมพันธ ดังนี้ 1. สาเหตุการจัดตั้งสหภาพแรงงาน ประกอบดวย 1.1 การบริหารจัดการองคกร ไดแก พนักงานไมไดรับความเปนธรรม นายจางไมปฏิบัติตาม กฎหมาย การสื่อสารกับพนักงานไมชัดเจน และการเปลี่ยนแปลงนโยบายการบริหารจัดการ องคกร 1.2 ผลประโยชน ไดแก ผลประโยชนของลูกจาง คือ คาจาง สวัสดิการ โบนัส การปรับเงิน ความมั่นคงในหนาที่การงาน และผลประโยชนของบุคคลบางกลุมภายในองคกร 1.3 องคกรภายนอก ไดแก การเปรียบเทียบกับบริษัทอื่น และเปนฐานเสียงขององคกรแรงงาน หรือองคกรทางการเมืองโดยในบางสหภาพฯ มีสาเหตุในการกอตั้งที่เกิดจากหลายสาเหตุ ประกอบกัน ดังภาพที่ 2 นายจางไมปฏิบัติ ตามกฎหมาย

พนักงานไมไดรับ ความเปนธรรม is part of การเปลี่ยนแปลงนโยบาย การบริหารจัดการองคกร

is part of

is part of is part of

การบริหารจัดการองคกร

การสื่อสารกับพนักงาน

is cause of สาเหตุการจัดตั้งสหภาพแรงงาน is cause of ผลประโยชนของลูกจาง is part of

is cause of

ผลประโยชน

องคกรภายนอก

is part of

is part of

ผลประโยชนของบุคคล บางกลุมภายในองคกร

ฐานเสียงขององคกรแรงงาน หรือองคกรทางการเมือง

ภาพที่ 2 สาเหตุการจัดตั้งสหภาพแรงงาน

is part of

การเปรียบเทียบ กับบริษัทอื่น

2. การดำเนินงานของสหภาพแรงงาน ผลการวิเคราะหขอมูลที่ไดรับจากการสัมภาษณเชิงลึกจากผูใหสัมภาษณ พบวา การดำเนิน การของสหภาพโดยรวม เปนไปตามวัตถุประสงคที่ระบุไวในระเบียบขอบังคับของสหภาพแรงงาน 2 ขอ คือ เพื่อแสวงหาและคุมครองผลประโยชนเกี่ยวกับสภาพการจาง และสงเสริมความสัมพันธ อันดีระหวางนายจางกับลูกจาง และระหวางลูกจางดวยกัน โดยแบงเปนประเด็นที่สำคัญ ดังนี้ 2.1 การแสวงหาและคุมครองผลประโยชนเกี่ยวกับสภาพการจาง 2.1.1 การยื่นและเจรจาขอเรียกรองกับนายจาง เปนไปตามพระราชบัญญัติแรงงาน สัมพันธ พ.ศ. 2518 และทำขอตกลงเกี่ยวกับสภาพการจางระหวางลูกจาและนายจาง เพื่อใหมีผลบังคับใช โดยการดำเนินงานดานการยื่นและเจรจาขอเรียกรองกับนายจาง เปนหนาที่หลักของสหภาพแรงงาน โดยมีทั้งการเจรจาตกลงกันและการกดดัน ตอตานหากผลการเจรจาไมเปนไปตามที่คาดหวังซึ่งการสรางแรงกดดันของฝาย ลูกจางกระทำโดยการงดการทำงานลวงเวลาหรือทำงานใหชาลงทำใหยอดการผลิต ไดนอยลงเพื่อใหนายจางยอมตามขอเรียกรองหรือบางครั้งอาจมีการตั้งเวทีปราศัย โจมตีนายจางหรือเดินขบวนประทวงซึ่งอาจทำใหเกิดผลกระทบทั้งภายในองคกร และภายนอกองคกร ในขณะเดียวกันนายจางก็มีมาตรการในการตอบโตฝายลูกจาง ตามกฎหมายดวยเชนกัน 2.1.2 การคุมครองสิทธิประโยชนสภาพการจาง สหภาพแรงงานจะทำหนาที่ดูแลสภาพการจางของสมาชิก เพื่อใหไดรับความ เปนธรรมและไมถูกเอารัดเอาเปรียบจากนายจาง โดยสหภาพแรงงานมีนโยบาย เพื่อคุมครองสิทธิประโยชนสภาพการจางใหกับสมาชิก ซึ่งในทางปฏิบัติอาจจะมี บางสหภาพที่เนนเอาความตองการของบุคคลบางกลุมเทานั้น รวมทั้งการตีความ ในเรื่องของความเปนธรรมและความเทาเทียมกันซึ่งเกิดความไมเขาใจกันระหวาง องคกรกับสหภาพ 2.2 การสรางความสัมพันธอันดีระหวางนายจางกับลูกจางและลูกจางดวยกัน โดยการรวมกัน ทำกิจกรรมตางๆ เพื่อใหนายจางยอมรับสหภาพแรงงานและสหภาพแรงงานจะเปน ตัวกลางในการเชื่อมตอระหวางนายจางและลูกจาง ไดแก การประชุมปรึกษาหารือ รวมกันในระบบทวิภาคี การทำใหนายจางยอมรับสหภาพแรงงาน การมีสวนรวมในการ จัดกิจกรรมขององคกร การสอดสองดูแลปญหาของพนักงาน และการปฏิบัติตามกฎหมาย กลาวโดยสรุป คือ บทบาทและหนาที่ของสหภาพแรงงานมีหนาที่ในการแสวงหาและ คุมครองสิทธิผลประโยชนแกสมาชิกและสรางแรงงานสัมพันธที่ดีระหวางนายจางและลูกจาง รวมถึงกลุมลูกจางดวยกันเองทั้งภายในและภายนอกองคกร โดยการดำเนินงานของสหภาพแรงงาน จะตองอยูภายใตกฎหมายพระราชบัญญัติแรงงานสัมพันธ พ.ศ. 2518 การดำเนินงานของสหภาพ แรงงาน ดังภาพที่ 3

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ผลการวิเคราะหขอมูลแบงเปน 3 สวน ไดแก ผลการวิเคราะหขอมูลเชิงคุณภาพ ผลการ วิเคราะหขอมูลเชิงปริมาณ และผลการวิเคราะหขอมูลรวมกัน ดังนี้

56

ผลการวิเคราะหขอมูลเชิงคุณภาพ ขอมูลที่ไดจากการสัมภาษณนำมาสรุปเพื่อหาสาเหตุการจัดตั้งสหภาพแรงงาน การดำเนินงาน ของสหภาพแรงงาน และการดำเนินงานดานแรงงานสัมพันธ ดังนี้ 1. สาเหตุการจัดตั้งสหภาพแรงงาน ประกอบดวย 1.1 การบริหารจัดการองคกร ไดแก พนักงานไมไดรับความเปนธรรม นายจางไมปฏิบัติตาม กฎหมาย การสื่อสารกับพนักงานไมชัดเจน และการเปลี่ยนแปลงนโยบายการบริหารจัดการ องคกร 1.2 ผลประโยชน ไดแก ผลประโยชนของลูกจาง คือ คาจาง สวัสดิการ โบนัส การปรับเงิน ความมั่นคงในหนาที่การงาน และผลประโยชนของบุคคลบางกลุมภายในองคกร 1.3 องคกรภายนอก ไดแก การเปรียบเทียบกับบริษัทอื่น และเปนฐานเสียงขององคกรแรงงาน หรือองคกรทางการเมืองโดยในบางสหภาพฯ มีสาเหตุในการกอตั้งที่เกิดจากหลายสาเหตุ ประกอบกัน ดังภาพที่ 2 นายจางไมปฏิบัติ ตามกฎหมาย

พนักงานไมไดรับ ความเปนธรรม is part of การเปลี่ยนแปลงนโยบาย การบริหารจัดการองคกร

is part of

is part of is part of

การบริหารจัดการองคกร

การสื่อสารกับพนักงาน

is cause of สาเหตุการจัดตั้งสหภาพแรงงาน is cause of ผลประโยชนของลูกจาง is part of

is cause of

ผลประโยชน

องคกรภายนอก

is part of

is part of

ผลประโยชนของบุคคล บางกลุมภายในองคกร

ฐานเสียงขององคกรแรงงาน หรือองคกรทางการเมือง

ภาพที่ 2 สาเหตุการจัดตั้งสหภาพแรงงาน

is part of

การเปรียบเทียบ กับบริษัทอื่น

2. การดำเนินงานของสหภาพแรงงาน ผลการวิเคราะหขอมูลที่ไดรับจากการสัมภาษณเชิงลึกจากผูใหสัมภาษณ พบวา การดำเนิน การของสหภาพโดยรวม เปนไปตามวัตถุประสงคที่ระบุไวในระเบียบขอบังคับของสหภาพแรงงาน 2 ขอ คือ เพื่อแสวงหาและคุมครองผลประโยชนเกี่ยวกับสภาพการจาง และสงเสริมความสัมพันธ อันดีระหวางนายจางกับลูกจาง และระหวางลูกจางดวยกัน โดยแบงเปนประเด็นที่สำคัญ ดังนี้ 2.1 การแสวงหาและคุมครองผลประโยชนเกี่ยวกับสภาพการจาง 2.1.1 การยื่นและเจรจาขอเรียกรองกับนายจาง เปนไปตามพระราชบัญญัติแรงงาน สัมพันธ พ.ศ. 2518 และทำขอตกลงเกี่ยวกับสภาพการจางระหวางลูกจาและนายจาง เพื่อใหมีผลบังคับใช โดยการดำเนินงานดานการยื่นและเจรจาขอเรียกรองกับนายจาง เปนหนาที่หลักของสหภาพแรงงาน โดยมีทั้งการเจรจาตกลงกันและการกดดัน ตอตานหากผลการเจรจาไมเปนไปตามที่คาดหวังซึ่งการสรางแรงกดดันของฝาย ลูกจางกระทำโดยการงดการทำงานลวงเวลาหรือทำงานใหชาลงทำใหยอดการผลิต ไดนอยลงเพื่อใหนายจางยอมตามขอเรียกรองหรือบางครั้งอาจมีการตั้งเวทีปราศัย โจมตีนายจางหรือเดินขบวนประทวงซึ่งอาจทำใหเกิดผลกระทบทั้งภายในองคกร และภายนอกองคกร ในขณะเดียวกันนายจางก็มีมาตรการในการตอบโตฝายลูกจาง ตามกฎหมายดวยเชนกัน 2.1.2 การคุมครองสิทธิประโยชนสภาพการจาง สหภาพแรงงานจะทำหนาที่ดูแลสภาพการจางของสมาชิก เพื่อใหไดรับความ เปนธรรมและไมถูกเอารัดเอาเปรียบจากนายจาง โดยสหภาพแรงงานมีนโยบาย เพื่อคุมครองสิทธิประโยชนสภาพการจางใหกับสมาชิก ซึ่งในทางปฏิบัติอาจจะมี บางสหภาพที่เนนเอาความตองการของบุคคลบางกลุมเทานั้น รวมทั้งการตีความ ในเรื่องของความเปนธรรมและความเทาเทียมกันซึ่งเกิดความไมเขาใจกันระหวาง องคกรกับสหภาพ 2.2 การสรางความสัมพันธอันดีระหวางนายจางกับลูกจางและลูกจางดวยกัน โดยการรวมกัน ทำกิจกรรมตางๆ เพื่อใหนายจางยอมรับสหภาพแรงงานและสหภาพแรงงานจะเปน ตัวกลางในการเชื่อมตอระหวางนายจางและลูกจาง ไดแก การประชุมปรึกษาหารือ รวมกันในระบบทวิภาคี การทำใหนายจางยอมรับสหภาพแรงงาน การมีสวนรวมในการ จัดกิจกรรมขององคกร การสอดสองดูแลปญหาของพนักงาน และการปฏิบัติตามกฎหมาย กลาวโดยสรุป คือ บทบาทและหนาที่ของสหภาพแรงงานมีหนาที่ในการแสวงหาและ คุมครองสิทธิผลประโยชนแกสมาชิกและสรางแรงงานสัมพันธที่ดีระหวางนายจางและลูกจาง รวมถึงกลุมลูกจางดวยกันเองทั้งภายในและภายนอกองคกร โดยการดำเนินงานของสหภาพแรงงาน จะตองอยูภายใตกฎหมายพระราชบัญญัติแรงงานสัมพันธ พ.ศ. 2518 การดำเนินงานของสหภาพ แรงงาน ดังภาพที่ 3

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is part of

การแสวงหาและคุมครองผลประโยชน เกี่ยวกับสภาพการจาง

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is part of

58

การคุมครองสิทธิประโยชน สภาพการจาง

is associated with

การดำเนินงานของสหภาพแรงงาน is part of

is part of

นอกจากนี้การดำเนินงานดานแรงงานสัมพันธยังมีความเกี่ยวของกับปจจัยภายนอก องคกรอื่นๆ เชนหนวยงานภาครัฐ กฎหมาย และเศรษฐกิจ ดวย สรุปปจจัยในการดำเนินงาน ดานแรงงานสัมพันธ ดังภาพที่ 4 ยึดหลักความถูกตองชอบธรรม

การปฏิบัติตามกฎหมาย

การประชุมปรึกษาหารือ รวมกันในระบบทวิภาคี

is associated with

บริหารจัดการดวยความโปรงใส

การยอมรับในองคกรสหภาพแรงงาน is property of

is property of

is property of

การยอมรับซึ่งกันและกัน

is property of

มีความจริงใจตอกัน

is part of

is property of

การมีสวนรวมในการ จัดกิจกรรมขององคกร

is part of

การสรางความสัมพันธอันดีระหวาง นายจางกับลูกจางและลูกจางดวยกัน is part of

การสอดสองดูแลปญหา ของพนักงาน

is part of

การประชุมปรึกษาหารือ รวมกันในระบบทวิภาคี

is part of

การมีสวนรวม ของพนักงาน

is property of

หนวยงานภาครัฐ

is property of

การทำกิจกรรมรวมกัน

3. การดำเนินงานดานแรงงานสัมพันธ การดำเนินงานดานแรงงานสัมพันธมีทั้งการดำเนินการในระบบทวิภาคีซึ่งตองอาศัยการรวมมือ กันทั้งสองฝาย และการดำเนินการแบบไตรภาคีที่มีองคกรภายนอกเขามาเกี่ยวของโดยแบงเปน ประเด็นที่สำคัญ ดังนี้ 3.1 การยอมรับซึ่งกันและกันอยางจริงใจ กลาวคือ องคกรหรือฝายบริหารใหการยอมรับ สหภาพแรงงานและสหภาพแรงงานก็ใหความยอมรับฝายบริหาร เพื่อสรางความไววางใจ และเชื่อใจกัน ไดแก การยอมรับในองคกรสหภาพแรงงาน การบริหารจัดการดวยความ โปรงใส ทั้งสองฝายมีความจริงใจตอกัน และการบริหารโดยยึดหลักความถูกตองชอบธรรม 3.2 การทำกิจกรรมรวมกัน ไดแก การประชุมปรึกษาหารือรวมกันในระบบทวิภาคี และการมี สวนรวมของพนักงาน 3.3 การสรางระบบแรงงานสัมพันธ ประกอบดวย 3.3.1 โครงสรางดานแรงงานสัมพันธ ไดแก มีหนวยงานที่มีผูเชี่ยวชาญรับผิดชอบงาน ดานแรงงานสัมพันธโดยตรง มีนโยบายดานแรงงานสัมพันธที่ชัดเจน 3.3.2 ระบบการจัดการดานแรงงานสัมพันธ ไดแก ความรูดานแรงงานสัมพันธ กฎหมาย แรงงาน การสื่อสารที่มีประสิทธิภาพ 3.3.3 บริหารโดยหลักสุจริตและความเปนธรรม โดยการปฏิบัติตามกฎหมาย การรักษา สัจจะ การปฏิบัติตอพนักงานดวยความเปนธรรมและเทาเทียมกัน 3.3.4 การสื่อสารอยางมีประสิทธิภาพ โดยการสื่อสาร 2 ทาง คือ จากบนลงลาง และ จากลางขึ้นบน เพื่อใหเขาใจอยางทั่วถึง 3.3.5 ขจัดความขัดแยง คือ ความขัดแยงใดๆ ภายในองคกรตองมีการจัดการใหหมดไป

การดำเนินงานดานแรงงานสัมพันธ

is part of

is part of

ปจจัยภายนอกองคกรอื่นๆ

is property of

โครงสรางดานแรงงานสัมพันธ

กฏหมายแรงงาน

is part of

ระบบการจัดการดานแรงงานสัมพันธ

is property of

การสื่อสารที่มีประสิทธิภาพ is property of

การสื่อสารจากบนลงลาง

ขจัดความขัดแยง

หนวยงานที่ดูแล ดานแรงงานสัมพันธ

is part of

is property of

is property of

is part of

is part of

การสรางระบบแรงงานสัมพันธ

is property of

การสื่อสารจากลางขึ้นบน

นโยบายดานแรงงาน สัมพันธ

is part of

การทำใหนายจางยอมรับ สหภาพแรงงาน

ภาพที่ 3 การดำเนินงานของสหภาพแรงงาน

is part of

บริหารโดยหลักสุจริตและ ความเปนธรรม

is property of

การรักษาสัจจะ

is property of

is property of

is property of

ความรูดานแรงงานสัมพันธ

การปฏิบัติตอพนักงานดวย ความเปนธรรมและเทาเทียม

การปฏิบัติตามกฎหมาย

ภาพที่ 4 สรุปปจจัยในการดำเนินงานดานแรงงานสัมพันธ จากผลการวิเคราะหขอมูลในการวิจัยเชิงคุณภาพทำใหไดขอสรุปเพื่อนำไปสรางแบบสอบถาม ในการวิจัยเชิงปริมาณ ไดแก สาเหตุการจัดตั้งสหภาพแรงงาน มี 3 สาเหตุ คือ ผลประโยชนและ สวัสดิการ การบริหารจัดการองคกร และองคกรภายนอก การดำเนินงานของสหภาพแรงงาน มี 2 ดาน คือ การรักษาผลประโยชนใหกับสมาชิก และสรางความสัมพันธอันดีระหวางนายจางกับลูกจาง และลูกจางดวยกัน สวนการดำเนินงานดานแรงงานสัมพันธมี 2 แบบ คือ การดำเนินงานในแบบ ทวิภาคีโดยความรวมมือกันระหวางฝายนายจางกับลูกจางซึ่งตองอาศัยการยอมรับซึ่งกันและกัน อยางจริงใจ รวมทั้งการเปดโอกาสใหพนักงานเขามามีสวนรวมในการพัฒนาระบบแรงงานสัมพันธ ในองคกร และการดำเนินงานในแบบไตรภาคีโดยมีองคกรภายนอกเขามาเกี่ยวของ

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59

is part of

การแสวงหาและคุมครองผลประโยชน เกี่ยวกับสภาพการจาง

THAILAND HR JOURNAL 2014,VOLUME 6

is part of

58

การคุมครองสิทธิประโยชน สภาพการจาง

is associated with

การดำเนินงานของสหภาพแรงงาน is part of

is part of

นอกจากนี้การดำเนินงานดานแรงงานสัมพันธยังมีความเกี่ยวของกับปจจัยภายนอก องคกรอื่นๆ เชนหนวยงานภาครัฐ กฎหมาย และเศรษฐกิจ ดวย สรุปปจจัยในการดำเนินงาน ดานแรงงานสัมพันธ ดังภาพที่ 4 ยึดหลักความถูกตองชอบธรรม

การปฏิบัติตามกฎหมาย

การประชุมปรึกษาหารือ รวมกันในระบบทวิภาคี

is associated with

บริหารจัดการดวยความโปรงใส

การยอมรับในองคกรสหภาพแรงงาน is property of

is property of

is property of

การยอมรับซึ่งกันและกัน

is property of

มีความจริงใจตอกัน

is part of

is property of

การมีสวนรวมในการ จัดกิจกรรมขององคกร

is part of

การสรางความสัมพันธอันดีระหวาง นายจางกับลูกจางและลูกจางดวยกัน is part of

การสอดสองดูแลปญหา ของพนักงาน

is part of

การประชุมปรึกษาหารือ รวมกันในระบบทวิภาคี

is part of

การมีสวนรวม ของพนักงาน

is property of

หนวยงานภาครัฐ

is property of

การทำกิจกรรมรวมกัน

3. การดำเนินงานดานแรงงานสัมพันธ การดำเนินงานดานแรงงานสัมพันธมีทั้งการดำเนินการในระบบทวิภาคีซึ่งตองอาศัยการรวมมือ กันทั้งสองฝาย และการดำเนินการแบบไตรภาคีที่มีองคกรภายนอกเขามาเกี่ยวของโดยแบงเปน ประเด็นที่สำคัญ ดังนี้ 3.1 การยอมรับซึ่งกันและกันอยางจริงใจ กลาวคือ องคกรหรือฝายบริหารใหการยอมรับ สหภาพแรงงานและสหภาพแรงงานก็ใหความยอมรับฝายบริหาร เพื่อสรางความไววางใจ และเชื่อใจกัน ไดแก การยอมรับในองคกรสหภาพแรงงาน การบริหารจัดการดวยความ โปรงใส ทั้งสองฝายมีความจริงใจตอกัน และการบริหารโดยยึดหลักความถูกตองชอบธรรม 3.2 การทำกิจกรรมรวมกัน ไดแก การประชุมปรึกษาหารือรวมกันในระบบทวิภาคี และการมี สวนรวมของพนักงาน 3.3 การสรางระบบแรงงานสัมพันธ ประกอบดวย 3.3.1 โครงสรางดานแรงงานสัมพันธ ไดแก มีหนวยงานที่มีผูเชี่ยวชาญรับผิดชอบงาน ดานแรงงานสัมพันธโดยตรง มีนโยบายดานแรงงานสัมพันธที่ชัดเจน 3.3.2 ระบบการจัดการดานแรงงานสัมพันธ ไดแก ความรูดานแรงงานสัมพันธ กฎหมาย แรงงาน การสื่อสารที่มีประสิทธิภาพ 3.3.3 บริหารโดยหลักสุจริตและความเปนธรรม โดยการปฏิบัติตามกฎหมาย การรักษา สัจจะ การปฏิบัติตอพนักงานดวยความเปนธรรมและเทาเทียมกัน 3.3.4 การสื่อสารอยางมีประสิทธิภาพ โดยการสื่อสาร 2 ทาง คือ จากบนลงลาง และ จากลางขึ้นบน เพื่อใหเขาใจอยางทั่วถึง 3.3.5 ขจัดความขัดแยง คือ ความขัดแยงใดๆ ภายในองคกรตองมีการจัดการใหหมดไป

การดำเนินงานดานแรงงานสัมพันธ

is part of

is part of

ปจจัยภายนอกองคกรอื่นๆ

is property of

โครงสรางดานแรงงานสัมพันธ

กฏหมายแรงงาน

is part of

ระบบการจัดการดานแรงงานสัมพันธ

is property of

การสื่อสารที่มีประสิทธิภาพ is property of

การสื่อสารจากบนลงลาง

ขจัดความขัดแยง

หนวยงานที่ดูแล ดานแรงงานสัมพันธ

is part of

is property of

is property of

is part of

is part of

การสรางระบบแรงงานสัมพันธ

is property of

การสื่อสารจากลางขึ้นบน

นโยบายดานแรงงาน สัมพันธ

is part of

การทำใหนายจางยอมรับ สหภาพแรงงาน

ภาพที่ 3 การดำเนินงานของสหภาพแรงงาน

is part of

บริหารโดยหลักสุจริตและ ความเปนธรรม

is property of

การรักษาสัจจะ

is property of

is property of

is property of

ความรูดานแรงงานสัมพันธ

การปฏิบัติตอพนักงานดวย ความเปนธรรมและเทาเทียม

การปฏิบัติตามกฎหมาย

ภาพที่ 4 สรุปปจจัยในการดำเนินงานดานแรงงานสัมพันธ จากผลการวิเคราะหขอมูลในการวิจัยเชิงคุณภาพทำใหไดขอสรุปเพื่อนำไปสรางแบบสอบถาม ในการวิจัยเชิงปริมาณ ไดแก สาเหตุการจัดตั้งสหภาพแรงงาน มี 3 สาเหตุ คือ ผลประโยชนและ สวัสดิการ การบริหารจัดการองคกร และองคกรภายนอก การดำเนินงานของสหภาพแรงงาน มี 2 ดาน คือ การรักษาผลประโยชนใหกับสมาชิก และสรางความสัมพันธอันดีระหวางนายจางกับลูกจาง และลูกจางดวยกัน สวนการดำเนินงานดานแรงงานสัมพันธมี 2 แบบ คือ การดำเนินงานในแบบ ทวิภาคีโดยความรวมมือกันระหวางฝายนายจางกับลูกจางซึ่งตองอาศัยการยอมรับซึ่งกันและกัน อยางจริงใจ รวมทั้งการเปดโอกาสใหพนักงานเขามามีสวนรวมในการพัฒนาระบบแรงงานสัมพันธ ในองคกร และการดำเนินงานในแบบไตรภาคีโดยมีองคกรภายนอกเขามาเกี่ยวของ

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59

60

จากการเก็บรวบรวมขอมูลตัวอยางจำนวน 229 ฉบับ ผานการตรวจสอบความสมบูรณของ แบบสอบถามและนำมาวิเคราะหขอมูลดวยวิธีการทางสถิติ ไดผลการวิเคราะหขอมูล ดังนี้ ผลการวิเคราะหขอมูลสวนบุคคลของสมาชิกสหภาพแรงงาน พบวา สมาชิกสหภาพแรงงาน เปนเพศชายมากที่สุด คิดเปนรอยละ 64.6 และเปนเพศหญิง คิดเปนรอยละ 35.4 โดยมีชวงอายุ อยูระหวาง 29-39 ปมากที่สุด คิดเปนรอยละ 47.2 สำเร็จการศึกษาในระดับปวช./มัธยมศึกษา ตอนปลายมากที่สุด คิดเปนรอยละ 52.8 รองลงมา อยูในสถานภาพสมรสมากที่สุด คิดเปนรอยละ 56.3 ทำงานในตำแหนงพนักงานระดับปฏิบัติการในโรงงานมากที่สุด คิดเปนรอยละ 61.6 มีระยะ เวลาในการทำงานระหวาง 1-5 ปมากที่สุด คิดเปนรอยละ 53.3 รองลงมา มีรายไดเฉลี่ยตอเดือน อยูระหวาง 15,001-20,000 บาท มากที่สุด คิดเปนรอยละ 31.9 มีบทบาทหนาที่เปนสมาชิกสหภาพ แรงงานมากที่สุด คิดเปนรอยละ 89.5 มีระยะเวลาในการเปนสมาชิกฯ อยูระหวาง 1-2 ป มากที่สุด คิดเปนรอยละ 32.8 สำหรับสาเหตุการสมัครเปนสมาชิกสหภาพแรงงานเพราะผลประโยชน (เงินเดือน สวัสดิการ โบนัส) มากที่สุด คิดเปนรอยละ 92.6 เหตุผลรองลงมา คือ การประเมินผล/ เลื่อนตำแหนง คิดเปนรอยละ 25.3 การบริหารงานของหัวหนางาน คิดเปนรอยละ 23.1 การบริหาร งานของฝายบริหาร คิดเปนรอยละ 20.1 เพื่อนรวมงาน คิดเปนรอยละ 9.6 ผูนำสหภาพแรงงาน คิดเปนรอยละ 3.9 และอื่นๆ (อุดมการณ ความยุติธรรม) คิดเปนรอยละ 1.3 ตามลำดับ ผลการวิเคราะหขอมูลสาเหตุการจัดตั้งสหภาพแรงงาน พบวา ภาพรวมดานผลประโยชน และสวัสดิการมีคาเฉลี่ยความคิดเห็นอยูในระดับมาก (x=3.56, SD=.33) สวนภาพรวมดานองคกร ภายนอกมีคาเฉลี่ยความคิดเห็นอยูในระดับมาก (x=3.33, SD=.41) และภาพรวมดานการบริหาร จัดการองคกรมีคาเฉลี่ยความคิดเห็นอยูในระดับปานกลาง (x=2.96, SD=.67) ดังตารางที่ 2 สาเหตุการจัดตั้งสหภาพแรงงาน 1. ผลประโยชนและสวัสดิการ 2. องคกรภายนอก 3.33 3. การบริหารจัดการองคกร ภาพรวม

x 3.56 3.33 2.96 3.28

(n = 229) SD .33 .41 .67 .39

ระดับ ความคิดเห็น มาก ปานกลาง ปานกลาง ปานกลาง

ตารางที่ 2 ภาพรวมสาเหตุการจัดตั้งสหภาพแรงงาน ผลการวิเคราะหขอมูลการดำเนินงานของสหภาพแรงงาน พบวา ภาพรวมดานการสงเสริม ความสัมพันธอันดีระหวางลูกจางกับลูกจางดวยกัน มีคาเฉลี่ยความคิดเห็นอยูในระดับมาก (x=3.65, SD=.49) สวนภาพรวมดานการแสวงหาและคุมครองผลประโยชนเกี่ยวกับสภาพการจาง มีคาเฉลี่ย ความคิดเห็นอยูในระดับมาก ( =3.61, SD=.56) และภาพรวมดานการสงเสริมความสัมพันธอันดี ระหวางนายจางกับลูกจาง มีคาเฉลี่ยความคิดเห็นอยูในระดับมาก ( =3.56, SD=.46) ดังตารางที่ 3

การดำเนินงานของสหภาพแรงงาน 1. การสงเสริมความสัมพันธอันดีระหวางลูกจาง กับลูกจางดวยกัน 2. การแสวงหาและคุมครองผลประโยชนเกี่ยวกับ สภาพการจาง 3. การสงเสริมความสัมพันธอันดีระหวาง นายจางกับลูกจาง ภาพรวม

(n = 229) ระดับความ x SD คิดเห็น มาก 3.65 .49 3.60

.56

มาก

3.56

.46

มาก

3.60

.47

มาก

ตารางที่ 3 สรุปภาพรวมการดำเนินงานของสหภาพแรงงาน ผลการวิเคราะหขอมูลการดำเนินงานดานแรงงานสัมพันธมีคาเฉลี่ยความคิดเห็นอยูในระดับ มาก (x=3.43, SD=.48) เมื่อพิจารณารายขอ พบวา ความเหมาะสมตอการไดรับรางวัลสถาน ประกอบการดีเดนดานแรงงานสัมพันธในระดับประเทศมีคาเฉลี่ยอยูในระดับมาก (x=3.72, SD=.81) รองลงมา ไดแก นโยบายการบริหารระบบแรงงานสัมพันธมีความชัดเจนมีคาเฉลี่ยอยูในระดับมาก (x=3.67, SD=.61) การยอมรับองคกรสหภาพแรงงานของลูกจางมีคาเฉลี่ยอยูในระดับมาก (x=3.66, SD=.65) แสดงดังตารางที่ 4 การดำเนินงานของสหภาพแรงงาน 1. ความเหมาะสมกับการไดรับรางวัลสถานประกอบการ ดีเดนดานแรงงานสัมพันธในระดับประเทศมาก 2. บริษัทมีนโยบายการบริหารระบบแรงงานสัมพันธ ที่ชัดเจน 3. บริษัทใหการยอมรับองคกรสหภาพแรงงานของลูกจาง 4. บริษัทมีผูบริหารที่มีความรูมีประสบการณดานแรงงาน สัมพันธเปนอยางดี 5. บริษัทมุงเนนการพัฒนาระบบแรงงานสัมพันธ อยางตอเนื่อง 6. บริษัทอำนวยความสะดวกในการดำเนินกิจการของ สหภาพแรงงาน 7. บริษัทหรือผูแทนยินยอมใหคณะกรรมการเขาพบ เพื่อปรึกษาหารือไดตลอดเวลาเมื่อมีปญหา

x

(n = 229) ระดับความ SD คิดเห็น

3.72

.81

มาก

3.67

.61

มาก

3.66 3.65

.65 .68

มาก มาก

3.64

.63

มาก

3.63

.67

มาก

3.62

.68

มาก

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

ผลการวิเคราะหขอมูลเชิงปริมาณ

61

60

จากการเก็บรวบรวมขอมูลตัวอยางจำนวน 229 ฉบับ ผานการตรวจสอบความสมบูรณของ แบบสอบถามและนำมาวิเคราะหขอมูลดวยวิธีการทางสถิติ ไดผลการวิเคราะหขอมูล ดังนี้ ผลการวิเคราะหขอมูลสวนบุคคลของสมาชิกสหภาพแรงงาน พบวา สมาชิกสหภาพแรงงาน เปนเพศชายมากที่สุด คิดเปนรอยละ 64.6 และเปนเพศหญิง คิดเปนรอยละ 35.4 โดยมีชวงอายุ อยูระหวาง 29-39 ปมากที่สุด คิดเปนรอยละ 47.2 สำเร็จการศึกษาในระดับปวช./มัธยมศึกษา ตอนปลายมากที่สุด คิดเปนรอยละ 52.8 รองลงมา อยูในสถานภาพสมรสมากที่สุด คิดเปนรอยละ 56.3 ทำงานในตำแหนงพนักงานระดับปฏิบัติการในโรงงานมากที่สุด คิดเปนรอยละ 61.6 มีระยะ เวลาในการทำงานระหวาง 1-5 ปมากที่สุด คิดเปนรอยละ 53.3 รองลงมา มีรายไดเฉลี่ยตอเดือน อยูระหวาง 15,001-20,000 บาท มากที่สุด คิดเปนรอยละ 31.9 มีบทบาทหนาที่เปนสมาชิกสหภาพ แรงงานมากที่สุด คิดเปนรอยละ 89.5 มีระยะเวลาในการเปนสมาชิกฯ อยูระหวาง 1-2 ป มากที่สุด คิดเปนรอยละ 32.8 สำหรับสาเหตุการสมัครเปนสมาชิกสหภาพแรงงานเพราะผลประโยชน (เงินเดือน สวัสดิการ โบนัส) มากที่สุด คิดเปนรอยละ 92.6 เหตุผลรองลงมา คือ การประเมินผล/ เลื่อนตำแหนง คิดเปนรอยละ 25.3 การบริหารงานของหัวหนางาน คิดเปนรอยละ 23.1 การบริหาร งานของฝายบริหาร คิดเปนรอยละ 20.1 เพื่อนรวมงาน คิดเปนรอยละ 9.6 ผูนำสหภาพแรงงาน คิดเปนรอยละ 3.9 และอื่นๆ (อุดมการณ ความยุติธรรม) คิดเปนรอยละ 1.3 ตามลำดับ ผลการวิเคราะหขอมูลสาเหตุการจัดตั้งสหภาพแรงงาน พบวา ภาพรวมดานผลประโยชน และสวัสดิการมีคาเฉลี่ยความคิดเห็นอยูในระดับมาก (x=3.56, SD=.33) สวนภาพรวมดานองคกร ภายนอกมีคาเฉลี่ยความคิดเห็นอยูในระดับมาก (x=3.33, SD=.41) และภาพรวมดานการบริหาร จัดการองคกรมีคาเฉลี่ยความคิดเห็นอยูในระดับปานกลาง (x=2.96, SD=.67) ดังตารางที่ 2 สาเหตุการจัดตั้งสหภาพแรงงาน 1. ผลประโยชนและสวัสดิการ 2. องคกรภายนอก 3.33 3. การบริหารจัดการองคกร ภาพรวม

x 3.56 3.33 2.96 3.28

(n = 229) SD .33 .41 .67 .39

ระดับ ความคิดเห็น มาก ปานกลาง ปานกลาง ปานกลาง

ตารางที่ 2 ภาพรวมสาเหตุการจัดตั้งสหภาพแรงงาน ผลการวิเคราะหขอมูลการดำเนินงานของสหภาพแรงงาน พบวา ภาพรวมดานการสงเสริม ความสัมพันธอันดีระหวางลูกจางกับลูกจางดวยกัน มีคาเฉลี่ยความคิดเห็นอยูในระดับมาก (x=3.65, SD=.49) สวนภาพรวมดานการแสวงหาและคุมครองผลประโยชนเกี่ยวกับสภาพการจาง มีคาเฉลี่ย ความคิดเห็นอยูในระดับมาก ( =3.61, SD=.56) และภาพรวมดานการสงเสริมความสัมพันธอันดี ระหวางนายจางกับลูกจาง มีคาเฉลี่ยความคิดเห็นอยูในระดับมาก ( =3.56, SD=.46) ดังตารางที่ 3

การดำเนินงานของสหภาพแรงงาน 1. การสงเสริมความสัมพันธอันดีระหวางลูกจาง กับลูกจางดวยกัน 2. การแสวงหาและคุมครองผลประโยชนเกี่ยวกับ สภาพการจาง 3. การสงเสริมความสัมพันธอันดีระหวาง นายจางกับลูกจาง ภาพรวม

(n = 229) ระดับความ x SD คิดเห็น มาก 3.65 .49 3.60

.56

มาก

3.56

.46

มาก

3.60

.47

มาก

ตารางที่ 3 สรุปภาพรวมการดำเนินงานของสหภาพแรงงาน ผลการวิเคราะหขอมูลการดำเนินงานดานแรงงานสัมพันธมีคาเฉลี่ยความคิดเห็นอยูในระดับ มาก (x=3.43, SD=.48) เมื่อพิจารณารายขอ พบวา ความเหมาะสมตอการไดรับรางวัลสถาน ประกอบการดีเดนดานแรงงานสัมพันธในระดับประเทศมีคาเฉลี่ยอยูในระดับมาก (x=3.72, SD=.81) รองลงมา ไดแก นโยบายการบริหารระบบแรงงานสัมพันธมีความชัดเจนมีคาเฉลี่ยอยูในระดับมาก (x=3.67, SD=.61) การยอมรับองคกรสหภาพแรงงานของลูกจางมีคาเฉลี่ยอยูในระดับมาก (x=3.66, SD=.65) แสดงดังตารางที่ 4 การดำเนินงานของสหภาพแรงงาน 1. ความเหมาะสมกับการไดรับรางวัลสถานประกอบการ ดีเดนดานแรงงานสัมพันธในระดับประเทศมาก 2. บริษัทมีนโยบายการบริหารระบบแรงงานสัมพันธ ที่ชัดเจน 3. บริษัทใหการยอมรับองคกรสหภาพแรงงานของลูกจาง 4. บริษัทมีผูบริหารที่มีความรูมีประสบการณดานแรงงาน สัมพันธเปนอยางดี 5. บริษัทมุงเนนการพัฒนาระบบแรงงานสัมพันธ อยางตอเนื่อง 6. บริษัทอำนวยความสะดวกในการดำเนินกิจการของ สหภาพแรงงาน 7. บริษัทหรือผูแทนยินยอมใหคณะกรรมการเขาพบ เพื่อปรึกษาหารือไดตลอดเวลาเมื่อมีปญหา

x

(n = 229) ระดับความ SD คิดเห็น

3.72

.81

มาก

3.67

.61

มาก

3.66 3.65

.65 .68

มาก มาก

3.64

.63

มาก

3.63

.67

มาก

3.62

.68

มาก

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

ผลการวิเคราะหขอมูลเชิงปริมาณ

61

3.59 3.50

.72 .65

มาก มาก

3.44 2.59

.73 1.05

มาก นอย

2.41 3.43

1.10 .48

นอย มาก

ตารางที่ 4 คาเฉลี่ย สวนเบี่ยงเบนมาตรฐาน และระดับของการดำเนินงานดานแรงงานสัมพันธ

ผลการวิเคราะหขอมูลรวมกัน จากการนำผลการวิเคราะหขอมูลในการวิจัยเชิงคุณภาพและเชิงปริมาณมาวิเคราะหรวมกัน เพื่อหาความสอดคลอง สรุปไดดังนี้ การวิจัยเชิงคุณภาพ สาเหตุการจัดตั้งสหภาพแรงงาน 1. การบริหารจัดการองคกร พนักงานไมไดรับความเปนธรรม นายจางไมปฏิบัติตามกฎหมาย การวิจัยเชิงคุณภาพ การสื่อสารกับพนักงาน การเปลี่ยนแปลงนโยบายการบริหารจัดการองคกร 2. ผลประโยชนและสวัสดิการ ผลประโยชนของลูกจาง ผลประโยชนของบุคคลบางกลุมภายในองคกร 3. องคกรภายนอก การเปรียบเทียบกับบริษัทอื่น ฐานเสียงขององคกรแรงงาน หรือองคกรทางการเมือง การดำเนินงานของสหภาพแรงงาน 1. การแสวงหาและคุมครองผลประโยชนเกี่ยวกับ สภาพการจาง การยื่นและเจรจาขอเรียกรองกับนายจาง การคุมครองสิทธิประโยชนสภาพการจาง

การวิจัยเชิงปริมาณ

สอดคลองในระดับปานกลาง สอดคลองในระดับปานกลาง การวิจัยเชิงปริมาณ สอดคลองในระดับปานกลาง สอดคลองในระดับนอย สอดคลองในระดับมากที่สุด สอดคลองในระดับปานกลาง สอดคลองในระดับปานกลาง สอดคลองในระดับนอย

สอดคลองในระดับมาก สอดคลองในระดับมาก

2. การสรางความสัมพันธอันดีระหวางนายจาง กับลูกจางและลูกจางดวยกัน การประชุมปรึกษาหารือรวมกันในระบบทวิภาคี การทำใหนายจางยอมรับสหภาพแรงงาน การมีสวนรวมในการจัดกิจกรรมขององคกร การสอดสองดูแลปญหาของพนักงาน 3. การปฏิบัติตามกฎหมาย การดำเนินงานดานแรงงานสัมพันธ 1. การยอมรับซึ่งกันและกันอยางจริงใจการยอมรับ ในองคกรสหภาพแรงงาน บริหารจัดการดวยความโปรงใส การมีความจริงใจตอกัน ยึดหลักความถูกตองชอบธรรม 2. การทำกิจกรรมรวมกัน การประชุมปรึกษาหารือรวมกันในระบบทวิภาคี การมีสวนรวมของพนักงาน 3. การสรางระบบแรงงานสัมพันธ โครงสรางดานแรงงานสัมพันธ ระบบการจัดการดานแรงงานสัมพันธ บริหารโดยหลักสุจริตและความเปนธรรม การสื่อสารอยางมีประสิทธิภาพ ขจัดความขัดแยง 4. องคกรภายนอก

สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก

สอดคลองในระดับมาก สอดคลองในระดับนอย สอดคลองในระดับนอย สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก

ตารางที่ 5 ความสอดคลองของการวิเคราะหขอมูลในการวิจัยเชิงคุณภาพและเชิงปริมาณ จากตารางที่ 5 แสดงผลการวิเคราะหขอมูลรวมกันเกี่ยวกับสาเหตุการจัดตั้งสหภาพแรงงาน พบวา ในการวิจัยเชิงคุณภาพผูใหสัมภาษณสวนใหญใหความคิดเห็นวาเกิดจากเรื่องผลประโยชน เชน โบนัส การปรับเงินเดือน และสวัสดิการตาง ๆ สวนในการวิจัยเชิงปริมาณพบวาผลการวิเคราะห ขอมูลจากแบบสอบถามเกี่ยวกับสาเหตุการจัดตั้งสหภาพแรงงานพบวา สาเหตุที่มีคาเฉลี่ยมากที่สุด คือ เรื่องผลประโยชน ดังนั้นผลการวิเคราะหขอมูลรวมกันเกี่ยวกับสาเหตุการจัดตั้งสหภาพแรงงาน จากการวิจัยทั้งสองวิธีไดผลที่สอดคลองกันในระดับมากที่สุด คือ เรื่องผลประโยชนของลูกจาง สวนผลที่สอดคลองกันในระดับนอย คือ การเปลี่ยนแปลงนโยบายการบริหารจัดการองคกร และ ฐานเสียงขององคกรแรงงาน หรือองคกรทางการเมือง สวนผลการวิเคราะหขอมูลรวมกันดานการ ดำเนินงานของสหภาพแรงงาน พบวา ในการวิจัยเชิงคุณภาพผูใหสัมภาษณมีความคิดเห็นวา การดำเนินงานของสหภาพแรงงานมีจุดประสงคเพื่อการยื่นและเจรจาขอเรียกรองกับนายจาง รวมทั้งการคุมครองสิทธิประโยชนสภาพการจางใหกับสมาชิก สวนในการวิจัยเชิงปริมาณ พบวา

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

62

8. บริษัทมีหนวยงานดูแลดานแรงงานสัมพันธโดยเฉพาะ 9. บริษัทใหความสำคัญในการพัฒนาบุคลากรดาน แรงงานสัมพันธ 10. บริษัทปฏิบัติตอลูกจางเสมอภาคกันไมเลือกปฏิบัติ 11. บริษัทยอมรับใหสหภาพแรงงานมีสวนรวมในการ กำหนดนโยบายดานแรงงานสัมพันธในสถาน ประกอบกิจการ 12. บริษัทมีการบริหารงานอยางเปดเผยและตรงไปตรงมา รวมเฉลี่ย

63

3.59 3.50

.72 .65

มาก มาก

3.44 2.59

.73 1.05

มาก นอย

2.41 3.43

1.10 .48

นอย มาก

ตารางที่ 4 คาเฉลี่ย สวนเบี่ยงเบนมาตรฐาน และระดับของการดำเนินงานดานแรงงานสัมพันธ

ผลการวิเคราะหขอมูลรวมกัน จากการนำผลการวิเคราะหขอมูลในการวิจัยเชิงคุณภาพและเชิงปริมาณมาวิเคราะหรวมกัน เพื่อหาความสอดคลอง สรุปไดดังนี้ การวิจัยเชิงคุณภาพ สาเหตุการจัดตั้งสหภาพแรงงาน 1. การบริหารจัดการองคกร พนักงานไมไดรับความเปนธรรม นายจางไมปฏิบัติตามกฎหมาย การวิจัยเชิงคุณภาพ การสื่อสารกับพนักงาน การเปลี่ยนแปลงนโยบายการบริหารจัดการองคกร 2. ผลประโยชนและสวัสดิการ ผลประโยชนของลูกจาง ผลประโยชนของบุคคลบางกลุมภายในองคกร 3. องคกรภายนอก การเปรียบเทียบกับบริษัทอื่น ฐานเสียงขององคกรแรงงาน หรือองคกรทางการเมือง การดำเนินงานของสหภาพแรงงาน 1. การแสวงหาและคุมครองผลประโยชนเกี่ยวกับ สภาพการจาง การยื่นและเจรจาขอเรียกรองกับนายจาง การคุมครองสิทธิประโยชนสภาพการจาง

การวิจัยเชิงปริมาณ

สอดคลองในระดับปานกลาง สอดคลองในระดับปานกลาง การวิจัยเชิงปริมาณ สอดคลองในระดับปานกลาง สอดคลองในระดับนอย สอดคลองในระดับมากที่สุด สอดคลองในระดับปานกลาง สอดคลองในระดับปานกลาง สอดคลองในระดับนอย

สอดคลองในระดับมาก สอดคลองในระดับมาก

2. การสรางความสัมพันธอันดีระหวางนายจาง กับลูกจางและลูกจางดวยกัน การประชุมปรึกษาหารือรวมกันในระบบทวิภาคี การทำใหนายจางยอมรับสหภาพแรงงาน การมีสวนรวมในการจัดกิจกรรมขององคกร การสอดสองดูแลปญหาของพนักงาน 3. การปฏิบัติตามกฎหมาย การดำเนินงานดานแรงงานสัมพันธ 1. การยอมรับซึ่งกันและกันอยางจริงใจการยอมรับ ในองคกรสหภาพแรงงาน บริหารจัดการดวยความโปรงใส การมีความจริงใจตอกัน ยึดหลักความถูกตองชอบธรรม 2. การทำกิจกรรมรวมกัน การประชุมปรึกษาหารือรวมกันในระบบทวิภาคี การมีสวนรวมของพนักงาน 3. การสรางระบบแรงงานสัมพันธ โครงสรางดานแรงงานสัมพันธ ระบบการจัดการดานแรงงานสัมพันธ บริหารโดยหลักสุจริตและความเปนธรรม การสื่อสารอยางมีประสิทธิภาพ ขจัดความขัดแยง 4. องคกรภายนอก

สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก

สอดคลองในระดับมาก สอดคลองในระดับนอย สอดคลองในระดับนอย สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก สอดคลองในระดับมาก

ตารางที่ 5 ความสอดคลองของการวิเคราะหขอมูลในการวิจัยเชิงคุณภาพและเชิงปริมาณ จากตารางที่ 5 แสดงผลการวิเคราะหขอมูลรวมกันเกี่ยวกับสาเหตุการจัดตั้งสหภาพแรงงาน พบวา ในการวิจัยเชิงคุณภาพผูใหสัมภาษณสวนใหญใหความคิดเห็นวาเกิดจากเรื่องผลประโยชน เชน โบนัส การปรับเงินเดือน และสวัสดิการตาง ๆ สวนในการวิจัยเชิงปริมาณพบวาผลการวิเคราะห ขอมูลจากแบบสอบถามเกี่ยวกับสาเหตุการจัดตั้งสหภาพแรงงานพบวา สาเหตุที่มีคาเฉลี่ยมากที่สุด คือ เรื่องผลประโยชน ดังนั้นผลการวิเคราะหขอมูลรวมกันเกี่ยวกับสาเหตุการจัดตั้งสหภาพแรงงาน จากการวิจัยทั้งสองวิธีไดผลที่สอดคลองกันในระดับมากที่สุด คือ เรื่องผลประโยชนของลูกจาง สวนผลที่สอดคลองกันในระดับนอย คือ การเปลี่ยนแปลงนโยบายการบริหารจัดการองคกร และ ฐานเสียงขององคกรแรงงาน หรือองคกรทางการเมือง สวนผลการวิเคราะหขอมูลรวมกันดานการ ดำเนินงานของสหภาพแรงงาน พบวา ในการวิจัยเชิงคุณภาพผูใหสัมภาษณมีความคิดเห็นวา การดำเนินงานของสหภาพแรงงานมีจุดประสงคเพื่อการยื่นและเจรจาขอเรียกรองกับนายจาง รวมทั้งการคุมครองสิทธิประโยชนสภาพการจางใหกับสมาชิก สวนในการวิจัยเชิงปริมาณ พบวา

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THAILAND HR JOURNAL 2014,VOLUME 6

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8. บริษัทมีหนวยงานดูแลดานแรงงานสัมพันธโดยเฉพาะ 9. บริษัทใหความสำคัญในการพัฒนาบุคลากรดาน แรงงานสัมพันธ 10. บริษัทปฏิบัติตอลูกจางเสมอภาคกันไมเลือกปฏิบัติ 11. บริษัทยอมรับใหสหภาพแรงงานมีสวนรวมในการ กำหนดนโยบายดานแรงงานสัมพันธในสถาน ประกอบกิจการ 12. บริษัทมีการบริหารงานอยางเปดเผยและตรงไปตรงมา รวมเฉลี่ย

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อภิปรายผล จากขอมูลที่ไดจากการศึกษาหลักการ แนวคิด ทฤษฎีและงานวิจัย ไดขอคนพบจากการศึกษา เปนผลของการวิจัย ซึ่งสรุปและนำเสนอเพื่ออธิบายผลลัพธที่ไดจากการวิจัย ดังนี้ สาเหตุการจัดตั้งสหภาพแรงงาน ประกอบดวย การบริหารจัดการองคกร ไดแก พนักงาน ไมไดรับความเปนธรรม นายจางไมปฏิบัติตามกฎหมาย การสื่อสารกับพนักงาน การเปลี่ยนแปลง นโยบายการบริหารจัดการองคกร ผลประโยชน ไดแก ผลประโยชนของลูกจาง ไดแก คาจาง สวัสดิการ โบนัส การปรับเงิน ความมั่นคงในหนาที่การงาน รวมทั้งผลประโยชนของบุคคลบางกลุมภายในองคกร และองคกรภายนอก ไดแก การเปรียบเทียบกับบริษัทอื่น ฐานเสียงขององคกรแรงงาน หรือองคกร ทางการเมือง ซึ่งมีความสอดคลองกับงานวิจัยของ วิรัตน สุวรรณรัตน (2545) ศึกษาถึง ปจจัยที่กอ ใหเกิดการจัดตั้งสหภาพแรงงานในเขตจังหวัดสมุทรปราการ พบวา ปจจัยที่กอใหเกิดสหภาพแรงงาน คือ ปจจัยทางดานการผลักดันของพนักงาน ฝายบริหาร ระบบการบริหาร การสนับสนุนจากภาครัฐ และสภาพแวดลอมที่เอื้อใหเกิดการจัดตั้งสหภาพแรงงาน และมีความสอดคลองกับงานวิจัยของ ธรรมศักดิ์ อภิบาลวรกุล (2550) ศึกษาถึง การจัดตั้งสหภาพแรงงานในอุตสาหกรรมยานยนตภาค ตะวันออก: กรณีศึกษาสหภาพแรงงานผลิตรถยนตแหงหนึ่งในนิคมอุตสาหกรรมอีสเทิรนซีบอรด (ระยอง) พบวา การจัดตั้งสหภาพแรงงานประกอบดวย 3 ปจจัย คือ ปจจัยภายในองคกร ไดแก การบริหารจัดการในองคกร ความไมพอใจในสวัสดิการและผลประโยชนตอบแทน นายจางละเลย ไมปฏิบัติตามกฎหมาย และการเปรียบเทียบความเปนอยูกับบริษัทขางเคียงที่มีการจัดตั้งสหภาพ แรงงาน ปจจัยในการดำเนินงาน ไดแก ผูนำองคกร ผูนำแรงงาน องคกรดานแรงงาน องคกรรอบขาง และรัฐ และปจจัยภายนอกทั่วไป ไดแก เศรษฐกิจ สังคม กฎหมาย และเทคโนโลยี และมีความ สอดคลองกับงานวิจัยของ บวร ชื่นจิตต (2550) ศึกษาถึง บทบาทสหภาพแรงงานในองคกรที่เปน อุตสาหกรรมขนาดใหญ: กรณีศึกษา บริษัท สยามโตโยตา อุตสาหกรรม จำกัด พบวา สหภาพแรงงาน สยามโตโยตาเกิดขึ้นจากความตองการความมั่นคงของพนักงานและตองการมีตัวแทนในการรักษา สิทธิของพนักงาน สวนสาเหตุการจัดตั้งสหภาพแรงงานเพื่อเปนฐานเสียงขององคกรแรงงาน หรือ องคกรทางการเมืองไมสอดคลองกับงานวิจัยที่ไดศึกษา

การดำเนินงานของสหภาพแรงงาน ประกอบดวย การแสวงหาและคุมครองผลประโยชน เกี่ยวกับสภาพการจาง ไดแก การยื่นและเจรจาขอเรียกรองกับนายจาง การคุมครองสิทธิประโยชน สภาพการจางของสมาชิก การสรางความสัมพันธอันดีระหวางนายจางกับลูกจางและลูกจางดวยกัน ไดแก การประชุมปรึกษาหารือรวมกันในระบบทวิภาคี การทำใหนายจางยอมรับสหภาพแรงงาน การมีสวนรวมในการจัดกิจกรรมขององคกร การสอดสองดูแลปญหาของพนักงาน และการปฏิบัติ ตามกฎหมาย ซึ่งมีความสอดคลองกับงานวิจัยของ วิรัตน สุวรรณรัตน (2545) ศึกษาถึง ปจจัยที่กอ ใหเกิดการจัดตั้งสหภาพแรงงานในเขตจังหวัดสมุทรปราการ พบวา ผลการดำเนินงานของสหภาพ แรงงานมีผลงาน คือ คุมครองสิทธิประโยชนเกี่ยวกับสภาพการจาง สรางความสัมพันธอันดีระหวาง นายจางกับลูกจาง และบำเพ็ญประโยชนตอสังคม และมีความสอดคลองกับงานวิจัยของ จำนงค มหาวงษ (2547) ศึกษาถึง ปญหาและอุปสรรคในการบริหารสหภาพแรงงาน: กรณีศึกษาสหภาพ แรงงานในเขตนิคมอุตสาหกรรมบางปู พบวา ปจจัยที่กอใหเกิดการยื่นขอเรียกรองเริ่มจากระบบ บริหารงานของนายจาง รวมถึงระบบและการจัดการความปลอดภัยในการทำงาน ปญหาความมั่นคง ในการทำงาน และที่สำคัญ คือ การจัดสวัสดิการ คาจางเงินเดือน สวนปญหาและอุปสรรคในการ เจรจาตอรองมีปญหาและอุปสรรคอันเกิดจากการไมยอมรับสหภาพแรงงานของนายจาง เงื่อนไข การจาง ผูนำสหภาพแรงงานขาดความรูในขอมูลธุรกิจ การสื่อความ ตลอดจนสภาพแวดลอม ภายนอก และมีความสอดคลองกับงานวิจัยของ ธรรมศักดิ์ อภิบาลวรกุล (2550) ศึกษาถึง การจัดตั้ง สหภาพแรงงานในอุตสาหกรรมยานยนตภาคตะวันออก: กรณีศึกษาสหภาพแรงงานผลิตรถยนต แหงหนึ่งในนิคมอุตสาหกรรมอีสเทิรนซีบอรด (ระยอง) พบวา แนวทางการดำเนินงานของสหภาพ แรงงานมี 2 รูปแบบ คือ แบบทวิภาคี และแบบตอตาน โดยปรับเปลี่ยนตามปจจัยที่มีผลกระทบ ไดแก ผูนำองคกร ผูนำแรงงาน องคกรดานแรงงาน องคกรขางเคียง ภาวะเศรษฐกิจ และรัฐ มีความ สอดคลองกับงานวิจัยของ บวร ชื่นจิตต (2550) ศึกษาถึง บทบาทสหภาพแรงงานในองคกรที่เปน อุตสาหกรรมขนาดใหญ: กรณีศึกษา บริษัท สยามโตโยตา อุตสาหกรรม จำกัด พบวา ปจจัยที่มีผล กระทบตอสหภาพแรงงาน ไดแก แนวคิด หลักการการดำเนินงานของบริษัทฯ ที่กำหนดเปนนโยบาย ในการสนับสนุนบทบาทของสหภาพแรงงาน นโยบายของสวนทรัพยากรบุคคลซึ่งเปนตัวกลาง ระหวางสหภาพแรงงานและนายจาง พื้นฐานความรูความเขาใจในบทบาทของคณะกรรมการและ สมาชิกสหภาพแรงงาน ปญหาในการดำเนินการของสหภาพแรงงาน คือ การสื่อสารที่มีตอสหภาพ แรงงานและสมาชิกสหภาพแรงงานยังไมทั่วถึง การดำเนินงานดานแรงงานสัมพันธ มีการดำเนินการในระบบทวิภาคีโดยอาศัยความรวมมือ ของฝายบริหารองคกรและสหภาพแรงงาน และการดำเนินงานในระบบไตรภาคีโดยมีองคกรภายนอก เชน สหพันธแรงงาน และหนวยงานภาครัฐ เขามาเกี่ยวของ โดยการดำเนินงานดานแรงงานสัมพันธ ประกอบดวย การยอมรับซึ่งกันและกันอยางจริงใจ ไดแก การยอมรับในองคกรสหภาพแรงงาน การบริหารจัดการดวยความโปรงใส มีความจริงใจตอกันและยึดหลักความถูกตองชอบธรรม การทำ กิจกรรมรวมกัน ไดแก การประชุมปรึกษาหารือรวมกันและการมีสวนรวมของพนักงาน การสราง ระบบแรงงานสัมพันธ ไดแก โครงสรางดานแรงงานสัมพันธ ระบบการจัดการดานแรงงานสัมพันธ บริหารโดยหลักสุจริตและความเปนธรรม การสื่อสารอยางมีประสิทธิภาพ และการขจัดความขัดแยง ซึ่งมีความสอดคลองกับงานวิจัยของ สิทธิพร เจริญสิทธิกุล (2546) ศึกษาถึง แรงงานสัมพันธ

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THAILAND HR JOURNAL 2014,VOLUME 6

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สมาชิกสหภาพแรงงานมีความพึงพอใจในการดำเนินงานของสหภาพแรงงานตามความตองการ ของสมาชิกโดยการรักษาผลประโยชนของสมาชิก ผลการวิเคราะหขอมูลรวมกันจากการวิจัยทั้งสอง วิธีไดผลที่สอดคลองกันในระดับมากทุกประเด็น และการดำเนินงานดานแรงงานสัมพันธ จากการ วิจัยเชิงคุณภาพ พบวา ผูใหสัมภาษณมีความคิดเห็นไปในแนวทางเดียวกันวาการดำเนินงานดาน แรงงานสัมพันธควรเปนแบบทวิภาคีและไตรภาคี สวนการวิจัยเชิงปริมาณ ผลการศึกษา พบวา สมาชิกสหภาพแรงงานตองการใหการดำเนินงานดานแรงงานสัมพันธเกิดจากการรวมมือกันระหวาง ฝายนายจางและฝายลูกจางเพื่อสรางระบบแรงงานสัมพันธภายในองคกร โดยเนนการมีสวนรวม ของพนักงาน ดังนั้นผลการวิเคราะหขอมูลรวมกันจากการวิจัยทั้งสองวิธีที่การทำกิจกรรมรวมกัน การสรางระบบแรงงานสัมพันธ และองคกรภายนอก สวนการดำเนินงานดานแรงงานสัมพันธ ที่มีความสอดคลองอยูในระดับนอย ไดแก การบริหารจัดการดวยความโปรงใส และการมีความ จริงใจตอกัน

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อภิปรายผล จากขอมูลที่ไดจากการศึกษาหลักการ แนวคิด ทฤษฎีและงานวิจัย ไดขอคนพบจากการศึกษา เปนผลของการวิจัย ซึ่งสรุปและนำเสนอเพื่ออธิบายผลลัพธที่ไดจากการวิจัย ดังนี้ สาเหตุการจัดตั้งสหภาพแรงงาน ประกอบดวย การบริหารจัดการองคกร ไดแก พนักงาน ไมไดรับความเปนธรรม นายจางไมปฏิบัติตามกฎหมาย การสื่อสารกับพนักงาน การเปลี่ยนแปลง นโยบายการบริหารจัดการองคกร ผลประโยชน ไดแก ผลประโยชนของลูกจาง ไดแก คาจาง สวัสดิการ โบนัส การปรับเงิน ความมั่นคงในหนาที่การงาน รวมทั้งผลประโยชนของบุคคลบางกลุมภายในองคกร และองคกรภายนอก ไดแก การเปรียบเทียบกับบริษัทอื่น ฐานเสียงขององคกรแรงงาน หรือองคกร ทางการเมือง ซึ่งมีความสอดคลองกับงานวิจัยของ วิรัตน สุวรรณรัตน (2545) ศึกษาถึง ปจจัยที่กอ ใหเกิดการจัดตั้งสหภาพแรงงานในเขตจังหวัดสมุทรปราการ พบวา ปจจัยที่กอใหเกิดสหภาพแรงงาน คือ ปจจัยทางดานการผลักดันของพนักงาน ฝายบริหาร ระบบการบริหาร การสนับสนุนจากภาครัฐ และสภาพแวดลอมที่เอื้อใหเกิดการจัดตั้งสหภาพแรงงาน และมีความสอดคลองกับงานวิจัยของ ธรรมศักดิ์ อภิบาลวรกุล (2550) ศึกษาถึง การจัดตั้งสหภาพแรงงานในอุตสาหกรรมยานยนตภาค ตะวันออก: กรณีศึกษาสหภาพแรงงานผลิตรถยนตแหงหนึ่งในนิคมอุตสาหกรรมอีสเทิรนซีบอรด (ระยอง) พบวา การจัดตั้งสหภาพแรงงานประกอบดวย 3 ปจจัย คือ ปจจัยภายในองคกร ไดแก การบริหารจัดการในองคกร ความไมพอใจในสวัสดิการและผลประโยชนตอบแทน นายจางละเลย ไมปฏิบัติตามกฎหมาย และการเปรียบเทียบความเปนอยูกับบริษัทขางเคียงที่มีการจัดตั้งสหภาพ แรงงาน ปจจัยในการดำเนินงาน ไดแก ผูนำองคกร ผูนำแรงงาน องคกรดานแรงงาน องคกรรอบขาง และรัฐ และปจจัยภายนอกทั่วไป ไดแก เศรษฐกิจ สังคม กฎหมาย และเทคโนโลยี และมีความ สอดคลองกับงานวิจัยของ บวร ชื่นจิตต (2550) ศึกษาถึง บทบาทสหภาพแรงงานในองคกรที่เปน อุตสาหกรรมขนาดใหญ: กรณีศึกษา บริษัท สยามโตโยตา อุตสาหกรรม จำกัด พบวา สหภาพแรงงาน สยามโตโยตาเกิดขึ้นจากความตองการความมั่นคงของพนักงานและตองการมีตัวแทนในการรักษา สิทธิของพนักงาน สวนสาเหตุการจัดตั้งสหภาพแรงงานเพื่อเปนฐานเสียงขององคกรแรงงาน หรือ องคกรทางการเมืองไมสอดคลองกับงานวิจัยที่ไดศึกษา

การดำเนินงานของสหภาพแรงงาน ประกอบดวย การแสวงหาและคุมครองผลประโยชน เกี่ยวกับสภาพการจาง ไดแก การยื่นและเจรจาขอเรียกรองกับนายจาง การคุมครองสิทธิประโยชน สภาพการจางของสมาชิก การสรางความสัมพันธอันดีระหวางนายจางกับลูกจางและลูกจางดวยกัน ไดแก การประชุมปรึกษาหารือรวมกันในระบบทวิภาคี การทำใหนายจางยอมรับสหภาพแรงงาน การมีสวนรวมในการจัดกิจกรรมขององคกร การสอดสองดูแลปญหาของพนักงาน และการปฏิบัติ ตามกฎหมาย ซึ่งมีความสอดคลองกับงานวิจัยของ วิรัตน สุวรรณรัตน (2545) ศึกษาถึง ปจจัยที่กอ ใหเกิดการจัดตั้งสหภาพแรงงานในเขตจังหวัดสมุทรปราการ พบวา ผลการดำเนินงานของสหภาพ แรงงานมีผลงาน คือ คุมครองสิทธิประโยชนเกี่ยวกับสภาพการจาง สรางความสัมพันธอันดีระหวาง นายจางกับลูกจาง และบำเพ็ญประโยชนตอสังคม และมีความสอดคลองกับงานวิจัยของ จำนงค มหาวงษ (2547) ศึกษาถึง ปญหาและอุปสรรคในการบริหารสหภาพแรงงาน: กรณีศึกษาสหภาพ แรงงานในเขตนิคมอุตสาหกรรมบางปู พบวา ปจจัยที่กอใหเกิดการยื่นขอเรียกรองเริ่มจากระบบ บริหารงานของนายจาง รวมถึงระบบและการจัดการความปลอดภัยในการทำงาน ปญหาความมั่นคง ในการทำงาน และที่สำคัญ คือ การจัดสวัสดิการ คาจางเงินเดือน สวนปญหาและอุปสรรคในการ เจรจาตอรองมีปญหาและอุปสรรคอันเกิดจากการไมยอมรับสหภาพแรงงานของนายจาง เงื่อนไข การจาง ผูนำสหภาพแรงงานขาดความรูในขอมูลธุรกิจ การสื่อความ ตลอดจนสภาพแวดลอม ภายนอก และมีความสอดคลองกับงานวิจัยของ ธรรมศักดิ์ อภิบาลวรกุล (2550) ศึกษาถึง การจัดตั้ง สหภาพแรงงานในอุตสาหกรรมยานยนตภาคตะวันออก: กรณีศึกษาสหภาพแรงงานผลิตรถยนต แหงหนึ่งในนิคมอุตสาหกรรมอีสเทิรนซีบอรด (ระยอง) พบวา แนวทางการดำเนินงานของสหภาพ แรงงานมี 2 รูปแบบ คือ แบบทวิภาคี และแบบตอตาน โดยปรับเปลี่ยนตามปจจัยที่มีผลกระทบ ไดแก ผูนำองคกร ผูนำแรงงาน องคกรดานแรงงาน องคกรขางเคียง ภาวะเศรษฐกิจ และรัฐ มีความ สอดคลองกับงานวิจัยของ บวร ชื่นจิตต (2550) ศึกษาถึง บทบาทสหภาพแรงงานในองคกรที่เปน อุตสาหกรรมขนาดใหญ: กรณีศึกษา บริษัท สยามโตโยตา อุตสาหกรรม จำกัด พบวา ปจจัยที่มีผล กระทบตอสหภาพแรงงาน ไดแก แนวคิด หลักการการดำเนินงานของบริษัทฯ ที่กำหนดเปนนโยบาย ในการสนับสนุนบทบาทของสหภาพแรงงาน นโยบายของสวนทรัพยากรบุคคลซึ่งเปนตัวกลาง ระหวางสหภาพแรงงานและนายจาง พื้นฐานความรูความเขาใจในบทบาทของคณะกรรมการและ สมาชิกสหภาพแรงงาน ปญหาในการดำเนินการของสหภาพแรงงาน คือ การสื่อสารที่มีตอสหภาพ แรงงานและสมาชิกสหภาพแรงงานยังไมทั่วถึง การดำเนินงานดานแรงงานสัมพันธ มีการดำเนินการในระบบทวิภาคีโดยอาศัยความรวมมือ ของฝายบริหารองคกรและสหภาพแรงงาน และการดำเนินงานในระบบไตรภาคีโดยมีองคกรภายนอก เชน สหพันธแรงงาน และหนวยงานภาครัฐ เขามาเกี่ยวของ โดยการดำเนินงานดานแรงงานสัมพันธ ประกอบดวย การยอมรับซึ่งกันและกันอยางจริงใจ ไดแก การยอมรับในองคกรสหภาพแรงงาน การบริหารจัดการดวยความโปรงใส มีความจริงใจตอกันและยึดหลักความถูกตองชอบธรรม การทำ กิจกรรมรวมกัน ไดแก การประชุมปรึกษาหารือรวมกันและการมีสวนรวมของพนักงาน การสราง ระบบแรงงานสัมพันธ ไดแก โครงสรางดานแรงงานสัมพันธ ระบบการจัดการดานแรงงานสัมพันธ บริหารโดยหลักสุจริตและความเปนธรรม การสื่อสารอยางมีประสิทธิภาพ และการขจัดความขัดแยง ซึ่งมีความสอดคลองกับงานวิจัยของ สิทธิพร เจริญสิทธิกุล (2546) ศึกษาถึง แรงงานสัมพันธ

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

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สมาชิกสหภาพแรงงานมีความพึงพอใจในการดำเนินงานของสหภาพแรงงานตามความตองการ ของสมาชิกโดยการรักษาผลประโยชนของสมาชิก ผลการวิเคราะหขอมูลรวมกันจากการวิจัยทั้งสอง วิธีไดผลที่สอดคลองกันในระดับมากทุกประเด็น และการดำเนินงานดานแรงงานสัมพันธ จากการ วิจัยเชิงคุณภาพ พบวา ผูใหสัมภาษณมีความคิดเห็นไปในแนวทางเดียวกันวาการดำเนินงานดาน แรงงานสัมพันธควรเปนแบบทวิภาคีและไตรภาคี สวนการวิจัยเชิงปริมาณ ผลการศึกษา พบวา สมาชิกสหภาพแรงงานตองการใหการดำเนินงานดานแรงงานสัมพันธเกิดจากการรวมมือกันระหวาง ฝายนายจางและฝายลูกจางเพื่อสรางระบบแรงงานสัมพันธภายในองคกร โดยเนนการมีสวนรวม ของพนักงาน ดังนั้นผลการวิเคราะหขอมูลรวมกันจากการวิจัยทั้งสองวิธีที่การทำกิจกรรมรวมกัน การสรางระบบแรงงานสัมพันธ และองคกรภายนอก สวนการดำเนินงานดานแรงงานสัมพันธ ที่มีความสอดคลองอยูในระดับนอย ไดแก การบริหารจัดการดวยความโปรงใส และการมีความ จริงใจตอกัน

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ขอเสนอแนะ 1. สาเหตุการจัดตั้งสหภาพแรงงานที่เกิดจากการบริหารจัดการองคกรโดยเฉพาะดานการ กำหนดนโยบายมักจะถูกกำหนดโดยฝายบริหารแตเพียงฝายเดียว ดังนั้นจึงเสนอใหฝายบริหาร ปรับปรุงการกำหนดนโยบายภายในองคกร โดยเฉพาะนโยบายที่ลูกจางมีสวนไดสวนเสีย โดยการ มีสวนรวมของลูกจาง คือ การรับฟงความคิดเห็นจากพนักงานระดับลาง รวมทั้งความชัดเจนของ นโยบาย ไมขัดตอกฎหมาย และมีเปนธรรมตอลูกจางอยางทั่วถึง 2. การดำเนินงานของสหภาพแรงงานมุงเนนในการรักษาและคุมครองสิทธิประโยชนเกี่ยวกับ สภาพการจางของสมาชิก และเรียกรองผลประโยชนใหฝายลูกจางอยางเดียว ดังนั้นจึงเสนอให การดำเนินงานของสหภาพแรงงานมีการดำเนินงานมุงรักษาผลประโยชนรวมกันทั้งสองฝาย โดย การหาความสมดุลระหวางผลประโยชนของฝายนายจางและลูกจาง กลาวคือ ผลประโยชนใดของ ฝายนายจางที่ลวงล้ำสิทธิประโยชนของลูกจางจะตองไมเกิดขึ้น และผลประโยชนของลูกจาง ที่สงผลเสียตอฝายนายจางจะตองไมเกิดขึ้น โดยผลประโยชนตางๆ นี้จะตองอยูภายใตกฎหมาย 3. การดำเนินงานดานแรงงานสัมพันธ มีการดำเนินงานแบบรวมมือกันทั้งสองฝายในระบบ ทวิภาคี ดังนั้นจึงเสนอใหฝายนายจางมุงเนนการบริหารแรงงานสัมพันธแบบมีสวนรวมทั้งนายจาง และลูกจาง โดยฝายนายจางจะตองยอมรับองคกรลูกจาง และใหเขามามีสวนรวมในการบริหาร งานภายในองคกร เชน การเปนคณะกรรมการในการจัดกิจกรรมตางๆ เพราะองคกรของลูกจาง จะชวยเปนสื่อกลางและประสานความสัมพันธระหวางนายจางกับลูกจางไดเปนอยางดี รวมทั้งการ วางโครงสรางหนวยงานที่ดูแลการบริหารงานดานแรงงานสัมพันธโดยตรงโดยจะตองมีผูเชี่ยวชาญ ดานแรงงานสัมพันธที่มีความรูทางดานกฎหมายแรงงานสามารถใหความรูดานกฎหมายแรงงาน ทั้งแกฝายบริหารขององคกร และเปนที่ปรึกษาใหกับองคกรของลูกจางในกรณีพนักงานมีปญหา ตางๆ เพื่อชวยเหลือและเปนสื่อกลางในการสื่อสารระหวางนายจางและลูกจางใหมีความเขาใจ ไปในแนวทางเดียวกัน

4. การสื่อสารเปนสิ่งสำคัญที่ทำใหฝายนายจางและลูกจางมีความเขาใจกัน ดังนั้นองคกร จึงควรใหความสำคัญตอการสื่อสารโดยบริษัทควรกำหนดนโยบายดานการสื่อสารใหพนักงานทุก ระดับอยางชัดเจน มีการสื่อสารจากบนลงลางและจากลางขึ้นบน โดยอาศัยชองทางตางๆ ที่มีความ ชัดเจนเพื่อใหพนักงานทุกคนไดรับสารที่มีความชัดเจน ถูกตองและเขาใจไปในทิศทางเดียวกัน 5. การยอมรับซึ่งกันและกันดวยความจริงใจเปนสิ่งสำคัญตอการดำเนินงานดานแรงงาน สัมพันธ โดยฝายนายจางตองแสดงความจริงใจใหลูกจางเห็น เชน การปฎิบัติตามกฎหมาย การไม เอารัดเอาเปรียบลูกจาง การรับขอรองทุกขและแกปญหาใหกับพนักงานดวยความรวดเร็ว การบริหาร งานตองเขาถึงพนักงานเพื่อใหไดใจพนักงาน เปนตน

ขอเสนอแนะในการวิจัยครั้งตอไป 1. การจัดตั้งสหภาพแรงงานที่เกิดจากการเปลี่ยนแปลงนโยบายการบริหารจัดการองคกร รวมทั้งการจัดตั้งสหภาพแรงงานเพื่อเปนฐานเสียงขององคกรแรงงาน หรือองคกรทางการเมือง 2. การดำเนินงานของสหภาพแรงงานโดยมุงเนนผลประโยชนรวมกันระหวางนายจางกับ ลูกจาง โดยการหาความสมดุลระหวางผลประโยชนของฝายนายจางและลูกจาง 3. การพัฒนาระบบแรงงานสัมพันธแบบบูรณาการ โดยใชหลักการมีสวนรวมของทุกคน ในองคกร

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

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ขององคกรธุรกิจในวิสาหกิจขนาดใหญที่มีสหภาพแรงงานศึกษากรณี บริษัท ไทยฮอนดา แมนู แฟคเจอริ่ง จำกัด พบวา บริษัทมีนโยบายและวางแผนเกี่ยวกับระบบแรงงานสัมพันธอยางมี ประสิทธิภาพมีการนำเอาหลักวิชาการและแนวคิดทฤษฎีมาประยุกตใชในการปฏิบัติทำใหองคกร มีระบบแรงงานสัมพันธที่มีคุณภาพตรงตามความตองการทุกฝาย และมีสอดคลองกับงานวิจัยของ จำนงค มหาวงษ (2547) ศึกษาถึง ปญหาและอุปสรรคในการบริหารสหภาพแรงงาน: กรณีศึกษา สหภาพแรงงานในเขตนิคมอุตสาหกรรมบางปู พบวา ปญหาและอุปสรรคในการบริหารสหภาพ แรงงานที่ศึกษาสามารถแกไขใหทุเลาลงได ถานายจางยอมรับบทบาทของสหภาพแรงงานที่ได กระทำตามกฎหมาย และเปดโอกาสใหเขามามีสวนรวมในการจัดการ และมีความสอดคลองกับ งานวิจัยของ ธรรมศักดิ์ อภิบาลวรกุล (2550) ศึกษาถึง การจัดตั้งสหภาพแรงงานในอุตสาหกรรม ยานยนตภาคตะวันออก: กรณีศึกษาสหภาพแรงงานผลิตรถยนตแหงหนึ่งในนิคมอุตสาหกรรม อีสเทิรนซีบอรด (ระยอง) พบวา การสงเสริมดานแรงงานสัมพันธมีแนวทางที่สำคัญ คือ การยอมรับ และสรางสัมพันธที่ดีระหวางผูบริหารกับสหภาพแรงงานโดยใชระบบทวิภาคี ใหพนักงานเขามา มีสวนรวม ใหการฝกอบรมแกคณะกรรมการสหภาพ และมีฝายบุคคลที่เปนมืออาชีพ

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บรรณานุกรม จำนงค มหาวงษ. (2547). ปญหาและอุปสรรคในการบริหารสหภาพแรงงาน: กรณีศึกษาสหภาพ แรงงานในเขตนิคมอุตสาหกรรมบางปู. ปญหาพิเศษรัฐประศาสนศาสตรมหาบัณฑิต, สาขา การบริหารทั่วไป, วิทยาลัยการบริหารรัฐกิจ, มหาวิทยาลัยบูรพา. จำเนียร จวงตระกูล. (2551). การวิจัยเชิงคุณภาพ เครื่องมือสรางองคความรูเพื่อพัฒนาประเทศ(1). กรุงเทพฯ: ศูนยกฎหมายธุรกิจอินเตอรเนชั่นแนล. ________ . (2551). การวิจัยเชิงคุณภาพ เครื่องมือสรางองคความรูเพื่อพัฒนาประเทศ(2). กรุงเทพฯ: ศูนยกฎหมายธุรกิจอินเตอรเนชั่นแนล. ________ . (2552). การบริหารทรัพยากรมนุษยเชิงยุทธศาสตร: ทฤษฎีและการปฎิบัติ. กรุงเทพฯ: ศูนยกฎหมายธุรกิจอินเตอรเนชั่นแนล. ชวลิต สละ. (2551). หลักเศรษฐศาสตรแรงงานเบื้องตน. กรุงเทพฯ: สำนักพิมพแหงจุฬาลงกรณ มหาวิทยาลัย.

ขอเสนอแนะ 1. สาเหตุการจัดตั้งสหภาพแรงงานที่เกิดจากการบริหารจัดการองคกรโดยเฉพาะดานการ กำหนดนโยบายมักจะถูกกำหนดโดยฝายบริหารแตเพียงฝายเดียว ดังนั้นจึงเสนอใหฝายบริหาร ปรับปรุงการกำหนดนโยบายภายในองคกร โดยเฉพาะนโยบายที่ลูกจางมีสวนไดสวนเสีย โดยการ มีสวนรวมของลูกจาง คือ การรับฟงความคิดเห็นจากพนักงานระดับลาง รวมทั้งความชัดเจนของ นโยบาย ไมขัดตอกฎหมาย และมีเปนธรรมตอลูกจางอยางทั่วถึง 2. การดำเนินงานของสหภาพแรงงานมุงเนนในการรักษาและคุมครองสิทธิประโยชนเกี่ยวกับ สภาพการจางของสมาชิก และเรียกรองผลประโยชนใหฝายลูกจางอยางเดียว ดังนั้นจึงเสนอให การดำเนินงานของสหภาพแรงงานมีการดำเนินงานมุงรักษาผลประโยชนรวมกันทั้งสองฝาย โดย การหาความสมดุลระหวางผลประโยชนของฝายนายจางและลูกจาง กลาวคือ ผลประโยชนใดของ ฝายนายจางที่ลวงล้ำสิทธิประโยชนของลูกจางจะตองไมเกิดขึ้น และผลประโยชนของลูกจาง ที่สงผลเสียตอฝายนายจางจะตองไมเกิดขึ้น โดยผลประโยชนตางๆ นี้จะตองอยูภายใตกฎหมาย 3. การดำเนินงานดานแรงงานสัมพันธ มีการดำเนินงานแบบรวมมือกันทั้งสองฝายในระบบ ทวิภาคี ดังนั้นจึงเสนอใหฝายนายจางมุงเนนการบริหารแรงงานสัมพันธแบบมีสวนรวมทั้งนายจาง และลูกจาง โดยฝายนายจางจะตองยอมรับองคกรลูกจาง และใหเขามามีสวนรวมในการบริหาร งานภายในองคกร เชน การเปนคณะกรรมการในการจัดกิจกรรมตางๆ เพราะองคกรของลูกจาง จะชวยเปนสื่อกลางและประสานความสัมพันธระหวางนายจางกับลูกจางไดเปนอยางดี รวมทั้งการ วางโครงสรางหนวยงานที่ดูแลการบริหารงานดานแรงงานสัมพันธโดยตรงโดยจะตองมีผูเชี่ยวชาญ ดานแรงงานสัมพันธที่มีความรูทางดานกฎหมายแรงงานสามารถใหความรูดานกฎหมายแรงงาน ทั้งแกฝายบริหารขององคกร และเปนที่ปรึกษาใหกับองคกรของลูกจางในกรณีพนักงานมีปญหา ตางๆ เพื่อชวยเหลือและเปนสื่อกลางในการสื่อสารระหวางนายจางและลูกจางใหมีความเขาใจ ไปในแนวทางเดียวกัน

4. การสื่อสารเปนสิ่งสำคัญที่ทำใหฝายนายจางและลูกจางมีความเขาใจกัน ดังนั้นองคกร จึงควรใหความสำคัญตอการสื่อสารโดยบริษัทควรกำหนดนโยบายดานการสื่อสารใหพนักงานทุก ระดับอยางชัดเจน มีการสื่อสารจากบนลงลางและจากลางขึ้นบน โดยอาศัยชองทางตางๆ ที่มีความ ชัดเจนเพื่อใหพนักงานทุกคนไดรับสารที่มีความชัดเจน ถูกตองและเขาใจไปในทิศทางเดียวกัน 5. การยอมรับซึ่งกันและกันดวยความจริงใจเปนสิ่งสำคัญตอการดำเนินงานดานแรงงาน สัมพันธ โดยฝายนายจางตองแสดงความจริงใจใหลูกจางเห็น เชน การปฎิบัติตามกฎหมาย การไม เอารัดเอาเปรียบลูกจาง การรับขอรองทุกขและแกปญหาใหกับพนักงานดวยความรวดเร็ว การบริหาร งานตองเขาถึงพนักงานเพื่อใหไดใจพนักงาน เปนตน

ขอเสนอแนะในการวิจัยครั้งตอไป 1. การจัดตั้งสหภาพแรงงานที่เกิดจากการเปลี่ยนแปลงนโยบายการบริหารจัดการองคกร รวมทั้งการจัดตั้งสหภาพแรงงานเพื่อเปนฐานเสียงขององคกรแรงงาน หรือองคกรทางการเมือง 2. การดำเนินงานของสหภาพแรงงานโดยมุงเนนผลประโยชนรวมกันระหวางนายจางกับ ลูกจาง โดยการหาความสมดุลระหวางผลประโยชนของฝายนายจางและลูกจาง 3. การพัฒนาระบบแรงงานสัมพันธแบบบูรณาการ โดยใชหลักการมีสวนรวมของทุกคน ในองคกร

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ขององคกรธุรกิจในวิสาหกิจขนาดใหญที่มีสหภาพแรงงานศึกษากรณี บริษัท ไทยฮอนดา แมนู แฟคเจอริ่ง จำกัด พบวา บริษัทมีนโยบายและวางแผนเกี่ยวกับระบบแรงงานสัมพันธอยางมี ประสิทธิภาพมีการนำเอาหลักวิชาการและแนวคิดทฤษฎีมาประยุกตใชในการปฏิบัติทำใหองคกร มีระบบแรงงานสัมพันธที่มีคุณภาพตรงตามความตองการทุกฝาย และมีสอดคลองกับงานวิจัยของ จำนงค มหาวงษ (2547) ศึกษาถึง ปญหาและอุปสรรคในการบริหารสหภาพแรงงาน: กรณีศึกษา สหภาพแรงงานในเขตนิคมอุตสาหกรรมบางปู พบวา ปญหาและอุปสรรคในการบริหารสหภาพ แรงงานที่ศึกษาสามารถแกไขใหทุเลาลงได ถานายจางยอมรับบทบาทของสหภาพแรงงานที่ได กระทำตามกฎหมาย และเปดโอกาสใหเขามามีสวนรวมในการจัดการ และมีความสอดคลองกับ งานวิจัยของ ธรรมศักดิ์ อภิบาลวรกุล (2550) ศึกษาถึง การจัดตั้งสหภาพแรงงานในอุตสาหกรรม ยานยนตภาคตะวันออก: กรณีศึกษาสหภาพแรงงานผลิตรถยนตแหงหนึ่งในนิคมอุตสาหกรรม อีสเทิรนซีบอรด (ระยอง) พบวา การสงเสริมดานแรงงานสัมพันธมีแนวทางที่สำคัญ คือ การยอมรับ และสรางสัมพันธที่ดีระหวางผูบริหารกับสหภาพแรงงานโดยใชระบบทวิภาคี ใหพนักงานเขามา มีสวนรวม ใหการฝกอบรมแกคณะกรรมการสหภาพ และมีฝายบุคคลที่เปนมืออาชีพ

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บรรณานุกรม จำนงค มหาวงษ. (2547). ปญหาและอุปสรรคในการบริหารสหภาพแรงงาน: กรณีศึกษาสหภาพ แรงงานในเขตนิคมอุตสาหกรรมบางปู. ปญหาพิเศษรัฐประศาสนศาสตรมหาบัณฑิต, สาขา การบริหารทั่วไป, วิทยาลัยการบริหารรัฐกิจ, มหาวิทยาลัยบูรพา. จำเนียร จวงตระกูล. (2551). การวิจัยเชิงคุณภาพ เครื่องมือสรางองคความรูเพื่อพัฒนาประเทศ(1). กรุงเทพฯ: ศูนยกฎหมายธุรกิจอินเตอรเนชั่นแนล. ________ . (2551). การวิจัยเชิงคุณภาพ เครื่องมือสรางองคความรูเพื่อพัฒนาประเทศ(2). กรุงเทพฯ: ศูนยกฎหมายธุรกิจอินเตอรเนชั่นแนล. ________ . (2552). การบริหารทรัพยากรมนุษยเชิงยุทธศาสตร: ทฤษฎีและการปฎิบัติ. กรุงเทพฯ: ศูนยกฎหมายธุรกิจอินเตอรเนชั่นแนล. ชวลิต สละ. (2551). หลักเศรษฐศาสตรแรงงานเบื้องตน. กรุงเทพฯ: สำนักพิมพแหงจุฬาลงกรณ มหาวิทยาลัย.

Clark, V. L. P. & Creswell, J. W. (2008). The mixed methods reader. Thousand Oaks: Sage.

บวร ชื่นจิตต. (2550). บทบาทสหภาพแรงงานในองคกรที่เปนอุตสาหกรรมขนาดใหญ: กรณีศึกษา บริษัท สยามโตโยตาอุตสาหกรรม จำกัด. สารนิพนธวิทยาศาสตรมหาบัณฑิต, สาขาการพัฒนา ทรัพยากรมนุษยและองคการ, คณะพัฒนาทรัพยากรมนุษย, สถาบันบัณฑิตพัฒนบริหาร ศาสตร.

Creswell, J. W. (2009). Research design : qualitative, quantitative, and mixed methods approachs. Thousand Oaks: Sage.

วิชัย โถสุวรรณจินดา. (2554). แรงงานสัมพันธ: กุญแจแหงความรวมมือระหวางนายจางและลูกจาง. กรุงเทพฯ: นิติธรรม.

Yamane, T. (1973). Statistics: An Introductory Analysis. New York: Harper & Row.

วิรัตน สุวรรณรัตน. (2545). ปจจัยที่กอใหเกิดการจัดตั้งสหภาพแรงงานในเขตจังหวัดสมุทรปราการ. ปญหาพิเศษรัฐประศาสนศาสตรมหาบัณฑิต, สาขาการบริหารทั่วไป, บัณฑิตวิทยาลัย, มหาวิทยาลัยบูรพา. สำนักงานคณะกรรมการพัฒนาการเศรษฐกิจและสังคมแหงชาติ. (2554). แผนพัฒนาเศรษฐกิจ และสังคมแหงชาติ ฉบับที่ 11 (พ.ศ. 2555 - 2559). เขาถึงไดจาก www.nesdb.go.th สำนักแรงงานสัมพันธ กรมสวัสดิการและคุมครองแรงงาน กระทรวงแรงงาน. (2553). พระราช บัญญัติแรงงานสัมพันธ พ.ศ. 2518. เขาถึงไดจาก www.relation.labour.go.th สำนักแรงงานสัมพันธ กรมสวัสดิการและคุมครองแรงงาน กระทรวงแรงงาน. (2553). สถิติการ พิพาทแรงงาน การนัดหยุดงาน และการปดงาน จำแนกตามจังหวัดทั่วราชอาณาจักร (2551– 2553). เขาถึงไดจาก www.relation.labour.go.th สังศิต พิริยะรังสรรค. (2546). แรงงานสัมพันธ: ทฤษฎีและการปฏิบัติ. กรุงเทพฯ: สำนักพิมพแหง จุฬาลงกรณมหาวิทยาลัย. สิทธิพร เจริญสิทธิกุล. (2546). แรงงานสัมพันธขององคกรธุรกิจในวิสาหกิจขนาดใหญที่มีสหภาพ แรงงาน ศึกษากรณีบริษัท ไทยฮอนดา แมนูแฟคเจอริ่ง จำกัด. งานนิพนธการจัดการมหา บัณฑิต, สาขาการจัดการทรัพยากรมนุษย, บัณฑิตวิทยาลัย, มหาวิทยาลัยบูรพา. สุบัทมา ตันตยาภินันท. (2554). ความแตกตางภายในองคกรกับยุทธวิธีในการบริหารทรัพยากรมนุษย. กรุงเทพฯ: มหาวิทยาลัยกรุงเทพ.

________ . (2011). Designing and conducting mixed methods research. Thousand Oaks: Sage.

Dunlop, J. T. (1993). Industrial relations system. Boston: Harvard Business School.

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ธรรมศักดิ์ อภิบาลวรกุล. (2550). การจัดตั้งสหภาพแรงงานในอุตสาหกรรมยานยนตภาคตะวันออก: กรณีศึกษาสหภาพแรงงานผลิตรถยนตแหงหนึ่งในนิคมอุตสาหกรรมอีสเทิรนซีบอรด (ระยอง). งานนิพนธการจัดการมหาบัณฑิต, สาขาการจัดการทรัพยากรมนุษย, คณะมนุษยศาสตรและสังคมศาสตร, มหาวิทยาลัยบูรพา.

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Clark, V. L. P. & Creswell, J. W. (2008). The mixed methods reader. Thousand Oaks: Sage.

บวร ชื่นจิตต. (2550). บทบาทสหภาพแรงงานในองคกรที่เปนอุตสาหกรรมขนาดใหญ: กรณีศึกษา บริษัท สยามโตโยตาอุตสาหกรรม จำกัด. สารนิพนธวิทยาศาสตรมหาบัณฑิต, สาขาการพัฒนา ทรัพยากรมนุษยและองคการ, คณะพัฒนาทรัพยากรมนุษย, สถาบันบัณฑิตพัฒนบริหาร ศาสตร.

Creswell, J. W. (2009). Research design : qualitative, quantitative, and mixed methods approachs. Thousand Oaks: Sage.

วิชัย โถสุวรรณจินดา. (2554). แรงงานสัมพันธ: กุญแจแหงความรวมมือระหวางนายจางและลูกจาง. กรุงเทพฯ: นิติธรรม.

Yamane, T. (1973). Statistics: An Introductory Analysis. New York: Harper & Row.

วิรัตน สุวรรณรัตน. (2545). ปจจัยที่กอใหเกิดการจัดตั้งสหภาพแรงงานในเขตจังหวัดสมุทรปราการ. ปญหาพิเศษรัฐประศาสนศาสตรมหาบัณฑิต, สาขาการบริหารทั่วไป, บัณฑิตวิทยาลัย, มหาวิทยาลัยบูรพา. สำนักงานคณะกรรมการพัฒนาการเศรษฐกิจและสังคมแหงชาติ. (2554). แผนพัฒนาเศรษฐกิจ และสังคมแหงชาติ ฉบับที่ 11 (พ.ศ. 2555 - 2559). เขาถึงไดจาก www.nesdb.go.th สำนักแรงงานสัมพันธ กรมสวัสดิการและคุมครองแรงงาน กระทรวงแรงงาน. (2553). พระราช บัญญัติแรงงานสัมพันธ พ.ศ. 2518. เขาถึงไดจาก www.relation.labour.go.th สำนักแรงงานสัมพันธ กรมสวัสดิการและคุมครองแรงงาน กระทรวงแรงงาน. (2553). สถิติการ พิพาทแรงงาน การนัดหยุดงาน และการปดงาน จำแนกตามจังหวัดทั่วราชอาณาจักร (2551– 2553). เขาถึงไดจาก www.relation.labour.go.th สังศิต พิริยะรังสรรค. (2546). แรงงานสัมพันธ: ทฤษฎีและการปฏิบัติ. กรุงเทพฯ: สำนักพิมพแหง จุฬาลงกรณมหาวิทยาลัย. สิทธิพร เจริญสิทธิกุล. (2546). แรงงานสัมพันธขององคกรธุรกิจในวิสาหกิจขนาดใหญที่มีสหภาพ แรงงาน ศึกษากรณีบริษัท ไทยฮอนดา แมนูแฟคเจอริ่ง จำกัด. งานนิพนธการจัดการมหา บัณฑิต, สาขาการจัดการทรัพยากรมนุษย, บัณฑิตวิทยาลัย, มหาวิทยาลัยบูรพา. สุบัทมา ตันตยาภินันท. (2554). ความแตกตางภายในองคกรกับยุทธวิธีในการบริหารทรัพยากรมนุษย. กรุงเทพฯ: มหาวิทยาลัยกรุงเทพ.

________ . (2011). Designing and conducting mixed methods research. Thousand Oaks: Sage.

Dunlop, J. T. (1993). Industrial relations system. Boston: Harvard Business School.

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ธรรมศักดิ์ อภิบาลวรกุล. (2550). การจัดตั้งสหภาพแรงงานในอุตสาหกรรมยานยนตภาคตะวันออก: กรณีศึกษาสหภาพแรงงานผลิตรถยนตแหงหนึ่งในนิคมอุตสาหกรรมอีสเทิรนซีบอรด (ระยอง). งานนิพนธการจัดการมหาบัณฑิต, สาขาการจัดการทรัพยากรมนุษย, คณะมนุษยศาสตรและสังคมศาสตร, มหาวิทยาลัยบูรพา.

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Dr. Saratid Sakulkoo Burapha University E-mail: [email protected] or [email protected] Dr. Phana Dullayaphut Udon Thani Rajabat University E-mail: [email protected] Khwankanlaya Poonna Burapha University E-mail: [email protected]

Migrant workers play important roles in Thailand's economy and contribute to increased revenue for the country. After ruling the country under the authority of the National Peace and Order in mid- year 2014, more than 200,000 migrant rushed to return to their homelands because of the rumors to continue the crackdown on illegal labor that has an impact on business in the country. In addition, the United States of America has reduced the reliability level of Thailand business operations due to human trafficking. From the above rationale this study is aimed to study the experiences of migrant workers in Udon Thani province using a qualitative approach. The researchers had difficulty in collecting data due to martial law. However, the information found is interesting. The results are presented in five major themes: (1) Reasons to come to work in Thailand, (2) Health services for migrant workers, (3) Udon Thani is just a transit place for moving to another area in Thailand ; (4) The need of career motivation and career commitment of unskilled migrant workers, (5) Educational opportunities and career development for migrant workers. This study has implications for research and practice for human resource development and for the career development education for migrant workers. Key Words: Migrant Worker, Career Development, Human Resource Development, Thailand

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บทคัดยอ แรงงานขามชาติหรือแรงงานตางดาว มีบทบาทสำคัญใน ระบบเศรษฐกิจของไทยและมีสวนในการ เพิ่มรายไดใหกับประเทศ หลังการปกครองประเทศภายใตอำนาจของคณะรักษาความสงบแหงชาติ (คสช) ในกลางป พ.ศ. 2557 แรงงานขามชาติ มากกวา 200,000 คน ไดอพยพกลับภูมิลำเนา เนื่องจากขาวลือในการที่จะดำเนินการปราบปรามกลุมแรงงานผิดกฎหมายทำใหมีผลกระทบตอ ธุรกิจในประเทศ ประกอบกับการที่ประเทศสหรัฐอเมริกาลดระดับความนาเชื่อถือของการดำเนิน ธุรกิจไทยโดยอางเรื่อง การคามนุษย ทำใหคณะผูวิจัยสนใจศึกษาแรงงานขามชาติโดยมีวัตถุประสงค เพื่อศึกษาประสบการณชีวิตกลุมแรงงานขามชาติในเขตจังหวัดอุดรธานี โดยวิธีวิจัยเชิงคุณภาพ (Qualitative Approach) คณะผูวิจัยมีอุปสรรคในการเก็บรวบรวมขอมูล เพราะอยูในชวงประกาศ กฎอัยการศึก (Martial Law) แตขอมูลที่คนพบนาสนใจอยางยิ่ง ผลการวิจัยนำเสนอเปน 5 ประเด็น หลักคือ (1) เหตุผลในการเขามาทำงานในประเทศไทย (2) การใหบริการสุขภาพของแรงงานขามชาติ (3) อุดรธานีเปนเพียงสถานที่ขนสงสำหรับการยายไปยังพื้นที่อื่น (4) ความจำเปนในการประกอบ อาชีพของแรงจูงใจและความมุงมั่นในอาชีพของแรงงานขามชาติไรฝมือ (5) โอกาสในการศึกษาและ การพัฒนาอาชีพสำหรับแรงงานขามชาติ การศึกษาครั้งนี้มีขอเสนอแนะในการประยุกตใชผลการวิจัย ทั้งดานการวิจัยและภาคปฏิบัติในการพัฒนาทรัพยากรมนุษย อีกทั้งดานการพัฒนาอาชีพสำหรับ แรงงานขามชาติ คำสำคัญ: แรงงานตางดาว, แรงงานขามชาติ, การพัฒนาอาชีพ, การพัฒนาทรัพยากรมนุษย

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HUMAN REROURCE DEVELOPMENT: A STUDY OF

ABSTRACT

INTRODUCTION

On May, 2014 the then Thai Army Chief, Prayuth Chan-ocha, called for Martial Law. As a result, there were more than 200,000 migrant workers who fled from Thailand, after rumors spread of a military-led crackdown on illegal labor (www.nationnews.com). More importantly, the US downgraded Thailand to the lowest level of Tier 3 in its 2014 trafficking in persons report (TIP) (www.nationnews.com; www economist.com; www.bangkokpost.com). Although Thailand is regarded as a breakthrough country in the protection of the fundamental rights of migrants, the violation of labor rights still remains, this is a challenge for the government. The Thailand government has developed policies that consider the long-term interests of the country of employers and employees, NGOs and labor rights groups who play an important role in the operation of the rights of migrants (Devereaux & SabatesWheeler 2004) A proposal was made to the Government of Thailand concerning the influx of migrant workers into the country over the last ten years and this requires a long-term policy for the labor group (IOM 2010; Thailand Development Research Institute, 2010; Vasuprasat 2010; Lawyers Council of Thailand, 2011). Thailand has become a country which had continued to develop before the 21st century and the opening of Thailand as a country involved in the establishment of the ASEAN

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Dr. Saratid Sakulkoo Burapha University E-mail: [email protected] or [email protected] Dr. Phana Dullayaphut Udon Thani Rajabat University E-mail: [email protected] Khwankanlaya Poonna Burapha University E-mail: [email protected]

Migrant workers play important roles in Thailand's economy and contribute to increased revenue for the country. After ruling the country under the authority of the National Peace and Order in mid- year 2014, more than 200,000 migrant rushed to return to their homelands because of the rumors to continue the crackdown on illegal labor that has an impact on business in the country. In addition, the United States of America has reduced the reliability level of Thailand business operations due to human trafficking. From the above rationale this study is aimed to study the experiences of migrant workers in Udon Thani province using a qualitative approach. The researchers had difficulty in collecting data due to martial law. However, the information found is interesting. The results are presented in five major themes: (1) Reasons to come to work in Thailand, (2) Health services for migrant workers, (3) Udon Thani is just a transit place for moving to another area in Thailand ; (4) The need of career motivation and career commitment of unskilled migrant workers, (5) Educational opportunities and career development for migrant workers. This study has implications for research and practice for human resource development and for the career development education for migrant workers. Key Words: Migrant Worker, Career Development, Human Resource Development, Thailand

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บทคัดยอ แรงงานขามชาติหรือแรงงานตางดาว มีบทบาทสำคัญใน ระบบเศรษฐกิจของไทยและมีสวนในการ เพิ่มรายไดใหกับประเทศ หลังการปกครองประเทศภายใตอำนาจของคณะรักษาความสงบแหงชาติ (คสช) ในกลางป พ.ศ. 2557 แรงงานขามชาติ มากกวา 200,000 คน ไดอพยพกลับภูมิลำเนา เนื่องจากขาวลือในการที่จะดำเนินการปราบปรามกลุมแรงงานผิดกฎหมายทำใหมีผลกระทบตอ ธุรกิจในประเทศ ประกอบกับการที่ประเทศสหรัฐอเมริกาลดระดับความนาเชื่อถือของการดำเนิน ธุรกิจไทยโดยอางเรื่อง การคามนุษย ทำใหคณะผูวิจัยสนใจศึกษาแรงงานขามชาติโดยมีวัตถุประสงค เพื่อศึกษาประสบการณชีวิตกลุมแรงงานขามชาติในเขตจังหวัดอุดรธานี โดยวิธีวิจัยเชิงคุณภาพ (Qualitative Approach) คณะผูวิจัยมีอุปสรรคในการเก็บรวบรวมขอมูล เพราะอยูในชวงประกาศ กฎอัยการศึก (Martial Law) แตขอมูลที่คนพบนาสนใจอยางยิ่ง ผลการวิจัยนำเสนอเปน 5 ประเด็น หลักคือ (1) เหตุผลในการเขามาทำงานในประเทศไทย (2) การใหบริการสุขภาพของแรงงานขามชาติ (3) อุดรธานีเปนเพียงสถานที่ขนสงสำหรับการยายไปยังพื้นที่อื่น (4) ความจำเปนในการประกอบ อาชีพของแรงจูงใจและความมุงมั่นในอาชีพของแรงงานขามชาติไรฝมือ (5) โอกาสในการศึกษาและ การพัฒนาอาชีพสำหรับแรงงานขามชาติ การศึกษาครั้งนี้มีขอเสนอแนะในการประยุกตใชผลการวิจัย ทั้งดานการวิจัยและภาคปฏิบัติในการพัฒนาทรัพยากรมนุษย อีกทั้งดานการพัฒนาอาชีพสำหรับ แรงงานขามชาติ คำสำคัญ: แรงงานตางดาว, แรงงานขามชาติ, การพัฒนาอาชีพ, การพัฒนาทรัพยากรมนุษย

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HUMAN REROURCE DEVELOPMENT: A STUDY OF

ABSTRACT

INTRODUCTION

On May, 2014 the then Thai Army Chief, Prayuth Chan-ocha, called for Martial Law. As a result, there were more than 200,000 migrant workers who fled from Thailand, after rumors spread of a military-led crackdown on illegal labor (www.nationnews.com). More importantly, the US downgraded Thailand to the lowest level of Tier 3 in its 2014 trafficking in persons report (TIP) (www.nationnews.com; www economist.com; www.bangkokpost.com). Although Thailand is regarded as a breakthrough country in the protection of the fundamental rights of migrants, the violation of labor rights still remains, this is a challenge for the government. The Thailand government has developed policies that consider the long-term interests of the country of employers and employees, NGOs and labor rights groups who play an important role in the operation of the rights of migrants (Devereaux & SabatesWheeler 2004) A proposal was made to the Government of Thailand concerning the influx of migrant workers into the country over the last ten years and this requires a long-term policy for the labor group (IOM 2010; Thailand Development Research Institute, 2010; Vasuprasat 2010; Lawyers Council of Thailand, 2011). Thailand has become a country which had continued to develop before the 21st century and the opening of Thailand as a country involved in the establishment of the ASEAN

So, the whole country was faced with a demand for workers. Moreover, the country must be prepared to adopt the ASEAN protection and promotion of the rights of migrant workers (ASEAN Declaration on the Protection and Promotion of the Rights of Migrant Workers or ACMW) which indicates that both the source and target potential sponsors and dignity of migrants is protected (IOM, 2010). This includes the value of human resources, whether those workers are of any particular nationality and the career path refers to a continuous map of locations. Combinations of a person’s career include career goals, career development and career management which form a continuous process (Werther & Davis 1993, Werner & DeSimone 2006). Currently, Udon Thani, in the upper northeastern part of Thailand has had a rapid growth in terms of economic and business investment. There is increasing public transportation, logistics systems, and especially the Udon Thani International Airport which accommodates passengers and freight, including local and other passengers and freight from the neighboring area of Laos. The bridge between Thailand and Laos via Nong Khai City that is adjacent to Udon Thani is a distance of only 40 kilometers. The rapid growth of the Undon Thani province and its economy, its business buildings, such as banks, real estate etc. has meant that land prices have risen. Currently, there are several business centers such as UD Town Center Plaza, Big C, Lotus, Land Mark, and Central Plaza, which are located in the commercial center of the city. Companies offering credit assist in this expansion both for local and foreign people such as people from Lao. The potential and high purchasing power that occurs results in earnings of several billion baht per year in this area (about 30 baht equals one US dollar). As a result, many companies in Bangkok have expanded their businesses to Udon Thani. However, it is reported from the services of the Provincial Employment Office in the North East in May 2556 (2013) found that there is greater demand for job workers. There are 17,202 job vacancies while only 8,206 workers are looking for jobs (Department of Employment, Ministry of Labor, 2013). Udon Thani area has one of the largest increases in labor demand. The data from the Provincial Bureau of Labor has identified Migrant Workers from Myanmar, Laos, Cambodia, with a total of 621 people from these countries seeking work (Labor Market Research Division, Department of Employment, Ministry of Labor, 2013).

488 workers from Laos are seeking work in the Udon Thani area (Bureau of Labor Udon Thani 2013). From this study it is also found that Vietnamese workers may have increased in Udon Thani area because the area is connected to Nong Khai province on the border of Laos. Because of the above mentioned reasons, the research team is interested to investigate the problems and the demand for migrant workers as well as the effect of migrant workers on the economic and social conditions in the Udon Thani area and also on Thailand as a whole in a current overview of migrant workers. The research team has conducted as a research project to study a group of migrant workers in the province. It is expected that this research will complement the knowledge and reality about this important group of people. And the basic information to be able to understand the concept of the perspectives to lifestyle problems is also important in order to guide those involved to be able to draw out the potential of such workers who are fully employed. The results of the research can be developed so that concepts, attitudes, rules and regulations can be applied to improve the migrant population in Thailand. PURPOSE OF THE STUDY

This study aims to describe the life experiences of migrant workers in the province in the following details: (1) To investigate what is the reason for choosing to become workers in Thailand (2) To study what are the basic needs of migrant worker (3) To explore the context conditions and limitations in promoting the careers and lives of migrant workers in Thailand LITERATURE REVIEW

The following sections describe human resource development concepts, career development (CD) issues and the background of migrant workers in Thailand. Human Resource Development Concept

There is controversy over the meaning of human resource development (HRD). Several definitions of HRD and HRD models have been generated from a Western perspective and are related to HRD within organizations (Akaraborworn, 2006; McLagan, 1989; McLean, 2006; Nadler & Nadler, 1989; Swanson, 1995; Swanson & Holton, 2001). On the other hand, some HRD scholars realize the importance of the need to make HRD more globally accepted and useful by drawing on perspectives from different cultures (Wang & McLean, 2007). Consequently, Western scholars are extending their knowledge of HRD beyond those countries that have dominant Western interests, with research steadily emerging in countries such as India, China, Vietnam, Pakistan and Thailand (Akaraborworn , 2006; Akaraborworn, Osman-Gani, & McLean, 2003; Cho & McLean , 2004). As well, there have been efforts to define the growing field of HRD from a broader perspective (McLean & McLean, 2001). They realized the importance of ethnocentric, Western perspectives which are not

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Economy Community (AEC) and this requires a high demand for labor. Reports from the Department of Investment identify that the population of working age and the skilled labor and unskilled labor market presence in the country’s population is insufficient to meet demand. It therefore became necessary to employ migrant workers. In 2009, migrant workers in Thailand increased by 2.2 million (TDRI, 2010). From 2006 to 2010 it was found that on average the number of aliens working in Thailand per year was 1,053,602 people. There were approximately 221,000 people arriving under the immigration law which accounted for 21.73 percent and illegal immigration represented over 832,000 people or 78.27 percent (The Office of Migrant Workers, Department of Employment; (2012). Currently, migrants working in Thailand have increased to around 4 million (www. economist.com).

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So, the whole country was faced with a demand for workers. Moreover, the country must be prepared to adopt the ASEAN protection and promotion of the rights of migrant workers (ASEAN Declaration on the Protection and Promotion of the Rights of Migrant Workers or ACMW) which indicates that both the source and target potential sponsors and dignity of migrants is protected (IOM, 2010). This includes the value of human resources, whether those workers are of any particular nationality and the career path refers to a continuous map of locations. Combinations of a person’s career include career goals, career development and career management which form a continuous process (Werther & Davis 1993, Werner & DeSimone 2006). Currently, Udon Thani, in the upper northeastern part of Thailand has had a rapid growth in terms of economic and business investment. There is increasing public transportation, logistics systems, and especially the Udon Thani International Airport which accommodates passengers and freight, including local and other passengers and freight from the neighboring area of Laos. The bridge between Thailand and Laos via Nong Khai City that is adjacent to Udon Thani is a distance of only 40 kilometers. The rapid growth of the Undon Thani province and its economy, its business buildings, such as banks, real estate etc. has meant that land prices have risen. Currently, there are several business centers such as UD Town Center Plaza, Big C, Lotus, Land Mark, and Central Plaza, which are located in the commercial center of the city. Companies offering credit assist in this expansion both for local and foreign people such as people from Lao. The potential and high purchasing power that occurs results in earnings of several billion baht per year in this area (about 30 baht equals one US dollar). As a result, many companies in Bangkok have expanded their businesses to Udon Thani. However, it is reported from the services of the Provincial Employment Office in the North East in May 2556 (2013) found that there is greater demand for job workers. There are 17,202 job vacancies while only 8,206 workers are looking for jobs (Department of Employment, Ministry of Labor, 2013). Udon Thani area has one of the largest increases in labor demand. The data from the Provincial Bureau of Labor has identified Migrant Workers from Myanmar, Laos, Cambodia, with a total of 621 people from these countries seeking work (Labor Market Research Division, Department of Employment, Ministry of Labor, 2013).

488 workers from Laos are seeking work in the Udon Thani area (Bureau of Labor Udon Thani 2013). From this study it is also found that Vietnamese workers may have increased in Udon Thani area because the area is connected to Nong Khai province on the border of Laos. Because of the above mentioned reasons, the research team is interested to investigate the problems and the demand for migrant workers as well as the effect of migrant workers on the economic and social conditions in the Udon Thani area and also on Thailand as a whole in a current overview of migrant workers. The research team has conducted as a research project to study a group of migrant workers in the province. It is expected that this research will complement the knowledge and reality about this important group of people. And the basic information to be able to understand the concept of the perspectives to lifestyle problems is also important in order to guide those involved to be able to draw out the potential of such workers who are fully employed. The results of the research can be developed so that concepts, attitudes, rules and regulations can be applied to improve the migrant population in Thailand. PURPOSE OF THE STUDY

This study aims to describe the life experiences of migrant workers in the province in the following details: (1) To investigate what is the reason for choosing to become workers in Thailand (2) To study what are the basic needs of migrant worker (3) To explore the context conditions and limitations in promoting the careers and lives of migrant workers in Thailand LITERATURE REVIEW

The following sections describe human resource development concepts, career development (CD) issues and the background of migrant workers in Thailand. Human Resource Development Concept

There is controversy over the meaning of human resource development (HRD). Several definitions of HRD and HRD models have been generated from a Western perspective and are related to HRD within organizations (Akaraborworn, 2006; McLagan, 1989; McLean, 2006; Nadler & Nadler, 1989; Swanson, 1995; Swanson & Holton, 2001). On the other hand, some HRD scholars realize the importance of the need to make HRD more globally accepted and useful by drawing on perspectives from different cultures (Wang & McLean, 2007). Consequently, Western scholars are extending their knowledge of HRD beyond those countries that have dominant Western interests, with research steadily emerging in countries such as India, China, Vietnam, Pakistan and Thailand (Akaraborworn , 2006; Akaraborworn, Osman-Gani, & McLean, 2003; Cho & McLean , 2004). As well, there have been efforts to define the growing field of HRD from a broader perspective (McLean & McLean, 2001). They realized the importance of ethnocentric, Western perspectives which are not

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THAILAND HR JOURNAL 2014,VOLUME 6

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Economy Community (AEC) and this requires a high demand for labor. Reports from the Department of Investment identify that the population of working age and the skilled labor and unskilled labor market presence in the country’s population is insufficient to meet demand. It therefore became necessary to employ migrant workers. In 2009, migrant workers in Thailand increased by 2.2 million (TDRI, 2010). From 2006 to 2010 it was found that on average the number of aliens working in Thailand per year was 1,053,602 people. There were approximately 221,000 people arriving under the immigration law which accounted for 21.73 percent and illegal immigration represented over 832,000 people or 78.27 percent (The Office of Migrant Workers, Department of Employment; (2012). Currently, migrants working in Thailand have increased to around 4 million (www. economist.com).

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There is some call for a much larger scope for HRD, by defining it as the integrated use of training and development, organization development, and career development to improve individual, group, and organizational effectiveness (McLagan, 1989). However, Lee (2001) suggested that we should not worry about defining the field; we should just keep doing the good things that HRD can do. McLean (1998) argued that Swanson’s (1995) widely adopted model of a three-legged stool, consisting of Economics, Psychology and Systems Theory, as the theoretical foundation of HRD, is an inadequate model for portraying the foundations of HRD. Instead, he proposed the metaphor of an octopus to represent the foundations of HRD, which is more manageable than a 100-legged centipede and more representative of the complexity of the HRD than just a three-legged stool (McLean, 1998). What are the eight tentacles that are foundational to HRD? Is the octopus the right model for HRD? These questions are still the subject of much controversy in the field of HRD. The contributions from Western culture to the growth of the HRD field have become significant. So far, there are several scopes of HRD. There are also different terms and meanings of terms, such as national human resource development (NHRD) (Mclean, Osam-Gani, & Cho, 2004), regional human resource development (RHRD) (Ahn & McLean, 2006), international human resource development (IHRD), or cross-national human resource development (Metcalfe & Rees, 2005). This study focuses on career development (CD) in migrant workers so that in the next section we will present the linkages of CD to HRD. Career Development (CD) Perspectives in the Context of HRD

Career development (CD) has long been cited as a core area associated with human resource development (HRD). When it comes to career development (CD) perspectives in the context of HRD literature, HRD scholars and practitioners appear to have paid little attention to the importance of CD (Egan, Upton & Lynham; 2006). More importantly, with the statement of Swanson and Holton (2001) that “career development (CD) is being overlooked as a contributor to HRD” (p.312). Career development (CD) has been defined by a number of scholars and is supported by a number of theories. McLagan (1989) defined career development as to “assure an alignment of individual career planning and organization career-management process to achieve an optimal match of individual and organizational needs (p.52). It is an alignment with (1) career planning, (2) organization career-management; (3) achieving optimal match for individual and organization needs. Stump (1984) concluded that “Career development = individual’s career + organization’s human resource development (p.92). Furthermore Cumming and Worley (2005) focused career development on helping individuals to achieve their career objectives.

Cumming and Worley (2005) focused career development on helping individuals to achieve their career objectives. Mclean (2010) explained that in the early 1980s, the American Society for Training and Development (ASTD) began exploring the competency areas that belong to human resources. Out of those efforts, McLagan (1989) identified 11 functional areas within the larger field of Human Resources; this model is referred to as the Human Resources Wheel, because it is often illustrated in a pie chart format. These functions were then grouped into two clusters: Human Resource Development (HRD) and Human Resource Management (HRM) (as cited in Mclean 2010). Four of the 11 functions overlapped the two clusters (See Table 1). Table: 1 An Assignment of 11 Human Resource Functions to HRD and HRM Human Resource Management (HRM) Human Resource Development (HRD) • HR Research and Information Systems •Training and Development (T&D) • Union/Labor Relations • Organization Development (OD) • Employee Assistance • Career Development (CD) • Compensation/Benefits • Organization/Job Design • Organization/Job Design • Human Resource Planning • Human Resource Planning • Performance Management Systems • Performance Management Systems • Selection and Staffing • Selection and Staffing Note: Bold items belong exclusively to that column. Non-bold items are shared. Source: McLean (2010) As shown in the table, Career development (CD) is one of the main components of human resource development (HRD). However, there is controversy over the meaning of human resource development (HRD). Several definitions of HRD and HRD models have been generated from the Western perspective and are related to HRD within organizations. On the other hand, some HRD scholars realize the importance of the need to make HRD more globally accepted and useful by drawing on perspectives from different cultures (Wang & McLean, 2007). THE SITUATION OF MIGRANT WORKERS IN THAILAND

Thailand now has a workforce with the need of high quantity, in particular, workers in the agricultural sector and at lower levels. Due to the increasing number of working age Thai workers becoming drastically reduced, and with the increasing age dependency, the birth rate has reduced. These are the cause of labor shortages at lower skill levels in Thailand in the last 10 years, so the demand for migrant workers has achieved a higher proportion. For workers in sectors that are not supplied by sufficient Thai workers such as maids, cleaners or guards, often migrant workers are employed. There are over three million migrant labor people, both legal and illegal (The Office of Migrant Workers, Department

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THAILAND HR JOURNAL 2014,VOLUME 6

adequate to represent the field in the global context. There are those who argue that providing an overall definition of HRD is neither possible, nor desirable (Lee, 2001). Others have argued strongly for one definition, focusing either on learning (Watkins, 1989) or performance (Swanson, 1995).

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There is some call for a much larger scope for HRD, by defining it as the integrated use of training and development, organization development, and career development to improve individual, group, and organizational effectiveness (McLagan, 1989). However, Lee (2001) suggested that we should not worry about defining the field; we should just keep doing the good things that HRD can do. McLean (1998) argued that Swanson’s (1995) widely adopted model of a three-legged stool, consisting of Economics, Psychology and Systems Theory, as the theoretical foundation of HRD, is an inadequate model for portraying the foundations of HRD. Instead, he proposed the metaphor of an octopus to represent the foundations of HRD, which is more manageable than a 100-legged centipede and more representative of the complexity of the HRD than just a three-legged stool (McLean, 1998). What are the eight tentacles that are foundational to HRD? Is the octopus the right model for HRD? These questions are still the subject of much controversy in the field of HRD. The contributions from Western culture to the growth of the HRD field have become significant. So far, there are several scopes of HRD. There are also different terms and meanings of terms, such as national human resource development (NHRD) (Mclean, Osam-Gani, & Cho, 2004), regional human resource development (RHRD) (Ahn & McLean, 2006), international human resource development (IHRD), or cross-national human resource development (Metcalfe & Rees, 2005). This study focuses on career development (CD) in migrant workers so that in the next section we will present the linkages of CD to HRD. Career Development (CD) Perspectives in the Context of HRD

Career development (CD) has long been cited as a core area associated with human resource development (HRD). When it comes to career development (CD) perspectives in the context of HRD literature, HRD scholars and practitioners appear to have paid little attention to the importance of CD (Egan, Upton & Lynham; 2006). More importantly, with the statement of Swanson and Holton (2001) that “career development (CD) is being overlooked as a contributor to HRD” (p.312). Career development (CD) has been defined by a number of scholars and is supported by a number of theories. McLagan (1989) defined career development as to “assure an alignment of individual career planning and organization career-management process to achieve an optimal match of individual and organizational needs (p.52). It is an alignment with (1) career planning, (2) organization career-management; (3) achieving optimal match for individual and organization needs. Stump (1984) concluded that “Career development = individual’s career + organization’s human resource development (p.92). Furthermore Cumming and Worley (2005) focused career development on helping individuals to achieve their career objectives.

Cumming and Worley (2005) focused career development on helping individuals to achieve their career objectives. Mclean (2010) explained that in the early 1980s, the American Society for Training and Development (ASTD) began exploring the competency areas that belong to human resources. Out of those efforts, McLagan (1989) identified 11 functional areas within the larger field of Human Resources; this model is referred to as the Human Resources Wheel, because it is often illustrated in a pie chart format. These functions were then grouped into two clusters: Human Resource Development (HRD) and Human Resource Management (HRM) (as cited in Mclean 2010). Four of the 11 functions overlapped the two clusters (See Table 1). Table: 1 An Assignment of 11 Human Resource Functions to HRD and HRM Human Resource Management (HRM) Human Resource Development (HRD) • HR Research and Information Systems •Training and Development (T&D) • Union/Labor Relations • Organization Development (OD) • Employee Assistance • Career Development (CD) • Compensation/Benefits • Organization/Job Design • Organization/Job Design • Human Resource Planning • Human Resource Planning • Performance Management Systems • Performance Management Systems • Selection and Staffing • Selection and Staffing Note: Bold items belong exclusively to that column. Non-bold items are shared. Source: McLean (2010) As shown in the table, Career development (CD) is one of the main components of human resource development (HRD). However, there is controversy over the meaning of human resource development (HRD). Several definitions of HRD and HRD models have been generated from the Western perspective and are related to HRD within organizations. On the other hand, some HRD scholars realize the importance of the need to make HRD more globally accepted and useful by drawing on perspectives from different cultures (Wang & McLean, 2007). THE SITUATION OF MIGRANT WORKERS IN THAILAND

Thailand now has a workforce with the need of high quantity, in particular, workers in the agricultural sector and at lower levels. Due to the increasing number of working age Thai workers becoming drastically reduced, and with the increasing age dependency, the birth rate has reduced. These are the cause of labor shortages at lower skill levels in Thailand in the last 10 years, so the demand for migrant workers has achieved a higher proportion. For workers in sectors that are not supplied by sufficient Thai workers such as maids, cleaners or guards, often migrant workers are employed. There are over three million migrant labor people, both legal and illegal (The Office of Migrant Workers, Department

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THAILAND HR JOURNAL 2014,VOLUME 6

adequate to represent the field in the global context. There are those who argue that providing an overall definition of HRD is neither possible, nor desirable (Lee, 2001). Others have argued strongly for one definition, focusing either on learning (Watkins, 1989) or performance (Swanson, 1995).

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The Situation of Migrant Workers in the Udon Thani Area

Reports from the provincial labor office indicate that the number of migrant workers who come to work legally between April - June 2556 (2013), that there were 959 people, mostly workers who have been allowed temporary visas, a total of 913 people (about 95 percent) (Bureau of Labor Udon Thani; 2013). For migrant workers by the Thai Cabinet who are allowed to work temporarily in order to compensate for the shortage of labor in Thailand there are three groups from Myanmar, Laos, Cambodia, totaling 621 people, considering citizenship and it was found that Laos had a total of 488 people (78.58 percent), while the people from Myanmar had 92 people (14.81percent) and Cambodia had 41 people (6.60 percent). Myanmar 14.81%

TYPES OF MIGRANT WORKERS IN THAILAND

The definition of foreign workers or migrant workers generally means persons who are not of Thai nationality. It has a different meaning to both legal and technical definitions of an alien under the Working of Aliens Act in 2005 cited in the Handbook of the rights and obligations of migrants (For practitioners) to international organizations (IOM, 2010) which refers to individuals who have no nationality and requires that the alien will work with the permission of the Director General of the Department of Employment. The Director -General or official entrusted (IOM, 2010) only covers migrant workers who come to work in Thailand and who can be divided into two categories under migrant’s immigrant legislation, legal migrants and illegal immigrants. There are thus two main types of migrant workers under migrant immigrant legislation (Regular Migrant Worker) and migrant’s illegal immigrants (Irregular Migrant Workers). An Irregular Migrant Worker is an illegal immigrant group in the labor market with no job skills. On the other hand, a Regular Migrant Worker is the Immigrant worker who is legal, there are 4 types: (1) Lifetime migrant worker where the Department of Labor issued a Lifetime work permit. This is the type of migrant since the original legislation; (2) Temporary migrant workers that are allowed to enter the Kingdom temporarily (Non-Immigrant Visa) work permit. Under the terms of a temporary work permit, it is assigned to migrants working in Thailand for 2 years, but this can be renewed; (3) Type of Investment (BOI) is migrants who are allowed to work or stay in the Kingdom under the law on promotion of investment or other laws with provisions; (4) Types who come to work under the memorandum of understanding governing the employment of the state (MOU) migrants from countries including Myanmar, Laos and Cambodia (IOM, 2010).

Cambodia 6.6%

Laos 78.58%

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of Employment; (2012), and the number increases constantly as the economic expansion continues. As a result, the demand for labor increases. Myanmar\ migrant workers are particularly essential to the country's economic growth as it has continued. (The Office of National Statistics 2012; (The Office of Migrant Workers, Department of Employment; (2012). In a nutshell, the migrant workers who come legally into Thailand are approximately one million three hundred thousand people, of which those from Myanmar account for approximately 1 million people (82 percent) and the majority of this labor immigration is illegal (Department of Employment, Bureau of Labor 2011). Why are migrants smuggled into Thailand from neighboring countries, mostly bordering with it? One of the main reasons is that the economy of Thailand is better than neighboring countries so this is a major attraction, even though there is a risk of arrest by the authorities and exploitation by illegal entrepreneurs. And also there is a labor shortage in Thailand and this is well-known in poorer adjoining counties and is exploited by illegal entrepreneurs. Moreover, the number of skilled workers entering the market is less of an impairment in Thailand because of local labor shortages and, particularly in the agricultural and manufacturing sectors. From 2006 to 2010 it was found that the average number of aliens per year was over one million in the city, of whom 78.237 percent were illegal and 21.73 percent were legal.

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Firgures 1 Three citizenship groups. Myanmar, Laos, Cambodia workers according to the Cabinet resolution for the province Source: Bureau of Labor Udon thani (2013)

In summary, in some types of business in Udon Thani where migrant workers find replacement, labor of Laos nationality is 488 people (78.58 percent). However from our field study we also found that there are some Vietnamese workers in the Udon Thani area. As indicated, this may be because this area is connected to Nong Khai province on the border of Laos.. The research team was interested to investigate the problems and the demand for migrant workers as well as the effect of migrant workers on the economic and social conditions in Udon Thani and also in Thailand as a current overview of migrant workers (Bureau of Labor Udon Thani; 2013). RESEARCH DESIGN

The constructivism and interpretive paradigm are employed in this study to generate theory or knowledge which is consistent with this study’s goal. A qualitative research design is applied by using a case study and a grounded theory approach, since these are appropriate to explore a new body of knowledge from a real life context, which is the

The Situation of Migrant Workers in the Udon Thani Area

Reports from the provincial labor office indicate that the number of migrant workers who come to work legally between April - June 2556 (2013), that there were 959 people, mostly workers who have been allowed temporary visas, a total of 913 people (about 95 percent) (Bureau of Labor Udon Thani; 2013). For migrant workers by the Thai Cabinet who are allowed to work temporarily in order to compensate for the shortage of labor in Thailand there are three groups from Myanmar, Laos, Cambodia, totaling 621 people, considering citizenship and it was found that Laos had a total of 488 people (78.58 percent), while the people from Myanmar had 92 people (14.81percent) and Cambodia had 41 people (6.60 percent). Myanmar 14.81%

TYPES OF MIGRANT WORKERS IN THAILAND

The definition of foreign workers or migrant workers generally means persons who are not of Thai nationality. It has a different meaning to both legal and technical definitions of an alien under the Working of Aliens Act in 2005 cited in the Handbook of the rights and obligations of migrants (For practitioners) to international organizations (IOM, 2010) which refers to individuals who have no nationality and requires that the alien will work with the permission of the Director General of the Department of Employment. The Director -General or official entrusted (IOM, 2010) only covers migrant workers who come to work in Thailand and who can be divided into two categories under migrant’s immigrant legislation, legal migrants and illegal immigrants. There are thus two main types of migrant workers under migrant immigrant legislation (Regular Migrant Worker) and migrant’s illegal immigrants (Irregular Migrant Workers). An Irregular Migrant Worker is an illegal immigrant group in the labor market with no job skills. On the other hand, a Regular Migrant Worker is the Immigrant worker who is legal, there are 4 types: (1) Lifetime migrant worker where the Department of Labor issued a Lifetime work permit. This is the type of migrant since the original legislation; (2) Temporary migrant workers that are allowed to enter the Kingdom temporarily (Non-Immigrant Visa) work permit. Under the terms of a temporary work permit, it is assigned to migrants working in Thailand for 2 years, but this can be renewed; (3) Type of Investment (BOI) is migrants who are allowed to work or stay in the Kingdom under the law on promotion of investment or other laws with provisions; (4) Types who come to work under the memorandum of understanding governing the employment of the state (MOU) migrants from countries including Myanmar, Laos and Cambodia (IOM, 2010).

Cambodia 6.6%

Laos 78.58%

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of Employment; (2012), and the number increases constantly as the economic expansion continues. As a result, the demand for labor increases. Myanmar\ migrant workers are particularly essential to the country's economic growth as it has continued. (The Office of National Statistics 2012; (The Office of Migrant Workers, Department of Employment; (2012). In a nutshell, the migrant workers who come legally into Thailand are approximately one million three hundred thousand people, of which those from Myanmar account for approximately 1 million people (82 percent) and the majority of this labor immigration is illegal (Department of Employment, Bureau of Labor 2011). Why are migrants smuggled into Thailand from neighboring countries, mostly bordering with it? One of the main reasons is that the economy of Thailand is better than neighboring countries so this is a major attraction, even though there is a risk of arrest by the authorities and exploitation by illegal entrepreneurs. And also there is a labor shortage in Thailand and this is well-known in poorer adjoining counties and is exploited by illegal entrepreneurs. Moreover, the number of skilled workers entering the market is less of an impairment in Thailand because of local labor shortages and, particularly in the agricultural and manufacturing sectors. From 2006 to 2010 it was found that the average number of aliens per year was over one million in the city, of whom 78.237 percent were illegal and 21.73 percent were legal.

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Firgures 1 Three citizenship groups. Myanmar, Laos, Cambodia workers according to the Cabinet resolution for the province Source: Bureau of Labor Udon thani (2013)

In summary, in some types of business in Udon Thani where migrant workers find replacement, labor of Laos nationality is 488 people (78.58 percent). However from our field study we also found that there are some Vietnamese workers in the Udon Thani area. As indicated, this may be because this area is connected to Nong Khai province on the border of Laos.. The research team was interested to investigate the problems and the demand for migrant workers as well as the effect of migrant workers on the economic and social conditions in Udon Thani and also in Thailand as a current overview of migrant workers (Bureau of Labor Udon Thani; 2013). RESEARCH DESIGN

The constructivism and interpretive paradigm are employed in this study to generate theory or knowledge which is consistent with this study’s goal. A qualitative research design is applied by using a case study and a grounded theory approach, since these are appropriate to explore a new body of knowledge from a real life context, which is the

DATA COLLECTION AND ANALYSIS

Based on the case study strategy, the in-depth interview is the main data collection method with participants (Creswell, 2007) and the data extracted from documents are also the primary data source (Stake, 1995). The researchers played the major role in collecting the data. An interview guide and tape-recording were used at the interview. The interview guide helped the researcher to remain focused on the direction and scope of discourse in a lengthy interview. It also made the comparison of data across interview cases possible, because all issues under investigation were covered in each interview session. Preparing the questions for interview, the researchers used six types of appropriate questions (Patton, 2002). There were totally 22 (N=22) respondents. Note that, this study collected data from March 2014 to June 2014 and by that time the then Thai Army Chief, Prayuth Chan-ocha called for Martial Law. There were many migrant workers who fled Thailand, after rumors spread of a military-led crackdown on illegal labor. As this setting nearby the border area, informants who are illegal migrants turn back to their home country for fear of being caught in jail, and due to an in-depth interview most of respondents deny to response as they feel unsafe and fear of martial law. These had an effect to our field work and data collection especially in the second round of interviewing. Table 2: Details of Respondents Respondents Laos Myanmar Vietnamese Philipinno Rohingya Educators Public Health Officers Labor Department Officers Total

Code LP BP VP PP RHP EP PHP LDP

Number 4 1 3 1 1 8 2 2 22

Documents are also used in this study which broadly means not only formal policy documents or public records, but also updated news in relevant sources about the context and the current situation of migrant workers in Thailand (Simons, 2009). Furthermore, electronic documents on all websites, related with this study such as the website of the Bangkok Post, The Nation, Migrant, Asia Foundation, etc are another kind of documentation used in this study. Particularly, the researcher used data from websites, which are up-to-date. This study used manual coding. It can be seen that, in this research study, there was not a high number of interviewees. Coding manually is useful for small-scale studies (Saldana; 2009). This explains why the researcher used manual coding for analyzing the data. However, the data analysis followed the suggestions of Strauss and Corbin (1990), that it was an ongoing process during the time of the data collection until the end of the report writing. It is an inductive system, starting with within-case analysis followed by cross-case analysis (Patton, 2002; Stake, 1995). Within each case, the analysis is embedded analysis through the development of codes and themes, as the conceptual categories and themes, which are the central ideas having importance related to its issue, modified as the research progresses (Stake, 2010). Finally there were five themes: (1) Reasons to Come to Work in Thailand, (2) Health Services for Migrant Workers, (3) Udon Thani is just a Transit Place for Moving to another Area; (4) The Need of Career Motivation and Career Commitment of Unskilled Migrant Workers, (5) Educational Opportunities and Career Development for Migrant Workers. Ethical Protocol and Trustworthiness

The research proposal has been approved by the institution review board of the faculty that sponsors the project. All data and respondents personal information are kept private. The researcher applies the technique of triangulation to assure the credibility, since it aims to reduce misinterpretation through using multiple perceptions to clarify meaning and verify the repeatability of observation or interpretation (Denzin & Lincoln, 2008). Different sources of participation are used in data collection. For example, there were different sources of officers and participants who are illegal and regular migrant workers. And also did cross-cases are used in the fieldwork and analysis to check with people who know of a related activity. Furthermore, an audit trail which is built through the researchers’ journal and other unitized data which the researcher described as part of the cross-cases analysis (Lincoln & Guba, 1985). Identifying any researcher bias (Creswell, 2007) in the data collection, data analysis, and report writing, especially for interpretation, is concerned by using bracketing. The researcher recorded detailed reflexive notes throughout the study and memos are also adopted to ensure the credibility of the study.

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natural setting within a bounded system (Charmaz, 2006; Creswell, 2007; Glaser & Strauss, 1967; Strauss & Corbin, 1990; Stake, 1995). However, this study focuses only on the migrant workers as key respondents and government officers, and business owners in Undon Thani as general respondents. Using the snowball technique and adjusting a grounded theory approach, the researchers collected the data in the Nongkhai area. Hence, in order to ensure the future perspective from the present data, grounded theory is also adopted for achieving the goals of this study, because it is suitable for getting the sense of respondents, which is the applicable data for the future by building concept and theory from data (Corbin & Strauss, 2008).

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DATA COLLECTION AND ANALYSIS

Based on the case study strategy, the in-depth interview is the main data collection method with participants (Creswell, 2007) and the data extracted from documents are also the primary data source (Stake, 1995). The researchers played the major role in collecting the data. An interview guide and tape-recording were used at the interview. The interview guide helped the researcher to remain focused on the direction and scope of discourse in a lengthy interview. It also made the comparison of data across interview cases possible, because all issues under investigation were covered in each interview session. Preparing the questions for interview, the researchers used six types of appropriate questions (Patton, 2002). There were totally 22 (N=22) respondents. Note that, this study collected data from March 2014 to June 2014 and by that time the then Thai Army Chief, Prayuth Chan-ocha called for Martial Law. There were many migrant workers who fled Thailand, after rumors spread of a military-led crackdown on illegal labor. As this setting nearby the border area, informants who are illegal migrants turn back to their home country for fear of being caught in jail, and due to an in-depth interview most of respondents deny to response as they feel unsafe and fear of martial law. These had an effect to our field work and data collection especially in the second round of interviewing. Table 2: Details of Respondents Respondents Laos Myanmar Vietnamese Philipinno Rohingya Educators Public Health Officers Labor Department Officers Total

Code LP BP VP PP RHP EP PHP LDP

Number 4 1 3 1 1 8 2 2 22

Documents are also used in this study which broadly means not only formal policy documents or public records, but also updated news in relevant sources about the context and the current situation of migrant workers in Thailand (Simons, 2009). Furthermore, electronic documents on all websites, related with this study such as the website of the Bangkok Post, The Nation, Migrant, Asia Foundation, etc are another kind of documentation used in this study. Particularly, the researcher used data from websites, which are up-to-date. This study used manual coding. It can be seen that, in this research study, there was not a high number of interviewees. Coding manually is useful for small-scale studies (Saldana; 2009). This explains why the researcher used manual coding for analyzing the data. However, the data analysis followed the suggestions of Strauss and Corbin (1990), that it was an ongoing process during the time of the data collection until the end of the report writing. It is an inductive system, starting with within-case analysis followed by cross-case analysis (Patton, 2002; Stake, 1995). Within each case, the analysis is embedded analysis through the development of codes and themes, as the conceptual categories and themes, which are the central ideas having importance related to its issue, modified as the research progresses (Stake, 2010). Finally there were five themes: (1) Reasons to Come to Work in Thailand, (2) Health Services for Migrant Workers, (3) Udon Thani is just a Transit Place for Moving to another Area; (4) The Need of Career Motivation and Career Commitment of Unskilled Migrant Workers, (5) Educational Opportunities and Career Development for Migrant Workers. Ethical Protocol and Trustworthiness

The research proposal has been approved by the institution review board of the faculty that sponsors the project. All data and respondents personal information are kept private. The researcher applies the technique of triangulation to assure the credibility, since it aims to reduce misinterpretation through using multiple perceptions to clarify meaning and verify the repeatability of observation or interpretation (Denzin & Lincoln, 2008). Different sources of participation are used in data collection. For example, there were different sources of officers and participants who are illegal and regular migrant workers. And also did cross-cases are used in the fieldwork and analysis to check with people who know of a related activity. Furthermore, an audit trail which is built through the researchers’ journal and other unitized data which the researcher described as part of the cross-cases analysis (Lincoln & Guba, 1985). Identifying any researcher bias (Creswell, 2007) in the data collection, data analysis, and report writing, especially for interpretation, is concerned by using bracketing. The researcher recorded detailed reflexive notes throughout the study and memos are also adopted to ensure the credibility of the study.

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natural setting within a bounded system (Charmaz, 2006; Creswell, 2007; Glaser & Strauss, 1967; Strauss & Corbin, 1990; Stake, 1995). However, this study focuses only on the migrant workers as key respondents and government officers, and business owners in Undon Thani as general respondents. Using the snowball technique and adjusting a grounded theory approach, the researchers collected the data in the Nongkhai area. Hence, in order to ensure the future perspective from the present data, grounded theory is also adopted for achieving the goals of this study, because it is suitable for getting the sense of respondents, which is the applicable data for the future by building concept and theory from data (Corbin & Strauss, 2008).

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The following sections describe into five groups of themes: (1) Reasons to Come to Work in Thailand, (2) Health Services for Migrant Workers, (3) Udon Thani is just a Transit Place for Moving to another Area; (4) The Need of Career Motivation and Career Commitment of Unskilled Migrant Workers, (5) Educational Opportunities and Career Development for Migrant Workers. It should be noted here that each story represents an individual person and not a composite. Also, fictitious names have been created in and used to protect the identity of the interviewees. Reasons to Come to Work in Thailand

With a growing number of migrant workers in Thailand’s work force, the population is bound to have great impact. Most of the migrant workers in this study said that higher income is the reason why they come to work in Thailand. One of respondents who is an Irregular Migrant worker, VP5 expressed that: //..In Vietnam I earned less. But working in Thailand I have more money as many jobs are available here. I can work at one place in the morning and go to another place in the afternoon to do housekeeping. In the evening, I can work again in the other place in a restaurant. I can deposit money with the Vietnamese people together and send to it Vietnam for buying land and building a house . I take about 3 years working before my new house has been completed. My husband and I go back to Vietnam every year on the Vietnamese New Year...// (VP5) Another two Irregular Migrant workers, VP4 and VP6 said: //…Why I am working in Thailand is , because if I work in Vietnam, my home country, my salary is not enough for living compared to work in Thailand…// (VP4). //… I work as a waiter in a restaurant. I have worked in Thailand for two years already before coming over here I used to work as a lumber worker in Vietnam. But I have to leave because of low salaries. My wife and I get paid a very low salary in Vietnam about 10,000 baht per month for both of us. But in Thailand, we can make more money over 20,000 baht per month, it is a better income..// (VP6). Another three Regular Migrant workers, one from Myanmar and the other two from Laos expressed that:

//.. At the beginning one of my friends who lives in Thailand calls me to work together with her in Bangkok. I worked here for three years later moved to other towns, Yasothon, Roi- Et. So I am now in Nong Khai for 9 moths already. I have a legitimate passport, visa, visa for 1 year of registration of migrant workers. Registration fee is 1,800 baht. My career is selling Roti on the street. I used to sell Roti in Myanmar. The Roti sold every day it makes about 500-1,000 baht per day. It is better than Myanmar…// (BP3). //..I want my kids to study in the school here. It is better than studying in my home town in Laos. It is a good education system and high quality. There are many activities for kids and also have lots of services such as library, computer center and a very nice and clean play ground in the school…// (LP2) //.. Why I want to work in Thailand. I was a teenager at the time, with an age of 14 years wanted to work outside the home. I worked so hard and get paid less in my country (Laos). It is about 3,000-4,000 Baht per month compared to working here I get paid more than 6,000 Baht per month…// (LP1). However, there were some migrant workers from the Philippines and Laos who moved to work in Thailand because of their married life: //..I have a Thai husband. And we have 2 children together. My youngest daughter she is very good at study. She got top first award for outstanding children in the Northeastern area and was ranked second in the country. She went to Bangkok to get a reward from the Ministry of Interior..// (LP3). //… Before, I used to work in Korea. I met my Thai girlfriend in Korea at the place where we work together. When she returned back to CheingMai, her hometown, I then followed her to live together in ChiengMai. And we move to Bangkok and run our own business by selling clothing in Bangkok. After having family problems I decided to move to work here. I live in Thailand about 4 years so far…// (PP7). In summary, due to the lower wage with a hard work and also no jobs available in their home countries that is the main reason why they come to work in Thailand. Because it is a good pay and more jobs are available especially unskilled positions such housekeeping, waiter and waitress, delivery person, etc. Health Services for Migrant Workers

According to Dr. Suphan Chaimat, Deputy Permanent Secretary of the Ministry of Public Health said a research of the International Health Policy Program (IHPP) confirmed that migrant workers increased the incomes of Thailand by about 60 billion baht annually and contributed from 7-10 percent of value in its industrial sector and 4-5 percent of value in its agricultural sector. Health insurance systems for migrant workers cover only those with

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The following sections describe into five groups of themes: (1) Reasons to Come to Work in Thailand, (2) Health Services for Migrant Workers, (3) Udon Thani is just a Transit Place for Moving to another Area; (4) The Need of Career Motivation and Career Commitment of Unskilled Migrant Workers, (5) Educational Opportunities and Career Development for Migrant Workers. It should be noted here that each story represents an individual person and not a composite. Also, fictitious names have been created in and used to protect the identity of the interviewees. Reasons to Come to Work in Thailand

With a growing number of migrant workers in Thailand’s work force, the population is bound to have great impact. Most of the migrant workers in this study said that higher income is the reason why they come to work in Thailand. One of respondents who is an Irregular Migrant worker, VP5 expressed that: //..In Vietnam I earned less. But working in Thailand I have more money as many jobs are available here. I can work at one place in the morning and go to another place in the afternoon to do housekeeping. In the evening, I can work again in the other place in a restaurant. I can deposit money with the Vietnamese people together and send to it Vietnam for buying land and building a house . I take about 3 years working before my new house has been completed. My husband and I go back to Vietnam every year on the Vietnamese New Year...// (VP5) Another two Irregular Migrant workers, VP4 and VP6 said: //…Why I am working in Thailand is , because if I work in Vietnam, my home country, my salary is not enough for living compared to work in Thailand…// (VP4). //… I work as a waiter in a restaurant. I have worked in Thailand for two years already before coming over here I used to work as a lumber worker in Vietnam. But I have to leave because of low salaries. My wife and I get paid a very low salary in Vietnam about 10,000 baht per month for both of us. But in Thailand, we can make more money over 20,000 baht per month, it is a better income..// (VP6). Another three Regular Migrant workers, one from Myanmar and the other two from Laos expressed that:

//.. At the beginning one of my friends who lives in Thailand calls me to work together with her in Bangkok. I worked here for three years later moved to other towns, Yasothon, Roi- Et. So I am now in Nong Khai for 9 moths already. I have a legitimate passport, visa, visa for 1 year of registration of migrant workers. Registration fee is 1,800 baht. My career is selling Roti on the street. I used to sell Roti in Myanmar. The Roti sold every day it makes about 500-1,000 baht per day. It is better than Myanmar…// (BP3). //..I want my kids to study in the school here. It is better than studying in my home town in Laos. It is a good education system and high quality. There are many activities for kids and also have lots of services such as library, computer center and a very nice and clean play ground in the school…// (LP2) //.. Why I want to work in Thailand. I was a teenager at the time, with an age of 14 years wanted to work outside the home. I worked so hard and get paid less in my country (Laos). It is about 3,000-4,000 Baht per month compared to working here I get paid more than 6,000 Baht per month…// (LP1). However, there were some migrant workers from the Philippines and Laos who moved to work in Thailand because of their married life: //..I have a Thai husband. And we have 2 children together. My youngest daughter she is very good at study. She got top first award for outstanding children in the Northeastern area and was ranked second in the country. She went to Bangkok to get a reward from the Ministry of Interior..// (LP3). //… Before, I used to work in Korea. I met my Thai girlfriend in Korea at the place where we work together. When she returned back to CheingMai, her hometown, I then followed her to live together in ChiengMai. And we move to Bangkok and run our own business by selling clothing in Bangkok. After having family problems I decided to move to work here. I live in Thailand about 4 years so far…// (PP7). In summary, due to the lower wage with a hard work and also no jobs available in their home countries that is the main reason why they come to work in Thailand. Because it is a good pay and more jobs are available especially unskilled positions such housekeeping, waiter and waitress, delivery person, etc. Health Services for Migrant Workers

According to Dr. Suphan Chaimat, Deputy Permanent Secretary of the Ministry of Public Health said a research of the International Health Policy Program (IHPP) confirmed that migrant workers increased the incomes of Thailand by about 60 billion baht annually and contributed from 7-10 percent of value in its industrial sector and 4-5 percent of value in its agricultural sector. Health insurance systems for migrant workers cover only those with

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Two of respondents, PHP19 and PHP20 who are working in the government hospital said: //…Our responsibilities are service to all patients. But the cost was based on the rights or the cover insurance of the individual patient. If the migrant workers who are legal, they can use the basic “30 bath health service card”. But if it's an illegal migrant worker, they must pay by themselves as there is no document to prove they are in the system…// (PHP19).

Udon Thani is just a Transit Place for Moving to another Area

Regarding document reviews, Udon Thani area is one of the largest areas for increased labor demand (Labor Market Research Division, Department of Employment, Ministry of Labor, 2013) as currently, Udon Thani has rapid growth in terms of economic and business investment. But from our findings it emerged that Udon Thani is just a transit place for many migrant workers to move to another pace especially in the Bangkok area and the Eastern Seaboard area where more faculties and more jobs are available with good pay and good benefit. One of the respondents who is working in the labor department shared that:

Some interesting issues came from two Irregular Migrant workers, VP6 and VP4, put it in this way:

//…We only care about Migrant workers who are registered in our system. Because it is our main responsibility and we have to make a report for the government, the Ministry of Labor. For any migrant worker who is not valid or not registered we need to push them away. Nor does it require them to be registered. Most migrants are not staying very long here at Udon because they move to work at another place. Most of them work in Sumutprakarn where many jobs are available and they have many faculties over there. The question that you mention about illegal workers, Vietnamese, we do not know about this. We are responsible only for legitimate migrant sources.. The report on illegal migrants therefore does not appear in it…// (LDP21).

//..I used to be admitted to Udon Thani Public Hospital for 15 days. Since I do not have any health issuance I have to pay the cost of over 8,000 baht...// (VP6)

The Need for Career Motivation and Career Commitment in Unskilled Migrant Workers

//..I have a card for 30 baht treatment of all diseases like Thai people so that when I was sick I can have this kind of benefit in low cost medical care..// (VP4)

With growing numbers of migrant workers in the Thailand work force, this population is bound to have greater impact. Lopes (2006) indicated that from an HRD perspective, an organization could take steps to increase levels of career motivation to reduce turnover for its employees because these people are more motivated and happier, with increased employee morale, and increased productivity.

//.. The Westerner who is married with a Thai citizen, they can also use the 30 baht health service card as they are a spouse. I heard that in their country health insurance is very expensive compared to any health service in Thailand. It may be one of the serious issues for our government to think about this…// (PHP 20).

From document reviews the population and housing census in 2010 found there were about 2.7 million people who did not have Thai nationality in Thailand and 90 percent of them were migrant workers. Most of them came from Myanmar, Cambodia and Laos. Demographic researchers estimate the number of both legal and illegal migrant workers at over 4 million in Thailand. The migrant workers need health services and this leads to the question if Thailand must provide health services to them because many health facilities face financial crises as they must treat migrant workers who do not contribute financially to the Thai health system. For the sake of the security of the Thai health system when the country must depend on migrant workers, the Ministry of Public Health must change its development plans and policies for health systems by expanding them to cover migrant workers. A Health system must admit that health policies should be for not only Thai people but also for migrant workers in Thailand. Therefore, personnel production plans must be based on these total numbers.

Some interesting issues came from two Irregular Migrant workers, PP7, VP6 and one Migrant worker LP1 shared their ideas: //… I decided to take a training course of Thai massage so, I can work in Oman where my girlfriend is now working. Here (Nong Khai City) people talk Laotion and E-Sarn languages. I don’t understand E-Sarn language. But Thai language such as most people use talking in Bangkok is OK I can understand some of it. I can make more money if I can understand this language and do Thai massage and work in Oman is what my girlfriend told me… // (PP7).

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work permits. Only these workers can buy health insurance. His study suggested as migrant workers play important roles in Thai economic structures, therefore, concerned parties must have the new perception that the inclusion of migrant workers in health insurance systems has nothing to do with any nationality issue. From the findings in this study, regular migrant workers now can have the basic health insurance services the same as Thai people. It is called “The 30 baht health service card” (www.bangkokpost.com).

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Two of respondents, PHP19 and PHP20 who are working in the government hospital said: //…Our responsibilities are service to all patients. But the cost was based on the rights or the cover insurance of the individual patient. If the migrant workers who are legal, they can use the basic “30 bath health service card”. But if it's an illegal migrant worker, they must pay by themselves as there is no document to prove they are in the system…// (PHP19).

Udon Thani is just a Transit Place for Moving to another Area

Regarding document reviews, Udon Thani area is one of the largest areas for increased labor demand (Labor Market Research Division, Department of Employment, Ministry of Labor, 2013) as currently, Udon Thani has rapid growth in terms of economic and business investment. But from our findings it emerged that Udon Thani is just a transit place for many migrant workers to move to another pace especially in the Bangkok area and the Eastern Seaboard area where more faculties and more jobs are available with good pay and good benefit. One of the respondents who is working in the labor department shared that:

Some interesting issues came from two Irregular Migrant workers, VP6 and VP4, put it in this way:

//…We only care about Migrant workers who are registered in our system. Because it is our main responsibility and we have to make a report for the government, the Ministry of Labor. For any migrant worker who is not valid or not registered we need to push them away. Nor does it require them to be registered. Most migrants are not staying very long here at Udon because they move to work at another place. Most of them work in Sumutprakarn where many jobs are available and they have many faculties over there. The question that you mention about illegal workers, Vietnamese, we do not know about this. We are responsible only for legitimate migrant sources.. The report on illegal migrants therefore does not appear in it…// (LDP21).

//..I used to be admitted to Udon Thani Public Hospital for 15 days. Since I do not have any health issuance I have to pay the cost of over 8,000 baht...// (VP6)

The Need for Career Motivation and Career Commitment in Unskilled Migrant Workers

//..I have a card for 30 baht treatment of all diseases like Thai people so that when I was sick I can have this kind of benefit in low cost medical care..// (VP4)

With growing numbers of migrant workers in the Thailand work force, this population is bound to have greater impact. Lopes (2006) indicated that from an HRD perspective, an organization could take steps to increase levels of career motivation to reduce turnover for its employees because these people are more motivated and happier, with increased employee morale, and increased productivity.

//.. The Westerner who is married with a Thai citizen, they can also use the 30 baht health service card as they are a spouse. I heard that in their country health insurance is very expensive compared to any health service in Thailand. It may be one of the serious issues for our government to think about this…// (PHP 20).

From document reviews the population and housing census in 2010 found there were about 2.7 million people who did not have Thai nationality in Thailand and 90 percent of them were migrant workers. Most of them came from Myanmar, Cambodia and Laos. Demographic researchers estimate the number of both legal and illegal migrant workers at over 4 million in Thailand. The migrant workers need health services and this leads to the question if Thailand must provide health services to them because many health facilities face financial crises as they must treat migrant workers who do not contribute financially to the Thai health system. For the sake of the security of the Thai health system when the country must depend on migrant workers, the Ministry of Public Health must change its development plans and policies for health systems by expanding them to cover migrant workers. A Health system must admit that health policies should be for not only Thai people but also for migrant workers in Thailand. Therefore, personnel production plans must be based on these total numbers.

Some interesting issues came from two Irregular Migrant workers, PP7, VP6 and one Migrant worker LP1 shared their ideas: //… I decided to take a training course of Thai massage so, I can work in Oman where my girlfriend is now working. Here (Nong Khai City) people talk Laotion and E-Sarn languages. I don’t understand E-Sarn language. But Thai language such as most people use talking in Bangkok is OK I can understand some of it. I can make more money if I can understand this language and do Thai massage and work in Oman is what my girlfriend told me… // (PP7).

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THAILAND HR JOURNAL 2014,VOLUME 6

work permits. Only these workers can buy health insurance. His study suggested as migrant workers play important roles in Thai economic structures, therefore, concerned parties must have the new perception that the inclusion of migrant workers in health insurance systems has nothing to do with any nationality issue. From the findings in this study, regular migrant workers now can have the basic health insurance services the same as Thai people. It is called “The 30 baht health service card” (www.bangkokpost.com).

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//.. I want to work outside of my hometown. That is the reason why I come to work over here. Of course, I want more skills for my good career in the future and make more income. But I really do not know where to go and how to begin…// (LP1). From the findings that emerged even illegal workers or Irregular Migrant workers still want to gain more skill in order to earn more income and to become skilled worker for their career development. The model of career motivation consists of three central domains: (1) career identity (Cid), (2) career resilience (CR) and (3) career Insight (CIn) (London & Noe 1997). However, career commitment may also need to be included as there is one significant difference in career motivation and career commitment research and this is that career commitment research includes commitment to the organization and so takes a wider view than career motivation. In addition, Poon (2004) studied measures of career success such as salary level and career satisfaction and their relation to career commitment amongst 180 Malaysian workers. He suggested that career commitment relates closely to career success. Career Development and Educational Opportunities for Migrant Workers in Thailand

Surprisingly, when using the snowball technique on our field work we found many training courses for career development spread all over area in the village, district and city which are provided by the Office of Informal and Non-formal education (www. nfe.go.th). There are some interesting issues as educators who are the respondents in this study suggested that: //… We develop educational equivalents to all. Migrant workers who come to work in Thailand, we want them to study the basic language for communication. And also how to use the computer and internet. So that wages will be increased above normal levels. The new power plant here is to hire 300 workers from Cambodia. It is very interesting for us to keep our eye on these people in order to support them in terms of Non-formal education. We provide any informal or Non-formal education to all including migrants and illegal workers. For the migrants who have an identification card they can receive a certification once they finish the program. But for illegal workers, they can study and gain their knowledge and skill but do not receive certification because of lack of documentation.… //( EP11)

//… We could never get the Lao students to study, but since we started accepting ASEAN students in the last couple years, now anyone can come to study. It is doesn’t matter if they are Laos, Cambodian or from Myanmar. In this area we have around 20-30 students.. Most of them work in the rubber fields. Some of my Laos workers can read Thai as they enjoy to study with me. I always give them many books to read. They will come to ask me if they do not know what the meanings of the words or sentences are …// (EP12). //…We has many careers in agricultures and food processing such as vegetable farming, fruit planting, etc.…// (EP13). //…For career development, we have several careers training programs such as auto and motorcycle repair. We also train how to repair all kinds of electrical machines such as TV, Radio, Fan and so on. But it seems nobody likes to take these programs. The demand for labor on the repair of machines is not great…// (EP14). //…in Udon Thani, we also provide career training programs to Thai workers and Migrant workers as well. Illegal migrant workers will not be able to attend the training. Anyway, most of them are afraid of being caught. In this area, there are some career training programs in the private sector too…// (LDP21). From the data which emerged from the Department of Employment and the Office of Informal and Non-formal Education it can be seen that they provide varieties of career development programs, but not have many migrant workers who pay attention. Indeed, Egan, Upton and Lynham (2006) indicated that career development (CD) has long been cited as a core area associated with human resource development (HRD).When it comes to career development (CD) perspectives in the context of HRD literature, HRD scholars and practitioners appear to have paid little attention to the importance of CD. More importantly, with the statement of Swanson and Holton (2001) that “career development (CD) is being overlooked as a contributor to HRD” (p.312). For our view point this is a time to take a serious in career development especially in the migrant workers who play important roles in Thai economic structures and increase the income to the county. The evidence has shown that over 200,000 migrant workers fled Thailand by June 2014 (www.nationnews.com; www economist.com). IMPLICATIONS OF THE RESEARCH AND LIMITATIONS

From the findings which emerged in this study, it needs not only HRD professionals to take on the challenge of creating career development for migrant workers as they play important roles in Thai economic structures, but also for stakeholders, policy makers, and HR researchers as well to study this issue. There are many research questions that could be addressed to better understand how career development factors affect migrant workers and their response to development

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THAILAND HR JOURNAL 2014,VOLUME 6

//… Working as a home cleaner does not need much communication. But when I work as a waiter in the restaurant in the evening I need to talk with the customers. I just need to learn how to speak Thai language in order to talk with them. I have worked in Thailand for 2 years already. It is OK now for me to communicate in Thai...// (VP6).

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//.. I want to work outside of my hometown. That is the reason why I come to work over here. Of course, I want more skills for my good career in the future and make more income. But I really do not know where to go and how to begin…// (LP1). From the findings that emerged even illegal workers or Irregular Migrant workers still want to gain more skill in order to earn more income and to become skilled worker for their career development. The model of career motivation consists of three central domains: (1) career identity (Cid), (2) career resilience (CR) and (3) career Insight (CIn) (London & Noe 1997). However, career commitment may also need to be included as there is one significant difference in career motivation and career commitment research and this is that career commitment research includes commitment to the organization and so takes a wider view than career motivation. In addition, Poon (2004) studied measures of career success such as salary level and career satisfaction and their relation to career commitment amongst 180 Malaysian workers. He suggested that career commitment relates closely to career success. Career Development and Educational Opportunities for Migrant Workers in Thailand

Surprisingly, when using the snowball technique on our field work we found many training courses for career development spread all over area in the village, district and city which are provided by the Office of Informal and Non-formal education (www. nfe.go.th). There are some interesting issues as educators who are the respondents in this study suggested that: //… We develop educational equivalents to all. Migrant workers who come to work in Thailand, we want them to study the basic language for communication. And also how to use the computer and internet. So that wages will be increased above normal levels. The new power plant here is to hire 300 workers from Cambodia. It is very interesting for us to keep our eye on these people in order to support them in terms of Non-formal education. We provide any informal or Non-formal education to all including migrants and illegal workers. For the migrants who have an identification card they can receive a certification once they finish the program. But for illegal workers, they can study and gain their knowledge and skill but do not receive certification because of lack of documentation.… //( EP11)

//… We could never get the Lao students to study, but since we started accepting ASEAN students in the last couple years, now anyone can come to study. It is doesn’t matter if they are Laos, Cambodian or from Myanmar. In this area we have around 20-30 students.. Most of them work in the rubber fields. Some of my Laos workers can read Thai as they enjoy to study with me. I always give them many books to read. They will come to ask me if they do not know what the meanings of the words or sentences are …// (EP12). //…We has many careers in agricultures and food processing such as vegetable farming, fruit planting, etc.…// (EP13). //…For career development, we have several careers training programs such as auto and motorcycle repair. We also train how to repair all kinds of electrical machines such as TV, Radio, Fan and so on. But it seems nobody likes to take these programs. The demand for labor on the repair of machines is not great…// (EP14). //…in Udon Thani, we also provide career training programs to Thai workers and Migrant workers as well. Illegal migrant workers will not be able to attend the training. Anyway, most of them are afraid of being caught. In this area, there are some career training programs in the private sector too…// (LDP21). From the data which emerged from the Department of Employment and the Office of Informal and Non-formal Education it can be seen that they provide varieties of career development programs, but not have many migrant workers who pay attention. Indeed, Egan, Upton and Lynham (2006) indicated that career development (CD) has long been cited as a core area associated with human resource development (HRD).When it comes to career development (CD) perspectives in the context of HRD literature, HRD scholars and practitioners appear to have paid little attention to the importance of CD. More importantly, with the statement of Swanson and Holton (2001) that “career development (CD) is being overlooked as a contributor to HRD” (p.312). For our view point this is a time to take a serious in career development especially in the migrant workers who play important roles in Thai economic structures and increase the income to the county. The evidence has shown that over 200,000 migrant workers fled Thailand by June 2014 (www.nationnews.com; www economist.com). IMPLICATIONS OF THE RESEARCH AND LIMITATIONS

From the findings which emerged in this study, it needs not only HRD professionals to take on the challenge of creating career development for migrant workers as they play important roles in Thai economic structures, but also for stakeholders, policy makers, and HR researchers as well to study this issue. There are many research questions that could be addressed to better understand how career development factors affect migrant workers and their response to development

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

//… Working as a home cleaner does not need much communication. But when I work as a waiter in the restaurant in the evening I need to talk with the customers. I just need to learn how to speak Thai language in order to talk with them. I have worked in Thailand for 2 years already. It is OK now for me to communicate in Thai...// (VP6).

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Career motivation and/or career commitment should also be investigated as dependent variables. How does career development, organizational development and training and development activities affect to the career development of migrant workers and their work environment?. And also the perceived career motivation and/or career commitment of the organizations? Which action research strategies are essential for success in improving all these issues? In what ways can HRD professionals and policy makers’ effect long-lasting positive changes in management practices? In addition to those questions, it is clear that any researchers can contribute to the creation of the career development of migrant workers by becoming involved in action research projects. There are more opportunities to work with organizations to implement research-supported practices and measure or evaluate their effects. Several limitations of this study are indentified. It should be noted here if there is to be transferability. Lincoln and Guba (1985) made “the best advice to give to anyone seeking to make a transfer is to accumulate empirical evidence about contextual similarity; the responsibility of the original investigator ends in providing sufficient descriptive data to make such similarity judgments possible” (p.289). Thus, the generalization of the study findings may be limited due to the selection of the study subjects. The subjects who responded in the data collection procedure were selected from a sample located in the upper Northeastern region of Thailand. Since respondents in this study are several nationalities, from Myanmar, Vietnamese, Laos, Rohinya, Philippines, and Thai, the research realized such a difficulty is that often there is “no equivalent word in English capable of capturing the subtle nuances of the world in the original language” (Corbin & Strauss, 2008, p.320). The “Meanings” to quote Hoffman (1998) stated that it can lost in translation. This is another limitation in this study and according to Chen and Bates (2005) indicates, using researchers as translators may cause some type of biases during the translation procedure. However, to avoid this kind of limitation, consulting third party individuals for translation may allow objective translation that minimizes the researchers’ biases during the translation procedure. Lastly, regarding to the Martial Law in Thailand there were many migrant workers who had fled Thailand, after rumors spread of a military-led crackdown on illegal labor. It has had an effect on our field work and data collection especially in the second round of interviewing.

REFERENCES

Ahn, Y., & McLean, G. N. (2006). Regional human resource development: The case of Busan City, Korean, Human Resource Development International, 9(.2), 261-270. Akaraborworn, C. T. (2006). HRD role in Thailand. Bangkok, Thailand: Chulalongkon University Printing House: Akaraborwon, C. T., Osman-Gani, A.M., & McLean, N.G. (2003). Human resource development in Asia: National policy perspective. Bangkok,Thailand: AHRD/NIDA. Bangkok Post, (2014). The number of migrant workers in Thailand reaches 4 million, Retrieved on June 30, 2014 from www.bangkokpost.com Bureau of Labor Udon Thani (2013). Documents of the Permission of Migrant Workers in Udon Thani Provnce, Department of Employment Charmaz, K. (2006). Constructing Grounded Theory: A practical guide through qualitative analysis. Thousand Oaks, CA: Sage Publications. Cho, E. S., & McLean, G. N. (2004). What we discovered about NHRD and what it means for HRD. Advances in Developing Human Resources, 6(3), 382-393. Chen, H., & Bates, R. A. (2005) Instrument translation and development strategies for cross-cultural studies, Proceeding of the 2005 Academy of Human Resource Development International Conference, USA, pp. 393-700. Corbin, J. (2009). The Straussian perspective. In J. M. Morse, P. N. Stern, J. Corbin, B. Bower, & A. E. Clarke. (Eds.). Developing grounded theory: The second generation (pp. 35-54). Thousand Oaks, CA: Sage Publications. Corbin, J., & Strauss A. (2008). Basics of qualitative research: Techniques and procedures for developing grounded theory (3rd ed.). Thousand Oaks, CA: Sage Publications. Creswell, J. W. (1998). Qualitative inquiry and research design: Choosing among five traditions. Thousand Oaks, CA: Sage Publications.

Acknowledgements

____________. (2007). Qualitative inquiry and research design: Choosing among five traditions, (2nd ed.). Thousand Oaks, CA: Sage Publications.

We, (authors) want to offer our sincere appreciation to Professor Dr. Brian Sheehan for his valuable editorial advice and suggestions. We would also like to extend our thanks to all respondents and Udon Thani Rajabhat University for sponsoring of this research project.

Cummings, T. G. & Worley, C. G. 2005, Organization Development and Change, 8th edn, Cincinnati, Ohio.

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

initiatives. One way to organize these questions is to think about dependent variables of career development. For example, Egan, Upton and Lynham (2006) summarized “Nineteen CD theories, 30 CD definitions, 93 dependent variables (DVs) and 10 DV categories” (p.472).

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Career motivation and/or career commitment should also be investigated as dependent variables. How does career development, organizational development and training and development activities affect to the career development of migrant workers and their work environment?. And also the perceived career motivation and/or career commitment of the organizations? Which action research strategies are essential for success in improving all these issues? In what ways can HRD professionals and policy makers’ effect long-lasting positive changes in management practices? In addition to those questions, it is clear that any researchers can contribute to the creation of the career development of migrant workers by becoming involved in action research projects. There are more opportunities to work with organizations to implement research-supported practices and measure or evaluate their effects. Several limitations of this study are indentified. It should be noted here if there is to be transferability. Lincoln and Guba (1985) made “the best advice to give to anyone seeking to make a transfer is to accumulate empirical evidence about contextual similarity; the responsibility of the original investigator ends in providing sufficient descriptive data to make such similarity judgments possible” (p.289). Thus, the generalization of the study findings may be limited due to the selection of the study subjects. The subjects who responded in the data collection procedure were selected from a sample located in the upper Northeastern region of Thailand. Since respondents in this study are several nationalities, from Myanmar, Vietnamese, Laos, Rohinya, Philippines, and Thai, the research realized such a difficulty is that often there is “no equivalent word in English capable of capturing the subtle nuances of the world in the original language” (Corbin & Strauss, 2008, p.320). The “Meanings” to quote Hoffman (1998) stated that it can lost in translation. This is another limitation in this study and according to Chen and Bates (2005) indicates, using researchers as translators may cause some type of biases during the translation procedure. However, to avoid this kind of limitation, consulting third party individuals for translation may allow objective translation that minimizes the researchers’ biases during the translation procedure. Lastly, regarding to the Martial Law in Thailand there were many migrant workers who had fled Thailand, after rumors spread of a military-led crackdown on illegal labor. It has had an effect on our field work and data collection especially in the second round of interviewing.

REFERENCES

Ahn, Y., & McLean, G. N. (2006). Regional human resource development: The case of Busan City, Korean, Human Resource Development International, 9(.2), 261-270. Akaraborworn, C. T. (2006). HRD role in Thailand. Bangkok, Thailand: Chulalongkon University Printing House: Akaraborwon, C. T., Osman-Gani, A.M., & McLean, N.G. (2003). Human resource development in Asia: National policy perspective. Bangkok,Thailand: AHRD/NIDA. Bangkok Post, (2014). The number of migrant workers in Thailand reaches 4 million, Retrieved on June 30, 2014 from www.bangkokpost.com Bureau of Labor Udon Thani (2013). Documents of the Permission of Migrant Workers in Udon Thani Provnce, Department of Employment Charmaz, K. (2006). Constructing Grounded Theory: A practical guide through qualitative analysis. Thousand Oaks, CA: Sage Publications. Cho, E. S., & McLean, G. N. (2004). What we discovered about NHRD and what it means for HRD. Advances in Developing Human Resources, 6(3), 382-393. Chen, H., & Bates, R. A. (2005) Instrument translation and development strategies for cross-cultural studies, Proceeding of the 2005 Academy of Human Resource Development International Conference, USA, pp. 393-700. Corbin, J. (2009). The Straussian perspective. In J. M. Morse, P. N. Stern, J. Corbin, B. Bower, & A. E. Clarke. (Eds.). Developing grounded theory: The second generation (pp. 35-54). Thousand Oaks, CA: Sage Publications. Corbin, J., & Strauss A. (2008). Basics of qualitative research: Techniques and procedures for developing grounded theory (3rd ed.). Thousand Oaks, CA: Sage Publications. Creswell, J. W. (1998). Qualitative inquiry and research design: Choosing among five traditions. Thousand Oaks, CA: Sage Publications.

Acknowledgements

____________. (2007). Qualitative inquiry and research design: Choosing among five traditions, (2nd ed.). Thousand Oaks, CA: Sage Publications.

We, (authors) want to offer our sincere appreciation to Professor Dr. Brian Sheehan for his valuable editorial advice and suggestions. We would also like to extend our thanks to all respondents and Udon Thani Rajabhat University for sponsoring of this research project.

Cummings, T. G. & Worley, C. G. 2005, Organization Development and Change, 8th edn, Cincinnati, Ohio.

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

initiatives. One way to organize these questions is to think about dependent variables of career development. For example, Egan, Upton and Lynham (2006) summarized “Nineteen CD theories, 30 CD definitions, 93 dependent variables (DVs) and 10 DV categories” (p.472).

87

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Devereux, S., & Sebastes-Wheeler, S. (2004). Transformative Social Protection. Retrieved June 27, 2011, from http://www.ids.ac.uk/files/Wp232.pdf

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Economist (2014). The exodus: Rumors drive hundreds of thousands of Cambodians back home, Retrieved on June 30, 2014 from www.economist.com Egan, T.M., Upton G. M., & Lynham, A.S. (2006) Career Development: Load-Bearing Wall or Window Dressing? Exploring Definitions, Theories, and Prospects for HRD-Related Theory Building. Human Resource Development Review, 5(4), pp. 442-477 Flick, U. (2004). Triangulation in Qualitative Research. In U. Flick, E. V. Kardorff & I. Steinke (Eds.), A Companion to Qualitative Research (pp. 178-183). London: Sage. Glaser, B. G. (1978). Theoretical Sensitivity. Mill Valley, CA: Sociology Press. Glaser, B. G. (1992). Basics of grounded theory: Emergence vs. forcing. Mill Valley, CA: Sociology Press. Glaser, B. G., & Strauss, A.L. (1967) The discovery of grounded theory: Strategies for qualitative research. Chicago, IL: Aldine. Hoffman, E. (1989). Lost in translation: Life in a new language. New York: Penguin. IOM, (2010): Handbook of the rights and obligations of migrants (For practitioners ) to international organizations, Bangkok, Dhammada Express Limited.. IOM , ( 2010 ) : Thailand Development Research Institute, 2010; Vasuprasat 2010;Lawyers Labour Market Research Division, Department of Employment, Ministry of Labour (2013). The journal of the labor market situation, 5(5), May 2013-August 2013 retrieved on April 4, 2014 from http://www.doe.go.th/lmi-ne/. Lawyers Council of Thailand, (2011). The human rights of Migrants, Race and Nationality: Statistic and Problems? Retrieved on September 2, 2013, from http://www.stateless person.com / www /? Q = node/6706. Lee, M. M. (2001). A refusal to define HRD. Human Resource Development International. 4(3). 327-343. Lincoln, Y. S. & Guba, E. G. (1985). Naturalistic Inquiry. Beverly Hills: Sage. London, M., & Noe, R. A. (1997). London’s career motivation theory: An update on measurement and research. Journal of Career Assessment, 5, 61-80.

Lopes, P.T. (2006) Career Development of Foreign-Born Workers: Where is the Career Motivation Research? Human Resource Development Review, 5(4), pp. 478-493. Lynham, S. A. (2000). Theory building in the human resources development profession. Human Resources Development Quarterly, 11(2), 159-178. Mclagan, P. A. (1989). The Models : A Volume in Models for HRD Practice, . VA: Alexandria, American Society of Training and Development. McLean, G. N. (1998). HRD: Three-legged stool: an octopus, or a centipede? Humana Resource Development International. 275-377. ___________. (2007). Future trends in HRD, distributed paper for Doctor of Philosophy in Human Research Development Course, International Graduate Studies Programs, Burapha University, Thailand. McLean, G. N. (2006). Organization Development: Principles, Processes, Performance. San Francisco,CA: Beret-Koehler Publisher, Inc McLean, G. N. (2010). Talent management: A new concept or repackaging of existing concepts? Human Resource Development Journal, 1(2), 8-14. McLean, G. N., Bartlett, K.R., & Cho, E.S. (2003). Human resource development as national policy: Republic of Korea and New Zealand, Pacific Asian Education Journal, 15(1). 41-59. McLean, G. N., & McLean L.D. (2001). If we cannot define HRD in one country, how can we define in an international context? Human Resource Development International, 4(3), pp. 313-26 McLean, G. N., Osman-Gani, & Cho, E.S. (2004). National Human Resource development: what is the world is it? Advance in Developing Human Resource. 5(3.) Metcalfe, D. B., & Rees, J.C. (2005). Theorizing advances in international human resource development. Human Resource Development International, 8(4). 449-465 Nadler, L., & Nadler, Z. (1989). Developing human resource. San Francisco, CA:josey-Bass. Nationnews (2014). Need for immediate action against human trafficking, Rrtrieved on June 30, 2014 from www.nationnews.com Patton, M. Q. (2002). Qualitative evaluation and research methods. (3rd ed.). Newbery Park, CA: Sage. Poon, J.M. L. (2004). Career commitment and career success: Moldering role of emotion perception. Career Development International, 9, 374-390. Rubin, H. J., & Rubin, I. S. (1995). Qualitative interviewing: The atrt of hearing data. Thousand Oaks, CA: Sage. Simons, H. (2009). Case study research in practice. London: Sage.

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Denzin, N. K., & Lincoln, Y. S. (2008). Collecting and qualitative materials (3rd ed.). Thousand Oaks, CA: Sage.

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Devereux, S., & Sebastes-Wheeler, S. (2004). Transformative Social Protection. Retrieved June 27, 2011, from http://www.ids.ac.uk/files/Wp232.pdf

88

Economist (2014). The exodus: Rumors drive hundreds of thousands of Cambodians back home, Retrieved on June 30, 2014 from www.economist.com Egan, T.M., Upton G. M., & Lynham, A.S. (2006) Career Development: Load-Bearing Wall or Window Dressing? Exploring Definitions, Theories, and Prospects for HRD-Related Theory Building. Human Resource Development Review, 5(4), pp. 442-477 Flick, U. (2004). Triangulation in Qualitative Research. In U. Flick, E. V. Kardorff & I. Steinke (Eds.), A Companion to Qualitative Research (pp. 178-183). London: Sage. Glaser, B. G. (1978). Theoretical Sensitivity. Mill Valley, CA: Sociology Press. Glaser, B. G. (1992). Basics of grounded theory: Emergence vs. forcing. Mill Valley, CA: Sociology Press. Glaser, B. G., & Strauss, A.L. (1967) The discovery of grounded theory: Strategies for qualitative research. Chicago, IL: Aldine. Hoffman, E. (1989). Lost in translation: Life in a new language. New York: Penguin. IOM, (2010): Handbook of the rights and obligations of migrants (For practitioners ) to international organizations, Bangkok, Dhammada Express Limited.. IOM , ( 2010 ) : Thailand Development Research Institute, 2010; Vasuprasat 2010;Lawyers Labour Market Research Division, Department of Employment, Ministry of Labour (2013). The journal of the labor market situation, 5(5), May 2013-August 2013 retrieved on April 4, 2014 from http://www.doe.go.th/lmi-ne/. Lawyers Council of Thailand, (2011). The human rights of Migrants, Race and Nationality: Statistic and Problems? Retrieved on September 2, 2013, from http://www.stateless person.com / www /? Q = node/6706. Lee, M. M. (2001). A refusal to define HRD. Human Resource Development International. 4(3). 327-343. Lincoln, Y. S. & Guba, E. G. (1985). Naturalistic Inquiry. Beverly Hills: Sage. London, M., & Noe, R. A. (1997). London’s career motivation theory: An update on measurement and research. Journal of Career Assessment, 5, 61-80.

Lopes, P.T. (2006) Career Development of Foreign-Born Workers: Where is the Career Motivation Research? Human Resource Development Review, 5(4), pp. 478-493. Lynham, S. A. (2000). Theory building in the human resources development profession. Human Resources Development Quarterly, 11(2), 159-178. Mclagan, P. A. (1989). The Models : A Volume in Models for HRD Practice, . VA: Alexandria, American Society of Training and Development. McLean, G. N. (1998). HRD: Three-legged stool: an octopus, or a centipede? Humana Resource Development International. 275-377. ___________. (2007). Future trends in HRD, distributed paper for Doctor of Philosophy in Human Research Development Course, International Graduate Studies Programs, Burapha University, Thailand. McLean, G. N. (2006). Organization Development: Principles, Processes, Performance. San Francisco,CA: Beret-Koehler Publisher, Inc McLean, G. N. (2010). Talent management: A new concept or repackaging of existing concepts? Human Resource Development Journal, 1(2), 8-14. McLean, G. N., Bartlett, K.R., & Cho, E.S. (2003). Human resource development as national policy: Republic of Korea and New Zealand, Pacific Asian Education Journal, 15(1). 41-59. McLean, G. N., & McLean L.D. (2001). If we cannot define HRD in one country, how can we define in an international context? Human Resource Development International, 4(3), pp. 313-26 McLean, G. N., Osman-Gani, & Cho, E.S. (2004). National Human Resource development: what is the world is it? Advance in Developing Human Resource. 5(3.) Metcalfe, D. B., & Rees, J.C. (2005). Theorizing advances in international human resource development. Human Resource Development International, 8(4). 449-465 Nadler, L., & Nadler, Z. (1989). Developing human resource. San Francisco, CA:josey-Bass. Nationnews (2014). Need for immediate action against human trafficking, Rrtrieved on June 30, 2014 from www.nationnews.com Patton, M. Q. (2002). Qualitative evaluation and research methods. (3rd ed.). Newbery Park, CA: Sage. Poon, J.M. L. (2004). Career commitment and career success: Moldering role of emotion perception. Career Development International, 9, 374-390. Rubin, H. J., & Rubin, I. S. (1995). Qualitative interviewing: The atrt of hearing data. Thousand Oaks, CA: Sage. Simons, H. (2009). Case study research in practice. London: Sage.

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Denzin, N. K., & Lincoln, Y. S. (2008). Collecting and qualitative materials (3rd ed.). Thousand Oaks, CA: Sage.

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_______. (2006). Multiple case study analysis. New York: Guilford.

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_______. (2010). Qualitative research: Studying how things work. New York: The Guilford Press.

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Strauss, A., & Corbin, J. (1990). Basics of qualitative research grounded theory procedures and techniques. Thousand Oaks, CA: Sage Stump, R.W. (1984). Demonstrating the impacts of career development in organization. In Z.B. Leaibowitz & S K. Hirsh (Eds). Career development: Current practices (pp.92-97). Swanson, R. A. (1995). Human resource development: Performance is the key. Human Resource Development Quarterly. 62(2). 207-213. Swanson, R. A. & Holton III, E. F. (2001). Foundations of Human Resource Development, San Francisco, Berrett-Koehler. Swanson, R. A. & Holton III, E. F. (2009). Foundations of Human Resource Development, (2nd Edition) San Fransisco, Berrett-Koehler. TDRI (2010). A report of the Impact in hiring migrant workers in Thailand under the Nationally Investigation Period, April 2011. The Economist, (2014). The exodus: Rumors drive hundreds of thousands of Cambodians back home, Retrieved on June 30, 2014 from www.economist com The Nastion, (2014). Need for immediate action against human trafficking, Retrieved on June 30, 2014 from www. nationnews.com The Office of Informal and Non-Formal Education, Retrieved on June 30, 2014 from www. nfe.go.th The Office of Migrant Worker, Department of Employment, (2012). Migrants data for Working Permit in Thailand 2009. Retrieved on Sept 2, 2013 from http://wp.doe.go.th/ node/114. The Office of National Statistics (2012). Situation of Migrant Workers in Thailand, retrieved on August 28, 2013 from http://www.nic.go.th/gsic/uploadfile/Art3-03-2554.pdf Vasuprasat, p. (2010). Agenda for Labour Migration Policy in Thailand: Towards Longterm Competitiveness. Bangkok:International Labour Organization.

Wang, G. G., & Swanson, R. A.(2008).The idea of national HRD: An analysis based on economics and theory development methodology. The Academy of Human Resource Development Review. 7(1) March 2008. Sage Journal Online. Wang, X., & McLean, N. G. (2007). The dilemma of defining international human resource development. The Academy of Human Resource Development Review. 6(1) March 2007. Sage Journal Online. Watkins, K. (1989). Business and industry. In S. Merriam & P. Cunningham (Eds.), Handbook of adult and continuing education (pp. 422-430). San Francisco, CA: Jossey-Bass. Werner, J. M. & DeSimone, R. L. (2006). Human Resource Development, 4 edn, Singapore, Thomson Learning.. Werther, W. B. & Davis, K. (1993). Human Resources and Personnel Management, 4th edn, McGraw-Hill, New York.

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Stake, R. E. (1995). The art of case study research. Thousand Oaks, CA: Sage

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_______. (2006). Multiple case study analysis. New York: Guilford.

THAILAND HR JOURNAL 2014,VOLUME 6

_______. (2010). Qualitative research: Studying how things work. New York: The Guilford Press.

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Strauss, A., & Corbin, J. (1990). Basics of qualitative research grounded theory procedures and techniques. Thousand Oaks, CA: Sage Stump, R.W. (1984). Demonstrating the impacts of career development in organization. In Z.B. Leaibowitz & S K. Hirsh (Eds). Career development: Current practices (pp.92-97). Swanson, R. A. (1995). Human resource development: Performance is the key. Human Resource Development Quarterly. 62(2). 207-213. Swanson, R. A. & Holton III, E. F. (2001). Foundations of Human Resource Development, San Francisco, Berrett-Koehler. Swanson, R. A. & Holton III, E. F. (2009). Foundations of Human Resource Development, (2nd Edition) San Fransisco, Berrett-Koehler. TDRI (2010). A report of the Impact in hiring migrant workers in Thailand under the Nationally Investigation Period, April 2011. The Economist, (2014). The exodus: Rumors drive hundreds of thousands of Cambodians back home, Retrieved on June 30, 2014 from www.economist com The Nastion, (2014). Need for immediate action against human trafficking, Retrieved on June 30, 2014 from www. nationnews.com The Office of Informal and Non-Formal Education, Retrieved on June 30, 2014 from www. nfe.go.th The Office of Migrant Worker, Department of Employment, (2012). Migrants data for Working Permit in Thailand 2009. Retrieved on Sept 2, 2013 from http://wp.doe.go.th/ node/114. The Office of National Statistics (2012). Situation of Migrant Workers in Thailand, retrieved on August 28, 2013 from http://www.nic.go.th/gsic/uploadfile/Art3-03-2554.pdf Vasuprasat, p. (2010). Agenda for Labour Migration Policy in Thailand: Towards Longterm Competitiveness. Bangkok:International Labour Organization.

Wang, G. G., & Swanson, R. A.(2008).The idea of national HRD: An analysis based on economics and theory development methodology. The Academy of Human Resource Development Review. 7(1) March 2008. Sage Journal Online. Wang, X., & McLean, N. G. (2007). The dilemma of defining international human resource development. The Academy of Human Resource Development Review. 6(1) March 2007. Sage Journal Online. Watkins, K. (1989). Business and industry. In S. Merriam & P. Cunningham (Eds.), Handbook of adult and continuing education (pp. 422-430). San Francisco, CA: Jossey-Bass. Werner, J. M. & DeSimone, R. L. (2006). Human Resource Development, 4 edn, Singapore, Thomson Learning.. Werther, W. B. & Davis, K. (1993). Human Resources and Personnel Management, 4th edn, McGraw-Hill, New York.

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Stake, R. E. (1995). The art of case study research. Thousand Oaks, CA: Sage

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AND PSYCHOLOGICAL RESILIENCE ON

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MANAGERIAL CORE COMPETENCY OF CORPORATE

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EXECUTIVES IN INDIA

Keywords: Emotional intelligence, Spiritual intelligence, Psychological resilience, Managerial core competency, corporate executives INTRODUCTION

T. Ravikumar, Research and Development Centre, Bharathiar University, Coimbatore, Tamilnadu, India Email: [email protected] V. Dhamodharan, Dept. of Business Administration, Govt. Arts College for Men, Nandanam, Chennai, Tamilnadu, India. Email: [email protected] ABSTRACT

Managers need effective managerial and leadership competencies in order to build a new organizational culture and meet future challenges. For long, it was believed that success in performance depends on one’s level of intelligence or intelligence quotient (IQ). Common experience is that a person performs well in academic activities may not normally perform well in other activities like sports, fine arts, painting, drawing etc. It is also observed in some cases that a brilliant student in academic activities miserably fails in his official performance and this is even below average level compared to his colleague having lesser academic credentials and who performs better than him. Different kinds of trait are required other than intelligence of an individual for his excellence in performance which are termed as emotional intelligence (EI) and Spiritual intelligence (SI). The study is designed to study about the effect of emotional intelligence and spiritual intelligence and psychological resilience on managerial core competency of corporate executives. The study employs the survey method of data collection using a structured questionnaire. The minimum number of sample size was determined as 321 employees. The study has employed Structural Equation Modeling Path analysis to find out the effect of emotional intelligence and spiritual intelligence and psychological resilience on managerial core competencies of corporate executives. The study has found that there is a positive relationship among emotional

Changes in the global economy and competition over the last decade have resulted in some major shifts in the role of business leadership and organizational managerial personnel. Today’s business leaders are increasingly under pressure to produce results. The emphasis is more on the execution of organisational responsibilities and turning the corporate vision into reality. The business leaders must identify strategic goals, set direction, align people and motivate them towards attaining the desired objectives. For this purpose, the leaders should not only be good communicators but should also possess skills to build and manage multiple relationships. It is here that emotional intelligence which is defined as the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions (Salovey and Mayer, 1990) and spiritual intelligence which is defined as “a set of mental capacities which contribute to the awareness, integration, and adaptive application of the nonmaterial and transcendent aspects of one’s existence, leading to such outcomes as deep existential reflection, enhancement of meaning, recognition of a transcendent self, and mastery of spiritual states” (King, 2008, p.56) come in handy. These skills not only help the leaders to respond appropriately to challenging situations and make the right choices, but also establish strong relationships with others in order to secure their cooperation and support. In today’s uncertain and ever changing business environment, a leader being a Chief Executive Officer or a person with executive responsibilities cannot handle all the complex issues himself. He must work closely with an alliance of diverse individuals who bring along unique experience, knowledge and expertise. Most of the time, the leader does not have direct authority over his people. He can only exert a subtle and indirect form of influence to get things done through them. Without emotional intelligence, a leader will not be able to influence and inspire others effectively through indirect way. Therefore, if one is in a leadership role to develop emotional intelligence competency it is essential to develop such faculties. As the ability to get things done through people is the vital task of the manager, managerial competencies are the skills, attributes and behaviours which are considered essential for staff with managerial or supervisory responsibilities. Managers will need effective

THAILAND HR JOURNAL 2014,VOLUME 6

ROLE OF EMOTIONAL AND SPIRITUAL INTELLIGENCE

intelligence, spiritual intelligence and managerial core competency of corporate executives and has also found that there is a significant impact of spiritual intelligence and emotional intelligence on managerial core competency of corporate executives in India keeping psychological resilience as intervening variable.

93

AND PSYCHOLOGICAL RESILIENCE ON

THAILAND HR JOURNAL 2014,VOLUME 6

MANAGERIAL CORE COMPETENCY OF CORPORATE

92

EXECUTIVES IN INDIA

Keywords: Emotional intelligence, Spiritual intelligence, Psychological resilience, Managerial core competency, corporate executives INTRODUCTION

T. Ravikumar, Research and Development Centre, Bharathiar University, Coimbatore, Tamilnadu, India Email: [email protected] V. Dhamodharan, Dept. of Business Administration, Govt. Arts College for Men, Nandanam, Chennai, Tamilnadu, India. Email: [email protected] ABSTRACT

Managers need effective managerial and leadership competencies in order to build a new organizational culture and meet future challenges. For long, it was believed that success in performance depends on one’s level of intelligence or intelligence quotient (IQ). Common experience is that a person performs well in academic activities may not normally perform well in other activities like sports, fine arts, painting, drawing etc. It is also observed in some cases that a brilliant student in academic activities miserably fails in his official performance and this is even below average level compared to his colleague having lesser academic credentials and who performs better than him. Different kinds of trait are required other than intelligence of an individual for his excellence in performance which are termed as emotional intelligence (EI) and Spiritual intelligence (SI). The study is designed to study about the effect of emotional intelligence and spiritual intelligence and psychological resilience on managerial core competency of corporate executives. The study employs the survey method of data collection using a structured questionnaire. The minimum number of sample size was determined as 321 employees. The study has employed Structural Equation Modeling Path analysis to find out the effect of emotional intelligence and spiritual intelligence and psychological resilience on managerial core competencies of corporate executives. The study has found that there is a positive relationship among emotional

Changes in the global economy and competition over the last decade have resulted in some major shifts in the role of business leadership and organizational managerial personnel. Today’s business leaders are increasingly under pressure to produce results. The emphasis is more on the execution of organisational responsibilities and turning the corporate vision into reality. The business leaders must identify strategic goals, set direction, align people and motivate them towards attaining the desired objectives. For this purpose, the leaders should not only be good communicators but should also possess skills to build and manage multiple relationships. It is here that emotional intelligence which is defined as the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions (Salovey and Mayer, 1990) and spiritual intelligence which is defined as “a set of mental capacities which contribute to the awareness, integration, and adaptive application of the nonmaterial and transcendent aspects of one’s existence, leading to such outcomes as deep existential reflection, enhancement of meaning, recognition of a transcendent self, and mastery of spiritual states” (King, 2008, p.56) come in handy. These skills not only help the leaders to respond appropriately to challenging situations and make the right choices, but also establish strong relationships with others in order to secure their cooperation and support. In today’s uncertain and ever changing business environment, a leader being a Chief Executive Officer or a person with executive responsibilities cannot handle all the complex issues himself. He must work closely with an alliance of diverse individuals who bring along unique experience, knowledge and expertise. Most of the time, the leader does not have direct authority over his people. He can only exert a subtle and indirect form of influence to get things done through them. Without emotional intelligence, a leader will not be able to influence and inspire others effectively through indirect way. Therefore, if one is in a leadership role to develop emotional intelligence competency it is essential to develop such faculties. As the ability to get things done through people is the vital task of the manager, managerial competencies are the skills, attributes and behaviours which are considered essential for staff with managerial or supervisory responsibilities. Managers will need effective

THAILAND HR JOURNAL 2014,VOLUME 6

ROLE OF EMOTIONAL AND SPIRITUAL INTELLIGENCE

intelligence, spiritual intelligence and managerial core competency of corporate executives and has also found that there is a significant impact of spiritual intelligence and emotional intelligence on managerial core competency of corporate executives in India keeping psychological resilience as intervening variable.

93

94

A manager‘s role in the organization is very critical and challenging. He has to motivate employees to work harder, ensure that their jobs are appropriately designed, resolve conflicts, evaluate their performance, and help them set goals to achieve rewards. He needs to have understanding of personal needs and motives, how to improve decisionmaking capabilities, how to respond to and control stress, how to better communicate with a variety of colleagues, peers, and co-workers inside the organization and suppliers, customers, competitors, government officials, representatives of citizens‘ groups, union officials, and potential joint venture partners outside the organization. Facing such challenges may lead to stress. Individuals under stress are unable to relax, become irritable and face problems like lack of concentration. They also have sleep difficulties and feel anxious and tired all the time. They find it difficult to take decisions and think logically. They show symptoms of lack of commitment and are unable to enjoy work. Individuals who can control their emotions and who have spiritual approach can succeed and achieve miracles in personal and work life. The essence of emotional intelligence is ability of individuals to manage their emotions as well as others. From this, one can understand that emotional intelligence and spiritual intelligence play considerable role in balancing emotions and in psychological resilience, which means that flexibility in response to changing situational demands, and the ability to bounce back from negative emotional experiences (Lazarus, 1993) when the individuals face stressful unexpected situations in business life and personal life. NEED FOR THE STUDY

For long, it was believed that success in performance depends on one’s level of intelligence or intelligence quotient (IQ) (Sambasivan, 2011). There has been a perception that a person performs well in academic activities may not normally perform well in other activities like sports, fine arts, painting, drawing etc (Sambasivan, 2011). It is also observed in some cases that a brilliant student in academic activities miserably fails in his official performance and is even below an average level compared to his colleague having lesser academic credentials but performing better than him. For example, Nooyi, “current Chief Executive Officer of Pepsi Company” was apparently termed as an average student of IIM-Calcutta made her way to success to become a coveted and the enviable Chief Executive Officer position of ‘Pepsi Company’. A college dropout, Bill Gates managed to build Microsoft as a vast empire, where many others could not succeed as he succeeded in the field of information technology. Mr. M.S. Oberoi started his career as a hotel boy and rose to

the level of building his own empire in the ‘Hotel Industry’ throughout the world. Likewise, Mr. Dhirubhai Ambani, started his business as a small vendor in handloom spindles and rose to the level of building a vast business empire in the name and style ‘Reliance’ with diversified activities (Sambasivan, 2011). It is quite common in these renowned business establishments, where managerial personal are trained to be smart, most valued and productive and to have strong traits of some extraordinary qualities which are not necessarily the highest intelligence quotient. Different kinds of traits are required other than intelligence of an individual for his excellence in performance which is termed as emotional intelligence (EI) and Spiritual intelligence (SI). Further, corporate executives should have higher amount of psychological resilience to face various challenges throughout their managerial career. To validate the above statements, it is essential to study about emotional intelligence, spiritual intelligence, psychological resilience and managerial core competency of corporate executives in India. RESEARCH QUESTIONS OF THE STUDY

According to this study, spiritual intelligence is the adaptive use of spiritual information to facilitate everyday problem solving and achieving goals. The concept of spiritual intelligence includes kind of adaptability and behavior problem solving and includes an area of growth, with the highest cognitive, moral, emotional, and interpersonal levels and assists the person in order to harmonize with the surrounding phenomena and to achieve nternal and external integration. Since corporate executives go through lot of mental challenges in managing business in this globalised era, the following research questions arise; 1. What is the relationship among emotional intelligence and spiritual intelligence, on psychological resilience and managerial core competency of corporate executives? 2. What are the roles of emotional intelligence and spiritual intelligence on psychological resilience and managerial core competency of corporate executives? 3. What is the role of psychological resilience on managerial competencies of corporate executives?

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

managerial and leadership competencies in order to build a new organizational culture and meet future challenges. They help organizations to clarify expectations, define future development needs and do more focused recruitment and development planning. Competencies provide a sound basis for consistent and objective performance standards by creating shared language about what is needed and expected in an organization.

95

94

A manager‘s role in the organization is very critical and challenging. He has to motivate employees to work harder, ensure that their jobs are appropriately designed, resolve conflicts, evaluate their performance, and help them set goals to achieve rewards. He needs to have understanding of personal needs and motives, how to improve decisionmaking capabilities, how to respond to and control stress, how to better communicate with a variety of colleagues, peers, and co-workers inside the organization and suppliers, customers, competitors, government officials, representatives of citizens‘ groups, union officials, and potential joint venture partners outside the organization. Facing such challenges may lead to stress. Individuals under stress are unable to relax, become irritable and face problems like lack of concentration. They also have sleep difficulties and feel anxious and tired all the time. They find it difficult to take decisions and think logically. They show symptoms of lack of commitment and are unable to enjoy work. Individuals who can control their emotions and who have spiritual approach can succeed and achieve miracles in personal and work life. The essence of emotional intelligence is ability of individuals to manage their emotions as well as others. From this, one can understand that emotional intelligence and spiritual intelligence play considerable role in balancing emotions and in psychological resilience, which means that flexibility in response to changing situational demands, and the ability to bounce back from negative emotional experiences (Lazarus, 1993) when the individuals face stressful unexpected situations in business life and personal life. NEED FOR THE STUDY

For long, it was believed that success in performance depends on one’s level of intelligence or intelligence quotient (IQ) (Sambasivan, 2011). There has been a perception that a person performs well in academic activities may not normally perform well in other activities like sports, fine arts, painting, drawing etc (Sambasivan, 2011). It is also observed in some cases that a brilliant student in academic activities miserably fails in his official performance and is even below an average level compared to his colleague having lesser academic credentials but performing better than him. For example, Nooyi, “current Chief Executive Officer of Pepsi Company” was apparently termed as an average student of IIM-Calcutta made her way to success to become a coveted and the enviable Chief Executive Officer position of ‘Pepsi Company’. A college dropout, Bill Gates managed to build Microsoft as a vast empire, where many others could not succeed as he succeeded in the field of information technology. Mr. M.S. Oberoi started his career as a hotel boy and rose to

the level of building his own empire in the ‘Hotel Industry’ throughout the world. Likewise, Mr. Dhirubhai Ambani, started his business as a small vendor in handloom spindles and rose to the level of building a vast business empire in the name and style ‘Reliance’ with diversified activities (Sambasivan, 2011). It is quite common in these renowned business establishments, where managerial personal are trained to be smart, most valued and productive and to have strong traits of some extraordinary qualities which are not necessarily the highest intelligence quotient. Different kinds of traits are required other than intelligence of an individual for his excellence in performance which is termed as emotional intelligence (EI) and Spiritual intelligence (SI). Further, corporate executives should have higher amount of psychological resilience to face various challenges throughout their managerial career. To validate the above statements, it is essential to study about emotional intelligence, spiritual intelligence, psychological resilience and managerial core competency of corporate executives in India. RESEARCH QUESTIONS OF THE STUDY

According to this study, spiritual intelligence is the adaptive use of spiritual information to facilitate everyday problem solving and achieving goals. The concept of spiritual intelligence includes kind of adaptability and behavior problem solving and includes an area of growth, with the highest cognitive, moral, emotional, and interpersonal levels and assists the person in order to harmonize with the surrounding phenomena and to achieve nternal and external integration. Since corporate executives go through lot of mental challenges in managing business in this globalised era, the following research questions arise; 1. What is the relationship among emotional intelligence and spiritual intelligence, on psychological resilience and managerial core competency of corporate executives? 2. What are the roles of emotional intelligence and spiritual intelligence on psychological resilience and managerial core competency of corporate executives? 3. What is the role of psychological resilience on managerial competencies of corporate executives?

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

managerial and leadership competencies in order to build a new organizational culture and meet future challenges. They help organizations to clarify expectations, define future development needs and do more focused recruitment and development planning. Competencies provide a sound basis for consistent and objective performance standards by creating shared language about what is needed and expected in an organization.

95

96

Basic objectives of this study are as follows; 1. To find out and analyze relationships among emotional intelligence, spiritual intelligence, psychological resilience and managerial core competency of corporate executives 2. To analyze the impact of emotional intelligence and spiritual intelligence on psychological resilience and managerial core competency of corporate executives in India 3. To analyze the impact of emotional intelligence and spiritual intelligence on managerial core competency of corporate executives in India keeping psychological resilience as intervening variable. REVIEW OF LITERATURE

The terms of emotional quotient were used for the first time by Salovey and Mayer (1990), which referred to intelligence in what people recognize as feelings, motivators and managing emotions in life. Relating to management, Goleman (1995) mentioned that a person with high IQ may make a brilliant teacher of financial analyst, but high IQ combined with high EQ creates us to be the leader. It seemed that IQ consisting of verbal, numerical, and thinking skills is important for effective leadership. However, EQ has a more specific function to control negative things. Emotional quotient or EQ is very important to human beings as one solution for them to be success with other people. It is because of the emotional quotient or EQ contents of “high quality of soft skills” are seen as necessary. Further, Goleman (1998) noted that, more emotionally intelligent persons are categorized as successful at communicating in interesting and affirmative ways that could make others feel better in the job circumstances. Then, Bar-On (1997) pointed out that EI is also useful for group development since that large group of smooth and effective workers, knowing each other’s strengths and weaknesses and always having strong influence whenever possible. At the end of the 1990s, research on neurology found that the brain has another “Q” or other kind of intelligence (Zohar and Marshall, 2004). This new intelligence by which we have access to deep meaning, fundamental values, and a sense of abiding purpose in our lives, and the role that this meaning, values and purpose plays in our lives, strategies, and thinking process. Then, this newest intelligence is named as “spiritual quotient.” Spiritual quotient comes from the Latin word “spiritus,” and the meaning is “the vitalizing principle of an organism” (Zohar and Marshall, 2004: 97). Besides, the alphabet “S” in SQ also derived from Latin “Sapientia” which means “wisdom intelligence,” embracing all that we traditionally mean by wisdom as opposed to mere knowledge acquisition or to a rather mechanistic talent for solving problem (Zohar and Marshall, 2004). A person may have high SQ but have no faith in his or her religion or belief, and inversely, others may have

low SQ although very religious. Religion is based on a, particular set of customs, beliefs and values, and usually depends on culture, and upbringing. However, spiritual quotient is a hereditary capacity of the human brain, based on structures in the brain that gives us basic ability to form meanings, values, and beliefs in the first place; it means that, spiritual intelligence is “the soul’s intelligence” (Zohar and Marshall, 2004). The evolution of managerial models over the course of the twentieth century reveals that the managers’ reality has increased in complexity. During the first quarter of the century, Taylor (1911) appropriately described the nature of the work during the industrial revolution and portrayed the manager as one who plans, organises, commands, coordinates and controls. The next 25 years brought greater recognition to the social context of work and the introduction of human- relations model. These approaches stressed that managerial responsibility went beyond productivity and efficiency to include the need for attention to human relationships. Goleman (1995, p.26) stated that “Competence of a person is judged by his or her performance. It does not matter whether the individual is a lawyer, skilled worker or philosopher but, a competent worker is one who can meet or surpass performance standards either implicit or explicit”. King, King& Rothwell (2001) on behalf of ‘American Management Association’ undertook a research project to answer a question of what individual characteristics lead to effective managerial performance. The research was based on a sample of 2,000 managers in a variety of jobs and organisations. It identified eighteen skill competencies generic to middle level management. These competencies were found to differentiate the superior from poor and/or average performers and to be causally related to effective management. Quinn, Faerman, Thompson, and Mcgrath, (1996) specified eight interconnected roles, that effective managers perform as, director, producer, monitor, coordinator, facilitator, mentor, innovator and broker. Cockerill, Hunt and Schroder (1995) presented eleven dimensions of managerial competency for high performance managerial competencies which are, information search, concept formation, conceptual flexibility, interpersonal search, managing interaction, development orientation, impact, self-confidence, presentation, proactive and achievement orientation. Quinn et al. (1996) subsequently, proposed eight managerial roles as mentor, facilitator, monitor, coordinator, director, producer, broker and innovator. Each role is composed of specific competencies, for example, the role of mentor involves communicating effectively and developing subordinates. These eight roles reflect two organisational dimensions, flexibility Vs control and internal Vs external. Depending upon the organisational goals, the CEO places greater emphasis on certain managerial roles.

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THAILAND HR JOURNAL 2014,VOLUME 6

OBJECTIVES OF THE STUDY

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Basic objectives of this study are as follows; 1. To find out and analyze relationships among emotional intelligence, spiritual intelligence, psychological resilience and managerial core competency of corporate executives 2. To analyze the impact of emotional intelligence and spiritual intelligence on psychological resilience and managerial core competency of corporate executives in India 3. To analyze the impact of emotional intelligence and spiritual intelligence on managerial core competency of corporate executives in India keeping psychological resilience as intervening variable. REVIEW OF LITERATURE

The terms of emotional quotient were used for the first time by Salovey and Mayer (1990), which referred to intelligence in what people recognize as feelings, motivators and managing emotions in life. Relating to management, Goleman (1995) mentioned that a person with high IQ may make a brilliant teacher of financial analyst, but high IQ combined with high EQ creates us to be the leader. It seemed that IQ consisting of verbal, numerical, and thinking skills is important for effective leadership. However, EQ has a more specific function to control negative things. Emotional quotient or EQ is very important to human beings as one solution for them to be success with other people. It is because of the emotional quotient or EQ contents of “high quality of soft skills” are seen as necessary. Further, Goleman (1998) noted that, more emotionally intelligent persons are categorized as successful at communicating in interesting and affirmative ways that could make others feel better in the job circumstances. Then, Bar-On (1997) pointed out that EI is also useful for group development since that large group of smooth and effective workers, knowing each other’s strengths and weaknesses and always having strong influence whenever possible. At the end of the 1990s, research on neurology found that the brain has another “Q” or other kind of intelligence (Zohar and Marshall, 2004). This new intelligence by which we have access to deep meaning, fundamental values, and a sense of abiding purpose in our lives, and the role that this meaning, values and purpose plays in our lives, strategies, and thinking process. Then, this newest intelligence is named as “spiritual quotient.” Spiritual quotient comes from the Latin word “spiritus,” and the meaning is “the vitalizing principle of an organism” (Zohar and Marshall, 2004: 97). Besides, the alphabet “S” in SQ also derived from Latin “Sapientia” which means “wisdom intelligence,” embracing all that we traditionally mean by wisdom as opposed to mere knowledge acquisition or to a rather mechanistic talent for solving problem (Zohar and Marshall, 2004). A person may have high SQ but have no faith in his or her religion or belief, and inversely, others may have

low SQ although very religious. Religion is based on a, particular set of customs, beliefs and values, and usually depends on culture, and upbringing. However, spiritual quotient is a hereditary capacity of the human brain, based on structures in the brain that gives us basic ability to form meanings, values, and beliefs in the first place; it means that, spiritual intelligence is “the soul’s intelligence” (Zohar and Marshall, 2004). The evolution of managerial models over the course of the twentieth century reveals that the managers’ reality has increased in complexity. During the first quarter of the century, Taylor (1911) appropriately described the nature of the work during the industrial revolution and portrayed the manager as one who plans, organises, commands, coordinates and controls. The next 25 years brought greater recognition to the social context of work and the introduction of human- relations model. These approaches stressed that managerial responsibility went beyond productivity and efficiency to include the need for attention to human relationships. Goleman (1995, p.26) stated that “Competence of a person is judged by his or her performance. It does not matter whether the individual is a lawyer, skilled worker or philosopher but, a competent worker is one who can meet or surpass performance standards either implicit or explicit”. King, King& Rothwell (2001) on behalf of ‘American Management Association’ undertook a research project to answer a question of what individual characteristics lead to effective managerial performance. The research was based on a sample of 2,000 managers in a variety of jobs and organisations. It identified eighteen skill competencies generic to middle level management. These competencies were found to differentiate the superior from poor and/or average performers and to be causally related to effective management. Quinn, Faerman, Thompson, and Mcgrath, (1996) specified eight interconnected roles, that effective managers perform as, director, producer, monitor, coordinator, facilitator, mentor, innovator and broker. Cockerill, Hunt and Schroder (1995) presented eleven dimensions of managerial competency for high performance managerial competencies which are, information search, concept formation, conceptual flexibility, interpersonal search, managing interaction, development orientation, impact, self-confidence, presentation, proactive and achievement orientation. Quinn et al. (1996) subsequently, proposed eight managerial roles as mentor, facilitator, monitor, coordinator, director, producer, broker and innovator. Each role is composed of specific competencies, for example, the role of mentor involves communicating effectively and developing subordinates. These eight roles reflect two organisational dimensions, flexibility Vs control and internal Vs external. Depending upon the organisational goals, the CEO places greater emphasis on certain managerial roles.

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OBJECTIVES OF THE STUDY

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HYPOTHESES OF THE STUDY AND PROPOSED MODEL OF THE STUDY

Important hypotheses of the study are as follows; 1. H0: There is no significant relationship among emotional intelligence, spiritual intelligence, psychological resilience and managerial core competency of corporate executives in India 2. H0: There is no significant impact of emotional intelligence and spiritual ntelligence on psychological resilience and managerial core competency of corporate executives in India 3. H0: There is no significant impact of emotional intelligence and spiritual intelligence on managerial core competency of corporate executives in India keeping psychological resilience as intervening variable.

which were about 321 people and the study used snow ball sampling for this research. After the distribution of 400 questionnaires using snow ball sampling method which is non-random sampling and non-probability sampling, 321 filled questionnaires were gathered from corporate executives. Questionnaires were distributed in person as well as through email across India to obtain data from corporate executives. TABLE 1: DESCRIPTION OF THE RESPONDENTS No. 1.

2.

3.

FIGURE 1: RESEARCH METHODOLOGY Proposed Research Model Spiritual intelligence

Emotional intelligence

Managerial core competency

Psychological resilience

RESEARCH METHODOLOGY. Statistical population

Statistical population of this research is corporate executives in India. Referring to the Krejcie and Morgan (1970) table, the minimum number of sample size was determined

4.

5.

Particulars GENDER Male Female Total TOTAL WORK EXPERIENCE Up to 5 years 6 – 10 years 11 years to 20 years More than 20 years Total EXPERIENCE IN THE PRESENT ORGANISATION Up to 3 years 4 to 7 years 8 years to 10 years More than 10 years Total EDUCATION Up to HSC/Diploma Under Graduation Post Graduation Total AGE Up to 25 years 26 years to 40 years 41 years to 50 years More than 50 years Total

No. of respondents

Percentages

150 171 321

46.7 53.3 100

73 119 94 35 321

22.7 37.1 29.3 10.9 100

76 124 101 20 321

23.7 38.6 31.5 6.2 100

106 120 95 321

33.0 37.4 29.6 100

75 114 88 44 321

23.4 35.5 27.4 13.7 100

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Resiliency is described as individual's response to stressful events of life or continuous confrontation of stress (such as war and sexual abuse) (Perkins and Jones, 2004). Resilient people are higher compatible with environmental stressful factors. Compatibility of people is due to the combination of context/ecological interaction and organic growth. However, resiliency is multi-dimensional. A person may be resilient in one aspect, but less resilient in the others (Kumpfer, 1999). Luthar, Doemberger and Zigler (1993) declared that some children showed adequacy in some aspects but have problems in the others. In a study on high educational resilient students that had experienced misbehavior, Kaufman, Cook, Arny, Jones and Pittinsky (1994) showed that 21% of them had social resiliency.

99

HYPOTHESES OF THE STUDY AND PROPOSED MODEL OF THE STUDY

Important hypotheses of the study are as follows; 1. H0: There is no significant relationship among emotional intelligence, spiritual intelligence, psychological resilience and managerial core competency of corporate executives in India 2. H0: There is no significant impact of emotional intelligence and spiritual ntelligence on psychological resilience and managerial core competency of corporate executives in India 3. H0: There is no significant impact of emotional intelligence and spiritual intelligence on managerial core competency of corporate executives in India keeping psychological resilience as intervening variable.

which were about 321 people and the study used snow ball sampling for this research. After the distribution of 400 questionnaires using snow ball sampling method which is non-random sampling and non-probability sampling, 321 filled questionnaires were gathered from corporate executives. Questionnaires were distributed in person as well as through email across India to obtain data from corporate executives. TABLE 1: DESCRIPTION OF THE RESPONDENTS No. 1.

2.

3.

FIGURE 1: RESEARCH METHODOLOGY Proposed Research Model Spiritual intelligence

Emotional intelligence

Managerial core competency

Psychological resilience

RESEARCH METHODOLOGY. Statistical population

Statistical population of this research is corporate executives in India. Referring to the Krejcie and Morgan (1970) table, the minimum number of sample size was determined

4.

5.

Particulars GENDER Male Female Total TOTAL WORK EXPERIENCE Up to 5 years 6 – 10 years 11 years to 20 years More than 20 years Total EXPERIENCE IN THE PRESENT ORGANISATION Up to 3 years 4 to 7 years 8 years to 10 years More than 10 years Total EDUCATION Up to HSC/Diploma Under Graduation Post Graduation Total AGE Up to 25 years 26 years to 40 years 41 years to 50 years More than 50 years Total

No. of respondents

Percentages

150 171 321

46.7 53.3 100

73 119 94 35 321

22.7 37.1 29.3 10.9 100

76 124 101 20 321

23.7 38.6 31.5 6.2 100

106 120 95 321

33.0 37.4 29.6 100

75 114 88 44 321

23.4 35.5 27.4 13.7 100

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Resiliency is described as individual's response to stressful events of life or continuous confrontation of stress (such as war and sexual abuse) (Perkins and Jones, 2004). Resilient people are higher compatible with environmental stressful factors. Compatibility of people is due to the combination of context/ecological interaction and organic growth. However, resiliency is multi-dimensional. A person may be resilient in one aspect, but less resilient in the others (Kumpfer, 1999). Luthar, Doemberger and Zigler (1993) declared that some children showed adequacy in some aspects but have problems in the others. In a study on high educational resilient students that had experienced misbehavior, Kaufman, Cook, Arny, Jones and Pittinsky (1994) showed that 21% of them had social resiliency.

99

100

In order to collect the necessary data and to test the hypotheses of the study, a well structured questionnaire was used. The questionnaire consisted of three sections. The first section included 10 questions about demographic information of respondents. The second section contained 24 statements representing critical existential thinking, personal meaning production, transcendental awareness and conscious state expansion to measure spiritual intelligence of corporate executives. The Second section also contained 16 statements using a Likert five point scale representing happiness, control, optimism, mindfulness and flow, hardiness, communications, relationships and compassion and empathy to measure psychological resilience of corporate executives. The Third section contained 24 statements also using a 5 point Likert scale representing self awareness, social awareness, self management and social skills to measure emotional intelligence of corporate executives. Further, this section also contained 44 statements representing general integrative competency, planning and control abilities, leading competency and ability to manage conflict and changes. Reliability

For reliability evaluation, the study utilized Cronbach's alpha. The Cronbach's alpha reliability of all the variables was more than 0.7 (a>0.7) which indicates that all the scales demonstrated high reliability. TABLE 2: RELIABILITY Instrument Spiritual intelligence Emotional intelligence Psychological resilience Managerial core competency

Numbers 24 24 16 44

Cronbach’s alpha co-efficient .842 .830 .792 .868

Validity

This research used factor analysis for considering the structure of the research. Confirmatory Factor Analysis (CFA) was used to investigate the construction of the questionnaire. Factor analysis depicted that all the mentioned criteria have been measured in these questionnaires.

Results and Discussion Structural Equation Modeling (SEM)

Structural equation modeling (SEM) is a statistical technique for testing and estimating causal relations using a combination of statistical data and qualitative causal assumptions. Structural equation models (SEM) allow both confirmatory and exploratory modeling which means that they are suited to both theory testing and theory development. Confirmatory modeling usually starts out with a hypothesis that gets represented in a causal model. The concepts used in the model must then be put in to operation to allow testing of the relationships between the concepts in the model. The model is tested against the obtained measurement data to determine how well the model fits the data. The causal assumptions embedded in the model often have falsifiable implications which can be tested against the data. One of the strengths of SEM is the ability to constructlatent variables: variables that are not measured directly, but are estimated in the model from several measured variables, each of which is predicted to 'tap into' the latent variables. This allows the modeler to explicitly capture the unreliability of measurement in the model, which in theory allows the structural relations between latent variables to be accurately estimated. regression all represent special cases of SEM. In SEM, the qualitative causal assumptions are represented by the missing variables in each equation, as well as vanishing co-variances among some error terms. These assumptions are testable in experimental studies and must be confirmed judgmentally in observational studies. In this study, in order to find out the relationship among and impact of emotional intelligence, spiritual intelligence, psychological resilience and managerial core competency of corporate executives, a path analysis in Visual PLS was carried out. Path Analysis

In contrast to the separate regressions approach, a statistical technique known as path analysis (or simultaneous equations) can be used to obtain both the path values (estimated ˆB) for the model and a test of the overall model fit. This technique is actually a special case of SEM, one that only involves observed variables, so it will be discussed in some detail. The goal of path analysis, and more generally of SEM, is to see how well our proposed model, which is a set of specified causal and non-causal relationships among variables, accounts for the observed relationships among these variables.

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Instrument

101

100

In order to collect the necessary data and to test the hypotheses of the study, a well structured questionnaire was used. The questionnaire consisted of three sections. The first section included 10 questions about demographic information of respondents. The second section contained 24 statements representing critical existential thinking, personal meaning production, transcendental awareness and conscious state expansion to measure spiritual intelligence of corporate executives. The Second section also contained 16 statements using a Likert five point scale representing happiness, control, optimism, mindfulness and flow, hardiness, communications, relationships and compassion and empathy to measure psychological resilience of corporate executives. The Third section contained 24 statements also using a 5 point Likert scale representing self awareness, social awareness, self management and social skills to measure emotional intelligence of corporate executives. Further, this section also contained 44 statements representing general integrative competency, planning and control abilities, leading competency and ability to manage conflict and changes. Reliability

For reliability evaluation, the study utilized Cronbach's alpha. The Cronbach's alpha reliability of all the variables was more than 0.7 (a>0.7) which indicates that all the scales demonstrated high reliability. TABLE 2: RELIABILITY Instrument Spiritual intelligence Emotional intelligence Psychological resilience Managerial core competency

Numbers 24 24 16 44

Cronbach’s alpha co-efficient .842 .830 .792 .868

Validity

This research used factor analysis for considering the structure of the research. Confirmatory Factor Analysis (CFA) was used to investigate the construction of the questionnaire. Factor analysis depicted that all the mentioned criteria have been measured in these questionnaires.

Results and Discussion Structural Equation Modeling (SEM)

Structural equation modeling (SEM) is a statistical technique for testing and estimating causal relations using a combination of statistical data and qualitative causal assumptions. Structural equation models (SEM) allow both confirmatory and exploratory modeling which means that they are suited to both theory testing and theory development. Confirmatory modeling usually starts out with a hypothesis that gets represented in a causal model. The concepts used in the model must then be put in to operation to allow testing of the relationships between the concepts in the model. The model is tested against the obtained measurement data to determine how well the model fits the data. The causal assumptions embedded in the model often have falsifiable implications which can be tested against the data. One of the strengths of SEM is the ability to constructlatent variables: variables that are not measured directly, but are estimated in the model from several measured variables, each of which is predicted to 'tap into' the latent variables. This allows the modeler to explicitly capture the unreliability of measurement in the model, which in theory allows the structural relations between latent variables to be accurately estimated. regression all represent special cases of SEM. In SEM, the qualitative causal assumptions are represented by the missing variables in each equation, as well as vanishing co-variances among some error terms. These assumptions are testable in experimental studies and must be confirmed judgmentally in observational studies. In this study, in order to find out the relationship among and impact of emotional intelligence, spiritual intelligence, psychological resilience and managerial core competency of corporate executives, a path analysis in Visual PLS was carried out. Path Analysis

In contrast to the separate regressions approach, a statistical technique known as path analysis (or simultaneous equations) can be used to obtain both the path values (estimated ˆB) for the model and a test of the overall model fit. This technique is actually a special case of SEM, one that only involves observed variables, so it will be discussed in some detail. The goal of path analysis, and more generally of SEM, is to see how well our proposed model, which is a set of specified causal and non-causal relationships among variables, accounts for the observed relationships among these variables.

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Instrument

101

TABLE 4: CORRLATION ANALYSIS FOR THE RESEARCH MODEL

M

M

M

M

M

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102

If one estimates these more basic parameters from the data, he can compute an estimate of the population Co-variance matrix (call it 1) that is based on the assumed model as well as the data. When the model is true, S and 1 are estimates of the same thing, namely . When the model is false, they are not. Thus, one can evaluate model fit by comparing S and 1 as estimated from the sample. Reliability Analysis for the Research Model

TABLE 3: RELIABILITY ANALYSIS FOR THE RESEARCH MODEL Composite Reliability

AVE

Cronbach Alpha

Spiritual intelligence

0.9723

0.5961

0.9763

Emotional intelligence

0.9644

0.5380

0.9602

Psychological resilience

0.9462

0.5259

0.9636

Managerial core competency

0.9792

0.5230

0.9829

Construct

The scale reliability statistics of the constructs showed composite reliability of 0.97, 0.96, 0.94 and 0.97 for spiritual intelligence, emotional intelligence, psychological resilience and managerial core competency respectively. These composite reliability scores are above the recommended level of 0.70. Composite reliability has been the internal consistency measure developed by Fornell & Larcker (1981) which is similar to Cronbach’s alpha. To assess the discriminate validity, Average Variance Extracted (AVE) suggested by Fornell & Larcker (1981) has been used. AVE has been 0.59, 0.53, 0.52 and 0.52 for the variables spiritual intelligence, emotional intelligence, psychological resilience and managerial core competency respectively against 0.5 which is the required level of AVE. Cronbach’s alpha coefficient greater than 0.7 is acceptable and Cronbach’s alpha coefficient for the variables spiritual intelligence, emotional intelligence, psychological resilience and managerial core competency are 0.97, 0.96, 0.96 and 0.98 respectively. Therefore, the variables are highly reliable to be used in the research.

Spiritual intelligence Emotional intelligence Psychological resilience Managerial core competency

Spiritual Emotional Psychological Managerial core resilience intelligence intelligence competency 1.000 0.976

1.000

0.818

0.822

1.000

0.664

0.662

0.941

1.000

The above table 4 shows correlation among core variables of the study namely spiritual intelligence, emotional intelligence and managerial core competency. The important correlation characteristics prevailing among the core variables, considered for the research model, are summarized below; 1. Spiritual intelligence is positively correlated with emotional intelligence (0.976), psychological resilience (0.818) and managerial core competency (0.664) 2. Emotional intelligence is positively correlated with spiritual intelligence (0.976), psychological resilience (0.822) and managerial core competency (0.662) 3. Psychological resilience is positively correlated with spiritual intelligence (0.818), emotional intelligence (0.822) and managerial core competency (0.941) 4. Managerial core competency is positively correlated with spiritual intelligence (0.664), emotional intelligence (0.662) and psychological resilience (0.941). From the correlation analysis, it can be observed that spiritual intelligence, emotional intelligence, psychological resilience and managerial core competency are positively correlated with one another which show the strength of the research model. Further, the correlation analysis rejects null hypothesis 1. Therefore, it can be concluded that there is a significant relationship among spiritual intelligence, emotional intelligence, psychological resilience and managerial core competency of corporate executives in India. Further, it can be observed that psychological resilience of corporate executives is strongly correlated with their managerial core competency and emotional intelligence and spiritual intelligence of corporate executives are moderately correlated with their managerial core competency.

THAILAND HR JOURNAL 2014,VOLUME 6

Correlation

M

M

The observed relationships are usually the co-variances, summarized in the sample covariance matrix, which will be called S. If the researcher could measure everyone in the population, he would obtain the population covariance matrix, . Of course he cannot do that, but S serves as a good estimate of , and this estimate gets better as the sample grows larger. The most important idea in SEM is that under the proposed model, the population covariance matrix has a certain structure; that is, some of its elements are functions of other elements or other parameters in the model (such as regression coefficients).

103

TABLE 4: CORRLATION ANALYSIS FOR THE RESEARCH MODEL

M

M

M

M

M

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102

If one estimates these more basic parameters from the data, he can compute an estimate of the population Co-variance matrix (call it 1) that is based on the assumed model as well as the data. When the model is true, S and 1 are estimates of the same thing, namely . When the model is false, they are not. Thus, one can evaluate model fit by comparing S and 1 as estimated from the sample. Reliability Analysis for the Research Model

TABLE 3: RELIABILITY ANALYSIS FOR THE RESEARCH MODEL Composite Reliability

AVE

Cronbach Alpha

Spiritual intelligence

0.9723

0.5961

0.9763

Emotional intelligence

0.9644

0.5380

0.9602

Psychological resilience

0.9462

0.5259

0.9636

Managerial core competency

0.9792

0.5230

0.9829

Construct

The scale reliability statistics of the constructs showed composite reliability of 0.97, 0.96, 0.94 and 0.97 for spiritual intelligence, emotional intelligence, psychological resilience and managerial core competency respectively. These composite reliability scores are above the recommended level of 0.70. Composite reliability has been the internal consistency measure developed by Fornell & Larcker (1981) which is similar to Cronbach’s alpha. To assess the discriminate validity, Average Variance Extracted (AVE) suggested by Fornell & Larcker (1981) has been used. AVE has been 0.59, 0.53, 0.52 and 0.52 for the variables spiritual intelligence, emotional intelligence, psychological resilience and managerial core competency respectively against 0.5 which is the required level of AVE. Cronbach’s alpha coefficient greater than 0.7 is acceptable and Cronbach’s alpha coefficient for the variables spiritual intelligence, emotional intelligence, psychological resilience and managerial core competency are 0.97, 0.96, 0.96 and 0.98 respectively. Therefore, the variables are highly reliable to be used in the research.

Spiritual intelligence Emotional intelligence Psychological resilience Managerial core competency

Spiritual Emotional Psychological Managerial core resilience intelligence intelligence competency 1.000 0.976

1.000

0.818

0.822

1.000

0.664

0.662

0.941

1.000

The above table 4 shows correlation among core variables of the study namely spiritual intelligence, emotional intelligence and managerial core competency. The important correlation characteristics prevailing among the core variables, considered for the research model, are summarized below; 1. Spiritual intelligence is positively correlated with emotional intelligence (0.976), psychological resilience (0.818) and managerial core competency (0.664) 2. Emotional intelligence is positively correlated with spiritual intelligence (0.976), psychological resilience (0.822) and managerial core competency (0.662) 3. Psychological resilience is positively correlated with spiritual intelligence (0.818), emotional intelligence (0.822) and managerial core competency (0.941) 4. Managerial core competency is positively correlated with spiritual intelligence (0.664), emotional intelligence (0.662) and psychological resilience (0.941). From the correlation analysis, it can be observed that spiritual intelligence, emotional intelligence, psychological resilience and managerial core competency are positively correlated with one another which show the strength of the research model. Further, the correlation analysis rejects null hypothesis 1. Therefore, it can be concluded that there is a significant relationship among spiritual intelligence, emotional intelligence, psychological resilience and managerial core competency of corporate executives in India. Further, it can be observed that psychological resilience of corporate executives is strongly correlated with their managerial core competency and emotional intelligence and spiritual intelligence of corporate executives are moderately correlated with their managerial core competency.

THAILAND HR JOURNAL 2014,VOLUME 6

Correlation

M

M

The observed relationships are usually the co-variances, summarized in the sample covariance matrix, which will be called S. If the researcher could measure everyone in the population, he would obtain the population covariance matrix, . Of course he cannot do that, but S serves as a good estimate of , and this estimate gets better as the sample grows larger. The most important idea in SEM is that under the proposed model, the population covariance matrix has a certain structure; that is, some of its elements are functions of other elements or other parameters in the model (such as regression coefficients).

103

Further, the tested Path analysis model depicts impact of spiritual intelligence and emotional intelligence on psychological resilience and managerial core competency of corporate executives in India.

FIGURE 2: TESTED SEM PATH ANALYSIS MODEL

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S1

104

0.331

RES1 RSq=0.682

0.388 0.499

E1

Impact of spiritual intelligence and emotional intelligence on psychological resilience and managerial core competency of corporate executives

The tested path analysis model discloses that spiritual intelligence and emotional intelligence influence psychological resilience of corporate executives to the extent of 68.2% (R2: 0.682) and they influence managerial core competency of corporate executives to the extent of 44.5% (R2: 0.445). The above results reject the null hypothesis 2. Therefore, it can be concluded that there is a significant impact of spiritual intelligence and emotional intelligence on psychological resilience and managerial core competency of corporate executives in India.

MCORE 0.283 RSq=0.445

The tested Path analysis model reveals the following relationship among core variables of the study when Beta values are compared; 1. Spiritual intelligence positively and moderately influences managerial core competency of corporate executives (Beta value: 0.388) and it influences positively and moderately psychological resilience of corporate executives (Beta value: 0.331). Thus, spiritual intelligence impacts more significantly managerial core competency of corporate executivesthan their psychological resilience. 2. Emotional intelligence positively and moderately influences managerial core competency of corporate executives (Beta value: 0.283) and it influences psychological resilience of corporate executives positively and moderately (Beta value: 0.499). Thus, emotional intelligence impacts more significantly psychological resilience of corporate executives than their managerial core competency. From the above results, it can be understood that Spiritual intelligence influences managerial core competency of corporate executives more while emotional intelligence influences psychological resilience of corporate executives more.

Impact of spiritual intelligence and emotional intelligence on managerial core competency of corporate executives keeping psychological resilience as intervening variable

105

FIGURE 3 TESTED SEM PATH ANALYSIS MODEL 2 S1

0.293

RES1 RSq=0.642

0.026 0.512

E1

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The tested model of the path analysis is given below:

1.194

MCORE 0.328 RSq=0.941

Further, the tested Path analysis model depicts impact of spiritual intelligence and emotional intelligence on psychological resilience and managerial core competency of corporate executives in India.

FIGURE 2: TESTED SEM PATH ANALYSIS MODEL

THAILAND HR JOURNAL 2014,VOLUME 6

S1

104

0.331

RES1 RSq=0.682

0.388 0.499

E1

Impact of spiritual intelligence and emotional intelligence on psychological resilience and managerial core competency of corporate executives

The tested path analysis model discloses that spiritual intelligence and emotional intelligence influence psychological resilience of corporate executives to the extent of 68.2% (R2: 0.682) and they influence managerial core competency of corporate executives to the extent of 44.5% (R2: 0.445). The above results reject the null hypothesis 2. Therefore, it can be concluded that there is a significant impact of spiritual intelligence and emotional intelligence on psychological resilience and managerial core competency of corporate executives in India.

MCORE 0.283 RSq=0.445

The tested Path analysis model reveals the following relationship among core variables of the study when Beta values are compared; 1. Spiritual intelligence positively and moderately influences managerial core competency of corporate executives (Beta value: 0.388) and it influences positively and moderately psychological resilience of corporate executives (Beta value: 0.331). Thus, spiritual intelligence impacts more significantly managerial core competency of corporate executivesthan their psychological resilience. 2. Emotional intelligence positively and moderately influences managerial core competency of corporate executives (Beta value: 0.283) and it influences psychological resilience of corporate executives positively and moderately (Beta value: 0.499). Thus, emotional intelligence impacts more significantly psychological resilience of corporate executives than their managerial core competency. From the above results, it can be understood that Spiritual intelligence influences managerial core competency of corporate executives more while emotional intelligence influences psychological resilience of corporate executives more.

Impact of spiritual intelligence and emotional intelligence on managerial core competency of corporate executives keeping psychological resilience as intervening variable

105

FIGURE 3 TESTED SEM PATH ANALYSIS MODEL 2 S1

0.293

RES1 RSq=0.642

0.026 0.512

E1

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The tested model of the path analysis is given below:

1.194

MCORE 0.328 RSq=0.941

106

The above results reject the null hypothesis 3. Therefore, it can be concluded that there is a significant impact of spiritual intelligence and emotional intelligence on managerial core competency of corporate executives in India through psychological resilience. It should be noted that emotional and spiritual intelligence influence managerial core competency of corporate executives in India at moderate level of 44.5% (Figure – 1), but, they influence strong level of 94.1% (Figure – 2) managerial core competency of corporate executives when psychological resilience intervenes the process. CONCLUSION

The aim of the present study is to investigate the relationship among spiritual intelligence, emotional intelligence, psychological resilience and managerial core competency of corporate executives in India. Further, the study intends to analyze impact of spiritual intelligence and emotional intelligence on managerial core competency of corporate executives keeping psychological resilience as intervening variable. The study has found that there is a positive relationship among emotional intelligence, spiritual intelligence and managerial core competency of corporate executives and has also found that there is a significant impact of spiritual intelligence and emotional intelligence on managerial core competency of corporate executives in India keeping psychological resilience as intervening variable. Further, the study has revealed that emotional intelligence and spiritual intelligence have significant impact on psychological resilience and managerial core competencies of corporate executives in India.

REFERENCES

Aram J.Y. (2009). The Contribution of Emotional and Spiritual Intelligences to Effective Business Leadership. Dissertation submitted for Doctor of Philosophy to Institute of Transpersonal Psychology, Palo Alto, California. Bakhtiarpoor, S., Heidarie, A., Alipoor and Khodadadi, S.(2011). The Relationship of the Self-Focused Attention, Body Image Concern and Generalized Self-Efficacy with Social Anxiety in Students. Life Science Journal, l; 8 (4):704- 713. Bar-On,R. (1997b). Development of the Bar-On EQ-inventory: A measure of emotional and social intelligence. Paper presented at the 105th Annual Convention of the American Psychological Association, Chicago, USA. Barnard, C. (1938). The Functions of the Executive, Boston: Harvard University Press. Benson, P.L. (1990). The Troubled Journey: A Portrait of 6th-12th grade youth, Minneapolis MS Search Institute. Benson, P.L., Leffert, N., Scales, P. C. and Blyth, D. A. (1998). Beyond the “village” rhetoric: Creating healthy communities for children and adolescents. Applied, Developmental Science, 2, 138-159. Benzies, K. and Mychasiuk, R.(2009) Fostering family resiliency: a review of the key protective factors. Child and Family Social Work, 14: 103–114. Block J, (2002). Personality as an affect –processing system, Mahwah, NJ: Erlbaum. Cockerill, A., Hunt J. and Schroder, H. (1995). Managerial Competencies Fact or Fiction? Business Strategy Review, Vol. 6 No. (3), pp. 1-12. Daloisio, A.C. and Firestone, M.L. (1982). An Experiential Approach to Developing Managerial Competencies, Journal of Developments in Business Simulation and Experimental Exercises, Vol. 9, pp. 289-292 Ebrahimi, A. Sadeghi, Z. (2011) Comparison of Mental Health in Male Adolescents with and without Internet Addiction. Life Science Journal; 8(4):609-612. Fornell, C., Larcker, D.F., 1981. Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research 18 (1), 39-50. Goldberg, D. and Williams P.A. (1988). User’s Guide to the General Health Questionnaire, Windsor, NFER NELSON Publishing Company Ltd.

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The tested path analysis model - 2 discloses that spiritual intelligence and emotional intelligence influence managerial core competency of corporate executives to the extent of 94.1% (R2: 0.941) through psychological resilience of corporate executives.

107

106

The above results reject the null hypothesis 3. Therefore, it can be concluded that there is a significant impact of spiritual intelligence and emotional intelligence on managerial core competency of corporate executives in India through psychological resilience. It should be noted that emotional and spiritual intelligence influence managerial core competency of corporate executives in India at moderate level of 44.5% (Figure – 1), but, they influence strong level of 94.1% (Figure – 2) managerial core competency of corporate executives when psychological resilience intervenes the process. CONCLUSION

The aim of the present study is to investigate the relationship among spiritual intelligence, emotional intelligence, psychological resilience and managerial core competency of corporate executives in India. Further, the study intends to analyze impact of spiritual intelligence and emotional intelligence on managerial core competency of corporate executives keeping psychological resilience as intervening variable. The study has found that there is a positive relationship among emotional intelligence, spiritual intelligence and managerial core competency of corporate executives and has also found that there is a significant impact of spiritual intelligence and emotional intelligence on managerial core competency of corporate executives in India keeping psychological resilience as intervening variable. Further, the study has revealed that emotional intelligence and spiritual intelligence have significant impact on psychological resilience and managerial core competencies of corporate executives in India.

REFERENCES

Aram J.Y. (2009). The Contribution of Emotional and Spiritual Intelligences to Effective Business Leadership. Dissertation submitted for Doctor of Philosophy to Institute of Transpersonal Psychology, Palo Alto, California. Bakhtiarpoor, S., Heidarie, A., Alipoor and Khodadadi, S.(2011). The Relationship of the Self-Focused Attention, Body Image Concern and Generalized Self-Efficacy with Social Anxiety in Students. Life Science Journal, l; 8 (4):704- 713. Bar-On,R. (1997b). Development of the Bar-On EQ-inventory: A measure of emotional and social intelligence. Paper presented at the 105th Annual Convention of the American Psychological Association, Chicago, USA. Barnard, C. (1938). The Functions of the Executive, Boston: Harvard University Press. Benson, P.L. (1990). The Troubled Journey: A Portrait of 6th-12th grade youth, Minneapolis MS Search Institute. Benson, P.L., Leffert, N., Scales, P. C. and Blyth, D. A. (1998). Beyond the “village” rhetoric: Creating healthy communities for children and adolescents. Applied, Developmental Science, 2, 138-159. Benzies, K. and Mychasiuk, R.(2009) Fostering family resiliency: a review of the key protective factors. Child and Family Social Work, 14: 103–114. Block J, (2002). Personality as an affect –processing system, Mahwah, NJ: Erlbaum. Cockerill, A., Hunt J. and Schroder, H. (1995). Managerial Competencies Fact or Fiction? Business Strategy Review, Vol. 6 No. (3), pp. 1-12. Daloisio, A.C. and Firestone, M.L. (1982). An Experiential Approach to Developing Managerial Competencies, Journal of Developments in Business Simulation and Experimental Exercises, Vol. 9, pp. 289-292 Ebrahimi, A. Sadeghi, Z. (2011) Comparison of Mental Health in Male Adolescents with and without Internet Addiction. Life Science Journal; 8(4):609-612. Fornell, C., Larcker, D.F., 1981. Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research 18 (1), 39-50. Goldberg, D. and Williams P.A. (1988). User’s Guide to the General Health Questionnaire, Windsor, NFER NELSON Publishing Company Ltd.

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The tested path analysis model - 2 discloses that spiritual intelligence and emotional intelligence influence managerial core competency of corporate executives to the extent of 94.1% (R2: 0.941) through psychological resilience of corporate executives.

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Perkins, D.F. and Jones, K.R. Risk behaviors and resiliency within physically abused adolescents. Child Abuse & Neglect, 2004:28, 547-563.

Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books: New York.

Quinn, R.E., Faerman, S.R., Thompson, M.P., and Mcgrath, M.R. (1996).Becoming a Master Manager , New York: Wiley.

Kaufman J. Cook, A., Arny, L., Jones, B. and Pittinsky, T. (1994), Problems defining resiliency: Illustrations from the study of maltreated children. Development and Psychopathology, 6, 215–229.

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King, S. B., King, M., & Rothwell, W. J. (2001). The complete guide to training delivery: A competency-based approach New York: American Management Association.

Rutter, M. (1987), Psychosocial resilience and protective mechanisms. American Journal of Orthopsychiatry,: 57(3): 316-331.

King, D.B.(2008) Rethinking Claims Of Spiritual Intelligence: A Definition, Model and Measure. Dissertation submitted for Master of Science to Trent University, Ontario, Canada

Salovey P, and Mayer JD, (1990),. Emotional intelligence. Imagination , Cognition, and Personality , 9, 185 211.

Klemp, G.O., Jr.(1979) On the identification, measurement and integration of competence. In M. Keeton & P. Pottinger (Eds.),(1999) , Competence : The concept: its measurability and the implications for licensing, certification and education, San Francisco, Jossey-Bass.. Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30, 607-610. Kumpfer, K.(1999), Factors of Processes Contributing To Resilience: The Resilience Framework. Dissertation submitted for Doctor of Philosophy to New York University. Lazarus, R. S. (1993). From psychological stress to the emotions: A history of changing outlooks. Annual Review of Psychology, 44, 1–21. Luthar, S.S., Doemberger, C.H. and Zigler, E.(1993), Resilience is not a uni-dimensional construct: lnsights from a prospective study of inner-city adolescents. Development and Psychology , 5, 703-718. Luthar, S.S. (1991). Vulnerability and Resiliency A study of high risk adolescents. Child Development 62, 600– 616. Masten, A.S. and Reed MGJ. (2004), Resilience in Development. Handbook of Positive Psychology, :74-88. Mayo, E. (1933). The Human Problems of an Industrial Civilization,. New York: Macmillan.

Salovey P, Mayer JD and Caruso D, (2002) The positive psychology of emotional intelligence. In C. R. Snyder, and S. L. Lopez (Eds.), (2002) 159-171. Sambasivan, (2011). Managerial core competencies of corporate executives. PhD Thesis submitted to Alagappa University, Karaikudi. Taylor, F. (1911). The principles of scientific management. New York: Harper and Brothers. Zohar, D and Marshall, I. (2004). Spiritual Capital: Wealth we can live by. BK Publisher: San Francisco.

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Goleman D, 1995. Emotional Intelligence: Why it can matter more than IQ, New York: Bantam Books.

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Perkins, D.F. and Jones, K.R. Risk behaviors and resiliency within physically abused adolescents. Child Abuse & Neglect, 2004:28, 547-563.

Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books: New York.

Quinn, R.E., Faerman, S.R., Thompson, M.P., and Mcgrath, M.R. (1996).Becoming a Master Manager , New York: Wiley.

Kaufman J. Cook, A., Arny, L., Jones, B. and Pittinsky, T. (1994), Problems defining resiliency: Illustrations from the study of maltreated children. Development and Psychopathology, 6, 215–229.

Rutter, M.(1979) Protective factors in children's responses to stress and disadvantage. Primary Prevention of Psychopathology,: 3: 49-74.

King, S. B., King, M., & Rothwell, W. J. (2001). The complete guide to training delivery: A competency-based approach New York: American Management Association.

Rutter, M. (1987), Psychosocial resilience and protective mechanisms. American Journal of Orthopsychiatry,: 57(3): 316-331.

King, D.B.(2008) Rethinking Claims Of Spiritual Intelligence: A Definition, Model and Measure. Dissertation submitted for Master of Science to Trent University, Ontario, Canada

Salovey P, and Mayer JD, (1990),. Emotional intelligence. Imagination , Cognition, and Personality , 9, 185 211.

Klemp, G.O., Jr.(1979) On the identification, measurement and integration of competence. In M. Keeton & P. Pottinger (Eds.),(1999) , Competence : The concept: its measurability and the implications for licensing, certification and education, San Francisco, Jossey-Bass.. Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30, 607-610. Kumpfer, K.(1999), Factors of Processes Contributing To Resilience: The Resilience Framework. Dissertation submitted for Doctor of Philosophy to New York University. Lazarus, R. S. (1993). From psychological stress to the emotions: A history of changing outlooks. Annual Review of Psychology, 44, 1–21. Luthar, S.S., Doemberger, C.H. and Zigler, E.(1993), Resilience is not a uni-dimensional construct: lnsights from a prospective study of inner-city adolescents. Development and Psychology , 5, 703-718. Luthar, S.S. (1991). Vulnerability and Resiliency A study of high risk adolescents. Child Development 62, 600– 616. Masten, A.S. and Reed MGJ. (2004), Resilience in Development. Handbook of Positive Psychology, :74-88. Mayo, E. (1933). The Human Problems of an Industrial Civilization,. New York: Macmillan.

Salovey P, Mayer JD and Caruso D, (2002) The positive psychology of emotional intelligence. In C. R. Snyder, and S. L. Lopez (Eds.), (2002) 159-171. Sambasivan, (2011). Managerial core competencies of corporate executives. PhD Thesis submitted to Alagappa University, Karaikudi. Taylor, F. (1911). The principles of scientific management. New York: Harper and Brothers. Zohar, D and Marshall, I. (2004). Spiritual Capital: Wealth we can live by. BK Publisher: San Francisco.

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Goleman D, 1995. Emotional Intelligence: Why it can matter more than IQ, New York: Bantam Books.

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ANALYSIS OF ORGANIZATIONAL COMMITMENT OF WOMEN IT PROFESSIONALS IN

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BANGALORE CITY, INDIA

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N.Murugan Department of Management Studies, PSNA College of Engg & Tech., Dindigul – 624 622, Tamil Nadu, India Email: [email protected], [email protected]

ABSTRACT

Organizational commitment has an important place in the study of organizational behavior. This is due to the fact that there are relationships between organizational commitment and attitudes and behaviors in the workplace. Organizational commitment has been defined as multidimensional in nature, involving an employee’s loyalty to the organization, willingness to exert effort on behalf of the organization, degree of goal and value congruency with the organization, and desire to maintain membership. Women employees especially Information Technology women employees are in a position to play different role in their work and family life like employee, team leader, wife, mother etc. It will lead to work life conflict. In this work life conflict situation, do women employees have any commitment towards organization? This question has induced to have study on perceptions of women IT professionals in Bangalore city, India on organizational commitment. This study has employed survey method of primary data collection through structured questionnaire using snow ball sampling method. Data was analyzed using One way ANOVA to find out differences in demographic characteristics and perceptions of Indian women IT professionals in Bangalore city on organizational commitment.

Changes in the social, political and economic fabric of societies have influenced and continue to influence both the nature of employment and its relationship to life outside work. Work-life balance has emerged as a hot topic in recent years– fuelled in part by changing trends in women’s social roles. Whilst labor market participation has increased for women of all ages, women continue to shoulder the main responsibility for organizing and undertaking unpaid caring work. Changing employment patterns together with changes in the demographic structure of the workforce have resulted in a different reality for the 21st century. Instead of trying to manage copious amounts of leisure time, many employees are instead trying to juggle numerous responsibilities with the increased, intensified demands of work. Such reality, and in particular, transformations in the structure of both the workplace and the workforce imply that work practices and employers’ expectations must change accordingly. The traditional assumption that employees should be willing and able to make work their top priority in life is no longer tenable. Globalization, new technologies and business restructuring are challenging the long established patterns of paid work while imposing new burdens on families, individuals and households. Until quite recently it was widely assumed, particularly in and concerning the richer countries, that working hours were steadily reducing, the amount of leisure time increasing and that these trends would continue. Many people looked forward to a golden age of leisure. The changing economic conditions and social demands have changed the nature of work and work life balance throughout the world. Work–life balance is a concept including proper prioritizing between "work" (career and ambition) and "lifestyle" (health, pleasure, leisure, family and spiritual development/meditation). Related, though broader, terms include "lifestyle calm balance" and "lifestyle choices". The concept of organizational commitment is becoming more and more relevant in an ever dynamic working environment. This study makes an attempt to analyze empirically perceptions of Information Technology (IT) sector women professionals on organizational commitment in India.

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INTRODUCTION

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ANALYSIS OF ORGANIZATIONAL COMMITMENT OF WOMEN IT PROFESSIONALS IN

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BANGALORE CITY, INDIA

110

N.Murugan Department of Management Studies, PSNA College of Engg & Tech., Dindigul – 624 622, Tamil Nadu, India Email: [email protected], [email protected]

ABSTRACT

Organizational commitment has an important place in the study of organizational behavior. This is due to the fact that there are relationships between organizational commitment and attitudes and behaviors in the workplace. Organizational commitment has been defined as multidimensional in nature, involving an employee’s loyalty to the organization, willingness to exert effort on behalf of the organization, degree of goal and value congruency with the organization, and desire to maintain membership. Women employees especially Information Technology women employees are in a position to play different role in their work and family life like employee, team leader, wife, mother etc. It will lead to work life conflict. In this work life conflict situation, do women employees have any commitment towards organization? This question has induced to have study on perceptions of women IT professionals in Bangalore city, India on organizational commitment. This study has employed survey method of primary data collection through structured questionnaire using snow ball sampling method. Data was analyzed using One way ANOVA to find out differences in demographic characteristics and perceptions of Indian women IT professionals in Bangalore city on organizational commitment.

Changes in the social, political and economic fabric of societies have influenced and continue to influence both the nature of employment and its relationship to life outside work. Work-life balance has emerged as a hot topic in recent years– fuelled in part by changing trends in women’s social roles. Whilst labor market participation has increased for women of all ages, women continue to shoulder the main responsibility for organizing and undertaking unpaid caring work. Changing employment patterns together with changes in the demographic structure of the workforce have resulted in a different reality for the 21st century. Instead of trying to manage copious amounts of leisure time, many employees are instead trying to juggle numerous responsibilities with the increased, intensified demands of work. Such reality, and in particular, transformations in the structure of both the workplace and the workforce imply that work practices and employers’ expectations must change accordingly. The traditional assumption that employees should be willing and able to make work their top priority in life is no longer tenable. Globalization, new technologies and business restructuring are challenging the long established patterns of paid work while imposing new burdens on families, individuals and households. Until quite recently it was widely assumed, particularly in and concerning the richer countries, that working hours were steadily reducing, the amount of leisure time increasing and that these trends would continue. Many people looked forward to a golden age of leisure. The changing economic conditions and social demands have changed the nature of work and work life balance throughout the world. Work–life balance is a concept including proper prioritizing between "work" (career and ambition) and "lifestyle" (health, pleasure, leisure, family and spiritual development/meditation). Related, though broader, terms include "lifestyle calm balance" and "lifestyle choices". The concept of organizational commitment is becoming more and more relevant in an ever dynamic working environment. This study makes an attempt to analyze empirically perceptions of Information Technology (IT) sector women professionals on organizational commitment in India.

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INTRODUCTION

111

112

Important objectives of this study are as follows; 1. To find out demographic, economic and work related profile of Indian women IT professionals considered for the study 2. To identify and analyze perceptions of Indian women IT professionals towards organizational commitment. REVIEW OF LITERATURE

One of the indispensable parts of the research is reviewing the literature. The review of related literature is a sort of formal training, which enables the researcher to understand the objectives and the corresponding hypotheses of the study. It acquaints the researcher with the current knowledge and serves as a pole star in delimiting and defining the problem. The most important reason for reviewing the literature is to know about the recommendations of the previous researchers for further researches, which they have listed in their studies. The concept of organizational commitment refers to employees’ loyalty to their organizations and a process that employees cooperate in organizational decision making. During time, researchers introduced three dimensions for organizational commitment as follows: (1) Affective commitment: refers to the sense of dependence that employees have to their organizations, (2) Continuance commitment: refers to inclination of employees to remain in their organizations because of the negative consequences of leaving their organizations like being unemployed, (3) Normative commitment: refers to the sense that employees consider themselves as members of a family. In this case, employees remain in their organizations and try to do their jobs well (Ravikumar, 2014). Oscar (1966) has found that the strength of a person’s commitment to an organization is influenced by the rewards he has received from the system and the kinds of experiences he has had to undergo in order to receive the rewards. Robert (1970) has observed that people in low status occupations are thought to have little commitment whereas people in high status occupations should be more highly committed. Gupta, Sharma and Rahman (1971) have in their studies indicated that recognition is a variant of prime importance that influences one’s commitment to organizational goals. Hrebiniak and Alutto (1972) in their studies have shown that there is a strong positive relationship between organizational commitment and experience or seniority. Porter, Steers, Mowday and Boulian (1974) have observed that individuals highly committed to an organization’s goals and willing to devote a great deal of their energy towards those ends would be inclined to remain with the organization. Staw (1976) has noted that negative consequences may actually cause decision makers to increase their commitment. Steers (1977) has found that work experiences are more closely related to commitment than personal or job characteristics.

Subrahmaniam. et al (2002) in their study investigated the role of decentralized structure of managers need for achievement as antecedents of participative budgeting, and the impact of the concurrent relationship of all three preceding variables on organizational commitment. Direct and positive relationships were found between the two antecedent variables: decentralized structure and manager’s need for achievement, and participative budgeting. Participative budgeting in turn was found to have a direct and positive relationship with organizational commitment. The results of the study have implication for the design of effective management control processes and for HRM of hospitality organizations. Rose (2003) in his comparative study on the effect of pension schemes on employee’s commitment between firms offering pension schemes and those not offering pension schemes found higher commitment from workers at companies that offered pension schemes than with those workers at firms that did not. Berg, Kalleberg and Appelbaum (2003) examined whether a high commitment environment would positively impact work family balance in part through its affect on organizational commitment. In their study, a high commitment environment was defined as one that provides intrinsically rewarding jobs, has supportive supervisors and high performance work practices. They found affective commitment did partially mediate the relationship between high commitment organizational practices and work family balance. Wade and Anthony (2008) has explored the relationship between the attitudes and perceptions of minority professionals as related to fair treatment between themselves and white counterparts, and whether those perceptions influenced minority professionals to remain committed to organizations. They suggest that while majority of respondents feel that they are treated as equitably as their white counterparts, approximately one third indicated that they were either unsatisfied or neutral on this subject. An overwhelming majority of respondents are committed to their organization, even though they may not always receive fair treatment, and many are unable to leave at this time, regardless of treatment. Private sector employees indicated that they may be more willing to change jobs during the course of their careers as opposed to those in the public sector. Allen and Robert (2008) investigated proximal institutional predictors or organizational commitment in college students. The study examined the relationship of student-organ fit, satisfaction with faculty, student self-evaluation of academic performance, class level, class attendance time, gender and age upon affective, normative and continuance commitment. The intent of the study was to look at student commitment variables in light of potential business strategy implication for recruitment and retention of students. Leenu and Lakhwinder (2011) found that all HR practices lead to organisational commitment. For instance, compensation, career development and supervisory support have been found correlated significantly with some forms of commitment but did not emerge as significant

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OBJECTIVES OF THE STUDY

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112

Important objectives of this study are as follows; 1. To find out demographic, economic and work related profile of Indian women IT professionals considered for the study 2. To identify and analyze perceptions of Indian women IT professionals towards organizational commitment. REVIEW OF LITERATURE

One of the indispensable parts of the research is reviewing the literature. The review of related literature is a sort of formal training, which enables the researcher to understand the objectives and the corresponding hypotheses of the study. It acquaints the researcher with the current knowledge and serves as a pole star in delimiting and defining the problem. The most important reason for reviewing the literature is to know about the recommendations of the previous researchers for further researches, which they have listed in their studies. The concept of organizational commitment refers to employees’ loyalty to their organizations and a process that employees cooperate in organizational decision making. During time, researchers introduced three dimensions for organizational commitment as follows: (1) Affective commitment: refers to the sense of dependence that employees have to their organizations, (2) Continuance commitment: refers to inclination of employees to remain in their organizations because of the negative consequences of leaving their organizations like being unemployed, (3) Normative commitment: refers to the sense that employees consider themselves as members of a family. In this case, employees remain in their organizations and try to do their jobs well (Ravikumar, 2014). Oscar (1966) has found that the strength of a person’s commitment to an organization is influenced by the rewards he has received from the system and the kinds of experiences he has had to undergo in order to receive the rewards. Robert (1970) has observed that people in low status occupations are thought to have little commitment whereas people in high status occupations should be more highly committed. Gupta, Sharma and Rahman (1971) have in their studies indicated that recognition is a variant of prime importance that influences one’s commitment to organizational goals. Hrebiniak and Alutto (1972) in their studies have shown that there is a strong positive relationship between organizational commitment and experience or seniority. Porter, Steers, Mowday and Boulian (1974) have observed that individuals highly committed to an organization’s goals and willing to devote a great deal of their energy towards those ends would be inclined to remain with the organization. Staw (1976) has noted that negative consequences may actually cause decision makers to increase their commitment. Steers (1977) has found that work experiences are more closely related to commitment than personal or job characteristics.

Subrahmaniam. et al (2002) in their study investigated the role of decentralized structure of managers need for achievement as antecedents of participative budgeting, and the impact of the concurrent relationship of all three preceding variables on organizational commitment. Direct and positive relationships were found between the two antecedent variables: decentralized structure and manager’s need for achievement, and participative budgeting. Participative budgeting in turn was found to have a direct and positive relationship with organizational commitment. The results of the study have implication for the design of effective management control processes and for HRM of hospitality organizations. Rose (2003) in his comparative study on the effect of pension schemes on employee’s commitment between firms offering pension schemes and those not offering pension schemes found higher commitment from workers at companies that offered pension schemes than with those workers at firms that did not. Berg, Kalleberg and Appelbaum (2003) examined whether a high commitment environment would positively impact work family balance in part through its affect on organizational commitment. In their study, a high commitment environment was defined as one that provides intrinsically rewarding jobs, has supportive supervisors and high performance work practices. They found affective commitment did partially mediate the relationship between high commitment organizational practices and work family balance. Wade and Anthony (2008) has explored the relationship between the attitudes and perceptions of minority professionals as related to fair treatment between themselves and white counterparts, and whether those perceptions influenced minority professionals to remain committed to organizations. They suggest that while majority of respondents feel that they are treated as equitably as their white counterparts, approximately one third indicated that they were either unsatisfied or neutral on this subject. An overwhelming majority of respondents are committed to their organization, even though they may not always receive fair treatment, and many are unable to leave at this time, regardless of treatment. Private sector employees indicated that they may be more willing to change jobs during the course of their careers as opposed to those in the public sector. Allen and Robert (2008) investigated proximal institutional predictors or organizational commitment in college students. The study examined the relationship of student-organ fit, satisfaction with faculty, student self-evaluation of academic performance, class level, class attendance time, gender and age upon affective, normative and continuance commitment. The intent of the study was to look at student commitment variables in light of potential business strategy implication for recruitment and retention of students. Leenu and Lakhwinder (2011) found that all HR practices lead to organisational commitment. For instance, compensation, career development and supervisory support have been found correlated significantly with some forms of commitment but did not emerge as significant

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This study is based on primary data. Primary data was collected through survey method using well structured questionnaire. The target population of this is Indian women IT professionals in Bangalore city. Convenience sampling was adopted. Sample size was determined using Krejice and Morgan (1970) formula. Sample size was 383. ANALYSIS OF DEMOGRAPHIC, ECONOMIC AND WORK RELATED CHARACTERISTICS OF THE RESPONDENTS

TABLE 1: DEMOGRAPHIC, ECONOMIC AND WORK RELATED CHARACTERISTICS OF THE RESPONDENTS NO 1

2

3

4

PARTICULARS Single Married Divorcee Widow Total One Two Total Up to 20 years 21 to 35 years 36 to 50 years More than 50 years Total Under Graduate Post Graduate Total

NO. OF RESPONDENTS MARITAL STATUS 184 159 032 008 383 NUMBER OF CHILDREN 171 014 185 AGE 165 100 087 031 383 EDUCATION 184 199 383

6

7

PERCENTAGES 48.0 41.5 8.4 2.1 100.0 92.4 07.6 100.0 43.1 26.1 22.7 08.1 100.0 48.0 52.0 100.0

8

PARTICULARS

NO. OF RESPONDENTS PERCENTAGES GROSS ANNUAL INCOME (Rs) 10.2 039 Up to $ 1500 42.3 162 $1501 to $ 5000 41.3 158 $ 5001 to $ 8000 06.3 024 More than $ 8000 100.0 383 Total NUMBER OF DEPENDENTS 38.1 146 Up to 2 members 24.8 095 3 to 4 members 23.8 091 5 to 6 members 13.3 051 More than 6 members 100.0 383 Total TOTAL EXPERIENCE 35.2 135 Up to 3 years 30.5 117 3 years 1 day to 10 years 20.4 078 10 years 1 day to 20 years 13.8 053 More than 20 years 100.0 383 Total EXPERIENCE IN IT SECTOR 35.2 135 Up to 3 years 28.5 109 3 years 1 day to 10 years 22.7 087 10 years 1 day to 20 years 13.6 052 More than 20 years 100.0 383 Total

The most important features of demographic, economic and work related characteristics of Indian women IT professionals found in the study were; 1. 48% of the respondents are single, 41.5% of the respondents are married, 8.4% of the respondents are divorcee and 2.1% of the respondents are widower. 2. Out of married Indian women, 92.4% of the respondents (171 respondents) have only one child and 7.6% of the respondents (14 respondents) have two children. 3. Interestingly, most of the respondents (43.1%) are less than 20 years old, 26.1% of the respondents belong to the age group of 21 years to 35 years, 22.7% of the respondents belong to the age group of 36 years to 50 years and only 8.1% of the respondents belong to the age group of more than 50 years. 4. 52% of the respondents have completed post graduate study and 48% of the respondents have completed under graduate study.

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predictors of any form of commitment. The study indicates that the redundancy of the normative commitment construct is a cause of concern for many while studying separate dimensions of commitment and needs further investigation.

115

NO 5

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RESEARCH METHODOLODY

114

This study is based on primary data. Primary data was collected through survey method using well structured questionnaire. The target population of this is Indian women IT professionals in Bangalore city. Convenience sampling was adopted. Sample size was determined using Krejice and Morgan (1970) formula. Sample size was 383. ANALYSIS OF DEMOGRAPHIC, ECONOMIC AND WORK RELATED CHARACTERISTICS OF THE RESPONDENTS

TABLE 1: DEMOGRAPHIC, ECONOMIC AND WORK RELATED CHARACTERISTICS OF THE RESPONDENTS NO 1

2

3

4

PARTICULARS Single Married Divorcee Widow Total One Two Total Up to 20 years 21 to 35 years 36 to 50 years More than 50 years Total Under Graduate Post Graduate Total

NO. OF RESPONDENTS MARITAL STATUS 184 159 032 008 383 NUMBER OF CHILDREN 171 014 185 AGE 165 100 087 031 383 EDUCATION 184 199 383

6

7

PERCENTAGES 48.0 41.5 8.4 2.1 100.0 92.4 07.6 100.0 43.1 26.1 22.7 08.1 100.0 48.0 52.0 100.0

8

PARTICULARS

NO. OF RESPONDENTS PERCENTAGES GROSS ANNUAL INCOME (Rs) 10.2 039 Up to $ 1500 42.3 162 $1501 to $ 5000 41.3 158 $ 5001 to $ 8000 06.3 024 More than $ 8000 100.0 383 Total NUMBER OF DEPENDENTS 38.1 146 Up to 2 members 24.8 095 3 to 4 members 23.8 091 5 to 6 members 13.3 051 More than 6 members 100.0 383 Total TOTAL EXPERIENCE 35.2 135 Up to 3 years 30.5 117 3 years 1 day to 10 years 20.4 078 10 years 1 day to 20 years 13.8 053 More than 20 years 100.0 383 Total EXPERIENCE IN IT SECTOR 35.2 135 Up to 3 years 28.5 109 3 years 1 day to 10 years 22.7 087 10 years 1 day to 20 years 13.6 052 More than 20 years 100.0 383 Total

The most important features of demographic, economic and work related characteristics of Indian women IT professionals found in the study were; 1. 48% of the respondents are single, 41.5% of the respondents are married, 8.4% of the respondents are divorcee and 2.1% of the respondents are widower. 2. Out of married Indian women, 92.4% of the respondents (171 respondents) have only one child and 7.6% of the respondents (14 respondents) have two children. 3. Interestingly, most of the respondents (43.1%) are less than 20 years old, 26.1% of the respondents belong to the age group of 21 years to 35 years, 22.7% of the respondents belong to the age group of 36 years to 50 years and only 8.1% of the respondents belong to the age group of more than 50 years. 4. 52% of the respondents have completed post graduate study and 48% of the respondents have completed under graduate study.

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predictors of any form of commitment. The study indicates that the redundancy of the normative commitment construct is a cause of concern for many while studying separate dimensions of commitment and needs further investigation.

115

ANALYSIS OF WORK LIFE PATTERN OF THE RESPONDENTS

NO 4

5

6

TABLE 2 : WORK LIFE PATTERN OF THE RESPONDENTS NO 1

2

3

PARTICULARS PERCENTAGES NO. OF RESPONDENTS EXTRA HOURS OF WORK PER MONTH Up to 5 days 133 34.7 6 to 10 days 110 28.7 11 to 15 days 086 22.5 More than 15 days 054 14.1 Total 383 100.0 CHANGE IN START & QUIT TIME Never 132 34.5 Rarely 111 29.0 Some times 087 22.7 Often 053 13.8 Total 383 100.0 WORK FROM HOME More than once in a week 128 33.4 About once in a week 109 28.5 About once in a month 089 23.2 Few times in a year 053 13.8 Never 004 01.0 Total 383 100.0

7

8

9

PARTICULARS PERCENTAGES NO. OF RESPONDENTS CHANCE OF DEVOTING TIME FOR PERSONAL WORK DURING WORKING TIME Very hard 35.0 134 Somewhat hard 28.2 108 Not too hard 23.5 090 Not hard at all 13.3 051 Total 100.0 383 INTRFERENCE OF JOB IN TO FAMILY OR PERSONAL LIFE Never 34.7 133 Rarely 29.2 112 Some times 22.5 086 Often 13.6 052 Total 100.0 383 INTERFERENCE OF FAMILY OR PERSONAL LIFE IN TO JOB Never 35.8 137 Rarely 27.9 107 Some times 22.7 087 Often 13.6 052 Total 100.0 383 INVOLVING OTHER JOB Yes 46.0 176 No 54.0 207 Total 100.0 383 FLEXIBLE WORKING HOURS No 45.4 174 Yes 54.6 209 Total 100.0 383 AVAILABILITY OF CRECHE FACILITY No 45.4 174 Yes 54.6 209 Total 100.0 383

The work life pattern of Indian women IT professionals is summarized below; 1. All the respondents (100%) agree that they have to work extra hours at least one day in a month and around 40% of the respondents work extra hours 10 to 20 days in a month. It indicates work stress on personal life of Indian women IT professionals. 2. 65.5% of the respondents change their start time and quit time from the office.

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4. 52% of the respondents have completed post graduate study and 48% of the respondents have completed under graduate study. 5. 83.6% of the respondents have annual income of $ 1501 to $ 5000 and 6.3% of the respondents have annual income of more than $ 8000. 6. 38.1% of the respondents have 2 or less than 2 dependents, 48.6% of the respondents have 3 to 6 dependents and 13.3% of the respondents have more than 6 dependents. 7. 35.2% of the respondents have total experience of 3 or less than 3 years, 30.5% of the respondents have total experience of 3 years 1 day to 10 years, 20.4% of the respondents have total experience of 10 years 1 day to 20 years and 13.8% of the respondents have more than 20 years experience. 8. 35.2% of the respondents have total experience of 3 or less than 3 years IT sector, 28.5% of the respondents have total experience of 3 years 1 day to 10 years in IT sector, 22.7% of the respondents have total experience of 10 years 1 day to 20 years in IT and 13.6% of the respondents have more than 20 years experience in IT.

117

ANALYSIS OF WORK LIFE PATTERN OF THE RESPONDENTS

NO 4

5

6

TABLE 2 : WORK LIFE PATTERN OF THE RESPONDENTS NO 1

2

3

PARTICULARS PERCENTAGES NO. OF RESPONDENTS EXTRA HOURS OF WORK PER MONTH Up to 5 days 133 34.7 6 to 10 days 110 28.7 11 to 15 days 086 22.5 More than 15 days 054 14.1 Total 383 100.0 CHANGE IN START & QUIT TIME Never 132 34.5 Rarely 111 29.0 Some times 087 22.7 Often 053 13.8 Total 383 100.0 WORK FROM HOME More than once in a week 128 33.4 About once in a week 109 28.5 About once in a month 089 23.2 Few times in a year 053 13.8 Never 004 01.0 Total 383 100.0

7

8

9

PARTICULARS PERCENTAGES NO. OF RESPONDENTS CHANCE OF DEVOTING TIME FOR PERSONAL WORK DURING WORKING TIME Very hard 35.0 134 Somewhat hard 28.2 108 Not too hard 23.5 090 Not hard at all 13.3 051 Total 100.0 383 INTRFERENCE OF JOB IN TO FAMILY OR PERSONAL LIFE Never 34.7 133 Rarely 29.2 112 Some times 22.5 086 Often 13.6 052 Total 100.0 383 INTERFERENCE OF FAMILY OR PERSONAL LIFE IN TO JOB Never 35.8 137 Rarely 27.9 107 Some times 22.7 087 Often 13.6 052 Total 100.0 383 INVOLVING OTHER JOB Yes 46.0 176 No 54.0 207 Total 100.0 383 FLEXIBLE WORKING HOURS No 45.4 174 Yes 54.6 209 Total 100.0 383 AVAILABILITY OF CRECHE FACILITY No 45.4 174 Yes 54.6 209 Total 100.0 383

The work life pattern of Indian women IT professionals is summarized below; 1. All the respondents (100%) agree that they have to work extra hours at least one day in a month and around 40% of the respondents work extra hours 10 to 20 days in a month. It indicates work stress on personal life of Indian women IT professionals. 2. 65.5% of the respondents change their start time and quit time from the office.

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4. 52% of the respondents have completed post graduate study and 48% of the respondents have completed under graduate study. 5. 83.6% of the respondents have annual income of $ 1501 to $ 5000 and 6.3% of the respondents have annual income of more than $ 8000. 6. 38.1% of the respondents have 2 or less than 2 dependents, 48.6% of the respondents have 3 to 6 dependents and 13.3% of the respondents have more than 6 dependents. 7. 35.2% of the respondents have total experience of 3 or less than 3 years, 30.5% of the respondents have total experience of 3 years 1 day to 10 years, 20.4% of the respondents have total experience of 10 years 1 day to 20 years and 13.8% of the respondents have more than 20 years experience. 8. 35.2% of the respondents have total experience of 3 or less than 3 years IT sector, 28.5% of the respondents have total experience of 3 years 1 day to 10 years in IT sector, 22.7% of the respondents have total experience of 10 years 1 day to 20 years in IT and 13.6% of the respondents have more than 20 years experience in IT.

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ANALYSIS OF ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS

Organizational commitment perceptions of Indian women IT professionals are analyzed in the following pages: TABLE 3: MARITAL STATUS AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Marital status Mean Value F value P Value Result 2.2129 Single 2.2505 Married .300 . 826** Not Significant 2.3490 Divorcee 2.3958 Widower Source: Primary data, *At 1% level of significance **At 5% level of significance The one way ANOVA Table – 3 displays that there is no significant difference between marital status and the organizational commitment level of Indian women IT professionals. From this, it can be understood that organizational commitment level of Indian women IT professionals do not differ on the basis of their marital status.

TABLE 4: NUMBER OF CHILDREN AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Number of children

Mean Value

F value

P Value

Result

2.3051 Only one 6.019 . 015** Significant 1.6786 Two Source: Primary data, *At 1% level of significance **At 5% level of significance The one way ANOVA Table – 4 indicates that there is a significant difference between number of children and the organizational commitment level of Indian women IT professionals. From this, it can be understood that organizational commitment levels of Indian women IT professionals differ on the basis of their number of children. Mean scores indicate that Indian women IT professionals having only one child have more organizational commitment (2.3051) than Indian women IT professionals having two children (1.6786). Post hoc test using Least Square Difference method cannot be applied to have after fact comparisons between number of children of sample Indian women and their organizational commitment because the independent factor (number of children) has only two groups. Post hoc test using Least Square Difference method can be applied only when the independent factor has more than two groups. The One way ANOVA Table – 5 shows that there is a significant difference between age and organizational commitment of Indian women IT professionals. From this, it can be understood that organizational commitment levels of Indian women IT professionals differ on the basis of age of Indian women IT professionals. Mean scores of one way ANOVA indicate that Indian women IT professionals aged 20 years or less than 20 years have high level of organizational commitment (2.4253) followed by Indian women IT professionals aged more than 50 years (2.4409), Indian women IT professionals aged 36 years to 50 years (2.0950) and Indian women IT professionals aged 21 years to 35 years (2.0000). TABLE 5 : AGE AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Age Up to 20 years 21 to 35 years 36 to 50 years More than 50 years

Mean Value 2.4253 2.0950 2.0000 2.4409

F value

P Value

Result

6.086

. 000**

Significant

Source: Primary data, *At 1% level of significance **At 5% level of significance

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3. 99% of the respondents enjoy the facility of “work from home” which is the indication of adoption of “work from home” policy by IT companies wide spread. 4. 35% of the respondents agree that it is very hard to find time for personal work during working hours and 13.3% of the respondents agree that it is not very hard to find time for personal work during working hours. 5. 65.3% of the respondents confess that job interferes with the family or personal life and 34.7% of the respon dents agree that job does not interfere with the family or personal life. 6. Interestingly, 64.2% of the respondents confess that family or personal life interferes with the job and 35.8% of the respondents agree that family or personal life does not interfere with the job. 7. A very important revelation of the study is that 46% of the respondents engage in other jobs apart from their regular job. This may have a considerable effect on their work life balance. 8. 54.6% of the respondents say that they are permitted to have flexible working hours. 9. 45.4% of the respondents agree that they do not have a crèche facility.

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ANALYSIS OF ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS

Organizational commitment perceptions of Indian women IT professionals are analyzed in the following pages: TABLE 3: MARITAL STATUS AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Marital status Mean Value F value P Value Result 2.2129 Single 2.2505 Married .300 . 826** Not Significant 2.3490 Divorcee 2.3958 Widower Source: Primary data, *At 1% level of significance **At 5% level of significance The one way ANOVA Table – 3 displays that there is no significant difference between marital status and the organizational commitment level of Indian women IT professionals. From this, it can be understood that organizational commitment level of Indian women IT professionals do not differ on the basis of their marital status.

TABLE 4: NUMBER OF CHILDREN AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Number of children

Mean Value

F value

P Value

Result

2.3051 Only one 6.019 . 015** Significant 1.6786 Two Source: Primary data, *At 1% level of significance **At 5% level of significance The one way ANOVA Table – 4 indicates that there is a significant difference between number of children and the organizational commitment level of Indian women IT professionals. From this, it can be understood that organizational commitment levels of Indian women IT professionals differ on the basis of their number of children. Mean scores indicate that Indian women IT professionals having only one child have more organizational commitment (2.3051) than Indian women IT professionals having two children (1.6786). Post hoc test using Least Square Difference method cannot be applied to have after fact comparisons between number of children of sample Indian women and their organizational commitment because the independent factor (number of children) has only two groups. Post hoc test using Least Square Difference method can be applied only when the independent factor has more than two groups. The One way ANOVA Table – 5 shows that there is a significant difference between age and organizational commitment of Indian women IT professionals. From this, it can be understood that organizational commitment levels of Indian women IT professionals differ on the basis of age of Indian women IT professionals. Mean scores of one way ANOVA indicate that Indian women IT professionals aged 20 years or less than 20 years have high level of organizational commitment (2.4253) followed by Indian women IT professionals aged more than 50 years (2.4409), Indian women IT professionals aged 36 years to 50 years (2.0950) and Indian women IT professionals aged 21 years to 35 years (2.0000). TABLE 5 : AGE AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Age Up to 20 years 21 to 35 years 36 to 50 years More than 50 years

Mean Value 2.4253 2.0950 2.0000 2.4409

F value

P Value

Result

6.086

. 000**

Significant

Source: Primary data, *At 1% level of significance **At 5% level of significance

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3. 99% of the respondents enjoy the facility of “work from home” which is the indication of adoption of “work from home” policy by IT companies wide spread. 4. 35% of the respondents agree that it is very hard to find time for personal work during working hours and 13.3% of the respondents agree that it is not very hard to find time for personal work during working hours. 5. 65.3% of the respondents confess that job interferes with the family or personal life and 34.7% of the respon dents agree that job does not interfere with the family or personal life. 6. Interestingly, 64.2% of the respondents confess that family or personal life interferes with the job and 35.8% of the respondents agree that family or personal life does not interfere with the job. 7. A very important revelation of the study is that 46% of the respondents engage in other jobs apart from their regular job. This may have a considerable effect on their work life balance. 8. 54.6% of the respondents say that they are permitted to have flexible working hours. 9. 45.4% of the respondents agree that they do not have a crèche facility.

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TABLE 6 : EDUCATION AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Education Mean Value F value P Value Result 2.2799 Under Graduate .580 . 447** Not Significant 2.2102 Post Graduate Source: Primary data, *At 1% level of significance **At 5% level of significance The One way ANOVA Table – 7 shows that there is a significant difference between gross annual income and organizational commitment of Indian women IT professionals. Therefore, it can be observed that organizational commitment of Indian women IT professionals differ on the basis of gross annual income of Indian women IT professionals. Mean scores of one way ANOVA indicate that Indian women IT professionals having gross annual income of $ 1500 to $ 5000 possess high level of organizational commitment (2.2850) followed by Indian women IT professionals having gross annual income of $ 1500 or less than $ 1500 (2.2735), Indian women IT professionals having gross annual income of $ 5001 to $ 8000 (2.2690) and Indian women IT professionals having gross annual income of more than $ 8000 (1.7500). TABLE 7 : GROSS ANNUAL INCOME AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Gross annual income Up to $ 1500 $1501 to $ 5000 $ 5001 to $ 8000 More than $ 8000

Mean Value 2.2735 2.2850 2.2609 1.7500

F value 2.647

P Value . 049**

Result Significant

Source: Primary data, *At 1% level of significance **At 5% level of significance

TABLE 8 : NUMBER OF DEPENDENTS AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Number of dependents Mean Value Up to 2 members 3 to 4 members 5 to 6 members More than 6 members

2.2466 2.3053 2.2454 2.1176

F value

P Value

Result

.487

. 691**

Not Significant

Source: Primary data, *At 1% level of significance **At 5% level of significance The one way ANOVA Table – 8 displays that there is no significant difference between number of dependents and organizational commitment level of Indian women IT professionals. From this, it can be understood that organizational commitment level of Indian women IT professionals do not differ on the basis of their number of dependents. TABLE 9 : TOTAL EXPERIENCE AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Total experience

Mean Value F value 1.5037 Up to 3 years 2.2094 3 years 1 day to 10 years 153.554 2.7991 10 years 1 day to 20 years 3.3868 More than 20 years

P Value

Result

. 000**

Significant

Source: Primary data, *At 1% level of significance**At 5% level of significance The One way ANOVA Table – 9 shows that there is a significant difference between total experience and organizational commitment of Indian women IT professionals. So, organizational commitment levels of Indian women IT professionals differ on the basis of total experience of Indian women IT professionals. Mean scores of one way ANOVA indicate that Indian women IT professionals having total experience of more than 20 years possess high level of organizational commitment (3.3868) followed by Indian women IT professionals having total experience of 10 years 1 day to 20 years (2.7991), Indian women IT professionals having total experience of 3 years 1 day to 10 years (2.2094) and Indian women IT professionals having total experience of 3 years or less than 3 years (1.5037). It should be noted that when total experience of Indian women IT professionals increases, then, their work life balance level also increases.

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The one way ANOVA Table – 6 displays that there is no significant difference between education and organizational commitment level of Indian women IT professionals. From this, it can be understood that organizational commitment level of Indian women IT professionals do not differ on the basis of their education.

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TABLE 6 : EDUCATION AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Education Mean Value F value P Value Result 2.2799 Under Graduate .580 . 447** Not Significant 2.2102 Post Graduate Source: Primary data, *At 1% level of significance **At 5% level of significance The One way ANOVA Table – 7 shows that there is a significant difference between gross annual income and organizational commitment of Indian women IT professionals. Therefore, it can be observed that organizational commitment of Indian women IT professionals differ on the basis of gross annual income of Indian women IT professionals. Mean scores of one way ANOVA indicate that Indian women IT professionals having gross annual income of $ 1500 to $ 5000 possess high level of organizational commitment (2.2850) followed by Indian women IT professionals having gross annual income of $ 1500 or less than $ 1500 (2.2735), Indian women IT professionals having gross annual income of $ 5001 to $ 8000 (2.2690) and Indian women IT professionals having gross annual income of more than $ 8000 (1.7500). TABLE 7 : GROSS ANNUAL INCOME AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Gross annual income Up to $ 1500 $1501 to $ 5000 $ 5001 to $ 8000 More than $ 8000

Mean Value 2.2735 2.2850 2.2609 1.7500

F value 2.647

P Value . 049**

Result Significant

Source: Primary data, *At 1% level of significance **At 5% level of significance

TABLE 8 : NUMBER OF DEPENDENTS AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Number of dependents Mean Value Up to 2 members 3 to 4 members 5 to 6 members More than 6 members

2.2466 2.3053 2.2454 2.1176

F value

P Value

Result

.487

. 691**

Not Significant

Source: Primary data, *At 1% level of significance **At 5% level of significance The one way ANOVA Table – 8 displays that there is no significant difference between number of dependents and organizational commitment level of Indian women IT professionals. From this, it can be understood that organizational commitment level of Indian women IT professionals do not differ on the basis of their number of dependents. TABLE 9 : TOTAL EXPERIENCE AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Total experience

Mean Value F value 1.5037 Up to 3 years 2.2094 3 years 1 day to 10 years 153.554 2.7991 10 years 1 day to 20 years 3.3868 More than 20 years

P Value

Result

. 000**

Significant

Source: Primary data, *At 1% level of significance**At 5% level of significance The One way ANOVA Table – 9 shows that there is a significant difference between total experience and organizational commitment of Indian women IT professionals. So, organizational commitment levels of Indian women IT professionals differ on the basis of total experience of Indian women IT professionals. Mean scores of one way ANOVA indicate that Indian women IT professionals having total experience of more than 20 years possess high level of organizational commitment (3.3868) followed by Indian women IT professionals having total experience of 10 years 1 day to 20 years (2.7991), Indian women IT professionals having total experience of 3 years 1 day to 10 years (2.2094) and Indian women IT professionals having total experience of 3 years or less than 3 years (1.5037). It should be noted that when total experience of Indian women IT professionals increases, then, their work life balance level also increases.

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The one way ANOVA Table – 6 displays that there is no significant difference between education and organizational commitment level of Indian women IT professionals. From this, it can be understood that organizational commitment level of Indian women IT professionals do not differ on the basis of their education.

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TABLE 10 : TOTAL EXPERIENCE IN IT SECTOR AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Total experience

Mean Value F value 1.4938 Up to 3 years 2.1498 3 years 1 day to 10 years 179.117 2.8123 10 years 1 day to 20 years 3.4359 More than 20 years

P Value

Result

. 000**

Significant

Source: Primary data, *At 1% level of significance **At 5% level of significance Differences in organizational commitment perceptions of the respondents on the basis of demographic, economic and work related variables are analyzed and discussed in tables – 3 to 10 using one way ANOVA (F test) and post hoc test wherever it is required. Based on such analysis, comprehensive conclusions can be drawn on organizational commitment perceptions of sample respondents which are as follows: • The study results exhibit that Indian women IT professional, who may be either married or unmarried, either completed graduation or post graduation, having one child aged more than 50 years irrespective of number of dependents with gross annual income of $ 1500 to $ 800 having more than 20 years of total experience and more than 20 years experience in IT sector has higher level of organizational commitment perception. • On the other hand, the study shows that Indian women IT professional, who may be either married or unmarried, either completed graduation or post graduation, having 2 children aged 36 years to 50 years irrespective of number of dependents with gross annual income of more than $ 8000 having up to 3 years of total experience and up to 3 years experience in IT sector has lower level of organizational commitment perception.

CONCLUSION

This study has made an attempt to study about organizational commitment of Indian women IT professionals in Bangalore and it has found that Indian women IT professional, who may be either married or unmarried, either completed graduation or post graduation, having one child aged more than 50 years irrespective of number of dependents with gross annual income of $ 1501 to $ 5000 having more than 20 years of total experience and more than 20 years experience in IT sector has higher level of organizational commitment perception. The study shows that women IT professionals who have more experience have more organizational commitment rather than women IT professionals having less experience and that women IT professionals who are aged more than 50 years have more organizational commitment rather than women IT professionals belonging to the age group of 36 years to 50 years. Therefore, Human resource managers of IT companies may make policies and strategies which will enhance organizational commitment of women IT professionals having less experience and of women IT professionals belonging to the age group of 36 years to 50 years..

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The One way ANOVA Table – 10 shows that there is a significant difference between experience in IT sector and the organizational commitment of Indian women IT professionals. So, organizational commitment levels of Indian women IT professionals differ on the basis of experience in IT sector of Indian women IT professionals. Mean scores of one way ANOVA indicate that Indian women IT professionals having experience in IT sector of more than 20 years possess high level of organizational commitment (3.4359) followed by Indian women IT professionals having experience in IT sector of 10 years 1 day to 20 years (2.8123), Indian women IT professionals having experience in IT sector of 3 years 1 day to 10 years (2.1498) and Indian women IT professionals having experience in IT sector of 3 years or less than 3 years (1.4938). It should be noted that when experience in IT sector of Indian women IT professionals increases, then, their work life balance level also increases.

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TABLE 10 : TOTAL EXPERIENCE IN IT SECTOR AND ORGANIZATIONAL COMMITMENT OF INDIAN WOMEN IT PROFESSIONALS Total experience

Mean Value F value 1.4938 Up to 3 years 2.1498 3 years 1 day to 10 years 179.117 2.8123 10 years 1 day to 20 years 3.4359 More than 20 years

P Value

Result

. 000**

Significant

Source: Primary data, *At 1% level of significance **At 5% level of significance Differences in organizational commitment perceptions of the respondents on the basis of demographic, economic and work related variables are analyzed and discussed in tables – 3 to 10 using one way ANOVA (F test) and post hoc test wherever it is required. Based on such analysis, comprehensive conclusions can be drawn on organizational commitment perceptions of sample respondents which are as follows: • The study results exhibit that Indian women IT professional, who may be either married or unmarried, either completed graduation or post graduation, having one child aged more than 50 years irrespective of number of dependents with gross annual income of $ 1500 to $ 800 having more than 20 years of total experience and more than 20 years experience in IT sector has higher level of organizational commitment perception. • On the other hand, the study shows that Indian women IT professional, who may be either married or unmarried, either completed graduation or post graduation, having 2 children aged 36 years to 50 years irrespective of number of dependents with gross annual income of more than $ 8000 having up to 3 years of total experience and up to 3 years experience in IT sector has lower level of organizational commitment perception.

CONCLUSION

This study has made an attempt to study about organizational commitment of Indian women IT professionals in Bangalore and it has found that Indian women IT professional, who may be either married or unmarried, either completed graduation or post graduation, having one child aged more than 50 years irrespective of number of dependents with gross annual income of $ 1501 to $ 5000 having more than 20 years of total experience and more than 20 years experience in IT sector has higher level of organizational commitment perception. The study shows that women IT professionals who have more experience have more organizational commitment rather than women IT professionals having less experience and that women IT professionals who are aged more than 50 years have more organizational commitment rather than women IT professionals belonging to the age group of 36 years to 50 years. Therefore, Human resource managers of IT companies may make policies and strategies which will enhance organizational commitment of women IT professionals having less experience and of women IT professionals belonging to the age group of 36 years to 50 years..

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The One way ANOVA Table – 10 shows that there is a significant difference between experience in IT sector and the organizational commitment of Indian women IT professionals. So, organizational commitment levels of Indian women IT professionals differ on the basis of experience in IT sector of Indian women IT professionals. Mean scores of one way ANOVA indicate that Indian women IT professionals having experience in IT sector of more than 20 years possess high level of organizational commitment (3.4359) followed by Indian women IT professionals having experience in IT sector of 10 years 1 day to 20 years (2.8123), Indian women IT professionals having experience in IT sector of 3 years 1 day to 10 years (2.1498) and Indian women IT professionals having experience in IT sector of 3 years or less than 3 years (1.4938). It should be noted that when experience in IT sector of Indian women IT professionals increases, then, their work life balance level also increases.

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Allen & Robert, E. (2008). Predictors of organisational commitment in college students. Dissertation Abstracts International, 68 (7), 3015.

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Berg, P., Kalleberg, A.L., & Appellbaum, E. (2003). Balancing work and family: The role of high commitment governments. Industrial Relations, 42, 168-188. Gupta, S.P., Sharma K.D., & Rahman, A. (1971). Scientists and their commitment to organizational goals. Economic and Political Weekly, 6 (49), 2447-2450. Hrebiniak, L.G., & Alutto, J.A. (1972). Personal role related factors in the development of organizational commitment. Administrative Science Quarterly, 17 (4), 555 – 573. Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30, 607-610. Leenu, N., & Lakhwinder, S.K. (2011). Human resource management practices and organisational commitment in Indian context. Prajnan, Journal of Social and Management Sciences, XL (2), 87-98. Oscar, G. (1966). Career mobility and organisational commitment. Administrative Science Quarterly, 10 (4), 488-503. Porter, L.W., Steers, R.M., Mowday, R.T., & Boulian, P.V. (1974). Organisational commitment, job satisfaction and turnover among psychiatric technicians. Journal of Applied Psychology, 603-609. Ravikumar.T. (2014). “Impact of Spiritual Intelligence on Organizational Commitment and Job Satisfaction of Employees in Banking Sector”, The international Journal’s Research Journal of Economics and Business studies, ISSN – 2251 – 1555, Volume – 3, Issue – 5, pp. 1-9. Robert, A.S. (1970). On misunderstanding the concept of commitment. Theoretical classification. Social Forces, 48 (4), 526-529. Rose, M. (2003). Pension power. People Management, 9, 48. Staw, B.M. (1976). ‘Knee-deep in the Big Muddy: A study of escalating commitment to a chosen course of action. Organizational Behaviour and Human Performance, 16, 27 – 44.

Steers, R.M. (1977). Antecedents and outcomes of organizational commitment. Administrative Science Quarterly, 22 (1), 57 – 75. Subrahmaniam, N., Manus Mc Lisa, & Mia, L. (2002). ‘Enhancing hotel managers organizational commitment, an investigation of the impact of structure, need for achievement and participative budgeting. International Journal of Hospitality Management, 21 (4), 303-320. Wade & Anthony. (2008). Which fairness factors most influence minority professionals to remain committed to an organization, as evidenced by a predisposition to depart. Dissertation Abstracts International, 68 (8), 3477.

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REFERENCES

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Allen & Robert, E. (2008). Predictors of organisational commitment in college students. Dissertation Abstracts International, 68 (7), 3015.

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Berg, P., Kalleberg, A.L., & Appellbaum, E. (2003). Balancing work and family: The role of high commitment governments. Industrial Relations, 42, 168-188. Gupta, S.P., Sharma K.D., & Rahman, A. (1971). Scientists and their commitment to organizational goals. Economic and Political Weekly, 6 (49), 2447-2450. Hrebiniak, L.G., & Alutto, J.A. (1972). Personal role related factors in the development of organizational commitment. Administrative Science Quarterly, 17 (4), 555 – 573. Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30, 607-610. Leenu, N., & Lakhwinder, S.K. (2011). Human resource management practices and organisational commitment in Indian context. Prajnan, Journal of Social and Management Sciences, XL (2), 87-98. Oscar, G. (1966). Career mobility and organisational commitment. Administrative Science Quarterly, 10 (4), 488-503. Porter, L.W., Steers, R.M., Mowday, R.T., & Boulian, P.V. (1974). Organisational commitment, job satisfaction and turnover among psychiatric technicians. Journal of Applied Psychology, 603-609. Ravikumar.T. (2014). “Impact of Spiritual Intelligence on Organizational Commitment and Job Satisfaction of Employees in Banking Sector”, The international Journal’s Research Journal of Economics and Business studies, ISSN – 2251 – 1555, Volume – 3, Issue – 5, pp. 1-9. Robert, A.S. (1970). On misunderstanding the concept of commitment. Theoretical classification. Social Forces, 48 (4), 526-529. Rose, M. (2003). Pension power. People Management, 9, 48. Staw, B.M. (1976). ‘Knee-deep in the Big Muddy: A study of escalating commitment to a chosen course of action. Organizational Behaviour and Human Performance, 16, 27 – 44.

Steers, R.M. (1977). Antecedents and outcomes of organizational commitment. Administrative Science Quarterly, 22 (1), 57 – 75. Subrahmaniam, N., Manus Mc Lisa, & Mia, L. (2002). ‘Enhancing hotel managers organizational commitment, an investigation of the impact of structure, need for achievement and participative budgeting. International Journal of Hospitality Management, 21 (4), 303-320. Wade & Anthony. (2008). Which fairness factors most influence minority professionals to remain committed to an organization, as evidenced by a predisposition to depart. Dissertation Abstracts International, 68 (8), 3477.

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REFERENCES

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THE ROLES OF PERSONALITY TRAITS AND THAILAND HR JOURNAL 2014,VOLUME 6

EXPERIENTIAL LEARNING STYLE PREFERENCES IN ACADEMIC AND TEAM-BASED PROJECT PERFORMANCE: A CASE AT MAE FAH LUANG UNIVERSITY AND ITS IMPLICATIONS FOR HRD

Chai Ching Tan, Chatrudee Jongsureyapart Sangchan Kantabutra School of Management , Mae FahLuang University Email: [email protected]

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ABSTRACT

Realizing the similarity of traits and behavioral domains of both personality traits and student learning preference style, in terms of how the students think, feel, and do, this research aims to explore any structural pattern of relationship between these two constructs with a case at Mae FahLuang University, and if so, how do they influence students’ academic achievements. Numerous research questions were raised in order to fill the knowledge gaps in the literature, i.e. the situational influence on personality traits and learning styles preferences, the hygienic and enabling personality traits useful for team success, and the strength of personality traits and learning style preferences in the leaders of the project teams. The integrative picture of this research leads to suggest a re-conceptualization of HRD (Human Resource Development) themes by complementing the conventional, functions-oriented definition of HRD with the motivational-behavioral thrust and commitment mechanisms, namely the “I can”, “I will” and “I have done it” competencies and attributes. Lastly this research also draws upon the attention to areas of implications, limitations and future research that collectively would provide significant contributions to the body of knowledge in the field of HRD and educational psychology. Keywords: personality traits, Big Five, experiential learning, team performance, academic performance, HRD.

The late 1980s has seen the flourishing publications relating personality traits to a host of personal-social phenomena and have since gained reasonable explanatory power (Angleitner, 1991). Personality traits, of those the Big-Five model of personality is the most popular version (John and Srivastava, 1999), contain within themselves the necessary motivational and developmental ingredients to transform people. As such, examining how personality traits are associated with academic achievements, for instance in terms of grade point average, would be a reasonable research issue. Several studies have found the relationship between personality traits and educational achievement in students; for instance, O’Connor and Paunonen (2007) identifies the important role played by “Conscientiousness” that forms a self-disciplinary drive towards success while acknowledges that introversion (the opposite of the same continuum to extraversion) has significant influence in advanced study (Furnham and Heaven, 1999), which depicts a kind of self-restraint instead of promoting activity, socialiability, expressiveness, assertiveness, and aggressiveness (Furham, Esynenck, and Salkofske, 2008). Using personality traits to study the behavior and achievement in educational learning environmentis considered reliable as personality traits are generally being considered as stable knowledge structure and thus the use of survey instrumentation is considered as an effective means of measurements (Goldberg, 1993). The stability of the Big-Five personality traits is being acknowledged widely in the literature because they describe the psychological traits (Allport, 1961) that manifest the dispositions, tendencies or inclinations to behave which have both biological (genetic) root and also a cause of the early learning experiences, and thus are enduring in nature (Prentice and King, 2013). The study of the Big-Five personality traits has increased the understanding of work- as well as organizational behaviors such as by linking to the concept of external locus of control (that tend to believe the outside forces are largely responsible for fate) and internal locus of control (in which personality trait holds the belief in own actions and behavior as dominant determinant for success (George and Jones, 1999). Studying how psychological traits influence educational achievement at the university in terms of grade point average and a case with research project will be explored in this research. Also, studying how personality traits influence social behaviors (i.e. project team behaviors) and measures of key social-psychological constructs such as self-efficacy, or social performance (i.e. team performance), or social situation influences behavior, which is a key focus of the social-cognitive theory or social-learning process (Bandura, 1986; Bandura, 1997), has been acknowledged to be vital (Matthews, 2008).Thus the following research questions are raised: • Research Question 1: What is the team personality traits structure considered as favorable to earning good research project grade?

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INTRODUCTION

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THE ROLES OF PERSONALITY TRAITS AND THAILAND HR JOURNAL 2014,VOLUME 6

EXPERIENTIAL LEARNING STYLE PREFERENCES IN ACADEMIC AND TEAM-BASED PROJECT PERFORMANCE: A CASE AT MAE FAH LUANG UNIVERSITY AND ITS IMPLICATIONS FOR HRD

Chai Ching Tan, Chatrudee Jongsureyapart Sangchan Kantabutra School of Management , Mae FahLuang University Email: [email protected]

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ABSTRACT

Realizing the similarity of traits and behavioral domains of both personality traits and student learning preference style, in terms of how the students think, feel, and do, this research aims to explore any structural pattern of relationship between these two constructs with a case at Mae FahLuang University, and if so, how do they influence students’ academic achievements. Numerous research questions were raised in order to fill the knowledge gaps in the literature, i.e. the situational influence on personality traits and learning styles preferences, the hygienic and enabling personality traits useful for team success, and the strength of personality traits and learning style preferences in the leaders of the project teams. The integrative picture of this research leads to suggest a re-conceptualization of HRD (Human Resource Development) themes by complementing the conventional, functions-oriented definition of HRD with the motivational-behavioral thrust and commitment mechanisms, namely the “I can”, “I will” and “I have done it” competencies and attributes. Lastly this research also draws upon the attention to areas of implications, limitations and future research that collectively would provide significant contributions to the body of knowledge in the field of HRD and educational psychology. Keywords: personality traits, Big Five, experiential learning, team performance, academic performance, HRD.

The late 1980s has seen the flourishing publications relating personality traits to a host of personal-social phenomena and have since gained reasonable explanatory power (Angleitner, 1991). Personality traits, of those the Big-Five model of personality is the most popular version (John and Srivastava, 1999), contain within themselves the necessary motivational and developmental ingredients to transform people. As such, examining how personality traits are associated with academic achievements, for instance in terms of grade point average, would be a reasonable research issue. Several studies have found the relationship between personality traits and educational achievement in students; for instance, O’Connor and Paunonen (2007) identifies the important role played by “Conscientiousness” that forms a self-disciplinary drive towards success while acknowledges that introversion (the opposite of the same continuum to extraversion) has significant influence in advanced study (Furnham and Heaven, 1999), which depicts a kind of self-restraint instead of promoting activity, socialiability, expressiveness, assertiveness, and aggressiveness (Furham, Esynenck, and Salkofske, 2008). Using personality traits to study the behavior and achievement in educational learning environmentis considered reliable as personality traits are generally being considered as stable knowledge structure and thus the use of survey instrumentation is considered as an effective means of measurements (Goldberg, 1993). The stability of the Big-Five personality traits is being acknowledged widely in the literature because they describe the psychological traits (Allport, 1961) that manifest the dispositions, tendencies or inclinations to behave which have both biological (genetic) root and also a cause of the early learning experiences, and thus are enduring in nature (Prentice and King, 2013). The study of the Big-Five personality traits has increased the understanding of work- as well as organizational behaviors such as by linking to the concept of external locus of control (that tend to believe the outside forces are largely responsible for fate) and internal locus of control (in which personality trait holds the belief in own actions and behavior as dominant determinant for success (George and Jones, 1999). Studying how psychological traits influence educational achievement at the university in terms of grade point average and a case with research project will be explored in this research. Also, studying how personality traits influence social behaviors (i.e. project team behaviors) and measures of key social-psychological constructs such as self-efficacy, or social performance (i.e. team performance), or social situation influences behavior, which is a key focus of the social-cognitive theory or social-learning process (Bandura, 1986; Bandura, 1997), has been acknowledged to be vital (Matthews, 2008).Thus the following research questions are raised: • Research Question 1: What is the team personality traits structure considered as favorable to earning good research project grade?

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INTRODUCTION

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As learning is a process that involves how people think, feel, watch, do and reflect, and since the definition of personality also shares the similar domains of traits and actions (Matthews, Deary and Whiteman, 2009), it is useful to explore the relationship between personality traits and the learning preference (i.e. the preferential tendency to learn in certain mode such as reflective in nature, action oriented in nature). Also, in Stelmack and Rammsayer (2008), learning is considered as a part of the physiological processes which can be manifested in individual differences in personality. As such, the following research questions are raised for this research: • Research Question 4: How do research team’s preferred learning styles influence the team project grade? • Research Question 5: How do individual learning style preferences influence the accumulative grade point average? • Research Question 6: Are there any relationship structure between different personality traits and preferences for experiential learning styles? These research questions can generate significant insight, in particular for a case at Mae FahLuang University, which is a relatively new university in Thailand. Specifically, this research can shed light, for instance, on how to facilitate the learning process of students, to build the interactive quality of coursework delivery processes (i.e. making the course challenging, with adequate feedback that matches the personality traits and the learning preferences), and the structure and design of curriculum that embed strategies to handle variations of personality traits and learning preferences. Lastly, the literature associated with educational psychology and learning disciplines often neglect the knowledge sources of the discipline of HRD (Human Resource Development) or the literature of HRD often neglect using the students as the sample of population for HRD stud to the concepts of HRD (Human Resource Development). To this end, the following research question is raised: • Research Question 7: What important HRD concept that this research can infer from observing and learning from the outcome of this longitudinal research process?

LITERATURE REVIEW

The world is of infinite variations, manifested in many different ways, such as in terms of forms, cultural artefacts, behaviors, understandings and beliefs. While the individual variance could be studied using phenomenological approach (Hussey and Hussey, 1997), the efforts could be very intensive and challenging to arrive atpractical generalization given the one-semester (equivalent to three months in duration) course boundary. Thus, for the purpose to develop parsimonious theory, it is useful to study how a structured organization of individual personality traits could be used to examine its influences on students’ academic performances including research projects. The existent literature indicates that there are rich resources of knowledge already made available relating tothe study of personality traits from a broader dimension, such as by using the Big Five (Goldberg, 1993). An earlier leading scholar could be contributable to Eysenck (1957, 1967) in his proposed personality theory which focused on broad personality traits like extraversion and impulsivity versus neuroticism and anxiety. Since then, there has been continuing interests in studying the performance correlates of the Big Five factors, i.e. Bell (2007) discovered that both conscientiousness and agreeableness are implicated in team performance. This research also indicates that conscientiousness and agreeableness are important drivers, but extraversion, a socializing factor, is equivalently useful. Personality and Personality Traits

Is personality an end trait characteristic of a person or a process of personality factors that describes a tendency to think, feel, and behave? What are the causes of personality traits? Beck (1967) discovered that personality does reflect an organized, stable set of self-beliefs, while others link traits to behavior-genetic evidences (Matthews, 2008). Although personality trait is generally considered as relatively stable knowledge structure (Goldberg, 1993), nevertheless personality is a dynamic flux but explains how people perceive, feel, think, imagine and act – perception (and attention) which gives the people information about themselves and the world around them, feelings through which they evaluate the information, motivational factors which are the forces behind all the their activities, memory through which they store and reproduce some of the information they receive, and thinking and imagination which are creative mental functions (Johansson, 1979). Together, the tendency or motivational thrust of how people perceive, feel, think, imagine and act can be collectively understood as personality factors (Johansson, 1979), of certain personality traits tendency in terms of extraversion, openness to experience, neuroticism, conscientiousness and agreeableness (Gerge and Jones, 1999; Goldberg, 1993). Studying personality traits are important, as viewing from the angle of the psychological literature, a “being” only if these factors are there (Johansson, 1979). The personality traits of people are not static and they are continuously being conditioned by the experiences (i.e. experiential learning, Kolb, 1984) and the states of mind (Johansson, 1979, p. 130). Recurring processes of a certain type is thus called a personality trait

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

• Research Question 2: What is the rationality for the interplay of relationship between different personality traits? • Research Question 3: What are the individual personality traits structure considered as favorable to achieving good accumulative grade point average at the university?

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As learning is a process that involves how people think, feel, watch, do and reflect, and since the definition of personality also shares the similar domains of traits and actions (Matthews, Deary and Whiteman, 2009), it is useful to explore the relationship between personality traits and the learning preference (i.e. the preferential tendency to learn in certain mode such as reflective in nature, action oriented in nature). Also, in Stelmack and Rammsayer (2008), learning is considered as a part of the physiological processes which can be manifested in individual differences in personality. As such, the following research questions are raised for this research: • Research Question 4: How do research team’s preferred learning styles influence the team project grade? • Research Question 5: How do individual learning style preferences influence the accumulative grade point average? • Research Question 6: Are there any relationship structure between different personality traits and preferences for experiential learning styles? These research questions can generate significant insight, in particular for a case at Mae FahLuang University, which is a relatively new university in Thailand. Specifically, this research can shed light, for instance, on how to facilitate the learning process of students, to build the interactive quality of coursework delivery processes (i.e. making the course challenging, with adequate feedback that matches the personality traits and the learning preferences), and the structure and design of curriculum that embed strategies to handle variations of personality traits and learning preferences. Lastly, the literature associated with educational psychology and learning disciplines often neglect the knowledge sources of the discipline of HRD (Human Resource Development) or the literature of HRD often neglect using the students as the sample of population for HRD stud to the concepts of HRD (Human Resource Development). To this end, the following research question is raised: • Research Question 7: What important HRD concept that this research can infer from observing and learning from the outcome of this longitudinal research process?

LITERATURE REVIEW

The world is of infinite variations, manifested in many different ways, such as in terms of forms, cultural artefacts, behaviors, understandings and beliefs. While the individual variance could be studied using phenomenological approach (Hussey and Hussey, 1997), the efforts could be very intensive and challenging to arrive atpractical generalization given the one-semester (equivalent to three months in duration) course boundary. Thus, for the purpose to develop parsimonious theory, it is useful to study how a structured organization of individual personality traits could be used to examine its influences on students’ academic performances including research projects. The existent literature indicates that there are rich resources of knowledge already made available relating tothe study of personality traits from a broader dimension, such as by using the Big Five (Goldberg, 1993). An earlier leading scholar could be contributable to Eysenck (1957, 1967) in his proposed personality theory which focused on broad personality traits like extraversion and impulsivity versus neuroticism and anxiety. Since then, there has been continuing interests in studying the performance correlates of the Big Five factors, i.e. Bell (2007) discovered that both conscientiousness and agreeableness are implicated in team performance. This research also indicates that conscientiousness and agreeableness are important drivers, but extraversion, a socializing factor, is equivalently useful. Personality and Personality Traits

Is personality an end trait characteristic of a person or a process of personality factors that describes a tendency to think, feel, and behave? What are the causes of personality traits? Beck (1967) discovered that personality does reflect an organized, stable set of self-beliefs, while others link traits to behavior-genetic evidences (Matthews, 2008). Although personality trait is generally considered as relatively stable knowledge structure (Goldberg, 1993), nevertheless personality is a dynamic flux but explains how people perceive, feel, think, imagine and act – perception (and attention) which gives the people information about themselves and the world around them, feelings through which they evaluate the information, motivational factors which are the forces behind all the their activities, memory through which they store and reproduce some of the information they receive, and thinking and imagination which are creative mental functions (Johansson, 1979). Together, the tendency or motivational thrust of how people perceive, feel, think, imagine and act can be collectively understood as personality factors (Johansson, 1979), of certain personality traits tendency in terms of extraversion, openness to experience, neuroticism, conscientiousness and agreeableness (Gerge and Jones, 1999; Goldberg, 1993). Studying personality traits are important, as viewing from the angle of the psychological literature, a “being” only if these factors are there (Johansson, 1979). The personality traits of people are not static and they are continuously being conditioned by the experiences (i.e. experiential learning, Kolb, 1984) and the states of mind (Johansson, 1979, p. 130). Recurring processes of a certain type is thus called a personality trait

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

• Research Question 2: What is the rationality for the interplay of relationship between different personality traits? • Research Question 3: What are the individual personality traits structure considered as favorable to achieving good accumulative grade point average at the university?

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Experiential Learning

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Experiential learning is a learning which isbased on synthesizing and exploiting the experiencesrelating to the research phenomenon for a structured knowledge. In order to master a holistic learning process Kolb (1976), Kolb (1984) and Kolb and Kolb (2006) recommendthe learners or the researchers to develop four different competencies in staged manner, namely as concrete experience, reflective observation, abstract conceptualization and active experimentation. In this way, through the transformation of experience of the learning subjects or phenomena, enabled by subjecting to an intellectual and actions oriented interventions between theory and experience, knowledge is thus gained (Kolb, 1984). The stages of learning also provide an effective implementation scheme to a general research process that involves the interaction between theory and data, or deduction and induction (Tan, 2014). In addition, Kolb’s learning style model is considered to be the most widely accepted learning style model, and according to Manolis, Burns, Assudani and Cinta (2013), has attracted substantial empirical research works. Also, in Green (1994), experiential learning based teaching methods are in general effective medium for students to acquire interpersonal skills and self-awareness which is required for academic performance. The usefulness and relevancy of experiential learning at individual level could also be extended to teams-level and organizational level. Bandura’s (1986) social-cognitive theory provides a sound theoretical linkage, which provides the basis from which experiential learning is used to study students’ team-based performances. The following lists the similarities between Bandura’s (1986) social-cognitive learning theory and Kolb’s (1984) experiential learning theory: • Concrete experience and active experimentation (Kolb, 1984) – Self-regulatory capability (Bandura, 1986) which is the capacity to exert control over one’s own actions and emotions by monitoring one’s experiences, evaluating actions in relation to evaluative standards, and setting goals for the future (Matthews, 2008). • Reflective observation (Kolb, 1984) – Reflective observation (Kolb, 1984) captures both self-reflective capability and vicarious capability of the social-cognitive learning theory of Bandura (1984). Self-reflective capability (Bandura, 1986) which is referred to people’s capacity to reflect not only on the world, but also on themselves (Matthews, 2008). Vicarious capability (Bandura, 1986) which is the capacity to acquire knowledge and skills through observation rather than merely through direct experience (Matthews, 2008). Tan (2014) acknowledges this as animportant competency in the inductive process of research which embraces interpretation of qualitative data or statistical analysis of the quantitative research data.

• Abstract conceptualization (Kolb, 1984) –Abstract conceptualization (Kolb, 1984) embraces Bandura’s (1986) forethought capability and symbolizing capability of the social-cognitive learning theory. Forethought capability (Bandura, 1986) which is referred to the distinctively human capacity to anticipate future contingencies and to plan strategies for coping with events that have not yet arisen (Matthews, 2008). Symbolizing capability (Bandura, 1986) refers to people’s cognitive capacity to think via symbols that represent features of the world (Matthews, 2008). Abstract conceptualization connotes a deductive competency component in the students’ learning processes (Tan, 2014). Establishing the linkages between Kolb’s (1984) experiential learning theory and Bandura’s (1986) social-cognitive theory would provide a study foundation to examine the situational influence on learning style preferences and the association with favorable personality traits. Human Resource Development

Human resources are considered as important sources of intellectual capital which play an important role to improve market capital (Edvinsson and Malone, 1997), and HRD (Human Resource Development) strategies are often developed in order to train and develop the potentials and strengths of human resources which alsocontribute to build career path for the employees. HRD, through planned interventions that apply behavioral science concepts (Werner, 2006, p. 12), relies on the knowledge resources of organizational behaviorsin order to gain the benefits at organizational level. HRD can be considered as an individual role unit separating from HRM (Human Resource Management) that reinforces in the transformational role or as an inseparable part of the HRM (Werner and De Simone, 2006) as indicated in Figure 1. HRM, as advocated in Werner and De Simone (2006), then will focus on the inputs to and output of the HRD transformation which is about the selection and utilization of employees to best achieve the goals and needs of the organization and the employees. FIGURE 1: THE ROLE OF HRD AND HRM Human Resources

Transformation

HRD HRM

Utility/Output

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(Johannsson, 1979, p. 131). In this regard, it is deduced that personality traits could have certain relationship with the modes of learning competencies or preferences as described in Kolb’s (1984) experiential learning model. As such, research question that aims to study this research phenomenon was raised in the introductory section.

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Experiential Learning

130

Experiential learning is a learning which isbased on synthesizing and exploiting the experiencesrelating to the research phenomenon for a structured knowledge. In order to master a holistic learning process Kolb (1976), Kolb (1984) and Kolb and Kolb (2006) recommendthe learners or the researchers to develop four different competencies in staged manner, namely as concrete experience, reflective observation, abstract conceptualization and active experimentation. In this way, through the transformation of experience of the learning subjects or phenomena, enabled by subjecting to an intellectual and actions oriented interventions between theory and experience, knowledge is thus gained (Kolb, 1984). The stages of learning also provide an effective implementation scheme to a general research process that involves the interaction between theory and data, or deduction and induction (Tan, 2014). In addition, Kolb’s learning style model is considered to be the most widely accepted learning style model, and according to Manolis, Burns, Assudani and Cinta (2013), has attracted substantial empirical research works. Also, in Green (1994), experiential learning based teaching methods are in general effective medium for students to acquire interpersonal skills and self-awareness which is required for academic performance. The usefulness and relevancy of experiential learning at individual level could also be extended to teams-level and organizational level. Bandura’s (1986) social-cognitive theory provides a sound theoretical linkage, which provides the basis from which experiential learning is used to study students’ team-based performances. The following lists the similarities between Bandura’s (1986) social-cognitive learning theory and Kolb’s (1984) experiential learning theory: • Concrete experience and active experimentation (Kolb, 1984) – Self-regulatory capability (Bandura, 1986) which is the capacity to exert control over one’s own actions and emotions by monitoring one’s experiences, evaluating actions in relation to evaluative standards, and setting goals for the future (Matthews, 2008). • Reflective observation (Kolb, 1984) – Reflective observation (Kolb, 1984) captures both self-reflective capability and vicarious capability of the social-cognitive learning theory of Bandura (1984). Self-reflective capability (Bandura, 1986) which is referred to people’s capacity to reflect not only on the world, but also on themselves (Matthews, 2008). Vicarious capability (Bandura, 1986) which is the capacity to acquire knowledge and skills through observation rather than merely through direct experience (Matthews, 2008). Tan (2014) acknowledges this as animportant competency in the inductive process of research which embraces interpretation of qualitative data or statistical analysis of the quantitative research data.

• Abstract conceptualization (Kolb, 1984) –Abstract conceptualization (Kolb, 1984) embraces Bandura’s (1986) forethought capability and symbolizing capability of the social-cognitive learning theory. Forethought capability (Bandura, 1986) which is referred to the distinctively human capacity to anticipate future contingencies and to plan strategies for coping with events that have not yet arisen (Matthews, 2008). Symbolizing capability (Bandura, 1986) refers to people’s cognitive capacity to think via symbols that represent features of the world (Matthews, 2008). Abstract conceptualization connotes a deductive competency component in the students’ learning processes (Tan, 2014). Establishing the linkages between Kolb’s (1984) experiential learning theory and Bandura’s (1986) social-cognitive theory would provide a study foundation to examine the situational influence on learning style preferences and the association with favorable personality traits. Human Resource Development

Human resources are considered as important sources of intellectual capital which play an important role to improve market capital (Edvinsson and Malone, 1997), and HRD (Human Resource Development) strategies are often developed in order to train and develop the potentials and strengths of human resources which alsocontribute to build career path for the employees. HRD, through planned interventions that apply behavioral science concepts (Werner, 2006, p. 12), relies on the knowledge resources of organizational behaviorsin order to gain the benefits at organizational level. HRD can be considered as an individual role unit separating from HRM (Human Resource Management) that reinforces in the transformational role or as an inseparable part of the HRM (Werner and De Simone, 2006) as indicated in Figure 1. HRM, as advocated in Werner and De Simone (2006), then will focus on the inputs to and output of the HRD transformation which is about the selection and utilization of employees to best achieve the goals and needs of the organization and the employees. FIGURE 1: THE ROLE OF HRD AND HRM Human Resources

Transformation

HRD HRM

Utility/Output

THAILAND HR JOURNAL 2014,VOLUME 6

(Johannsson, 1979, p. 131). In this regard, it is deduced that personality traits could have certain relationship with the modes of learning competencies or preferences as described in Kolb’s (1984) experiential learning model. As such, research question that aims to study this research phenomenon was raised in the introductory section.

131

The studies of personality traits and individual-, teams-based or organizational learning have been at the centre-stage in the scientific study of human personality and learning capability in contributing to performances (cf. Buss, 1989; Kolb, 1984). Based on this thematic interest, research resting on a positivistic paradigm would deem to be appropriate (Walliman, 2011) and thus the use of questionnaire-based survey as the data collection mechanism has been welcomed by psychologists (cf. Goldberg, 1993) and learning and educational professionals (cf. Kolb, 1984; Honey and Mumford, 2000) as both reliable and capable to generate valid interpretations.

RESEARCH METHOD

This research used a convenient sample in one senior-level business research class being offered by the school of management at Mae FahLuang university in which the authors were responsible. The sample size was 88 students as participants and respondents to the survey. The students were not told about the survey until the semester had come to an end so that no possible bias was caused, and reliability Cronbach Alpha tests of the questionnaire items revealed that the survey was reliableand all items in the personality and learning traits categories do correlate together(with Cronbach Alpha > 0.80). The longitudinal one-semester classwork was conducted based on teams-based approach that underpin on Kolb’s (1984) experiential learning concept. In this way the students were trained to engage their research works by developing the necessary research skills possible i.e. reflective observation, data collection and analysis. However, due to different personality traits of the students that form the groups, different behaviors to team participation and project performance outcomes become obvious, and this context provides the opportunity to learn about the students and their team’s performance behaviors. To ensure criterion-validity, accumulative grade point average as indicator of academic performance was also used, on top of the evaluation which was based on the research performance in the class.

Walliman (2011) illuminates that research is about taking a systematic, rigorous and reliable approach in advancing the frontiers of knowledge, and to accomplish that, Sekaran (2000) proposes that a research method should in general consists of the following distinguishing characteristics: • Purposiveness – with a concise definite aim or purpose of the research (ibid, p. 21). • Rigor – methodological reliability and carefulness, scrupulousness, and the degree of exactitude in research investigation (ibid, p. 21). • Replicability – that can be reliably replicated. • Objectivity – analysis or reflection accomplished without biasedly influencing the research interpretation outcomes in unreliable or invalid way. • Generalizability – refers to the scope of applicability of the research findings to other settings (ibid, p. 24). • Parsimony – simplicity in explaining the research phenomenon (ibid, p. 25). Tan (2014) re-organizes these distinguishing characteristics of a reliable valid research in a cyclical structured manner, as shown in Figure 2, for its simplicity in understanding and in seeing their interrelations. Figure 2 demonstrates that a research project would need to make clear its purposiveness, which eventually guides and fine-tunes the rigorous, objective and reliable process of research towards arriving at a valid generalization. In this process the researchers should also focus on establishing a parsimonious theory or model of robust explanatory power. FIGURE 2: RIGOROUS RESEARCH CHARACTERISTICS (SOURCE: DEVELOPED FOR THIS RESEARCH) Purposiveness

Rigor

Objectivity Parsimony Precision and Confidence Replicability

Generalizability

Instrumentation

The stability or reliability aspect of using questionnaire-based measurement of personality traits can be understood by referring to Boyle, Mathhews and Saklofske (2008, p. 20) who reiterate that “personality traits may relate both to contents of stable self-knowledge that guides self-regulation, and to biases in specific information-processing components such as retrieval from memory and selective attention”. Survey-based questionnaire in closed format is considered as an effective means to measure personality traits of students. This procedure of measurement is like a prism to a white light, manifested as the sum of all of its visible frequencies, but through a prism, one can see a rainbow of different colors (Pert and Marriot, 2008). According to Pert and Marriot (2008, p. 25), “people are like that, too: we may appear to be a solid, single identity, but we’re actually made up of many states and personalities, each one coordinated by our molecules of emotion. These chemicals in our body are continually orchestrating the movement within us of different states of consciousness, moods, and memories – and even physical conditions and alterations.”

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In addition, the definitional role given in the conventional context of HRD is very functional, i.e., by engaging in training and development, organizational development and career development (Werner and De Simone, 2006). This functional priority of the HRD role often lacks of the motivational driving spirit for the employees. As such, this research will critically look into this one-semester longitudinal research process of how a group of research students reacts to the research assignments. In this regards, an important research question was raised in the introductory section as to how the HRD concept can be re-learned in the context of personality traits, learning and performances.

133

The studies of personality traits and individual-, teams-based or organizational learning have been at the centre-stage in the scientific study of human personality and learning capability in contributing to performances (cf. Buss, 1989; Kolb, 1984). Based on this thematic interest, research resting on a positivistic paradigm would deem to be appropriate (Walliman, 2011) and thus the use of questionnaire-based survey as the data collection mechanism has been welcomed by psychologists (cf. Goldberg, 1993) and learning and educational professionals (cf. Kolb, 1984; Honey and Mumford, 2000) as both reliable and capable to generate valid interpretations.

RESEARCH METHOD

This research used a convenient sample in one senior-level business research class being offered by the school of management at Mae FahLuang university in which the authors were responsible. The sample size was 88 students as participants and respondents to the survey. The students were not told about the survey until the semester had come to an end so that no possible bias was caused, and reliability Cronbach Alpha tests of the questionnaire items revealed that the survey was reliableand all items in the personality and learning traits categories do correlate together(with Cronbach Alpha > 0.80). The longitudinal one-semester classwork was conducted based on teams-based approach that underpin on Kolb’s (1984) experiential learning concept. In this way the students were trained to engage their research works by developing the necessary research skills possible i.e. reflective observation, data collection and analysis. However, due to different personality traits of the students that form the groups, different behaviors to team participation and project performance outcomes become obvious, and this context provides the opportunity to learn about the students and their team’s performance behaviors. To ensure criterion-validity, accumulative grade point average as indicator of academic performance was also used, on top of the evaluation which was based on the research performance in the class.

Walliman (2011) illuminates that research is about taking a systematic, rigorous and reliable approach in advancing the frontiers of knowledge, and to accomplish that, Sekaran (2000) proposes that a research method should in general consists of the following distinguishing characteristics: • Purposiveness – with a concise definite aim or purpose of the research (ibid, p. 21). • Rigor – methodological reliability and carefulness, scrupulousness, and the degree of exactitude in research investigation (ibid, p. 21). • Replicability – that can be reliably replicated. • Objectivity – analysis or reflection accomplished without biasedly influencing the research interpretation outcomes in unreliable or invalid way. • Generalizability – refers to the scope of applicability of the research findings to other settings (ibid, p. 24). • Parsimony – simplicity in explaining the research phenomenon (ibid, p. 25). Tan (2014) re-organizes these distinguishing characteristics of a reliable valid research in a cyclical structured manner, as shown in Figure 2, for its simplicity in understanding and in seeing their interrelations. Figure 2 demonstrates that a research project would need to make clear its purposiveness, which eventually guides and fine-tunes the rigorous, objective and reliable process of research towards arriving at a valid generalization. In this process the researchers should also focus on establishing a parsimonious theory or model of robust explanatory power. FIGURE 2: RIGOROUS RESEARCH CHARACTERISTICS (SOURCE: DEVELOPED FOR THIS RESEARCH) Purposiveness

Rigor

Objectivity Parsimony Precision and Confidence Replicability

Generalizability

Instrumentation

The stability or reliability aspect of using questionnaire-based measurement of personality traits can be understood by referring to Boyle, Mathhews and Saklofske (2008, p. 20) who reiterate that “personality traits may relate both to contents of stable self-knowledge that guides self-regulation, and to biases in specific information-processing components such as retrieval from memory and selective attention”. Survey-based questionnaire in closed format is considered as an effective means to measure personality traits of students. This procedure of measurement is like a prism to a white light, manifested as the sum of all of its visible frequencies, but through a prism, one can see a rainbow of different colors (Pert and Marriot, 2008). According to Pert and Marriot (2008, p. 25), “people are like that, too: we may appear to be a solid, single identity, but we’re actually made up of many states and personalities, each one coordinated by our molecules of emotion. These chemicals in our body are continually orchestrating the movement within us of different states of consciousness, moods, and memories – and even physical conditions and alterations.”

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In addition, the definitional role given in the conventional context of HRD is very functional, i.e., by engaging in training and development, organizational development and career development (Werner and De Simone, 2006). This functional priority of the HRD role often lacks of the motivational driving spirit for the employees. As such, this research will critically look into this one-semester longitudinal research process of how a group of research students reacts to the research assignments. In this regards, an important research question was raised in the introductory section as to how the HRD concept can be re-learned in the context of personality traits, learning and performances.

133

In this research, the 44-item questionnaire instrumentation version of George and Jones (1999) is being adopted, and its convergence validity is also tested against the 10-item questionnaires of Gosling, Rentfrow and Swann (2003) in this research. Although the short-instrument is attractive in that the time taken to respond to the questions is short, which could help to reduce the possible fatigue, frustration and boredom associated with answering (Gosling, Rentfrow and Swann, 2003); nevertheless, when judged from the reliability (referring to the accuracy with which the questionnaire measures a given quality, Matthews, Deary and Whiteman, 2009, p.13) perspective, the use of 44-item would be more appropriate statistically. The 44-items were also subjected to test-retest one-month later and yielded high consistency as shown in Figure 3, signifying as well as stable personality trait structure across time. As such, the 44-item version is adopted for this research. In addition, as the personality traits are also hierarchical in nature, in which each broad factor also represent numerous more specific traits (i.e. talkative, outgoing) that describe the construct, thus the use of 44-item would again be justifiable.For experiential learning, the questionnaire instruments due to the concept of Kolb (1984) and Kolb and Kolb (2006; 2008) were adapted. Respondents were asked to identify on a Five-point Likert scale (Strongly Disagree – 1; Disagree – 2 Disagree; Neutral – 3; Agree – 4; Strongly Agree – 5) their strength of feeling for each statement. In order to achieve a maximum response and in reliable manner (i.e. in which the students get clarification, translation were done before the survey is actually conducted). By the recommendation of Lashely and Barron (2006) in their study of students’ personality traits, the survey was administered in the controlled environment of formal class time and under the supervision of the authors, as such an administrative process is expeditious and less problematic than in less-controlled situations.

FIGURE 3: TEST-RETEST RELIABILITY (SOURCE: DEVELOPED FOR THIS RESEARCH) Re-tested one-month leter. 4.00 3.00 2.00 1.00 0.00 E

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DATA ANALYSIS, RESULTS AND DISCUSSION

Motivated by the recent resurgence of interest in the use of teams to accomplish project assignments, this research undertakes to study the roles played by personality traits and experiential learning at both the individuals and the team levels. The research indicates that significant personality-traits strengths are necessary ingredient for team to succeed. In other words, the personality traits need to have significant strengths in order to exert the impact on team success. Two important behavioral trait dimensions at the team levels that were generally neglected in the literature were discovered, namely, the hygienic trait and enabling trait dimensions. Learning competencies demanded are situational in nature, being contingent upon the types of team assignments. Specifically, personality traits have direct strong association with the accumulative grade point average of individual students as well as on research project performance. Experiential learning preferences play an enabling or supporting role in association with personality traits. The details of the data analysis outcomes are given in the following by answering each research question respectively. Research Question 1

• What is the team personality traits structure considered as favorable to earning good research project grade?

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The two broad constructs involve in this research are personality traits and experiential learning. Typically, the personality trait researcher measures the traits by the number and nature of the principal trait dimensions, such as in terms of extraversion, agreeableness, conscientiousness, neuroticism and open to experience in the Big-Five model (cf. Goldberg, 1993). Eysneck’s (1952) was an early pioneer to place psychology on an empirical footing by the use of quantitative methods that allowed observed variations to be assessed with robust statistical procedures.

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In this research, the 44-item questionnaire instrumentation version of George and Jones (1999) is being adopted, and its convergence validity is also tested against the 10-item questionnaires of Gosling, Rentfrow and Swann (2003) in this research. Although the short-instrument is attractive in that the time taken to respond to the questions is short, which could help to reduce the possible fatigue, frustration and boredom associated with answering (Gosling, Rentfrow and Swann, 2003); nevertheless, when judged from the reliability (referring to the accuracy with which the questionnaire measures a given quality, Matthews, Deary and Whiteman, 2009, p.13) perspective, the use of 44-item would be more appropriate statistically. The 44-items were also subjected to test-retest one-month later and yielded high consistency as shown in Figure 3, signifying as well as stable personality trait structure across time. As such, the 44-item version is adopted for this research. In addition, as the personality traits are also hierarchical in nature, in which each broad factor also represent numerous more specific traits (i.e. talkative, outgoing) that describe the construct, thus the use of 44-item would again be justifiable.For experiential learning, the questionnaire instruments due to the concept of Kolb (1984) and Kolb and Kolb (2006; 2008) were adapted. Respondents were asked to identify on a Five-point Likert scale (Strongly Disagree – 1; Disagree – 2 Disagree; Neutral – 3; Agree – 4; Strongly Agree – 5) their strength of feeling for each statement. In order to achieve a maximum response and in reliable manner (i.e. in which the students get clarification, translation were done before the survey is actually conducted). By the recommendation of Lashely and Barron (2006) in their study of students’ personality traits, the survey was administered in the controlled environment of formal class time and under the supervision of the authors, as such an administrative process is expeditious and less problematic than in less-controlled situations.

FIGURE 3: TEST-RETEST RELIABILITY (SOURCE: DEVELOPED FOR THIS RESEARCH) Re-tested one-month leter. 4.00 3.00 2.00 1.00 0.00 E

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DATA ANALYSIS, RESULTS AND DISCUSSION

Motivated by the recent resurgence of interest in the use of teams to accomplish project assignments, this research undertakes to study the roles played by personality traits and experiential learning at both the individuals and the team levels. The research indicates that significant personality-traits strengths are necessary ingredient for team to succeed. In other words, the personality traits need to have significant strengths in order to exert the impact on team success. Two important behavioral trait dimensions at the team levels that were generally neglected in the literature were discovered, namely, the hygienic trait and enabling trait dimensions. Learning competencies demanded are situational in nature, being contingent upon the types of team assignments. Specifically, personality traits have direct strong association with the accumulative grade point average of individual students as well as on research project performance. Experiential learning preferences play an enabling or supporting role in association with personality traits. The details of the data analysis outcomes are given in the following by answering each research question respectively. Research Question 1

• What is the team personality traits structure considered as favorable to earning good research project grade?

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The two broad constructs involve in this research are personality traits and experiential learning. Typically, the personality trait researcher measures the traits by the number and nature of the principal trait dimensions, such as in terms of extraversion, agreeableness, conscientiousness, neuroticism and open to experience in the Big-Five model (cf. Goldberg, 1993). Eysneck’s (1952) was an early pioneer to place psychology on an empirical footing by the use of quantitative methods that allowed observed variations to be assessed with robust statistical procedures.

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It was outlined as follows of the strengths and weaknesses of the personality trait structure of the team: • Strength – easily agreeable with the team members, open to new ideas and capable to maintain emotional calmness (on the surface at least). • Weakness – lacking responsibility in general and team socialization attitude; staying too long at the thinking aspect and thus lacks the effort in active experimentation and concrete experience. The brainstorming session also discovered that team personality characteristic is extremely vital for the success of team projects. When the team lacks a leader of reasonable knowledge or responsibility to drive the project to the end, the team could easily drift away. Some of the addressed weaknesses in the team personality are for instance easy satisfaction with the current achievement, not willingness to take preventive or corrective actions in order to improve learning rate and understanding, not participative and not considering the collective performance, while others provide no opinion as illustrated in the weak side of high agreeableness and low neuroticism. Thus the brainstorming session confirms with the statistical findings that project grade is positively influenced by extraversion, agreeableness, and conscientiousness, as shown in Table 1. These three combined personality traits could be described as team personality structure that show helpfulness, empathic capability to listen to other team members, being achievement striving and having self-discipline in ensuring the project is planned and executed in right sequence, as well as possessing a sociable team atmosphere that reach out to understand the ideas of other team members.

TABLE 1: CORRELATION OF PERSONALITY TRAITS AND PROJECT GRADE Correlations

Project Grade Extraversion Agreeableness Conacienfious Neurotioism Openness

Pearson Correlation Sig.(2-tailed) N Pearson Correlation Sig.(2-tailed) N Pearson Correlation Sig.(2-tailed) N Pearson Correlation Sig.(2-tailed) N Pearson Correlation Sig.(2-tailed) N Pearson Correlation Sig.(2-tailed) N

Agree Project Grade Extraversion ableness Conscientiouness Neurotioism Openness 1 .297** .292** -.008 .147 .252* . .006 .007 .943 .186 .21 83 83 83 83 83 83 .292** .215 1 -.179 .108 .150 .007 .050 . .106 .330 .085 83 83 83 83 83 83 297** 1 .215 -.269* -.070 .279* .006 . .050 .014 .531 .011 83 83 83 83 83 83 .252* 0279* .190 -.228* .037 1 .021 .011 .085 .038 .739 . 83 83 83 83 83 83 -.008 -.269* -.179 1 .020 +.225* .543 .014 .106 . .558 .035 83 83 83 83 83 83 .147 -.070 .108 .020 1 .037 .186 .551 .330 .858 . .739 83 83 83 83 83 83

**.Correlation is significant at the 0.01 level (2-tailed). *.Correlation is significant at the 0.05 level (2-tailed).

Research Questions 2 and 3

• What is the rationality for the interplay of relationship between different personality traits? • What are the individual personality traits structure considered as favorable to achieving good accumulative grade point average at the university?

As shown in the Table 1, “Agreeableness” and “Conscientiousness” personality trait factors do have negative significant correlation with “Neuroticism”. This implies that those, who are generally helpful, critical on the research issues, and thorough, dependable, reliable and task-focused, are relatively calm, relaxed, and able to handle stress well, and thus are emotionally stable. Both “Agreeableness” and “Conscientiousness” personality traits are significantly important for students, as shown in Table 2, and are positively associated with the accumulative grade point average (GPA). Similar trend is spotted for the team success as shown in Table 3. TABLE 2: PERSONALITY TRAITS IN AFFECTING INDIVIDUAL STUDENT’S GPA Model Summaryb Model 1

R .457a

R Square .209

Adjusted R square .157

Std Error of the Estimate .87912

a. Predic tors (constant), Open ness, Neuroticism, Extaversion, Conscientious, Agre eablen ess b. Dependent Variable: GPA

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Each personality profile has strengths and weaknesses. Upon securing the statistical research data, a brainstorming session was organized by each team to explore the dominant strength and weakness of their team personality traits structure that contribute to team performance. Brainstorming being executed after the statistical data analysis is logically important, because, in accordance with Olsen and Pedersen (2008), such a session will only be productive when the students are able to ask good questions if they have researched the material prior to the discussion in reasonable depth. In this way the research process is deduction and induction in nature (Olsen and Pedersen, 2008).

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It was outlined as follows of the strengths and weaknesses of the personality trait structure of the team: • Strength – easily agreeable with the team members, open to new ideas and capable to maintain emotional calmness (on the surface at least). • Weakness – lacking responsibility in general and team socialization attitude; staying too long at the thinking aspect and thus lacks the effort in active experimentation and concrete experience. The brainstorming session also discovered that team personality characteristic is extremely vital for the success of team projects. When the team lacks a leader of reasonable knowledge or responsibility to drive the project to the end, the team could easily drift away. Some of the addressed weaknesses in the team personality are for instance easy satisfaction with the current achievement, not willingness to take preventive or corrective actions in order to improve learning rate and understanding, not participative and not considering the collective performance, while others provide no opinion as illustrated in the weak side of high agreeableness and low neuroticism. Thus the brainstorming session confirms with the statistical findings that project grade is positively influenced by extraversion, agreeableness, and conscientiousness, as shown in Table 1. These three combined personality traits could be described as team personality structure that show helpfulness, empathic capability to listen to other team members, being achievement striving and having self-discipline in ensuring the project is planned and executed in right sequence, as well as possessing a sociable team atmosphere that reach out to understand the ideas of other team members.

TABLE 1: CORRELATION OF PERSONALITY TRAITS AND PROJECT GRADE Correlations

Project Grade Extraversion Agreeableness Conacienfious Neurotioism Openness

Pearson Correlation Sig.(2-tailed) N Pearson Correlation Sig.(2-tailed) N Pearson Correlation Sig.(2-tailed) N Pearson Correlation Sig.(2-tailed) N Pearson Correlation Sig.(2-tailed) N Pearson Correlation Sig.(2-tailed) N

Agree Project Grade Extraversion ableness Conscientiouness Neurotioism Openness 1 .297** .292** -.008 .147 .252* . .006 .007 .943 .186 .21 83 83 83 83 83 83 .292** .215 1 -.179 .108 .150 .007 .050 . .106 .330 .085 83 83 83 83 83 83 297** 1 .215 -.269* -.070 .279* .006 . .050 .014 .531 .011 83 83 83 83 83 83 .252* 0279* .190 -.228* .037 1 .021 .011 .085 .038 .739 . 83 83 83 83 83 83 -.008 -.269* -.179 1 .020 +.225* .543 .014 .106 . .558 .035 83 83 83 83 83 83 .147 -.070 .108 .020 1 .037 .186 .551 .330 .858 . .739 83 83 83 83 83 83

**.Correlation is significant at the 0.01 level (2-tailed). *.Correlation is significant at the 0.05 level (2-tailed).

Research Questions 2 and 3

• What is the rationality for the interplay of relationship between different personality traits? • What are the individual personality traits structure considered as favorable to achieving good accumulative grade point average at the university?

As shown in the Table 1, “Agreeableness” and “Conscientiousness” personality trait factors do have negative significant correlation with “Neuroticism”. This implies that those, who are generally helpful, critical on the research issues, and thorough, dependable, reliable and task-focused, are relatively calm, relaxed, and able to handle stress well, and thus are emotionally stable. Both “Agreeableness” and “Conscientiousness” personality traits are significantly important for students, as shown in Table 2, and are positively associated with the accumulative grade point average (GPA). Similar trend is spotted for the team success as shown in Table 3. TABLE 2: PERSONALITY TRAITS IN AFFECTING INDIVIDUAL STUDENT’S GPA Model Summaryb Model 1

R .457a

R Square .209

Adjusted R square .157

Std Error of the Estimate .87912

a. Predic tors (constant), Open ness, Neuroticism, Extaversion, Conscientious, Agre eablen ess b. Dependent Variable: GPA

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Each personality profile has strengths and weaknesses. Upon securing the statistical research data, a brainstorming session was organized by each team to explore the dominant strength and weakness of their team personality traits structure that contribute to team performance. Brainstorming being executed after the statistical data analysis is logically important, because, in accordance with Olsen and Pedersen (2008), such a session will only be productive when the students are able to ask good questions if they have researched the material prior to the discussion in reasonable depth. In this way the research process is deduction and induction in nature (Olsen and Pedersen, 2008).

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Sum of Squares 15.701 59.510 75.210

df

Research Questions 4 and 5

Mean Square 3.140 .773

5 77 82

F 4.063

Sig. .003 a

a. Predictors (constant), Openness, Neuroticism, Extaversion, Conscientious, Agreeableness b. Dependent Variable: GPA

Coefficients a

Unstandardized Coefficients Std. Error B 1.381 -2.751 .197 .210 .200 .512 .202 .442 .171 .128 .215 .270

Model 1 (Constant) Extraversion Agreeableness Consciontious Neuroticism Openness

Standardized Coefficients Bota .113 .282 .236 .081 .129

t -1.992 1.067 2.562 2.190 .750 1.256

Sig .050 .289 .012 .032 .455 .213

a.Dependent Variable: GPA

TABLE 3: PERSONALITY TRAITS IN AFFECTING TEAM PROJECT GRADE Model Summary b

Model 1

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Std Error of Adjusted R R Square R square the Estimate .07241 .212 .537 a .288

a. Predictors (constant), Thinking, Agreeableness, Openness, Extaversion, Neuroticism, Doing, Conscientious, Feeling b. Dependent Variable: Project Grade

ANOVAb

Model 1

Regression Residual Toal

Sum of Squares 0157 .388 .545

Sig. Mean Square F 8 .020 3.751 .001a 74 .005 82

df

a. Predictors (constant), Thinking , Agreeableness, Openness, Extaversion, Neuroticism, Doing, Conscientious, Feeling b. Dependent Variable: Project Grade

Coefficients a

Unstandardized Standardized Coefficients Coefficients Std. Error Model B Bota .679 -.063 1 (Constant) .144 .017 .023 Extraversion .269 .017 .042 Agreeableness .243 .018 .039 Conscientious .163 .015 .022 Neuroticism .099 .018 .018 Openness .192 .005 .010 Doing 1.086 .077 .054 Feeling .883 .077 .044 Thinking a. Dependent Variable: Project Grade

t -.093 1.351 2.497 2.148 1.523 .989 1.798 .699 .566

Sig .926 .181 .015 .035 .132 .326 .076 .487 .573

• How do research team’s preferred learning styles influence the team project grade? • How do individual learning style preferences influence the accumulative grade point average?

The preferred learning styles for individual students and the teams are measured by adapting the instruments and conceptualization proposed by Kolb’s (1984) in his popularly cited experience-based model of learning. The experience-based model of learning reinforces experience as the base for the structured learning which is consisted of four interrelated stages, namely concrete experience, reflective observation, abstract conceptualization and active experimentation. Different teaching techniques and tools of learning could be adapted in different stages of learning, for instance concrete experience could be exploited to build a concrete base of hands-on participation and learning in the field works and with the active involvement of the team through team discussions and practical exercises, and reflective observation is the use of intellectual capability to digest the materials through syntheses and deduction that could involve creative problem solving and brainstorming, and observations. In a way, concrete experience actively feels the concreteness of the phenomenon where the learning is currently in progress, reflective observation watches over the cognitive and affective processes of the phenomenon, abstract conceptualization thinks through the structured patterns of the relationship of variables involved in the phenomenon under study by using deductive reasoning, and active experimentation actually does the project execution so that data can be collected. In combination, these four learning stages exhibit four different patterns as well as competencies of learning, in that: • A learning process from experience to reflective observation connotes a diverging competency in which broader themes and explanatory capability of the research phenomenon can be identified. • A learning process that stretches from reflective observation to abstract conceptualization characterizes an assimilation role which aims to put a structured understanding to the issues. • The learning process spanned between abstract conceptualization and active experimentation develops the knowledge, skill and competency in converging to testable procedures and instrumentation that reflect the given details of the conceptualization of the problematic issues. • From active experimentation to concrete experience the learning process accommodates the emerging characteristics of the phenomenon dynamics and incorporates them as subjects for further reflective observation and literature review expansion.

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Model 1 Regression Residual Toal

ANOVAb

139

Sum of Squares 15.701 59.510 75.210

df

Research Questions 4 and 5

Mean Square 3.140 .773

5 77 82

F 4.063

Sig. .003 a

a. Predictors (constant), Openness, Neuroticism, Extaversion, Conscientious, Agreeableness b. Dependent Variable: GPA

Coefficients a

Unstandardized Coefficients Std. Error B 1.381 -2.751 .197 .210 .200 .512 .202 .442 .171 .128 .215 .270

Model 1 (Constant) Extraversion Agreeableness Consciontious Neuroticism Openness

Standardized Coefficients Bota .113 .282 .236 .081 .129

t -1.992 1.067 2.562 2.190 .750 1.256

Sig .050 .289 .012 .032 .455 .213

a.Dependent Variable: GPA

TABLE 3: PERSONALITY TRAITS IN AFFECTING TEAM PROJECT GRADE Model Summary b

Model 1

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Std Error of Adjusted R R Square R square the Estimate .07241 .212 .537 a .288

a. Predictors (constant), Thinking, Agreeableness, Openness, Extaversion, Neuroticism, Doing, Conscientious, Feeling b. Dependent Variable: Project Grade

ANOVAb

Model 1

Regression Residual Toal

Sum of Squares 0157 .388 .545

Sig. Mean Square F 8 .020 3.751 .001a 74 .005 82

df

a. Predictors (constant), Thinking , Agreeableness, Openness, Extaversion, Neuroticism, Doing, Conscientious, Feeling b. Dependent Variable: Project Grade

Coefficients a

Unstandardized Standardized Coefficients Coefficients Std. Error Model B Bota .679 -.063 1 (Constant) .144 .017 .023 Extraversion .269 .017 .042 Agreeableness .243 .018 .039 Conscientious .163 .015 .022 Neuroticism .099 .018 .018 Openness .192 .005 .010 Doing 1.086 .077 .054 Feeling .883 .077 .044 Thinking a. Dependent Variable: Project Grade

t -.093 1.351 2.497 2.148 1.523 .989 1.798 .699 .566

Sig .926 .181 .015 .035 .132 .326 .076 .487 .573

• How do research team’s preferred learning styles influence the team project grade? • How do individual learning style preferences influence the accumulative grade point average?

The preferred learning styles for individual students and the teams are measured by adapting the instruments and conceptualization proposed by Kolb’s (1984) in his popularly cited experience-based model of learning. The experience-based model of learning reinforces experience as the base for the structured learning which is consisted of four interrelated stages, namely concrete experience, reflective observation, abstract conceptualization and active experimentation. Different teaching techniques and tools of learning could be adapted in different stages of learning, for instance concrete experience could be exploited to build a concrete base of hands-on participation and learning in the field works and with the active involvement of the team through team discussions and practical exercises, and reflective observation is the use of intellectual capability to digest the materials through syntheses and deduction that could involve creative problem solving and brainstorming, and observations. In a way, concrete experience actively feels the concreteness of the phenomenon where the learning is currently in progress, reflective observation watches over the cognitive and affective processes of the phenomenon, abstract conceptualization thinks through the structured patterns of the relationship of variables involved in the phenomenon under study by using deductive reasoning, and active experimentation actually does the project execution so that data can be collected. In combination, these four learning stages exhibit four different patterns as well as competencies of learning, in that: • A learning process from experience to reflective observation connotes a diverging competency in which broader themes and explanatory capability of the research phenomenon can be identified. • A learning process that stretches from reflective observation to abstract conceptualization characterizes an assimilation role which aims to put a structured understanding to the issues. • The learning process spanned between abstract conceptualization and active experimentation develops the knowledge, skill and competency in converging to testable procedures and instrumentation that reflect the given details of the conceptualization of the problematic issues. • From active experimentation to concrete experience the learning process accommodates the emerging characteristics of the phenomenon dynamics and incorporates them as subjects for further reflective observation and literature review expansion.

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Model 1 Regression Residual Toal

ANOVAb

139

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For the statistical analysis, these four learning patterns, diverging, assimilating, converging and accommodating are named as L1, L2, L3 and L4. Thus: • “Learning1N2” is L1 and L2 in combination which is consisted of both the diverging and assimilating learning processes; • “Learning 2N3” consists of both assimilating and converging learning processes; • “Learning 3N4” consists of both converging and accommodating; and • “Learning 4N1” consists of both accommodating and diverging. The outcome of the research data on learning style preferences in influencing both the performance of the individual students in terms of accumulative grade point average and the research team’s overall project performance are stated as follows: • For the research team performance, Table 4 indicates that project grade is positively associated with “Learning 3N4” and negatively with “Learning 1N2”, and thus active experimentation is extremely important for the success in research project (see Figure 4 for the overall model of the learning style impacting on research team’s grades). • For the individual student’s accumulative grade point average, the multivariate regression analysis, as shown in Table 5, concludes that both feeling (concrete experience) and thinking (abstract conceptualization) competencies and preferences can explain nearly 10% of the variance in accumulative grade point average of the individual students. TABLE 4: CORRELATIONS BETWEEN LEARNING PATTERNS (COMPETENCIES) AND TEAM PROJECT GRADE

FIGURE 4: FOUR EXPERIENTIAL LEARNING PATTERNS AND COMPETENCIES IN AFFECTING RESEARCH TEAM PROJECT GRADE Concrete Experimentation (Feeling) Accommodating Diverging (Feel and Do) (Feelinr and CE/AE Watch) AC/RO Reflective Active Observation Experimentation (Watching) (Doing) Assimilating Converging (Think and Watch) (Think and Do) AC/Ro AC/AE Abstract Conceptualization (Thinking) Research Team Grade In research team situation, active experimentation of the project with hands-on participation is important, with a correlation of 0.232* (significant at the 0.05level, 2-tailed), whereas team spending too much time on L1-L2 zone will lead to lower research team performance, as shown by 4 -0.234* (significant at the 0.05 level, 2-tailed).

TABLE 5: THE SIGNIFICANT ROLE PLAYED BY CONCRETE EXPERIENCE (FEELING) AND ABSTRACT CONCEPTUALIZATION (THINKING) IN AFFECTING INDIVIDUAL ACCUMULATIVE GRADE POINT AVERAGE (SOURCE: DEVELOPED FOR THIS RESEARCH) Model Summary b

Std Error of Adjusted Model R R Square R square the Estimate .92928 .058 1 .285 a .081 a. Predictors (constant), Thinking , Feeling b. Dependent Variable:GPA

Correlations Project Grade Pearson correlations Sig. (2-tailed) N Learning 1N2 Pearson correlations Sig. (2-tailed) N Learning 3N4 Pearson correlations Sig. (2-tailed) N Learning 1N4 Pearson correlations Sig. (2-tailed) N Learning 2N3 Pearson correlations Sig. (2-tailed) N

Project Grade

1 . 83 -.237* .033 83 .232* .035 83 .187 .051 83 -.163 .140 83

Learning 1N2 Learning 3N4 Learning 1N4 Learning 2N3 -.234* .187 .232* -.163 .033 .091 .035 .140 83 83 83 83 1 -.215 -.922** .108 . .051 .000 .329 83 83 83 83 -.922** .374** 1 -.125 .000 .000 . .262 83 83 83 83 -.215 1 .374** -.910** .015 . .000 .000 83 83 83 83 .108 -.910** -.125 1 .329 .000 .262 . 83 83 83 83

*.Correlation is significant at the 0.05 level (2-tailed). **.Correlation is significant at the 0.01 level (2-tailed).

ANOVA b

Sum of Squares Sig. df Mean Square F 6.126 2 3.063 3.574 .033a Regression 69.084 80 .864 Residual 75.210 82 Total a. Predictors (constant), Thinking , Feeling b. Dependent Variable:GPA

Model 1

Coefficients a

Unstandardized Standardized Coefficients Coefficients Std. Error Model B Beta 1 (Constant) -19.680 8.432 Feeling 2.469 .936 4.263 Thinking 2.454 .941 4.214 a.Dependent Variable: GPA

t -2.334 2.638 2.607

Sig .022 .010 .011

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For the statistical analysis, these four learning patterns, diverging, assimilating, converging and accommodating are named as L1, L2, L3 and L4. Thus: • “Learning1N2” is L1 and L2 in combination which is consisted of both the diverging and assimilating learning processes; • “Learning 2N3” consists of both assimilating and converging learning processes; • “Learning 3N4” consists of both converging and accommodating; and • “Learning 4N1” consists of both accommodating and diverging. The outcome of the research data on learning style preferences in influencing both the performance of the individual students in terms of accumulative grade point average and the research team’s overall project performance are stated as follows: • For the research team performance, Table 4 indicates that project grade is positively associated with “Learning 3N4” and negatively with “Learning 1N2”, and thus active experimentation is extremely important for the success in research project (see Figure 4 for the overall model of the learning style impacting on research team’s grades). • For the individual student’s accumulative grade point average, the multivariate regression analysis, as shown in Table 5, concludes that both feeling (concrete experience) and thinking (abstract conceptualization) competencies and preferences can explain nearly 10% of the variance in accumulative grade point average of the individual students. TABLE 4: CORRELATIONS BETWEEN LEARNING PATTERNS (COMPETENCIES) AND TEAM PROJECT GRADE

FIGURE 4: FOUR EXPERIENTIAL LEARNING PATTERNS AND COMPETENCIES IN AFFECTING RESEARCH TEAM PROJECT GRADE Concrete Experimentation (Feeling) Accommodating Diverging (Feel and Do) (Feelinr and CE/AE Watch) AC/RO Reflective Active Observation Experimentation (Watching) (Doing) Assimilating Converging (Think and Watch) (Think and Do) AC/Ro AC/AE Abstract Conceptualization (Thinking) Research Team Grade In research team situation, active experimentation of the project with hands-on participation is important, with a correlation of 0.232* (significant at the 0.05level, 2-tailed), whereas team spending too much time on L1-L2 zone will lead to lower research team performance, as shown by 4 -0.234* (significant at the 0.05 level, 2-tailed).

TABLE 5: THE SIGNIFICANT ROLE PLAYED BY CONCRETE EXPERIENCE (FEELING) AND ABSTRACT CONCEPTUALIZATION (THINKING) IN AFFECTING INDIVIDUAL ACCUMULATIVE GRADE POINT AVERAGE (SOURCE: DEVELOPED FOR THIS RESEARCH) Model Summary b

Std Error of Adjusted Model R R Square R square the Estimate .92928 .058 1 .285 a .081 a. Predictors (constant), Thinking , Feeling b. Dependent Variable:GPA

Correlations Project Grade Pearson correlations Sig. (2-tailed) N Learning 1N2 Pearson correlations Sig. (2-tailed) N Learning 3N4 Pearson correlations Sig. (2-tailed) N Learning 1N4 Pearson correlations Sig. (2-tailed) N Learning 2N3 Pearson correlations Sig. (2-tailed) N

Project Grade

1 . 83 -.237* .033 83 .232* .035 83 .187 .051 83 -.163 .140 83

Learning 1N2 Learning 3N4 Learning 1N4 Learning 2N3 -.234* .187 .232* -.163 .033 .091 .035 .140 83 83 83 83 1 -.215 -.922** .108 . .051 .000 .329 83 83 83 83 -.922** .374** 1 -.125 .000 .000 . .262 83 83 83 83 -.215 1 .374** -.910** .015 . .000 .000 83 83 83 83 .108 -.910** -.125 1 .329 .000 .262 . 83 83 83 83

*.Correlation is significant at the 0.05 level (2-tailed). **.Correlation is significant at the 0.01 level (2-tailed).

ANOVA b

Sum of Squares Sig. df Mean Square F 6.126 2 3.063 3.574 .033a Regression 69.084 80 .864 Residual 75.210 82 Total a. Predictors (constant), Thinking , Feeling b. Dependent Variable:GPA

Model 1

Coefficients a

Unstandardized Standardized Coefficients Coefficients Std. Error Model B Beta 1 (Constant) -19.680 8.432 Feeling 2.469 .936 4.263 Thinking 2.454 .941 4.214 a.Dependent Variable: GPA

t -2.334 2.638 2.607

Sig .022 .010 .011

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• Are there any relationship structure between different personality traits and preferences for experiential learning styles?

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There are two perspectives to this question in depending upon the types of learning styles being used to address.

142

Perspective 1: This question is important from the point of view of the school psychologists who typically aim to study how personality traits could be perceived as tools for development of interventions for enhancing students’ ability to learn and develop personally (Matthews, Deary and Whiteman, 2009). The correlational analysis indicates that conscientiousness personality trait is in particular having a positive association with assimilating (watching and thinking competencies of experiential learning, abstract conceptualization/reflective observation) and accommodating (doing and feeling competencies of experiential learning, concrete experience/active experimentation) learning styles, as shown in Table 5. Assimilating learning preference can be both deductive and inductive logical reasoning in nature, which are actively involving with the generation of ideas and concepts of the research phenomenon. On the other hand, accommodating learning style is focused on hands-on or concrete experiences with the research issue, and actively relies on team working spirit to complete the research project tasks on hand. According to Matthews, Deary and Whiteman (2009), students high on conscientiousness are in general hardworking, self-disciplined, organized, reliable, and persevering, and according to a largescale survey of European Union studies (Salgado, 1997), “Conscientiousness” is the principal correlate of better job performance. In this research outcome, “Conscientiousness” personality trait is considered as a key driving force to stimulate the assimilating and accommodating learning processes. The correlational analysis, shown in Table 6, indicates that the learning preference towards active experimentation tends to be positively associated with extraversion, and learning preference that skews towards reflective observation tends to be positively associated with introversion. According to Matthews, Deary and Whiteman (2009), extraverts may have the advantages in verbal information processing that support their sociability which is a skill useful for active experimentation that involves the operationalization of concepts and the execution of concepts to the fields in which data are collected and observed. Conversely, as also shown in the correlation matrix in Table 6, learning that contains a majority of reflective observation skills (Dewey, 1938; Piaget, 1999) is positively associated with introverts, who, according to Matthews, Deary and Whiteman (2009), may usually perform better, due to the capacity and preference for inspection (Brebner and Cooper, 1985). What Brebner and Cooper (1985) discovered is that, while introverts are geared to inspect, the extraverts to respond. The later indicates a responsiveness attitude that is consistently correlated with the speed of accomplishment in project assignments.

TABLE 6: SIGNIFICANT CORRELATION BETWEEN PERSONALITY TRAITS AND EXPERIENTIAL LEARNING STYLE PREFERENCES (SOURCE: DEVELOPED FOR THIS RESEARCH) Extraversion Agreeableness

Learning 1N2

Learning 3N4

-0.264*

0.228*

Conscientiousness Neuroticism Openness to experience

Learning 1N4

Learning 2N3

-0.246*

-0.304*

*Correlation is significant at the 0.05 level (2-tailed)

Perspective 2: Table 7 indicates that “Reflective observation”-driven learning is shown to be negatively associated with extraversion. In other words, reflective observation is positively influenced by introspection, which according to Berecz (2009) is the careful examination of one’s subjective thoughts, sensations and images, and thus introspection is a key personality trait that drives reflection and observation. However, staying too long at this juncture of learning, according to the brainstorming conclusion, will prevent the learning to be effective, and thus leading to lower team project performance. This also reflects the same conclusion from McDougall (1908, p. 15) in that “Psychology must not regard the introspective description of the stream of consciousness as its whole task, but only as a preliminary part of its work.” Active experimentation, as shown in the correlation matrix in Table 7, is shown to be positively related to extraversion. According to Berecz (2009, p. 118), extraversion contains the trait levels of sociability, impulsiveness, activity, liveliness and excitability, which are considered as the key personality trait attributes of learning in the aspect of active experimentation. The correlational matrix in Table 7shows that concrete experience is positively associated with low-conscientiousness, which depicts students that appear spontaneous with the experience. Lastly abstract conceptualization is positively associated with conscientiousness, which according to Berecz (2009, p. 130) it describes personality trait that tends to be goal-directed, ambitious and careful that strikes towards making generalizable concepts.

THAILAND HR JOURNAL 2014,VOLUME 6

Research Question 6

143

• Are there any relationship structure between different personality traits and preferences for experiential learning styles?

THAILAND HR JOURNAL 2014,VOLUME 6

There are two perspectives to this question in depending upon the types of learning styles being used to address.

142

Perspective 1: This question is important from the point of view of the school psychologists who typically aim to study how personality traits could be perceived as tools for development of interventions for enhancing students’ ability to learn and develop personally (Matthews, Deary and Whiteman, 2009). The correlational analysis indicates that conscientiousness personality trait is in particular having a positive association with assimilating (watching and thinking competencies of experiential learning, abstract conceptualization/reflective observation) and accommodating (doing and feeling competencies of experiential learning, concrete experience/active experimentation) learning styles, as shown in Table 5. Assimilating learning preference can be both deductive and inductive logical reasoning in nature, which are actively involving with the generation of ideas and concepts of the research phenomenon. On the other hand, accommodating learning style is focused on hands-on or concrete experiences with the research issue, and actively relies on team working spirit to complete the research project tasks on hand. According to Matthews, Deary and Whiteman (2009), students high on conscientiousness are in general hardworking, self-disciplined, organized, reliable, and persevering, and according to a largescale survey of European Union studies (Salgado, 1997), “Conscientiousness” is the principal correlate of better job performance. In this research outcome, “Conscientiousness” personality trait is considered as a key driving force to stimulate the assimilating and accommodating learning processes. The correlational analysis, shown in Table 6, indicates that the learning preference towards active experimentation tends to be positively associated with extraversion, and learning preference that skews towards reflective observation tends to be positively associated with introversion. According to Matthews, Deary and Whiteman (2009), extraverts may have the advantages in verbal information processing that support their sociability which is a skill useful for active experimentation that involves the operationalization of concepts and the execution of concepts to the fields in which data are collected and observed. Conversely, as also shown in the correlation matrix in Table 6, learning that contains a majority of reflective observation skills (Dewey, 1938; Piaget, 1999) is positively associated with introverts, who, according to Matthews, Deary and Whiteman (2009), may usually perform better, due to the capacity and preference for inspection (Brebner and Cooper, 1985). What Brebner and Cooper (1985) discovered is that, while introverts are geared to inspect, the extraverts to respond. The later indicates a responsiveness attitude that is consistently correlated with the speed of accomplishment in project assignments.

TABLE 6: SIGNIFICANT CORRELATION BETWEEN PERSONALITY TRAITS AND EXPERIENTIAL LEARNING STYLE PREFERENCES (SOURCE: DEVELOPED FOR THIS RESEARCH) Extraversion Agreeableness

Learning 1N2

Learning 3N4

-0.264*

0.228*

Conscientiousness Neuroticism Openness to experience

Learning 1N4

Learning 2N3

-0.246*

-0.304*

*Correlation is significant at the 0.05 level (2-tailed)

Perspective 2: Table 7 indicates that “Reflective observation”-driven learning is shown to be negatively associated with extraversion. In other words, reflective observation is positively influenced by introspection, which according to Berecz (2009) is the careful examination of one’s subjective thoughts, sensations and images, and thus introspection is a key personality trait that drives reflection and observation. However, staying too long at this juncture of learning, according to the brainstorming conclusion, will prevent the learning to be effective, and thus leading to lower team project performance. This also reflects the same conclusion from McDougall (1908, p. 15) in that “Psychology must not regard the introspective description of the stream of consciousness as its whole task, but only as a preliminary part of its work.” Active experimentation, as shown in the correlation matrix in Table 7, is shown to be positively related to extraversion. According to Berecz (2009, p. 118), extraversion contains the trait levels of sociability, impulsiveness, activity, liveliness and excitability, which are considered as the key personality trait attributes of learning in the aspect of active experimentation. The correlational matrix in Table 7shows that concrete experience is positively associated with low-conscientiousness, which depicts students that appear spontaneous with the experience. Lastly abstract conceptualization is positively associated with conscientiousness, which according to Berecz (2009, p. 130) it describes personality trait that tends to be goal-directed, ambitious and careful that strikes towards making generalizable concepts.

THAILAND HR JOURNAL 2014,VOLUME 6

Research Question 6

143

THAILAND HR JOURNAL 2014,VOLUME 6

TABLE 7: SIGNIFICANT CORRELATION BETWEEN PERSONALITY TRAITS AND EXPERIENTIAL LEARNING COMPETENCY PREFERENCES (DEVELOPED FOR THIS RESEARCH)

144

Extraversion Agreeableness

RO Watching

AE Doing

-0.249*

0.249*

Conscientiousness Neuroticism Openness to experience

CE Feeling

AC Thinking

-0.267*

-0.278*

*Correlation is significant at the 0.05 level (2-tailed)

It is now become clear that the research data so far indicate that there are two opposing streams of learning style preference in existence, namely: one who prefers CE-AE generally neglects RO-AC, and those who prefers CE-RO generally prefers less on AE-AC. Thus, learning preference at these research student groups has shown partial preference rather than holistic whole-spectrum preference, and it is believed that this holistic whole-angle preference will be strengthened when one gains further job experiences and responsibilities especially when one undertakes a managerial role that needs to be responsible across wide dimensions of job roles (Koln and Kolb, 2008). FIGURE 5: TWO OPPOSING LEARNING STYLE PREFERENCES (SOURCE: DEVELOPED FOR THIS RESEARCH) Concrete Experimentation (Feeling) Accommodating Diverging (Feel and Do) (Feeling and CE/AE Watch) AC/RO Rrflective Active Observation Experimentation (Watching) (Doing) Assimilating Converging (Think and Watch) (Think and Do) AC/RO AC/AE Abstract Conceptualization (Thinking)

Research Question 7

What important HRD concept that this research can infer from observing and learning from the outcome of this longitudinal research process?

As research exploring the relationship between personality traits and academic performance has generally been stated in hypotheses manner (cf. Chamorro-Premusic and Furnham, 2003), it would be useful to examine the research data to suggest a theoretical model serving to structure the phenomenon dynamics in a theoretical framework with sufficient explanatory power. An explicit theoretical framework would become the basis on which the future research can rest (Sekaran, 2000) which “discusses the interrelationships among the variables that are deemed to be integral to the dynamics of the situation being investigated” (ibid, p. 91). Figure 6 shows the structure of the model that depicts the interrelationship between personality traits and experiential learning style preferences for the individuals in achieving favorable accumulative grade point average. FIGURE 6: COMBINED PERSONALITY TRAITS AND EXPERIENTIAL LEARNING IN INFLUENCING STUDENTS’ ACCUMULATIVE GRADE POINT AVERAGE (SOURCE: DEVELOPED FOR THIS RESEARCH) R 2= 0.209 Agreeableness B = 0.282 Conscientiousness B = 0.236 B = 4.263 Reflective Observation

Accumulative Grade Point Average

B = 4.214

Concrete Experience (Feeling) Abstract Conceptualization (thinking)

R 2= 0.081

By carefully observing the data outcome as well as the longitudinal effort and the brainstorming session towards the end of the experiential learning-based training, the model above can also infer three vital behavioral competencies typically embedded in HRD, namely the KAS (Knowledge, Attitude, Skills), but the entire meaning is shifted towards “I can”, “I will”, and “I have done it”. In this way, HRD can be re-conceptualized as follows, and the pictorial illustration is given in Figure 7: • HRD is ways to get the workforce (i.e. the students here) to take sustainably and strategically competitive, effective and efficient actions to deliver values to relevant stakeholders (i.e. the team for the team success in a research project) and results that contribute to business objectives (i.e. project performance), by stimulating and developing the “I can” (i.e. experiential learning process training and development) and “I will” (i.e. conscious of the individual personality traits and are willing to re-adjust for the benefits of the team and the organization) of the workforce, consistently, repetitively, and productively, in systems cohesive and ethical manner. • Definition as such is more motivation-and-goal driven than the conventional, functional approach that deals with knowledge generation, attitude learning and skills-based learning of HRD (Blanchard and Thacker, 2013).

145

THAILAND HR JOURNAL 2014,VOLUME 6

TABLE 7: SIGNIFICANT CORRELATION BETWEEN PERSONALITY TRAITS AND EXPERIENTIAL LEARNING COMPETENCY PREFERENCES (DEVELOPED FOR THIS RESEARCH)

144

Extraversion Agreeableness

RO Watching

AE Doing

-0.249*

0.249*

Conscientiousness Neuroticism Openness to experience

CE Feeling

AC Thinking

-0.267*

-0.278*

*Correlation is significant at the 0.05 level (2-tailed)

It is now become clear that the research data so far indicate that there are two opposing streams of learning style preference in existence, namely: one who prefers CE-AE generally neglects RO-AC, and those who prefers CE-RO generally prefers less on AE-AC. Thus, learning preference at these research student groups has shown partial preference rather than holistic whole-spectrum preference, and it is believed that this holistic whole-angle preference will be strengthened when one gains further job experiences and responsibilities especially when one undertakes a managerial role that needs to be responsible across wide dimensions of job roles (Koln and Kolb, 2008). FIGURE 5: TWO OPPOSING LEARNING STYLE PREFERENCES (SOURCE: DEVELOPED FOR THIS RESEARCH) Concrete Experimentation (Feeling) Accommodating Diverging (Feel and Do) (Feeling and CE/AE Watch) AC/RO Rrflective Active Observation Experimentation (Watching) (Doing) Assimilating Converging (Think and Watch) (Think and Do) AC/RO AC/AE Abstract Conceptualization (Thinking)

Research Question 7

What important HRD concept that this research can infer from observing and learning from the outcome of this longitudinal research process?

As research exploring the relationship between personality traits and academic performance has generally been stated in hypotheses manner (cf. Chamorro-Premusic and Furnham, 2003), it would be useful to examine the research data to suggest a theoretical model serving to structure the phenomenon dynamics in a theoretical framework with sufficient explanatory power. An explicit theoretical framework would become the basis on which the future research can rest (Sekaran, 2000) which “discusses the interrelationships among the variables that are deemed to be integral to the dynamics of the situation being investigated” (ibid, p. 91). Figure 6 shows the structure of the model that depicts the interrelationship between personality traits and experiential learning style preferences for the individuals in achieving favorable accumulative grade point average. FIGURE 6: COMBINED PERSONALITY TRAITS AND EXPERIENTIAL LEARNING IN INFLUENCING STUDENTS’ ACCUMULATIVE GRADE POINT AVERAGE (SOURCE: DEVELOPED FOR THIS RESEARCH) R 2= 0.209 Agreeableness B = 0.282 Conscientiousness B = 0.236 B = 4.263 Reflective Observation

Accumulative Grade Point Average

B = 4.214

Concrete Experience (Feeling) Abstract Conceptualization (thinking)

R 2= 0.081

By carefully observing the data outcome as well as the longitudinal effort and the brainstorming session towards the end of the experiential learning-based training, the model above can also infer three vital behavioral competencies typically embedded in HRD, namely the KAS (Knowledge, Attitude, Skills), but the entire meaning is shifted towards “I can”, “I will”, and “I have done it”. In this way, HRD can be re-conceptualized as follows, and the pictorial illustration is given in Figure 7: • HRD is ways to get the workforce (i.e. the students here) to take sustainably and strategically competitive, effective and efficient actions to deliver values to relevant stakeholders (i.e. the team for the team success in a research project) and results that contribute to business objectives (i.e. project performance), by stimulating and developing the “I can” (i.e. experiential learning process training and development) and “I will” (i.e. conscious of the individual personality traits and are willing to re-adjust for the benefits of the team and the organization) of the workforce, consistently, repetitively, and productively, in systems cohesive and ethical manner. • Definition as such is more motivation-and-goal driven than the conventional, functional approach that deals with knowledge generation, attitude learning and skills-based learning of HRD (Blanchard and Thacker, 2013).

145

I can

Extraverts

Conscientiousness

Open to Experience

company’s Workforce K+A Skills Producing responsiveness

The Hygienic Base: Agreeableness in the team

I’ve done it.

S Repetition to gain skill Taking action on l will + I can = I’ve done it.

I will

A Significant personality trait “l will” HRW lmplications: Contributing, Happy, Communication, Empowerment through responsibility, Build employee ownership of the organization

Significant personality traits in: Extraverts Openness to experience Conscientiousness Agreeableness Low in: Neuroticism

The applicability of this re-conceptualizing the KAS model to HRD adds significant contri bution to the HRD discipline, combining the themes of organization development with training and development (Werner, 2006). Its application can be generalized into different settings. Figures 8-9 illustrate this generalization opportunity, by an example on branding and service quality design, which provides significant analytical generalization capability to the research findings. FIGURE 8: BRANDING DESIGN BY USING THE “I CAN”, “I WILL” AND “I HAVE DONE IT” DOMAINS OF HRD (SOURCE: DEVELOPED FOR THIS RESEARCH) Can also apply to “Employer Branding” (not just For Cutomer Branding) Employer branding to attract and retain the Right Employees. Employer branding and unique selling points (USPs) with a strong differentiator are imperative, i.e., “We are abig successful company” to deliver a message that we are promising on continuous learning, work-life balance, personally fulfilling roles, and innovative reward and recognition programs. Brand acceptance, Brand attitude Attitude Brand equity Personal factors such as the consumer’s emotional state I will !

Knowledge Brand Perception Perception of service quality Perception of Lproduct quality Value equity I can !

skill Repetitive usage and experience Relations equity Assurance: How skilled the trainers are. Productivity I’ve done it !

Knowledge generates reliability and assurance

S

Visible Froms: The Tangible

A

Empathy Employee loyalty

Customers A simple connection and illustration: Example : Service Quality

CONCLUSION

Many similar research works, as they were presented in Furnham, Jackson and Miller (1999) and Vikanda et al. (2012), had failed to illustrate the situational demand on the learning style preferences. Through statistical regression analysis and focus group discussion as triangulation, this research comes to conclude that learning style preference is in particular situational. For teams on project assignment that demand active experimentation and research study, learning styles of AE-CE (Active Experimentation and Concrete Experience) are generally recommended. For individual grade point average (GPA) achievement, the students would need to demonstrate analytical replication of what is taught in the class during the examination, and thus competencies that skew towards reflective observation and abstract conception become significantly important. In addition, a missing point that has been neglected in the literature is about the strength of personality traits. This research indicates that weak personality traits of the team members are a major stumbling block for team performance, because the strength of the personality traits are not sufficient to provide a thrust to move the teams forward. Table 8 indicates the strength of personality traits and learning style preferences of four or above out of Five Likert-Scale. It clearly shows that any groups with members of weak personality traits are generally weak in team performance (shown as blank memberships in groups 4,5,7, and 8). Table 8 also shows that leader’s learning style preferences also drive the state of performance of the team, and this indirectly infers the role of leadership played in team performance, which explains that combined personality traits and learning style preferences of the team members can only explain up to 28.8% of the variance of project grade. As such, the future research will have to include leadership factor.

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

Example : Personality Traits and Experential Learning

K

Positioning service through focusing on tne evidence and visibility of service from every aspect that delivers service quality: (Behavioral Reinforcement)

K

Preliminary Research Data Conclusion from our 3 Year Students pursuing for Bachelor of Arts in Business at Mae Fah Luang University (September, 2013).

S

146

The Goal-Research Project Team Performance: HRM Needs: Adaptive, Resilient, Quick to change direction, Customer oriented, Ethical.

Situational learning Agility for different research projects/ assignments Concrete Experience Reflective Observation Abstract Conceptualization K Active experimentation

FIGURE 9: SERVICE QUALITY DESIGN USING “I CAN”, “I WILL” AND “I HAVE DONE IT” DOMAINS OF HRD (SOURCE: DEVELOPED FOR THIS RESEARCH)

A

FIGURE 7: THE “I CAN”, “I WILL”, AND “I HAVE DONE IT” MOTIVATONAL AND COMMITMENT THRUST OF HRD (SOURCE: DEVELOPED FOR THIS RESEARCH)

147

I can

Extraverts

Conscientiousness

Open to Experience

company’s Workforce K+A Skills Producing responsiveness

The Hygienic Base: Agreeableness in the team

I’ve done it.

S Repetition to gain skill Taking action on l will + I can = I’ve done it.

I will

A Significant personality trait “l will” HRW lmplications: Contributing, Happy, Communication, Empowerment through responsibility, Build employee ownership of the organization

Significant personality traits in: Extraverts Openness to experience Conscientiousness Agreeableness Low in: Neuroticism

The applicability of this re-conceptualizing the KAS model to HRD adds significant contri bution to the HRD discipline, combining the themes of organization development with training and development (Werner, 2006). Its application can be generalized into different settings. Figures 8-9 illustrate this generalization opportunity, by an example on branding and service quality design, which provides significant analytical generalization capability to the research findings. FIGURE 8: BRANDING DESIGN BY USING THE “I CAN”, “I WILL” AND “I HAVE DONE IT” DOMAINS OF HRD (SOURCE: DEVELOPED FOR THIS RESEARCH) Can also apply to “Employer Branding” (not just For Cutomer Branding) Employer branding to attract and retain the Right Employees. Employer branding and unique selling points (USPs) with a strong differentiator are imperative, i.e., “We are abig successful company” to deliver a message that we are promising on continuous learning, work-life balance, personally fulfilling roles, and innovative reward and recognition programs. Brand acceptance, Brand attitude Attitude Brand equity Personal factors such as the consumer’s emotional state I will !

Knowledge Brand Perception Perception of service quality Perception of Lproduct quality Value equity I can !

skill Repetitive usage and experience Relations equity Assurance: How skilled the trainers are. Productivity I’ve done it !

Knowledge generates reliability and assurance

S

Visible Froms: The Tangible

A

Empathy Employee loyalty

Customers A simple connection and illustration: Example : Service Quality

CONCLUSION

Many similar research works, as they were presented in Furnham, Jackson and Miller (1999) and Vikanda et al. (2012), had failed to illustrate the situational demand on the learning style preferences. Through statistical regression analysis and focus group discussion as triangulation, this research comes to conclude that learning style preference is in particular situational. For teams on project assignment that demand active experimentation and research study, learning styles of AE-CE (Active Experimentation and Concrete Experience) are generally recommended. For individual grade point average (GPA) achievement, the students would need to demonstrate analytical replication of what is taught in the class during the examination, and thus competencies that skew towards reflective observation and abstract conception become significantly important. In addition, a missing point that has been neglected in the literature is about the strength of personality traits. This research indicates that weak personality traits of the team members are a major stumbling block for team performance, because the strength of the personality traits are not sufficient to provide a thrust to move the teams forward. Table 8 indicates the strength of personality traits and learning style preferences of four or above out of Five Likert-Scale. It clearly shows that any groups with members of weak personality traits are generally weak in team performance (shown as blank memberships in groups 4,5,7, and 8). Table 8 also shows that leader’s learning style preferences also drive the state of performance of the team, and this indirectly infers the role of leadership played in team performance, which explains that combined personality traits and learning style preferences of the team members can only explain up to 28.8% of the variance of project grade. As such, the future research will have to include leadership factor.

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

Example : Personality Traits and Experential Learning

K

Positioning service through focusing on tne evidence and visibility of service from every aspect that delivers service quality: (Behavioral Reinforcement)

K

Preliminary Research Data Conclusion from our 3 Year Students pursuing for Bachelor of Arts in Business at Mae Fah Luang University (September, 2013).

S

146

The Goal-Research Project Team Performance: HRM Needs: Adaptive, Resilient, Quick to change direction, Customer oriented, Ethical.

Situational learning Agility for different research projects/ assignments Concrete Experience Reflective Observation Abstract Conceptualization K Active experimentation

FIGURE 9: SERVICE QUALITY DESIGN USING “I CAN”, “I WILL” AND “I HAVE DONE IT” DOMAINS OF HRD (SOURCE: DEVELOPED FOR THIS RESEARCH)

A

FIGURE 7: THE “I CAN”, “I WILL”, AND “I HAVE DONE IT” MOTIVATONAL AND COMMITMENT THRUST OF HRD (SOURCE: DEVELOPED FOR THIS RESEARCH)

147

TABLE 8: DIMENSIONAL ANALYSIS OF THE SIGNIFICANT PERSONALITY TRAITS (OF SCALE 4-5 OF LIKERT SCALE) (SOURCE: DEV AND ITS RELATIONSHIP TO LEARNING STYPES AND PROJECT GRADES (SOURCE: DEVELOPED FOR THIS RESEARCH) Projects: Need Significantly “Doing” focus. Mode 3+4 Learning

Group: 1 2 3 4 5 6 7 8

1 0 2 7 4 2 2

2 3 2 1 2 4 1 3 2

3 2 2 4 2 1 4 2 4

4 1 5 7

N 1 1

3 6 2 3

1

O 4 2 3

C 1 2 1

E

3

1

3

2 2 1

A 1 6 4 1 2 1

4P 13.64 13.79 14.21 12.67 12.77 13.80 12.16 13.90

1N 3.31 3.09 2.64 3.22 3.06 2.73 2.90 2.31

Project 0.88 1.00 1.00 0.88 0.82 0.95 0.77 0.83

Leadership Learning

Group Learning

2(Majority),4 2,3,4 3

Theory Balanced Action Reflection Reflection Action Balanced Balanced

1,2 2

Secondly, the sample size should be expanded to include students of each faculty at the university, and as such the generalizability would have a strong base. The research in this direction should also include detailed but concise demographic profiles of the students such as the year at the university, the gender, the faculty and the nationality. Thirdly, the research instrument of Kolb’s (1984) and other alternatives such as the 80-item measures of activist, reflectors, theorists and pragmatist learning preferences introduced by Honey and Mumford (2000), should be modified to incorporate two additional dimensions to each item, namely the preference and the actual. Activist learning style shares the similar attribute or characteristics to that of concrete experience in Kolb (1984), and reflectors to reflective observation, theorists to abstract conceptualization, and pragmatist to active experimentation (Kolb, 1984; Kolb and Kolb, 2006). In this way, the state of preference and the actual state of reality could be measured which would be in a better position to reflect the learning conditions of the students. A measure of this approach is adapted from the literature of service quality which perceives quality of a service as the differences between the perceived reality and the preferences (cf. Akbaba, 2006). Future Research

There are many scopes and direction of future research efforts which could easily be extended from this work, for instance about the relationship between personality traits and the types of strategy formulation, and the study of the differences between students of different faculties at the university.

Limitation of the Research and its Instruments

For the strategy-personality trait relationship study, as discussed in Mintzberg (1987, p. 16) it was quoted as saying that “Some organizations, for example, are aggressive pacesetters, creating new technologies and exploiting new markets, while others perceive the world as set and stable.” From this research it comes to understand that different students do possess different dominant personality traits, i.e. in terms of extraversion, agreeableness, conscientiousness, neuroticism and openness to experience, and when they finally leave the school these personality traits could be extended to organizational levels. Thus future research should study the structure or pattern of relationship between personality traits and the behavior of strategy formulation and management at the organizational level. For instance, in this research, it was noted that openness trait of the students do reflect their intellectual curiosity, creativity and preference for challenges that involve new ideas, and this openness-to-experience traits would stimulate innovation activities and services within the organization.

Firstly, the use of only five personality traits may lack of richness and thus may fail to illuminate important aspects of personality sphere. To this end, Boyle, Matthews and Saklofske (2008) reminded that developing psychometrically adequate measurement models that meet this goal may prove challenging.

To conduct a systematic and comprehensive study of the differences in the structure or organization of personality traits towards influencing academic achievement, ANOVA test and post-hoc t-test could be used to study whether students of different faculties have different types and degrees of preferences in experiential learning process. For instance, Lashley and Barron (2006) discovered that typically the tourism students prefer learning

3

4

1

Implication for HRD and Organizational Behavior Disciplines

A careful in-depth analysis of the collected data indicates that there are two distinctive teams-based personality traits that could further embrace the individual Big Five domains of personality traits, namely the enabling and the hygienic factors. A team, without the strong agreeableness, would fail to exhibit team cohesion, and this is in nature hygienic behavioral trait factor, a term often used in the literature of organization behavior (George and Jones, 1999). A team, with strong conscientiousness, extraversion and openness-toexperience traits, could facilitate to enable the project to reach the depth and breadth requirement of the project study. A critical reflective examination of this research reveals three directions of limitation.

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THAILAND HR JOURNAL 2014,VOLUME 6

148

Overall, the research provides a new perspective to understanding HRD concept relating to KAS (Knowledge, Attitude and Skills), which has traditionally been targeted at functional level. This research discovers the motivational and commitment level of the KAS in terms of “I can” (knowledge), “I will” (attitude) and “I have done it!” (skill). For the research or project team to be successful, this research identifies two groups of personality traits important for the team composition, namely the hygienic personality trait that consists of “Agreeableness” while being enabled by “Extraversion”, “Conscientious” and “Openness to Experience.” In terms of experiential learning preferences, learning processes centralizing on “Active Experimentation” is a key success factor for team performance. For the individuals who want to excel in their accumulative grade point average, this research identifies that “Reflective Observation” style of experiential learning is considered a vitally useful learning element, while on the personality trait sides, both “Agreeableness” and “Conscientiousness” are considered to have significantly positive impact.

149

TABLE 8: DIMENSIONAL ANALYSIS OF THE SIGNIFICANT PERSONALITY TRAITS (OF SCALE 4-5 OF LIKERT SCALE) (SOURCE: DEV AND ITS RELATIONSHIP TO LEARNING STYPES AND PROJECT GRADES (SOURCE: DEVELOPED FOR THIS RESEARCH) Projects: Need Significantly “Doing” focus. Mode 3+4 Learning

Group: 1 2 3 4 5 6 7 8

1 0 2 7 4 2 2

2 3 2 1 2 4 1 3 2

3 2 2 4 2 1 4 2 4

4 1 5 7

N 1 1

3 6 2 3

1

O 4 2 3

C 1 2 1

E

3

1

3

2 2 1

A 1 6 4 1 2 1

4P 13.64 13.79 14.21 12.67 12.77 13.80 12.16 13.90

1N 3.31 3.09 2.64 3.22 3.06 2.73 2.90 2.31

Project 0.88 1.00 1.00 0.88 0.82 0.95 0.77 0.83

Leadership Learning

Group Learning

2(Majority),4 2,3,4 3

Theory Balanced Action Reflection Reflection Action Balanced Balanced

1,2 2

Secondly, the sample size should be expanded to include students of each faculty at the university, and as such the generalizability would have a strong base. The research in this direction should also include detailed but concise demographic profiles of the students such as the year at the university, the gender, the faculty and the nationality. Thirdly, the research instrument of Kolb’s (1984) and other alternatives such as the 80-item measures of activist, reflectors, theorists and pragmatist learning preferences introduced by Honey and Mumford (2000), should be modified to incorporate two additional dimensions to each item, namely the preference and the actual. Activist learning style shares the similar attribute or characteristics to that of concrete experience in Kolb (1984), and reflectors to reflective observation, theorists to abstract conceptualization, and pragmatist to active experimentation (Kolb, 1984; Kolb and Kolb, 2006). In this way, the state of preference and the actual state of reality could be measured which would be in a better position to reflect the learning conditions of the students. A measure of this approach is adapted from the literature of service quality which perceives quality of a service as the differences between the perceived reality and the preferences (cf. Akbaba, 2006). Future Research

There are many scopes and direction of future research efforts which could easily be extended from this work, for instance about the relationship between personality traits and the types of strategy formulation, and the study of the differences between students of different faculties at the university.

Limitation of the Research and its Instruments

For the strategy-personality trait relationship study, as discussed in Mintzberg (1987, p. 16) it was quoted as saying that “Some organizations, for example, are aggressive pacesetters, creating new technologies and exploiting new markets, while others perceive the world as set and stable.” From this research it comes to understand that different students do possess different dominant personality traits, i.e. in terms of extraversion, agreeableness, conscientiousness, neuroticism and openness to experience, and when they finally leave the school these personality traits could be extended to organizational levels. Thus future research should study the structure or pattern of relationship between personality traits and the behavior of strategy formulation and management at the organizational level. For instance, in this research, it was noted that openness trait of the students do reflect their intellectual curiosity, creativity and preference for challenges that involve new ideas, and this openness-to-experience traits would stimulate innovation activities and services within the organization.

Firstly, the use of only five personality traits may lack of richness and thus may fail to illuminate important aspects of personality sphere. To this end, Boyle, Matthews and Saklofske (2008) reminded that developing psychometrically adequate measurement models that meet this goal may prove challenging.

To conduct a systematic and comprehensive study of the differences in the structure or organization of personality traits towards influencing academic achievement, ANOVA test and post-hoc t-test could be used to study whether students of different faculties have different types and degrees of preferences in experiential learning process. For instance, Lashley and Barron (2006) discovered that typically the tourism students prefer learning

3

4

1

Implication for HRD and Organizational Behavior Disciplines

A careful in-depth analysis of the collected data indicates that there are two distinctive teams-based personality traits that could further embrace the individual Big Five domains of personality traits, namely the enabling and the hygienic factors. A team, without the strong agreeableness, would fail to exhibit team cohesion, and this is in nature hygienic behavioral trait factor, a term often used in the literature of organization behavior (George and Jones, 1999). A team, with strong conscientiousness, extraversion and openness-toexperience traits, could facilitate to enable the project to reach the depth and breadth requirement of the project study. A critical reflective examination of this research reveals three directions of limitation.

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Overall, the research provides a new perspective to understanding HRD concept relating to KAS (Knowledge, Attitude and Skills), which has traditionally been targeted at functional level. This research discovers the motivational and commitment level of the KAS in terms of “I can” (knowledge), “I will” (attitude) and “I have done it!” (skill). For the research or project team to be successful, this research identifies two groups of personality traits important for the team composition, namely the hygienic personality trait that consists of “Agreeableness” while being enabled by “Extraversion”, “Conscientious” and “Openness to Experience.” In terms of experiential learning preferences, learning processes centralizing on “Active Experimentation” is a key success factor for team performance. For the individuals who want to excel in their accumulative grade point average, this research identifies that “Reflective Observation” style of experiential learning is considered a vitally useful learning element, while on the personality trait sides, both “Agreeableness” and “Conscientiousness” are considered to have significantly positive impact.

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REFERENCES

The future research should also investigate how each personality trait plays a role in academic performance when subjected to extremes of arousal or stimulation. This research could provide statistical evidences on Yerkes-Dodson Law (Yerkes and Dodson, 1908) on an inverted-U phenomenon in which extremes of arousal, both high and low, tend to be associated with performance impairment. In other words, the research study should aim to study whether the level of task difficulty has any influence on academic performance for students of different sorts of personality traits tendency.

Angleitner, A. (1991) ‘Personality psychology: Trends and developments’, European Journal of Personality, Vol. 5 No. 3, 185-197.

As Thailand is a Buddhist country in which meditation practice is pervasive, and from personality theory perspectives, it would be of great significant contribution to the society and the general literature of medical science if personality trait research can be extended to demographics of meditators. From the personality theory perspectives, according to Hageman (2008, p. 381), it is unclear whether certain personality types are more likely to try meditation or whether the effect of meditation increases the awareness of covert feelings and certain personality traits (e.g., extraversion, introversion). If significant research result can be discovered for this phenomenon, then the finding can lead to proposing effective means to intervene to change and develop personality in the direction of favorableness to the intention. Future research should also explore the different personality traits that influence the successful HRM (Human Resource Management) and HRD (Human Resource Development) duties, for instance, a hypothesis as such could be tested: • HR managers with extraversion personality traits would actively reach out to employees and different functional roles of the organization, and thus able to foster good relationships with employees and to implement business strategies.

Akbaba, A. (2006) ‘Measuring service quality in the hotel industry: A study in a business hotel in Turkey’, Hospitality Management,, Vol. 25, 170-192. Allport, G. W. (1961) Pattern and Growth in Personality,, Halt, Rinehart, and Winston, New York.

Ashkanasy, N. M.,Berecz, J.M. (2009) Theories of personality : A Zonal Perspective , Pearson, USA.Education. Bandura, A. (1986) Social Foundations of Thought and Action, Prentice Hall, Englewood Cliffs, NJ. Bandura, A. (1997) The Self –Efficacy: The Exercise of Control,,Freeman, New York. Beck, A.T. (1967) Depression : Causes and Treatment , University of Pennsylvania Press, Philadelphia. Bell, S.T. (2007) ‘Deep-level composition variables as predictors of team performance: a meta-analysis’, Journal of Applied Psychology,, Vol. 92, 595-615. Blanchard, P.N. and Thacker, J.W. (2013) Effective Training :Systems, Strategies, and Practices, Pearson, New York, NY. Boyle, G.J., Matthews, G. and Saklofke, D.H. (2008) ‘Personality theories and models: An overview’, in Boyle, G.J., Matthews, G. and Saklofske, D.H. (Ed.) The SAGE Handbook of Personality Theory and Assessment, Vol. 1,, SAGE Publications Ltd., London, pp. 1-29. Brebner, J. and Cooper, C. (1985) ‘A proposed unified model of extraversion’, in Spence, J.T. and Izard, C.E. (Eds), Motivation, Emotion, and Personality,, North-Holland, Amsterdam. Buss, A.H. (1989) ‘Personality as traits’,American Psychologist,, Vol. 44, 1378-1388. Chamorro-Premuzic, T. and Furnham, A. (2003) ‘Personality predicts academic performance. Evidence from two longitudinal university samples’, Journal of Research in Personality,, Vol. 37, 319-338.

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styles that are concrete rather than abstract, and active rather than reflective. Knowing the learning preferences would provide indication of the state of reality to guide the faculty members to design and implement effective mechanisms in order to facilitate the development of personality and learning process for efficient and effective knowledge creation. Also, as internationalization of university programs has now become a norm (Tomkovick, Al-Khatib, Badawaj and Jones, 1996), a study of cultural variable in the domains of personality traits and learning preference is also very important.

151

REFERENCES

The future research should also investigate how each personality trait plays a role in academic performance when subjected to extremes of arousal or stimulation. This research could provide statistical evidences on Yerkes-Dodson Law (Yerkes and Dodson, 1908) on an inverted-U phenomenon in which extremes of arousal, both high and low, tend to be associated with performance impairment. In other words, the research study should aim to study whether the level of task difficulty has any influence on academic performance for students of different sorts of personality traits tendency.

Angleitner, A. (1991) ‘Personality psychology: Trends and developments’, European Journal of Personality, Vol. 5 No. 3, 185-197.

As Thailand is a Buddhist country in which meditation practice is pervasive, and from personality theory perspectives, it would be of great significant contribution to the society and the general literature of medical science if personality trait research can be extended to demographics of meditators. From the personality theory perspectives, according to Hageman (2008, p. 381), it is unclear whether certain personality types are more likely to try meditation or whether the effect of meditation increases the awareness of covert feelings and certain personality traits (e.g., extraversion, introversion). If significant research result can be discovered for this phenomenon, then the finding can lead to proposing effective means to intervene to change and develop personality in the direction of favorableness to the intention. Future research should also explore the different personality traits that influence the successful HRM (Human Resource Management) and HRD (Human Resource Development) duties, for instance, a hypothesis as such could be tested: • HR managers with extraversion personality traits would actively reach out to employees and different functional roles of the organization, and thus able to foster good relationships with employees and to implement business strategies.

Akbaba, A. (2006) ‘Measuring service quality in the hotel industry: A study in a business hotel in Turkey’, Hospitality Management,, Vol. 25, 170-192. Allport, G. W. (1961) Pattern and Growth in Personality,, Halt, Rinehart, and Winston, New York.

Ashkanasy, N. M.,Berecz, J.M. (2009) Theories of personality : A Zonal Perspective , Pearson, USA.Education. Bandura, A. (1986) Social Foundations of Thought and Action, Prentice Hall, Englewood Cliffs, NJ. Bandura, A. (1997) The Self –Efficacy: The Exercise of Control,,Freeman, New York. Beck, A.T. (1967) Depression : Causes and Treatment , University of Pennsylvania Press, Philadelphia. Bell, S.T. (2007) ‘Deep-level composition variables as predictors of team performance: a meta-analysis’, Journal of Applied Psychology,, Vol. 92, 595-615. Blanchard, P.N. and Thacker, J.W. (2013) Effective Training :Systems, Strategies, and Practices, Pearson, New York, NY. Boyle, G.J., Matthews, G. and Saklofke, D.H. (2008) ‘Personality theories and models: An overview’, in Boyle, G.J., Matthews, G. and Saklofske, D.H. (Ed.) The SAGE Handbook of Personality Theory and Assessment, Vol. 1,, SAGE Publications Ltd., London, pp. 1-29. Brebner, J. and Cooper, C. (1985) ‘A proposed unified model of extraversion’, in Spence, J.T. and Izard, C.E. (Eds), Motivation, Emotion, and Personality,, North-Holland, Amsterdam. Buss, A.H. (1989) ‘Personality as traits’,American Psychologist,, Vol. 44, 1378-1388. Chamorro-Premuzic, T. and Furnham, A. (2003) ‘Personality predicts academic performance. Evidence from two longitudinal university samples’, Journal of Research in Personality,, Vol. 37, 319-338.

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styles that are concrete rather than abstract, and active rather than reflective. Knowing the learning preferences would provide indication of the state of reality to guide the faculty members to design and implement effective mechanisms in order to facilitate the development of personality and learning process for efficient and effective knowledge creation. Also, as internationalization of university programs has now become a norm (Tomkovick, Al-Khatib, Badawaj and Jones, 1996), a study of cultural variable in the domains of personality traits and learning preference is also very important.

151

Edvinsson, L. and Malone, M.S. (1997) Intellectual Capital:Realizing your Company’s True Value By Finding its Hidden Brainpower,, Harper Business, New York.

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Eysenck, H.J. (1952) The Scientific Study of Personality,, Praeger, New York.

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Hussey, J. and Hussey, R. (1997) Business Research : A Practical Guide for Undergraduate and Postgraduate Students,, PALGRAVE, New York, NY. Johansson, R.E.A. (1979) The Dynamic Psychology of Early Buddhism,, Scandinavian Institute of Asian Studies, Great Britain.

Eysenck, H.J. (1957) The Dynamics of Anxiety and Hysteria,, Routledge and Kegan Paul, London.

John, O.P. and Srivastava, S. (1999) ‘The Big-Five trait taxonomy: history, measurement, and theoretical perspectives’, in Pervin, L.A. and John, O.P. (Eds), Handbook of Personality: Theory and Research, Vol.2, Guilford Press, New York, pp. 102-138.

Eysenck, H.J. (1967 The Biological Basis of Personality,,Thomas, Springfield, IL.

Kolb, D.A. (1976) Learning Style Inventory, Version 3. The Hay Group, Boston.

Furnham, A., Eysenck, S.B.G. and Saklofke, D.H. (2008) ‘The Eysenck personality measures: Fifty years of scale development’ , in Boyle,G.J., Matthews, G. and Saklofske, D.H. (Eds),The SAGE Handbook of Personality Theory and Assessment, Vol.2, London: SAGE Publications Ltd., pp. 199-218.

Kolb, D.A. (1984) Experiential Learning: Experience as the Source of Learning and Develoment, Prentice Hall, Englewood Cliffs, NJ.

Furnham, A., Jackson, C.J. and Miller, T. (1999) ‘Personality, learning style and work performance’,Personality and individual Differences, Vol. 27, 1113-1122. Furnham, A. and Heaven, P. (1999) Personality and Social Behavior, Arnold, London. George, J.M. and Jones, G.R. (1999) Organizational Behavior,, Addison-Wesley Publishing Company, USA. Goldberg, L.R. (1993) ‘The structure of phenotypic personality traits’, American Psycholgist, Vol. 48, 26-34. Gosling, S.D., Rentfrow, P.J. and Swann, W.B.Jr. (2003) ‘A very brief measure of the Big-Five personality domains’, Journal of Research in Personality, Vol. 37, 504-528. Green, A.J. (1994) ‘Experiential learning and teaching – A critical evaluation of an enquiry which used phenomenological method’, New Education Today, Vol. 15, 420-426. Hageman, J.H. (2008) ‘Not all meditation is the same’, in Goleman, D., Lipton, B.H., Pert, C., Small, G., McTaggart, L., Bradenm G. and Achterberg, J. (Eds), Measuring the Immeasurable : The Scientific Case for Spirituality,y, Sounds True Incorporated, Boulder, Colorado, pp. 373-385. Honey, P. and Mumford, A. (2000) The Learning Styles Questionnaire : 80 items Versian, Peter Honey Publications Ltd., Berkshire, UL.

Kolb, A.Y. and Kolb, D.A. (2006) ‘Learning styles and learning spaces: A review of the multidisciplinary application of experiential theory in higher education’, in Sims, R.R. and Sims, S.J. (Eds), Learning Styles and Learning: A Key to meeting the Accountability Demands in Education, Nova Science Publishers, New York, pp. 45-92. Kolb, A.Y. and Kolb, D.A. (2008) Experiencial Learning Theory: A Dynamic , Holistic Approach to Management Learning, Education, and Development, Work paper WP-07-2. Department of organizational behavior, Weatherhead School of Management, Case Western Reserve University, Cleveland, OH, USA. Lashley, C. and Barron, P. (2006) ‘The learning style preferences of hospitality and tourism students: Observations from an international and cross-cultural study’, Hospitality Management, vol. 25, 552-569. Manolis, C., Burns, D.J., Assudani, R. and Cinta, R. (2013) ‘Assessing experiential learning styles: A methodological reconstruction and validation of the Kolb learning style Inventory’, Learning and Individual learning and Individual Differences, Vol. 23, 44-52. Matthews, G. (2008) ‘Personality and information processing: A cognitive-adaptive theory, in Boyle, G.J., Matthews, G. and Saklofske, D.H. (Eds), The SAGE Handbook of Personality Theory and Assessment, Vol.1, SAGE Publications Ltd., London, pp. 56-79. Matthews, G., Deary, I.J. and Whiteman, M.C. (2009) Personality Traits, Cambridge, Cambridge University Press, UK. McDougall, W. (1908) Introduction to Social Psychology,, Methuen, London.

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Dewey, J. (1938.) Dynamic Theory of Persomnality,, McGraw-Hill, New York.

153

Edvinsson, L. and Malone, M.S. (1997) Intellectual Capital:Realizing your Company’s True Value By Finding its Hidden Brainpower,, Harper Business, New York.

THAILAND HR JOURNAL 2014,VOLUME 6

Eysenck, H.J. (1952) The Scientific Study of Personality,, Praeger, New York.

152

Hussey, J. and Hussey, R. (1997) Business Research : A Practical Guide for Undergraduate and Postgraduate Students,, PALGRAVE, New York, NY. Johansson, R.E.A. (1979) The Dynamic Psychology of Early Buddhism,, Scandinavian Institute of Asian Studies, Great Britain.

Eysenck, H.J. (1957) The Dynamics of Anxiety and Hysteria,, Routledge and Kegan Paul, London.

John, O.P. and Srivastava, S. (1999) ‘The Big-Five trait taxonomy: history, measurement, and theoretical perspectives’, in Pervin, L.A. and John, O.P. (Eds), Handbook of Personality: Theory and Research, Vol.2, Guilford Press, New York, pp. 102-138.

Eysenck, H.J. (1967 The Biological Basis of Personality,,Thomas, Springfield, IL.

Kolb, D.A. (1976) Learning Style Inventory, Version 3. The Hay Group, Boston.

Furnham, A., Eysenck, S.B.G. and Saklofke, D.H. (2008) ‘The Eysenck personality measures: Fifty years of scale development’ , in Boyle,G.J., Matthews, G. and Saklofske, D.H. (Eds),The SAGE Handbook of Personality Theory and Assessment, Vol.2, London: SAGE Publications Ltd., pp. 199-218.

Kolb, D.A. (1984) Experiential Learning: Experience as the Source of Learning and Develoment, Prentice Hall, Englewood Cliffs, NJ.

Furnham, A., Jackson, C.J. and Miller, T. (1999) ‘Personality, learning style and work performance’,Personality and individual Differences, Vol. 27, 1113-1122. Furnham, A. and Heaven, P. (1999) Personality and Social Behavior, Arnold, London. George, J.M. and Jones, G.R. (1999) Organizational Behavior,, Addison-Wesley Publishing Company, USA. Goldberg, L.R. (1993) ‘The structure of phenotypic personality traits’, American Psycholgist, Vol. 48, 26-34. Gosling, S.D., Rentfrow, P.J. and Swann, W.B.Jr. (2003) ‘A very brief measure of the Big-Five personality domains’, Journal of Research in Personality, Vol. 37, 504-528. Green, A.J. (1994) ‘Experiential learning and teaching – A critical evaluation of an enquiry which used phenomenological method’, New Education Today, Vol. 15, 420-426. Hageman, J.H. (2008) ‘Not all meditation is the same’, in Goleman, D., Lipton, B.H., Pert, C., Small, G., McTaggart, L., Bradenm G. and Achterberg, J. (Eds), Measuring the Immeasurable : The Scientific Case for Spirituality,y, Sounds True Incorporated, Boulder, Colorado, pp. 373-385. Honey, P. and Mumford, A. (2000) The Learning Styles Questionnaire : 80 items Versian, Peter Honey Publications Ltd., Berkshire, UL.

Kolb, A.Y. and Kolb, D.A. (2006) ‘Learning styles and learning spaces: A review of the multidisciplinary application of experiential theory in higher education’, in Sims, R.R. and Sims, S.J. (Eds), Learning Styles and Learning: A Key to meeting the Accountability Demands in Education, Nova Science Publishers, New York, pp. 45-92. Kolb, A.Y. and Kolb, D.A. (2008) Experiencial Learning Theory: A Dynamic , Holistic Approach to Management Learning, Education, and Development, Work paper WP-07-2. Department of organizational behavior, Weatherhead School of Management, Case Western Reserve University, Cleveland, OH, USA. Lashley, C. and Barron, P. (2006) ‘The learning style preferences of hospitality and tourism students: Observations from an international and cross-cultural study’, Hospitality Management, vol. 25, 552-569. Manolis, C., Burns, D.J., Assudani, R. and Cinta, R. (2013) ‘Assessing experiential learning styles: A methodological reconstruction and validation of the Kolb learning style Inventory’, Learning and Individual learning and Individual Differences, Vol. 23, 44-52. Matthews, G. (2008) ‘Personality and information processing: A cognitive-adaptive theory, in Boyle, G.J., Matthews, G. and Saklofske, D.H. (Eds), The SAGE Handbook of Personality Theory and Assessment, Vol.1, SAGE Publications Ltd., London, pp. 56-79. Matthews, G., Deary, I.J. and Whiteman, M.C. (2009) Personality Traits, Cambridge, Cambridge University Press, UK. McDougall, W. (1908) Introduction to Social Psychology,, Methuen, London.

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Dewey, J. (1938.) Dynamic Theory of Persomnality,, McGraw-Hill, New York.

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O’Connor, M.C. and Paunonen, V. (2007) ‘Big Five personality predictors of post-secondary academic performance’, Personality and Individual Differences, Vol. 43, 971-90.

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Olsen, P.B. and Pedersen, K. (2008) Problem-Oriented Project Work- A Workbook,, Roskilde University Press, Denmark. Pert, C. and Marriot, N. (2008) ‘The science of emotions and consciousness’, in Goleman, D., Lipton, B.H., Pert, C., Small, G., McTaggart, L., Bradenm G. and Achterberg, J. (Eds), Measuring the Immeasurable : The Scientific Case for Spirituality, Sounds True Incorporated, Boulder, Colorado: pp. 15-33. Piaget, J. (1999) Psychology of Intelligence, Routledge, London. Prentice, C. and King, B.E.M. (2013) ‘Impacts of personality, emotional intelligence and adaptiveness on service performance of casino hosts: A hierarchical approach’, Journal of Business Research,, Vol. 66, 1637-1643. Salgado, J.F. (1997) ‘The five factor model of personality and job performance in the European Community’, Journal of Applied Psychology, Vol. 82, 30-43. Sekaran, U. (2000) Research Methods for Business: A Skill-Building Approach, 3rd Edition, John Wiley & Sons, Inc., USA. Stelmack, R.M. and Rammsayer, T.H. (2008) ‘Psychophysiological and biochemical correlates of personality (34-55), in Boyle G.J., Matthews, G. and Saklofske, D.H. (Eds) The SAGE Handbook of Personality Theory and Assessment, Vol1, SAGE Publications Ltd., London, pp. 34-55. Tan, C.C. (2014) Deductive –Inductive Approach to Business Research, Lecture notes for MBA and PhD students. School of management, Mae FahLuang University, Chiang Rai, Thailand. Tomkovick, C., Al-Khatib, J., Badawaj, B. and Jones, S. (1996) ‘An assessment of the service quality provided to foreign students at US business schools’, Journal of Education for Business, Vol. 71, 130-135. Yerkes, R.M. and Dodson, J.D. (1980) ‘The relation of strength of stimulus to rapidity of habit-formation’, Journal of Comparative Neurology and Psychology, Vol. 18, 459-482.

Walliman, N. (2011) Research Methods : The Basics, Routledge, New York, NY. Werner, J.M. and De Simone, R.L. (2006) Human Resource Development, U.K. Thomson Learning. THAILAND HR JOURNAL 2014,VOLUME 6

Mintzberg, H. (1987) ‘The strategy concept I: Five Ps for strategy’, California Management Review, 11-24.

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O’Connor, M.C. and Paunonen, V. (2007) ‘Big Five personality predictors of post-secondary academic performance’, Personality and Individual Differences, Vol. 43, 971-90.

154

Olsen, P.B. and Pedersen, K. (2008) Problem-Oriented Project Work- A Workbook,, Roskilde University Press, Denmark. Pert, C. and Marriot, N. (2008) ‘The science of emotions and consciousness’, in Goleman, D., Lipton, B.H., Pert, C., Small, G., McTaggart, L., Bradenm G. and Achterberg, J. (Eds), Measuring the Immeasurable : The Scientific Case for Spirituality, Sounds True Incorporated, Boulder, Colorado: pp. 15-33. Piaget, J. (1999) Psychology of Intelligence, Routledge, London. Prentice, C. and King, B.E.M. (2013) ‘Impacts of personality, emotional intelligence and adaptiveness on service performance of casino hosts: A hierarchical approach’, Journal of Business Research,, Vol. 66, 1637-1643. Salgado, J.F. (1997) ‘The five factor model of personality and job performance in the European Community’, Journal of Applied Psychology, Vol. 82, 30-43. Sekaran, U. (2000) Research Methods for Business: A Skill-Building Approach, 3rd Edition, John Wiley & Sons, Inc., USA. Stelmack, R.M. and Rammsayer, T.H. (2008) ‘Psychophysiological and biochemical correlates of personality (34-55), in Boyle G.J., Matthews, G. and Saklofske, D.H. (Eds) The SAGE Handbook of Personality Theory and Assessment, Vol1, SAGE Publications Ltd., London, pp. 34-55. Tan, C.C. (2014) Deductive –Inductive Approach to Business Research, Lecture notes for MBA and PhD students. School of management, Mae FahLuang University, Chiang Rai, Thailand. Tomkovick, C., Al-Khatib, J., Badawaj, B. and Jones, S. (1996) ‘An assessment of the service quality provided to foreign students at US business schools’, Journal of Education for Business, Vol. 71, 130-135. Yerkes, R.M. and Dodson, J.D. (1980) ‘The relation of strength of stimulus to rapidity of habit-formation’, Journal of Comparative Neurology and Psychology, Vol. 18, 459-482.

Walliman, N. (2011) Research Methods : The Basics, Routledge, New York, NY. Werner, J.M. and De Simone, R.L. (2006) Human Resource Development, U.K. Thomson Learning. THAILAND HR JOURNAL 2014,VOLUME 6

Mintzberg, H. (1987) ‘The strategy concept I: Five Ps for strategy’, California Management Review, 11-24.

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TO THE AEC AND ENGLISH

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Brian Sheehan, Asian Forum on Business Education Email: [email protected]

ABSTRACT

There has been a lengthy and somewhat checkered development of Personnel Management to become Human Resource Development and then, more recently, to Strategic Human Resource Management which we are hearing more and more about today. This paper attempts to briefly describe these developments over time, and particularly, led by the USA and the application of these concepts both within the USA and in other countries including Thailand. The challenges of Thailand’s entry into the ASEAN Economic Community (AEC) especially as far as Strategic Human Resource Management in Thailand is concerned, and, in particular,the need for all professionals to more highly develop their English language skills, boths poken and written English language skills.

When I first started working in Human Resources in Australia, it was then called ‘Personnel Management’. This was over 50 years ago. At that stage, certainly most Australian companies or organizations had some person or people who worked on personnel management activities within the enterprise. For example, the government required that certain personnel records be kept, such as names and addresses of employees, job classification, rate of pay, length of employment, hours worked, benefits received, etc. These were the minimum records required to be kept and maintained according to government regulations. Before the incidence of computers, these records were all kept by hand, or, perhaps, typed up on a typewriter. I worked in a very large organization which employed over 20,000 employees so you can imagine the amount of paper work involved. There were over 200 personnel clerks just involved in maintaining these personnel records. In addition, such things as promotions, terminations, new hires, retirements, etc., were also included in the personnel records as were appraisals of performance, records of good or poor behavior at work were also included. Over the years, some files might have 200-300 pieces of paper on just one single employee!However, the personnel function in this and in many other organizations was broader than just maintaining these records. In many, if not most, larger organizations, a range of training activities was also undertaken. As well as on-the-job training, my own organization had its own internal training center and this did a lot of in-house training. It also assisted line managers with organizing on-the-job training. It provided some supervision and management training and it arranged to send certain employees to various external training programs. The organization, through its personnel & training programs also gave a small number of scholarships for full time study in both engineering and commercial studies at University. The personnel department was also involved in the hiring of staff, checking references, medical checks, qualifications checks, etc., as well as terminations and retiring staff. The organization managed its own pension or retirement fund (a contributory fund) for retirees, of whom there were many, as when I joined, it had already been operating for over 40 years.The personnel department of that organization also provided oversight in health and particularly safety of its employees, as many employees were involved in quite hazardous work. The other major area of the personnel department’s work was industrial relations, the area in which I worked. At that stage, the Australian system of industrial relations was a very legally-based one. Trade Unions (& there were more than 40 operating in this enterprise),

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THE EVOLUTION OF STRATEGIC HRM

INTRODUCTION

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TO THE AEC AND ENGLISH

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Brian Sheehan, Asian Forum on Business Education Email: [email protected]

ABSTRACT

There has been a lengthy and somewhat checkered development of Personnel Management to become Human Resource Development and then, more recently, to Strategic Human Resource Management which we are hearing more and more about today. This paper attempts to briefly describe these developments over time, and particularly, led by the USA and the application of these concepts both within the USA and in other countries including Thailand. The challenges of Thailand’s entry into the ASEAN Economic Community (AEC) especially as far as Strategic Human Resource Management in Thailand is concerned, and, in particular,the need for all professionals to more highly develop their English language skills, boths poken and written English language skills.

When I first started working in Human Resources in Australia, it was then called ‘Personnel Management’. This was over 50 years ago. At that stage, certainly most Australian companies or organizations had some person or people who worked on personnel management activities within the enterprise. For example, the government required that certain personnel records be kept, such as names and addresses of employees, job classification, rate of pay, length of employment, hours worked, benefits received, etc. These were the minimum records required to be kept and maintained according to government regulations. Before the incidence of computers, these records were all kept by hand, or, perhaps, typed up on a typewriter. I worked in a very large organization which employed over 20,000 employees so you can imagine the amount of paper work involved. There were over 200 personnel clerks just involved in maintaining these personnel records. In addition, such things as promotions, terminations, new hires, retirements, etc., were also included in the personnel records as were appraisals of performance, records of good or poor behavior at work were also included. Over the years, some files might have 200-300 pieces of paper on just one single employee!However, the personnel function in this and in many other organizations was broader than just maintaining these records. In many, if not most, larger organizations, a range of training activities was also undertaken. As well as on-the-job training, my own organization had its own internal training center and this did a lot of in-house training. It also assisted line managers with organizing on-the-job training. It provided some supervision and management training and it arranged to send certain employees to various external training programs. The organization, through its personnel & training programs also gave a small number of scholarships for full time study in both engineering and commercial studies at University. The personnel department was also involved in the hiring of staff, checking references, medical checks, qualifications checks, etc., as well as terminations and retiring staff. The organization managed its own pension or retirement fund (a contributory fund) for retirees, of whom there were many, as when I joined, it had already been operating for over 40 years.The personnel department of that organization also provided oversight in health and particularly safety of its employees, as many employees were involved in quite hazardous work. The other major area of the personnel department’s work was industrial relations, the area in which I worked. At that stage, the Australian system of industrial relations was a very legally-based one. Trade Unions (& there were more than 40 operating in this enterprise),

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THE EVOLUTION OF STRATEGIC HRM

INTRODUCTION

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Trade unions at that time, covered so-called ‘blue collar’ (industrial workers) but ‘white collar’ unionism was also beginning with administrative employees and professional employees (engineers, surveyors, etc.) beginning to also be covered by Trade Unions. These then were the major functions of the Personnel department in a large Australian enterprise about 50 years ago. I should say that this enterprise was highly regarded as a very good place to work at the time. However, the Personnel Department was not involved, at least not directly with things such as “employee morale” or “employee motivation” or such things as “regarding employees as the most important asset of the organization”, but, as I said, it was regarded as a “good” corporation and a “good” place to work. Of course, there were occasional disputes and strikes but this was a normal feature of the industrial relations environment in Australia at that time.This then is a “short” picture of personnel management in Australia at that time. Of course, it was a large employer and would have been regarded as a fairly sophisticated organization in its day. All of these types of personnel management activities probably applied to a greater or lesser extent in many developed countries at that time. Probably, the only significant difference was that different countries had different systems for handling industrial relations. PROFESSIONAL ASSOCIATIONS

If one also looks at professional associations or bodies operating in the personnel area in Australia, the main body was the Institute of Personnel Management Australia (IPMA) which required certain qualifications and experience for full professional membership. Another professional body was the Australian Institute of Training and Development (AITD) which also required qualifications and experience, while the Industrial Relations Society was not a professional association as such and so anyone interested in industrial relations could become a member. HUMAN RESOURCE MANAGEMENT

Around 1980, the term “Human Resource Management” started to become more popular. At that time, many articles and books concerned with people at work, particularly those emanating from the USA had started to use this terminology.Gradually, possibly, largely as a result of the changing terminology, many Australian companies also moved from Personnel Departments to Human Resource Departments.

Even though the terminology and the literature had also begun to emphasize the significance and greater importance of an enterprise’s human resources, this did not necessarily mean that all those companies who did change the name of the function were doing things differently than in the former Personnel Departments! Following this change, organizations such as the Institute of Personnel Management Australia (IPMA) also decided to change their name to the Institute of Human Resource Management, Australia. Has this made or had an impact of the Human Resource profession in Australia? I believe it has although many, especially smaller Australian enterprises probably still practice the older practices of Personnel Management whatever their title now is! I think that this is almost certainly the case in Thailand, too. Certainly, some usually larger Thai companies and some international companies do practice HRM, but I would think many would not do so. However, at least in theory, “Human Resource Management” is involved in all management decisions and actions that affect the nature of the relationship between the organization and its employees or its “human resources” (Beer et al, 1984). “HRM comprises a set of policies designed to manage organizational integration, employee communication, flexibility and quality of work” (Guest, 1987)“The HR policies should be integrated with strategic business planning and used to re-enforce an appropriate (or change an inappropriate) organizational culture, that human resources are valuable and a source of competitive advantage that must be tapped most effectively by mutually consistent policies that promote and which as a consequence, foster a willingness in employees to act flexibly in the interests of the ‘adaptive organization’, and pursuit of excellence” (Legge, 1989, p. 26). “The overall purpose of Human Resource Management is to ensure that the organization is able to achieve success through people. Human Resources Management aims to increase organizational effectiveness and capability–the capacity of an organization to achieve its goals by making the best use of the resources available to it” (Armstrong, 2009, p. 12) “The terms ‘Human Resource Management (HRM) and Human Resources (HR) have virtually replaced the term ‘Personnel Management’ (in the USA) as a description of the processes involved in managing people in organizations, although what is now described as Human Resource Management is in practice often synonymous with what used to be described as Personnel Management ” (Armstrong, 1983, p. 5). In the early days of Human Resource Management, it was suggested by Armstrong (1983, p.18) that “HRM is regarded by some Personnel Managers as just a set of initials or old wine in new bottles. It could, indeed, be no more and no less than another name for Personnel Management, but as normally perceived, at least it has the virtue of emphasizing and treating people as a key resource, the management of which is a direct concern of management as part of the strategic planning processes of the enterprise. Although there is nothing new in the idea, insufficient attention has been paid to it in many organizations”.

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

would make a claim for higher wages and/or conditions of work and such claims were mainly ultimately, decided at arbitration where both sides, Employer representative and Trade Union representative, would present their cases to the government arbitrator who then made a decision.

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Trade unions at that time, covered so-called ‘blue collar’ (industrial workers) but ‘white collar’ unionism was also beginning with administrative employees and professional employees (engineers, surveyors, etc.) beginning to also be covered by Trade Unions. These then were the major functions of the Personnel department in a large Australian enterprise about 50 years ago. I should say that this enterprise was highly regarded as a very good place to work at the time. However, the Personnel Department was not involved, at least not directly with things such as “employee morale” or “employee motivation” or such things as “regarding employees as the most important asset of the organization”, but, as I said, it was regarded as a “good” corporation and a “good” place to work. Of course, there were occasional disputes and strikes but this was a normal feature of the industrial relations environment in Australia at that time.This then is a “short” picture of personnel management in Australia at that time. Of course, it was a large employer and would have been regarded as a fairly sophisticated organization in its day. All of these types of personnel management activities probably applied to a greater or lesser extent in many developed countries at that time. Probably, the only significant difference was that different countries had different systems for handling industrial relations. PROFESSIONAL ASSOCIATIONS

If one also looks at professional associations or bodies operating in the personnel area in Australia, the main body was the Institute of Personnel Management Australia (IPMA) which required certain qualifications and experience for full professional membership. Another professional body was the Australian Institute of Training and Development (AITD) which also required qualifications and experience, while the Industrial Relations Society was not a professional association as such and so anyone interested in industrial relations could become a member. HUMAN RESOURCE MANAGEMENT

Around 1980, the term “Human Resource Management” started to become more popular. At that time, many articles and books concerned with people at work, particularly those emanating from the USA had started to use this terminology.Gradually, possibly, largely as a result of the changing terminology, many Australian companies also moved from Personnel Departments to Human Resource Departments.

Even though the terminology and the literature had also begun to emphasize the significance and greater importance of an enterprise’s human resources, this did not necessarily mean that all those companies who did change the name of the function were doing things differently than in the former Personnel Departments! Following this change, organizations such as the Institute of Personnel Management Australia (IPMA) also decided to change their name to the Institute of Human Resource Management, Australia. Has this made or had an impact of the Human Resource profession in Australia? I believe it has although many, especially smaller Australian enterprises probably still practice the older practices of Personnel Management whatever their title now is! I think that this is almost certainly the case in Thailand, too. Certainly, some usually larger Thai companies and some international companies do practice HRM, but I would think many would not do so. However, at least in theory, “Human Resource Management” is involved in all management decisions and actions that affect the nature of the relationship between the organization and its employees or its “human resources” (Beer et al, 1984). “HRM comprises a set of policies designed to manage organizational integration, employee communication, flexibility and quality of work” (Guest, 1987)“The HR policies should be integrated with strategic business planning and used to re-enforce an appropriate (or change an inappropriate) organizational culture, that human resources are valuable and a source of competitive advantage that must be tapped most effectively by mutually consistent policies that promote and which as a consequence, foster a willingness in employees to act flexibly in the interests of the ‘adaptive organization’, and pursuit of excellence” (Legge, 1989, p. 26). “The overall purpose of Human Resource Management is to ensure that the organization is able to achieve success through people. Human Resources Management aims to increase organizational effectiveness and capability–the capacity of an organization to achieve its goals by making the best use of the resources available to it” (Armstrong, 2009, p. 12) “The terms ‘Human Resource Management (HRM) and Human Resources (HR) have virtually replaced the term ‘Personnel Management’ (in the USA) as a description of the processes involved in managing people in organizations, although what is now described as Human Resource Management is in practice often synonymous with what used to be described as Personnel Management ” (Armstrong, 1983, p. 5). In the early days of Human Resource Management, it was suggested by Armstrong (1983, p.18) that “HRM is regarded by some Personnel Managers as just a set of initials or old wine in new bottles. It could, indeed, be no more and no less than another name for Personnel Management, but as normally perceived, at least it has the virtue of emphasizing and treating people as a key resource, the management of which is a direct concern of management as part of the strategic planning processes of the enterprise. Although there is nothing new in the idea, insufficient attention has been paid to it in many organizations”.

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

would make a claim for higher wages and/or conditions of work and such claims were mainly ultimately, decided at arbitration where both sides, Employer representative and Trade Union representative, would present their cases to the government arbitrator who then made a decision.

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For quite some time, doubt about the concept and practice of Human Resource Management applied, however, the term came to be more and more accepted, particularly in the USA but also elsewhere during the 1990s and beyond. Now we are beginning to talk increasingly about and study Strategic Human Resource Management. STRATEGIC HUMAN RESOURCE MANAGEMENT

“Strategic Human Resource Management is an approach that defines how the organization ‘s goals will be achieved through people by means of Human Resource strategies and integrated human resources policies and practices” (Armstrong, 2009, p. 29). Schuler (1992, p. 18), stated that “Strategic Human Resources Management is largely about integration and adaptation and its concern is to ensure that (1) Human Resource (HR) Management is fully integrated with the strategy and strategic needs of the firm (2) Human Resource policies cover both across policy areas and across hierarchies, and (3) Human Resource practices are adjusted, accepted and used by line managers and employees as part of their everyday work”. The Ulrich Three-Legged Model (Ulrich and Brockbank, 2005a) One American academic and consultant who has done much to publicize Strategic Human Resource Management is Professor Dave Ulrich of Michigan State University and Harvard University. He has developed a model of Strategic Human Resource Management which is known as his “three-legged model, consisting of three aspects: 1. Centers of Expertise, providing specialized advice on key Human Resources Activities. 2. Strategic Business Partners. Working with line managers as strategic business partners 3. Shared service sectors.

approach has yet to be achieved. In many organizations and countries, the ‘old’ Personnel function still continues to apply, especially in many smaller companies, that is as simply a ‘record-keeping’ function. It would seem that many international companies or MNCs do apply this process to a greater extent but, even so, this is not always evident or accepted. If one watches BBC TV or CNN or Bloomberg TV, one quite often sees captions across the bottom of the screen indicating that such-and-such an international company is down-sizing so many thousands of employees or relocating to another country, because of austerity or some other reason. A cynic might question whether or to what extent these companies might regard their human resources as their ‘most valuable assets’! I well remember during the Asian financial crisis of 1997-8, I interviewed the owner and Chief Executive of one reasonably large (over 1,000 employees) Thai company and he said that the company would not lay off any of its employees during the crisis and they did not, even though overtime ceased and they had to reduce production to a 3-day working week before the crisis was over. Can you imagine the loyalty those employees felt towards this company? I cannot imagine that many large USA companies, or for that matter, many large Australian companies, following this sort of example! Of course, not all other Thai companies did so either! It is not so easy, then to reconcile significant job losses, downsizing or shedding of jobs, in the name of austerity or endeavoring to maintain competitive advantage or other factors with statements such as “our employees’ are our most valuable asset”! Or even with the concept of Strategic Human Resources Management! What of Thailand? What companies in Thailand, whether subsidiaries, branches or jointventures of or with MNCs or local Thai companies are practicing or attempting to practice Strategic Human Resource Management, particularly in terms of Ulrich’s three-legged approach? CONCLUSION

They trade all routine ‘transactional’ Human Resource sources across the business. This model as indicated, was largely developed from Ulrich’s studies, research and practice over an extended period, however, the degree to which they are all applied in the USA and elsewhere is still questionable, particularly with regard to the application of all three factors simultaneously!

It is difficult to obtain or even check the actual figures, statistics or details of practices of companies operating in Thailand who are fully or partly following the Strategic HRM model. Obviously, some of Thailand’s largest companies, such as CP, Siam Cement, some of the banks, etc. and some MNCs in Thailand, may be following this approach.

Although in the USA and in some other mainly developed countries, there has been substantial development of Strategic Human Resources Management, in most countries, even sometimes even the more developed ones, the full practice of Ulrich’s three-legged

I do hope that some of the students who are currently or intending to write Masters’ and doctoral theses , and some scholars and academics in HRD/HRM at Burapha University and other Thai universities will study such companies and provide much-needed data.

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

The concept of Human Resource Management was first defined by Bakke (1966, p. 5), as “the general type of activity in a function of management…is to use resources effectively for an organizational objective…the function which is related to the understanding, development, effective employment, and integration of the potential in the review of people. I shall call it simply the Human Resource function.”

161

160

For quite some time, doubt about the concept and practice of Human Resource Management applied, however, the term came to be more and more accepted, particularly in the USA but also elsewhere during the 1990s and beyond. Now we are beginning to talk increasingly about and study Strategic Human Resource Management. STRATEGIC HUMAN RESOURCE MANAGEMENT

“Strategic Human Resource Management is an approach that defines how the organization ‘s goals will be achieved through people by means of Human Resource strategies and integrated human resources policies and practices” (Armstrong, 2009, p. 29). Schuler (1992, p. 18), stated that “Strategic Human Resources Management is largely about integration and adaptation and its concern is to ensure that (1) Human Resource (HR) Management is fully integrated with the strategy and strategic needs of the firm (2) Human Resource policies cover both across policy areas and across hierarchies, and (3) Human Resource practices are adjusted, accepted and used by line managers and employees as part of their everyday work”. The Ulrich Three-Legged Model (Ulrich and Brockbank, 2005a) One American academic and consultant who has done much to publicize Strategic Human Resource Management is Professor Dave Ulrich of Michigan State University and Harvard University. He has developed a model of Strategic Human Resource Management which is known as his “three-legged model, consisting of three aspects: 1. Centers of Expertise, providing specialized advice on key Human Resources Activities. 2. Strategic Business Partners. Working with line managers as strategic business partners 3. Shared service sectors.

approach has yet to be achieved. In many organizations and countries, the ‘old’ Personnel function still continues to apply, especially in many smaller companies, that is as simply a ‘record-keeping’ function. It would seem that many international companies or MNCs do apply this process to a greater extent but, even so, this is not always evident or accepted. If one watches BBC TV or CNN or Bloomberg TV, one quite often sees captions across the bottom of the screen indicating that such-and-such an international company is down-sizing so many thousands of employees or relocating to another country, because of austerity or some other reason. A cynic might question whether or to what extent these companies might regard their human resources as their ‘most valuable assets’! I well remember during the Asian financial crisis of 1997-8, I interviewed the owner and Chief Executive of one reasonably large (over 1,000 employees) Thai company and he said that the company would not lay off any of its employees during the crisis and they did not, even though overtime ceased and they had to reduce production to a 3-day working week before the crisis was over. Can you imagine the loyalty those employees felt towards this company? I cannot imagine that many large USA companies, or for that matter, many large Australian companies, following this sort of example! Of course, not all other Thai companies did so either! It is not so easy, then to reconcile significant job losses, downsizing or shedding of jobs, in the name of austerity or endeavoring to maintain competitive advantage or other factors with statements such as “our employees’ are our most valuable asset”! Or even with the concept of Strategic Human Resources Management! What of Thailand? What companies in Thailand, whether subsidiaries, branches or jointventures of or with MNCs or local Thai companies are practicing or attempting to practice Strategic Human Resource Management, particularly in terms of Ulrich’s three-legged approach? CONCLUSION

They trade all routine ‘transactional’ Human Resource sources across the business. This model as indicated, was largely developed from Ulrich’s studies, research and practice over an extended period, however, the degree to which they are all applied in the USA and elsewhere is still questionable, particularly with regard to the application of all three factors simultaneously!

It is difficult to obtain or even check the actual figures, statistics or details of practices of companies operating in Thailand who are fully or partly following the Strategic HRM model. Obviously, some of Thailand’s largest companies, such as CP, Siam Cement, some of the banks, etc. and some MNCs in Thailand, may be following this approach.

Although in the USA and in some other mainly developed countries, there has been substantial development of Strategic Human Resources Management, in most countries, even sometimes even the more developed ones, the full practice of Ulrich’s three-legged

I do hope that some of the students who are currently or intending to write Masters’ and doctoral theses , and some scholars and academics in HRD/HRM at Burapha University and other Thai universities will study such companies and provide much-needed data.

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

The concept of Human Resource Management was first defined by Bakke (1966, p. 5), as “the general type of activity in a function of management…is to use resources effectively for an organizational objective…the function which is related to the understanding, development, effective employment, and integration of the potential in the review of people. I shall call it simply the Human Resource function.”

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And last of all! The move of Thailand and the other nine ASEAN countries into the ASEAN Economic Community (AEC) in less than two months from now, on the 1st January, 2015.

Armstrong, M, (1987b), Human Resource Management : A Case of the Emporer’s New Clothes, Personnel Management, August, 30-36.

What impact will have, or is likely to have on the practice of Strategic HRM in Thailand, and indeed, throughout the AEC?

Armstrong, M. (2009), Handbook of Human Resource Management Practice, 4th Edition, UK/USA, Kogan Page.

As we know, initially, the move will allow only seven groups of professionals free movement between AEC countries, but one of these groups is professional engineers. Professional engineers are a critical source of innovation.

Baake, E.W. (1966), Bonds of Organization: An Appraisal of Corporate Human Relations, Archon Hamded, New York, The Free Press.

Will Thai engineers perhaps seek to go to Singapore where salaries are likely to be much higher than Thailand? Will engineers from other ASEAN countries seek to come to work in Thailand? This type of issue is likely to put considerable pressure on Thai companies employing large numbers of professional engineers such as those in the computer industry, the electronics industry, the motor vehicle manufacturing industry, etc.

Beer,M., Specker,B., Quinn Mille, D., and Walton,R. (1984), Managing Human Assets, New york, Free Press. Boxall, P.F. ,Purcell, J. and Wright, P. (2007), The Goals of HRM in (eds.) P.Boxall, J.Purcell, and P.Wright, Oxford Handbook of Human Resource Management, Oxford, Oxford University Press. CIPD, (2007), The Changing HR Function, London, CIPD.

Is Thai industry and business well-prepared for this transition and its likely or possible impacts? Unfortunately, a number of studies I have seen suggest they are not!

Guest, D.E, (1987), Human Resource Management and Industrial Relations, Journal of Management Studies, 14(5) 503-521.

At present, it is suggested that many Thai industries are taking ‘an ostrich’-like approach to this issue, ‘burying their heads –in-the-sand ‘ and hoping the problem will disappear! Others, even though they might be aware of the issue are taking a ‘wait & see’ approach and then react only if & when a problem occurs! (but it may be too-little-too –late by then!)

Legge, K.D.(1989), Human Resource Management: A critical analysis, in (Ed.J.Storey, New Perspectives in Human Resource Management, London, Routledge.

Another question, will the Strategic HRM profession in Thailand ‘step-up’ to the challenge and proactively study and respond to the issue? Indeed, I hope that this will happen but I can see little evidence for this so far! Another issue is, of course, the English language. In Thailand, students learn English throughout their schooling and often also, at University. Unfortunately, however, many cannot converse in English or cannot write and/or understand written English.English will be critical if AEC is to achieve its full potential as it is the only common language bringing the AEC together so Thai business and industry will have to assist and intensify English language training if Thailand is to be successful in the AEC context. REFERENCES

Armstrong, M. (1983), How to be a better Manager, London, Kogan Page. Armstrong, M. (1987a), The name has changed but has the game remained the same? Employee Relations, 22(96)576-589.

Robinson, V. (2006), Three Good Legs? People Management, 20th September, 63-64. Schuler, R.S. (1992), Strategic Human Resource Management : Linking People with the Strategic Needs of the Business, Organizational Dynamics, 21(1)18-32. Ulrich, D. (1995), Shared Services from Vogue to Value, Human Resource Planning, 18(3)12-23. Ulrich, D. (1997a), Human Resource Champions, Boston, MA, Harvard Business School Press. Ulrich, D. (1997b), Measuring Human Resources : An Overview of Practice and a Prescription for Results, Human Resource Management, 36(3)307-320. Ulrich, D. (1998), A New Mandate for Human Resources, Harvard Business Review, Jan-Feb 124-134. Ulrich, D. and Brockbank,W. (2005a), The HR Value Proposition, Cambridge, MA. Harvard Press. Ulrich, D. and Brockbank (2005b), Roll Call, People Management,16 Jan 24-28.

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And last of all! The move of Thailand and the other nine ASEAN countries into the ASEAN Economic Community (AEC) in less than two months from now, on the 1st January, 2015.

Armstrong, M, (1987b), Human Resource Management : A Case of the Emporer’s New Clothes, Personnel Management, August, 30-36.

What impact will have, or is likely to have on the practice of Strategic HRM in Thailand, and indeed, throughout the AEC?

Armstrong, M. (2009), Handbook of Human Resource Management Practice, 4th Edition, UK/USA, Kogan Page.

As we know, initially, the move will allow only seven groups of professionals free movement between AEC countries, but one of these groups is professional engineers. Professional engineers are a critical source of innovation.

Baake, E.W. (1966), Bonds of Organization: An Appraisal of Corporate Human Relations, Archon Hamded, New York, The Free Press.

Will Thai engineers perhaps seek to go to Singapore where salaries are likely to be much higher than Thailand? Will engineers from other ASEAN countries seek to come to work in Thailand? This type of issue is likely to put considerable pressure on Thai companies employing large numbers of professional engineers such as those in the computer industry, the electronics industry, the motor vehicle manufacturing industry, etc.

Beer,M., Specker,B., Quinn Mille, D., and Walton,R. (1984), Managing Human Assets, New york, Free Press. Boxall, P.F. ,Purcell, J. and Wright, P. (2007), The Goals of HRM in (eds.) P.Boxall, J.Purcell, and P.Wright, Oxford Handbook of Human Resource Management, Oxford, Oxford University Press. CIPD, (2007), The Changing HR Function, London, CIPD.

Is Thai industry and business well-prepared for this transition and its likely or possible impacts? Unfortunately, a number of studies I have seen suggest they are not!

Guest, D.E, (1987), Human Resource Management and Industrial Relations, Journal of Management Studies, 14(5) 503-521.

At present, it is suggested that many Thai industries are taking ‘an ostrich’-like approach to this issue, ‘burying their heads –in-the-sand ‘ and hoping the problem will disappear! Others, even though they might be aware of the issue are taking a ‘wait & see’ approach and then react only if & when a problem occurs! (but it may be too-little-too –late by then!)

Legge, K.D.(1989), Human Resource Management: A critical analysis, in (Ed.J.Storey, New Perspectives in Human Resource Management, London, Routledge.

Another question, will the Strategic HRM profession in Thailand ‘step-up’ to the challenge and proactively study and respond to the issue? Indeed, I hope that this will happen but I can see little evidence for this so far! Another issue is, of course, the English language. In Thailand, students learn English throughout their schooling and often also, at University. Unfortunately, however, many cannot converse in English or cannot write and/or understand written English.English will be critical if AEC is to achieve its full potential as it is the only common language bringing the AEC together so Thai business and industry will have to assist and intensify English language training if Thailand is to be successful in the AEC context. REFERENCES

Armstrong, M. (1983), How to be a better Manager, London, Kogan Page. Armstrong, M. (1987a), The name has changed but has the game remained the same? Employee Relations, 22(96)576-589.

Robinson, V. (2006), Three Good Legs? People Management, 20th September, 63-64. Schuler, R.S. (1992), Strategic Human Resource Management : Linking People with the Strategic Needs of the Business, Organizational Dynamics, 21(1)18-32. Ulrich, D. (1995), Shared Services from Vogue to Value, Human Resource Planning, 18(3)12-23. Ulrich, D. (1997a), Human Resource Champions, Boston, MA, Harvard Business School Press. Ulrich, D. (1997b), Measuring Human Resources : An Overview of Practice and a Prescription for Results, Human Resource Management, 36(3)307-320. Ulrich, D. (1998), A New Mandate for Human Resources, Harvard Business Review, Jan-Feb 124-134. Ulrich, D. and Brockbank,W. (2005a), The HR Value Proposition, Cambridge, MA. Harvard Press. Ulrich, D. and Brockbank (2005b), Roll Call, People Management,16 Jan 24-28.

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MINDFUL LEADERSHIP

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อดีตประธานบริหารบริษัทมอนซานโต หรือแมแตบรรดาโคชทีมบาสเกตบอล ฟลแจคสัน และ เฟรด ชูเมคเคอร โคชกอลฟผูเปนที่ไดรับการยกยองในการนำหลักการฝกสติ มาสอนนักกอลฟ มือโปรจนประสบผลสำเร็จ แมแตนักการเมืองผูที่มีชื่อเสียงของสหรัฐ อัลกอร หรือนักจัดรายการชื่อดัง ดารานักรองนักแสดง อยาง โอปรา วินฟย ทีนา เทอรเนอร ริชารด เกียร คลีนูรีฟ และหนังสือเลมนี้ ยังไดนำงานวิจัยมากมายเกี่ยวกับประโยชนของการฝกสติ โดยไมจำเปนที่จะตองเขาไปเกี่ยวของ กับเรื่องศาสนาใดๆ ใครๆ ก็เขาถึงไดเปนวิธีปฏิบัติที่ทำที่ไหนก็ไดและเมื่อใดก็ได โดยเฉาะวิธีการ ที่คนพบแบบใหมๆ ที่ มาเรีย กอนซาเลซ ผูเขียนหนังสือเลมนี้ไดนำเสนอเอาไว อยางนาสนใจยิ่ง

โครงสรางหนังสือ

ดร. สารทิศ สกุลคู* Saratid Sakulkoo ในชวงหลายปที่ผานมา “Mindfulness” หรือ “พลังแหงสติ” ไดเปนที่สนใจกันอยางจริงจังในการ นำมาประยุกตใชในแวดวงการทำงานดานธุรกิจในแถบประเทศตะวันตก โดยเฉพาะประเทศสหรัฐ อเมริกา และไดนำคำนี้มาใชเติมเต็ม เพื่อจุดประกายทาทายทุกๆ วงการ เชน Mindful Leadership, Mindful Investor, Mindful CEO, Mindful Director เปนตน แตในสังคมไทยซึ่งคุนเคยคำนี้เปนอยางดี กลับไมคอยจะมีหรือมีก็ไมมากนัก ในการนำประโยชนจากพลังแหงสติไปประยุกตใชในชีวิตการทำงาน ยิ่งไปกวานั้นสังคมไทยกลับสติแตก! เพราะเกิดความสับสนปรวนแปรทางการเมือง ซึ่งสงผลตอ วิกฤติเศรษฐกิจ เกิดความขัดแยงที่ทวีความรุนแรง และเกิดปญหาซับซอนทางสังคมตามมา จนกลาย เปนประเทศที่ตกอยูในภาวะเสี่ยงอันตรายตอชีวิต จัดอยูในลำดับตนๆ ของโลก ซึ่งเปนเรื่องที่นา หวาดวิตกและเสียดายกับตนทุนทางสังคม ที่ประเทศนี้มีความมั่งคั่งดวยสถานฝกปฏิบัติการ เจริญสติภาวนามากมาย ทั้งวัดวาอารามก็มีมากกวา 40,000 แหงทั่วประเทศ แตภาพรวมกลับ มุงเนนการสวดสะเดาะเคราะห พิธีกรรมตางๆ เพื่อใหยังคงมีบทบาทและอำนาจทางสังคมสืบตอไป หรือเพื่อใหกิจการกาวหนา ธุรกิจเจริญรุงเรือง ซึ่งขาดพลังแหงสติและการตระหนักรูดวยปญญา หนังสือเรื่อง Mindful Leadership: The 9 Ways to Self-Awareness, Transforming Yourself, and Inspiring Others จำนวน 224 หนา แบงเปน 2 สวน รวม 15 บท เขียนโดย Maria Gonzalez (2012) ผูซึ่งอยูในวงการธุรกิจมายาวนานมากกวา 30 ป ในฐานะผูบริหารและเจาของกิจการ เธอไดนำหลักการฝกปฏิบัติการเจริญสติภาวนามาประยุกตใชในชีวิตและการทำงานตั้งแตป 1991 และนำมาจัดสอนฝกอบรมตั้งแตป 2002 เปนตนมาซึ่งในหนังสือไดกลาวถึงบรรดาบุคคลที่มีชื่อเสียง ในแวดวงธุรกิจ ตางก็นำหลักการเจริญสติภาวนามาฝกปฏิบัติและประยุกตใชในการทำงาน เชน สตีฟ จอบส ผูกอตั้งบริษัทแอปเปล วิลเลียม ฟอรด ประธานบริษัทฟอรดมอเตอร โรเบิรต ชาปโร

เพื่อใหเห็นโครงสรางหนังสือที่ชัดเจนยิ่งขึ้น จะขอกลาวสรุปในแตละสวนดังนี้ สวนที่ 1 การฝกสติ ประกอบดวย 5 บท (บทที่ 1-5) เริ่มตนบทที่ 1: ภาพรวม จะกลาวถึง ความสำคัญของภาวะผูนำที่มีพลังสติเต็มเปยม (Mindful Leadership) ที่ไดฝกสติ โดยไดยกตัวอยาง บุคคลที่มีชื่อเสียงในแวดวงธุรกิจ ผูบริหาร ประธานบริษัท รวมทั้งตัวผูเขียนหนังสือเลมนี้ไดนำการ ฝกสติมาประยุกตใชในภาค ธุรกิจเปนเวลายาวนาน ไมวาจะเปนดานการกลยุทธตางๆ การเจรจา ตอรองและการควบรวมและเขาซื้อกิจการ ตลอดจนการสรางกิจการคาทั่วโลก และในบทนี้เธอได แนะนำตัวชี้วัดสำคัญในการประสบผลสำเร็จทั้งในหนาการงานและชีวิตสวนตัว จากแนวทางปฏิบัติ ผานประสบการณตรงของเธอ นั่นคือ สภาวะ 9 อยาง ที่เปนตัวชี้วัดสำคัญในการประสบผลสำเร็จ ในโลกธุรกิจและโลกแหงการเปนผูนำ ซึ่งไดแก 1) การอยูกับปจจุบันขณะ, 2) การตระหนักรู, 3) ความสงบสุขุมลุมลึก, 4) สภาวะแหงความนิ่งหรือสมาธิที่จดจอ, 5) ความชัดเจนแจมแจง, 6) สภาวะการปลอยวาง (อุเบกขา), 7) การคิดบวก, 8) ความเมตตาการุณย และ 9) คุณธรรมที่ไรมลทิน สำหรับบทที่ 2: ความรูเบื้องตนเกี่ยวกับการฝกสติและสมาธิและ บทที่ 3: เทคนิควิธีการตางๆ ในการฝกสติ หนังสือเลมนี้ไดอธิบายการฝกสติเบื้องตน และเทคนิควิธีการฝกที่เขาใจงาย จากการ คิดคนวิธีการแบบใหมๆ ขออาจารย ชินเซ็น ยัง ซึ่งเปนอาจารยของเธอมาถายทอดไวหลายประเด็น ในบทนี้ พรอมกับงานวิจัยตางๆ ที่เกี่ยวกับการฝกสติมายืนยันและสรุปประโยชนของการฝกสติ ที่แผกวางทั้งในระดับบุคคล ระดับองคการและในดานวิชาชีพอยางไรก็ดีในบทที่ 4 และ 5 หนังสือ เลมนี้ไดกลาวถึงอุปสรรคปญหาที่คอยขัดขวางการประสบความสำเร็จ ซึ่งอุปสรรคมากมาย หลากหลาย แตอุปสรรค 5 ประเภทหลักๆ ที่เกี่ยวของโดยตรงกับภาวะผูนำที่เปยมพลังสติ ซึ่งไดแก 1) ความยึดติด 2) ความไมพอใจ 3) ความไมรู สับสนและหลงผิด 4) ความอิจฉาริษยา และ 5) ความหลงตัวตน และบทที่ 5: การคนพบเปาหมายในชีวิต ที่ไดเชื่อมโยงเรื่องราวตอจากบทที่ 4 ใหผูอานไดเห็นภาพและฉุกคิดกับการดำเนินชีวิตของแตละคนที่ผานมา โดยเฉพาะการยึดติด กับบทบาท การไมพอใจกับการสูญเสียบทบาทที่สำคัญนั้นๆ หลงผิดคิดวาตัวเองมีอำนาจ อิจฉาริษยา คนที่มีบทบาทที่มีเกียรติกวา หรืออาจจะหลงตัวตนวาเหนือกวาหรือดอยกวาคนอื่น ซึ่งวิธีคิดแบบนี้ เปนอันตรายยิ่ง ดังนั้นอุปสรรคขัดขวางหลักๆ 5 ประเภท จึงไดรับการนำมาสูกระบวนการใครครวญ และใหเวลาในการฝกสติ ในหนังสือไดอธิบายเปนลำดับมี 12 ขั้นตอนซึ่งผูอานสามารถเขาไป ศึกษาเพิ่มเติมไดจาก www.argonautaconsulting.com

THAILAND HR JOURNAL 2014,VOLUME 6

Book Review

165

บทวิจารณและแนะนำหนังสือ THAILAND HR JOURNAL 2014,VOLUME 6

MINDFUL LEADERSHIP

164

อดีตประธานบริหารบริษัทมอนซานโต หรือแมแตบรรดาโคชทีมบาสเกตบอล ฟลแจคสัน และ เฟรด ชูเมคเคอร โคชกอลฟผูเปนที่ไดรับการยกยองในการนำหลักการฝกสติ มาสอนนักกอลฟ มือโปรจนประสบผลสำเร็จ แมแตนักการเมืองผูที่มีชื่อเสียงของสหรัฐ อัลกอร หรือนักจัดรายการชื่อดัง ดารานักรองนักแสดง อยาง โอปรา วินฟย ทีนา เทอรเนอร ริชารด เกียร คลีนูรีฟ และหนังสือเลมนี้ ยังไดนำงานวิจัยมากมายเกี่ยวกับประโยชนของการฝกสติ โดยไมจำเปนที่จะตองเขาไปเกี่ยวของ กับเรื่องศาสนาใดๆ ใครๆ ก็เขาถึงไดเปนวิธีปฏิบัติที่ทำที่ไหนก็ไดและเมื่อใดก็ได โดยเฉาะวิธีการ ที่คนพบแบบใหมๆ ที่ มาเรีย กอนซาเลซ ผูเขียนหนังสือเลมนี้ไดนำเสนอเอาไว อยางนาสนใจยิ่ง

โครงสรางหนังสือ

ดร. สารทิศ สกุลคู* Saratid Sakulkoo ในชวงหลายปที่ผานมา “Mindfulness” หรือ “พลังแหงสติ” ไดเปนที่สนใจกันอยางจริงจังในการ นำมาประยุกตใชในแวดวงการทำงานดานธุรกิจในแถบประเทศตะวันตก โดยเฉพาะประเทศสหรัฐ อเมริกา และไดนำคำนี้มาใชเติมเต็ม เพื่อจุดประกายทาทายทุกๆ วงการ เชน Mindful Leadership, Mindful Investor, Mindful CEO, Mindful Director เปนตน แตในสังคมไทยซึ่งคุนเคยคำนี้เปนอยางดี กลับไมคอยจะมีหรือมีก็ไมมากนัก ในการนำประโยชนจากพลังแหงสติไปประยุกตใชในชีวิตการทำงาน ยิ่งไปกวานั้นสังคมไทยกลับสติแตก! เพราะเกิดความสับสนปรวนแปรทางการเมือง ซึ่งสงผลตอ วิกฤติเศรษฐกิจ เกิดความขัดแยงที่ทวีความรุนแรง และเกิดปญหาซับซอนทางสังคมตามมา จนกลาย เปนประเทศที่ตกอยูในภาวะเสี่ยงอันตรายตอชีวิต จัดอยูในลำดับตนๆ ของโลก ซึ่งเปนเรื่องที่นา หวาดวิตกและเสียดายกับตนทุนทางสังคม ที่ประเทศนี้มีความมั่งคั่งดวยสถานฝกปฏิบัติการ เจริญสติภาวนามากมาย ทั้งวัดวาอารามก็มีมากกวา 40,000 แหงทั่วประเทศ แตภาพรวมกลับ มุงเนนการสวดสะเดาะเคราะห พิธีกรรมตางๆ เพื่อใหยังคงมีบทบาทและอำนาจทางสังคมสืบตอไป หรือเพื่อใหกิจการกาวหนา ธุรกิจเจริญรุงเรือง ซึ่งขาดพลังแหงสติและการตระหนักรูดวยปญญา หนังสือเรื่อง Mindful Leadership: The 9 Ways to Self-Awareness, Transforming Yourself, and Inspiring Others จำนวน 224 หนา แบงเปน 2 สวน รวม 15 บท เขียนโดย Maria Gonzalez (2012) ผูซึ่งอยูในวงการธุรกิจมายาวนานมากกวา 30 ป ในฐานะผูบริหารและเจาของกิจการ เธอไดนำหลักการฝกปฏิบัติการเจริญสติภาวนามาประยุกตใชในชีวิตและการทำงานตั้งแตป 1991 และนำมาจัดสอนฝกอบรมตั้งแตป 2002 เปนตนมาซึ่งในหนังสือไดกลาวถึงบรรดาบุคคลที่มีชื่อเสียง ในแวดวงธุรกิจ ตางก็นำหลักการเจริญสติภาวนามาฝกปฏิบัติและประยุกตใชในการทำงาน เชน สตีฟ จอบส ผูกอตั้งบริษัทแอปเปล วิลเลียม ฟอรด ประธานบริษัทฟอรดมอเตอร โรเบิรต ชาปโร

เพื่อใหเห็นโครงสรางหนังสือที่ชัดเจนยิ่งขึ้น จะขอกลาวสรุปในแตละสวนดังนี้ สวนที่ 1 การฝกสติ ประกอบดวย 5 บท (บทที่ 1-5) เริ่มตนบทที่ 1: ภาพรวม จะกลาวถึง ความสำคัญของภาวะผูนำที่มีพลังสติเต็มเปยม (Mindful Leadership) ที่ไดฝกสติ โดยไดยกตัวอยาง บุคคลที่มีชื่อเสียงในแวดวงธุรกิจ ผูบริหาร ประธานบริษัท รวมทั้งตัวผูเขียนหนังสือเลมนี้ไดนำการ ฝกสติมาประยุกตใชในภาค ธุรกิจเปนเวลายาวนาน ไมวาจะเปนดานการกลยุทธตางๆ การเจรจา ตอรองและการควบรวมและเขาซื้อกิจการ ตลอดจนการสรางกิจการคาทั่วโลก และในบทนี้เธอได แนะนำตัวชี้วัดสำคัญในการประสบผลสำเร็จทั้งในหนาการงานและชีวิตสวนตัว จากแนวทางปฏิบัติ ผานประสบการณตรงของเธอ นั่นคือ สภาวะ 9 อยาง ที่เปนตัวชี้วัดสำคัญในการประสบผลสำเร็จ ในโลกธุรกิจและโลกแหงการเปนผูนำ ซึ่งไดแก 1) การอยูกับปจจุบันขณะ, 2) การตระหนักรู, 3) ความสงบสุขุมลุมลึก, 4) สภาวะแหงความนิ่งหรือสมาธิที่จดจอ, 5) ความชัดเจนแจมแจง, 6) สภาวะการปลอยวาง (อุเบกขา), 7) การคิดบวก, 8) ความเมตตาการุณย และ 9) คุณธรรมที่ไรมลทิน สำหรับบทที่ 2: ความรูเบื้องตนเกี่ยวกับการฝกสติและสมาธิและ บทที่ 3: เทคนิควิธีการตางๆ ในการฝกสติ หนังสือเลมนี้ไดอธิบายการฝกสติเบื้องตน และเทคนิควิธีการฝกที่เขาใจงาย จากการ คิดคนวิธีการแบบใหมๆ ขออาจารย ชินเซ็น ยัง ซึ่งเปนอาจารยของเธอมาถายทอดไวหลายประเด็น ในบทนี้ พรอมกับงานวิจัยตางๆ ที่เกี่ยวกับการฝกสติมายืนยันและสรุปประโยชนของการฝกสติ ที่แผกวางทั้งในระดับบุคคล ระดับองคการและในดานวิชาชีพอยางไรก็ดีในบทที่ 4 และ 5 หนังสือ เลมนี้ไดกลาวถึงอุปสรรคปญหาที่คอยขัดขวางการประสบความสำเร็จ ซึ่งอุปสรรคมากมาย หลากหลาย แตอุปสรรค 5 ประเภทหลักๆ ที่เกี่ยวของโดยตรงกับภาวะผูนำที่เปยมพลังสติ ซึ่งไดแก 1) ความยึดติด 2) ความไมพอใจ 3) ความไมรู สับสนและหลงผิด 4) ความอิจฉาริษยา และ 5) ความหลงตัวตน และบทที่ 5: การคนพบเปาหมายในชีวิต ที่ไดเชื่อมโยงเรื่องราวตอจากบทที่ 4 ใหผูอานไดเห็นภาพและฉุกคิดกับการดำเนินชีวิตของแตละคนที่ผานมา โดยเฉพาะการยึดติด กับบทบาท การไมพอใจกับการสูญเสียบทบาทที่สำคัญนั้นๆ หลงผิดคิดวาตัวเองมีอำนาจ อิจฉาริษยา คนที่มีบทบาทที่มีเกียรติกวา หรืออาจจะหลงตัวตนวาเหนือกวาหรือดอยกวาคนอื่น ซึ่งวิธีคิดแบบนี้ เปนอันตรายยิ่ง ดังนั้นอุปสรรคขัดขวางหลักๆ 5 ประเภท จึงไดรับการนำมาสูกระบวนการใครครวญ และใหเวลาในการฝกสติ ในหนังสือไดอธิบายเปนลำดับมี 12 ขั้นตอนซึ่งผูอานสามารถเขาไป ศึกษาเพิ่มเติมไดจาก www.argonautaconsulting.com

THAILAND HR JOURNAL 2014,VOLUME 6

Book Review

165

ลักษณะประการสุดทายของผูนำที่มีสติเต็มเปยม มาเรีย กอนซาเลซ ผูเขียนหนังสือเลมนี้ ไดนำเสนอไว คือ “คุณธรรมที่ไรมลทิน” ในบทที่14 ซึ่งคุณธรรมดังกลาวประกอบดวย การยึดมั่น หลักการ การเปนคนซื่อสัตยและกลาหาญ ซึ่งทั้งหมดนี้เปนเรื่องไมงายเลย และไมควรสับสน ระหวางการมีคุณธรรมไรมลทินกับการเปนคนที่สมบูรณแบบ เพราะนั่นเปนไปไมไดเลยในความ เปนจริง ซึ่งผูเขียนหนังสือเลมนี้ ไดยกตัวอยางและชี้ใหเห็นถึงสถานการณบางอยางที่มีขอจำกัด ซึ่งการกระทำเต็มสุดความสามารถในสถานการณเชนนั้นก็นับวาเปนสิ่งที่นาชื่นชมแลว สำหรับ บทที่ 15 นั้นเปนบทสรุปสุดทายของรายละเอียดของสภาวะ 9 อยาง กับประโยชนและการใชชีวิต อยางมีเปาหมาย การสรางสรรคสังคมที่อุดมดวยพลังแหงสติ เกิดการเปลี่ยนแปลงขั้นพื้นฐานในตัวเอง (Personal Transformation) นำไปสูการเปลี่ยนแปลงขั้นพื้นฐานในองคกร (Organizational Transformation) และนำไปสูการเปลี่ยนแปลงขั้นพื้นฐานในสังคม(Social Transformation) ในที่สุด เปลี่ยนโลกใบนี้ใหเต็มไปดวยพลังแหงสติ

สรุปบทวิจารณและแนะนำหนังสือ หนังสือเลมนี้มีจุดเดนอยูที่การแสดงตัวอยาง และการนำผลการศึกษาวิจัยตางๆ ที่เกี่ยวของกับ การฝกสติมาสนับสนุน มีเนื้อหาที่นำเสนอในแตละบทที่นาสนใจ โดยเฉพาะการถายทอดจาก

ประสบการณตรงที่ไดสะสมมาอยางยาวนานของ มาเรีย กอนซาเลซ ผูเขียนหนังสือเลมนี้ ทั้งเทคนิค วิธี กิจกรรมตางๆ ที่เกี่ยวกับการฝกสติและประโยชนของการฝก ทั้งนี้เพื่อใหผูอานได ฉุกคิด ขบคิด ในทุกๆ บท สิ่งสำคัญคือ เรื่องการฝกเจริญสติในรูปแบบนี้ ไมจำเปนที่จะตองเขาไปเกี่ยวของกับ เรื่องศาสนาใดศาสนาหนึ่ง ใครๆ ก็เขาถึงได เปนวิธีปฏิบัติที่ทำที่ไหนก็ไดและเมื่อใดก็ได กับวิธีการ ที่คนพบแบบใหมๆ นอกจากนั้น ผูอานยังสามารถศึกษาเพิ่มเติมไดจากเว็บไซตและใน YouTube ของเจาของหนังสือเลมนี้ โดยสรุป สาระของทั้ง 15 บท ซึ่งไดแบงออกเปน 2 สวนหลัก คือ สวนที่ 1 - การฝกสติ ประกอบดวย 5 บท (บทที่ 1-5) สวนที่ 2 – ภาวะความเปนผูนำที่มีพลังแหงสติเต็มเปยม ประกอบดวย บท 10 บท (บทที่ 6-บทที่ 15) และแนะนำใหผูอานสามารถศึกษาเพิ่มเติมไดจากเว็บไซตและใน YouTube ของเจาของหนังสือเลมนี้ ซึ่งจะชวยเพิ่มพูนความรูความเขาใจและทักษะการฝกสติในรูปแบบ ใหมๆ งายแกการนำไปประยุกตใชทั้งในชีวิตประจำวันและการทำงาน ในฐานะผูวิพากษวิจารณหนังสือ เชื่ออยางมั่นใจวาหนังสือเลมนี้มีคุณคา ไมเฉพาะผูที่มีตำแหนงบริหารหรือประธานบริษัทเทานั้น แตยังมีคุณคาและเปนประโยชนกับบุคคลทั่วไป รวมทั้งผูมีสวนในการปฏิบัติงานในองคการทั้ง ภาครัฐและเอกชนในโลกธุรกิจ และโดยเฉพาะอยางยิ่งเชื่อวาจะเปนประโยชนและมีคุณคายิ่งแก นักการเมืองไทย ขาราชการ ผูบริหารระดับสูง ในการนำหลักการและเทคนิควิธีฝกสติมาบมเพาะ ประยุกตใชอยางตอเนื่อง เพื่อใหสังคมไทยเปลี่ยนแปลงไปสูสังคมอุดมไปดวยพลังแหงสติ มีนักการเมือง ที่เต็มเปยมดวยพลังแหงสติ (Mindful Politicians), Mindful Governors, Mindful Polices, Mindful Officers, Mindful Doctors, Mindful Drivers, Mindful Housekeepers, Mindful Farmers และ Mindful อื่นๆ อีกมากมาย และหนังสือเลมนี้ยังไดมีการแปลเปนภาษาไทยโดย ดร. ณัชร สยามวาลา ซึ่งเปนผูที่สนใจดานการเจริญสติมาเปนเวลาหลายป เปนนักวิชาการอิสระ และเปนทั้งนักเขียน นักแปล หนังสือแปลเลมนี้ไดวางจำหนายเมื่อราวเดือนพฤษภาคม 2557 ที่ผานมา สุดทายนี้ในฐานะ ผูเขียนบทวิจารณและแนะนำหนังสือ ถือโอกาสแนะนำทานผูอานผูสนใจเปดพื้นที่หัวใจยอมรับ ความหลากหลาย นำเทคนิควิธีการฝกเจริญสติในรูปแบบใหมๆ มาประยุกตใชในการทำงานและ ชีวิตประจำวัน เชื่อวานาจะสนุกทาทายและเปนประโยชน

เกี่ยวกับผูเขียนบทวิจารณและแนะนำหนังสือ Saratid Sakulkoo (ดร.สารทิศ สกุลคู) is a guest lecturer at International Graduated Studies Human Resource Development Center (IGHRD), Burapha University, Udon Thani Rajabat University and Rajamangala Krungthep University of Technology. He is an experienced HR specialist in the U.S. for several years. He is also an experienced organization development practitioner, project manager, and educator with over 10 years. His research interests focus on human capital especially in aging including Intensive Coaching (IC), HRD, OD, HRM, and Contemplative Education. A past managing editor of International Journal of Education in Asia Pacific (IJEAP) and a managing editor for HRD Journal. Currently, he serves on the reviewer and article editor for Sage publication in the U.S. [[email protected] OR [email protected]]

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

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สวนที่ 2 ภาวะความเปนผูนำที่มีพลังแหงสติเต็มเปยม ประกอบดวยบท 10 บท (บทที่ 6-บทที่ 15) ซึ่งไดกลาวถึงรายละเอียดของสภาวะ 9 อยาง โดยไดแยกอธิบายแตละสภาวะไปทีละบท ซึ่งในบทที่ 6: อยูในปจจุบันขณะ เปนจุดเริ่มตนของผูนำที่มีพลังแหงสติเต็มเปยม เปนสิ่งสำคัญมากตอความสำเร็จ ของการเปนผูนำ โดยเฉพาะการประยุกตใชสติในการปรับรื้อหรือปฏิรูปการทำงานใหม ซึ่งผูเขียน ไดนำเสนอเชื่อมโยงเรื่องราว เทคนิควิธีและกลยุทธการฝกสติในกิจกรรมตางในบทถัดๆ ไป บทที่ 7: การตระหนักรู ไดถูกนำเสนอไวมีหลายขั้นตอน แตเริ่มตนที่การตื่นรู โดยผูเขียนไดนำเสนอตัวอยาง ประสบการณหลากหลายนาสนใจ ในบทที่ 8 จะเกี่ยวของกับ ความสงบสุขุมลุมลึก ขั้นตอนของการ ที่จะมีความสุขุมลุมลึกไดนั่น คือ การหยุดเพื่อสำรวจชีวิตของตัวเอง โดยประเมินอยางซื่อตรง ซึ่งอาจ จะเกิดแรงตานภายในใจ นั่นคืออุปสรรคขัดขวาง จึงควรฝกปรับเปลี่ยนพฤติกรรม อาจใชวิธีตระหนัก รูภายใน เพื่อคอยสรางการเปลี่ยนแปลง ในบทที่ 9 และ 10 การมีสมาธิหรือความนิ่งและความชัดเจน แจมแจง, สองบทนี้เปนการเชื่อมโยงใหผูอานไดพิจารณา เมื่อฝกสมาธิหรือความนิ่ง ใจจดจอสิ่งใด ก็จะเกิดความชัดเจนแจมแจงในสิ่งนั้น ดังตัวอยางที่ผูเขียนไดนำเสนอไว เชน ความชัดแจงของวิสัยทัศน และกลยุทธของบริษัท ชัดเจนในเปาหมายสวนตัวและความคาดหวัง เปนสิ่งที่สอดคลองครอบคลุม ทั้งความชัดเจนแจมแจงภายในและโลกภายนอก บทที่ 11: การปลอยวาง (อุเบกขา), ผูเขียนได ยกตัวอยาง โดยสรุป คือ ในยามลมเหลว หรือไมไดดั่งใจ การปลอยวางจะชวยใหไมเครียดไมเปนทุกข ขณะเดียวกันการประสบผลสำเร็จ ก็ไมควรลืมสภาวะการตระหนักรู เพื่อดำรงรักษาสติในชวงเวลา แหงความสำเร็จนั้น ในบทที่ 12: ความคิดบวก และบทที่ 13: ความเมตตาการุณย ทั้งสองบท จะเชื่อมโยง 2 สภาวะนี้เขาดวยกันไดเปนอยางดี การคิดบวกจะเปนแรงบันดาลใจใหทั้งตัวเองและ ผูคนรอบตัว ซึ่งสงผลถึงครอบครัว องคกร ชุมชนและสังคม สภาวะการคิดบวก ยังสนับสนุนสงเสริม ใหจิตใจเกิดความมีเมตตาการุณย ตระหนักรูวา ทุกๆ คนและทุกๆ สิ่งมีความสัมพันธกัน จะเห็นโลก ทั้งโลกทำงานอยางเปนระบบ ไมวาพูดถึงทฤษฎีอะไรตางก็ลวนสงผลเชื่อมโยงกันทั้งสิ้น

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ลักษณะประการสุดทายของผูนำที่มีสติเต็มเปยม มาเรีย กอนซาเลซ ผูเขียนหนังสือเลมนี้ ไดนำเสนอไว คือ “คุณธรรมที่ไรมลทิน” ในบทที่14 ซึ่งคุณธรรมดังกลาวประกอบดวย การยึดมั่น หลักการ การเปนคนซื่อสัตยและกลาหาญ ซึ่งทั้งหมดนี้เปนเรื่องไมงายเลย และไมควรสับสน ระหวางการมีคุณธรรมไรมลทินกับการเปนคนที่สมบูรณแบบ เพราะนั่นเปนไปไมไดเลยในความ เปนจริง ซึ่งผูเขียนหนังสือเลมนี้ ไดยกตัวอยางและชี้ใหเห็นถึงสถานการณบางอยางที่มีขอจำกัด ซึ่งการกระทำเต็มสุดความสามารถในสถานการณเชนนั้นก็นับวาเปนสิ่งที่นาชื่นชมแลว สำหรับ บทที่ 15 นั้นเปนบทสรุปสุดทายของรายละเอียดของสภาวะ 9 อยาง กับประโยชนและการใชชีวิต อยางมีเปาหมาย การสรางสรรคสังคมที่อุดมดวยพลังแหงสติ เกิดการเปลี่ยนแปลงขั้นพื้นฐานในตัวเอง (Personal Transformation) นำไปสูการเปลี่ยนแปลงขั้นพื้นฐานในองคกร (Organizational Transformation) และนำไปสูการเปลี่ยนแปลงขั้นพื้นฐานในสังคม(Social Transformation) ในที่สุด เปลี่ยนโลกใบนี้ใหเต็มไปดวยพลังแหงสติ

สรุปบทวิจารณและแนะนำหนังสือ หนังสือเลมนี้มีจุดเดนอยูที่การแสดงตัวอยาง และการนำผลการศึกษาวิจัยตางๆ ที่เกี่ยวของกับ การฝกสติมาสนับสนุน มีเนื้อหาที่นำเสนอในแตละบทที่นาสนใจ โดยเฉพาะการถายทอดจาก

ประสบการณตรงที่ไดสะสมมาอยางยาวนานของ มาเรีย กอนซาเลซ ผูเขียนหนังสือเลมนี้ ทั้งเทคนิค วิธี กิจกรรมตางๆ ที่เกี่ยวกับการฝกสติและประโยชนของการฝก ทั้งนี้เพื่อใหผูอานได ฉุกคิด ขบคิด ในทุกๆ บท สิ่งสำคัญคือ เรื่องการฝกเจริญสติในรูปแบบนี้ ไมจำเปนที่จะตองเขาไปเกี่ยวของกับ เรื่องศาสนาใดศาสนาหนึ่ง ใครๆ ก็เขาถึงได เปนวิธีปฏิบัติที่ทำที่ไหนก็ไดและเมื่อใดก็ได กับวิธีการ ที่คนพบแบบใหมๆ นอกจากนั้น ผูอานยังสามารถศึกษาเพิ่มเติมไดจากเว็บไซตและใน YouTube ของเจาของหนังสือเลมนี้ โดยสรุป สาระของทั้ง 15 บท ซึ่งไดแบงออกเปน 2 สวนหลัก คือ สวนที่ 1 - การฝกสติ ประกอบดวย 5 บท (บทที่ 1-5) สวนที่ 2 – ภาวะความเปนผูนำที่มีพลังแหงสติเต็มเปยม ประกอบดวย บท 10 บท (บทที่ 6-บทที่ 15) และแนะนำใหผูอานสามารถศึกษาเพิ่มเติมไดจากเว็บไซตและใน YouTube ของเจาของหนังสือเลมนี้ ซึ่งจะชวยเพิ่มพูนความรูความเขาใจและทักษะการฝกสติในรูปแบบ ใหมๆ งายแกการนำไปประยุกตใชทั้งในชีวิตประจำวันและการทำงาน ในฐานะผูวิพากษวิจารณหนังสือ เชื่ออยางมั่นใจวาหนังสือเลมนี้มีคุณคา ไมเฉพาะผูที่มีตำแหนงบริหารหรือประธานบริษัทเทานั้น แตยังมีคุณคาและเปนประโยชนกับบุคคลทั่วไป รวมทั้งผูมีสวนในการปฏิบัติงานในองคการทั้ง ภาครัฐและเอกชนในโลกธุรกิจ และโดยเฉพาะอยางยิ่งเชื่อวาจะเปนประโยชนและมีคุณคายิ่งแก นักการเมืองไทย ขาราชการ ผูบริหารระดับสูง ในการนำหลักการและเทคนิควิธีฝกสติมาบมเพาะ ประยุกตใชอยางตอเนื่อง เพื่อใหสังคมไทยเปลี่ยนแปลงไปสูสังคมอุดมไปดวยพลังแหงสติ มีนักการเมือง ที่เต็มเปยมดวยพลังแหงสติ (Mindful Politicians), Mindful Governors, Mindful Polices, Mindful Officers, Mindful Doctors, Mindful Drivers, Mindful Housekeepers, Mindful Farmers และ Mindful อื่นๆ อีกมากมาย และหนังสือเลมนี้ยังไดมีการแปลเปนภาษาไทยโดย ดร. ณัชร สยามวาลา ซึ่งเปนผูที่สนใจดานการเจริญสติมาเปนเวลาหลายป เปนนักวิชาการอิสระ และเปนทั้งนักเขียน นักแปล หนังสือแปลเลมนี้ไดวางจำหนายเมื่อราวเดือนพฤษภาคม 2557 ที่ผานมา สุดทายนี้ในฐานะ ผูเขียนบทวิจารณและแนะนำหนังสือ ถือโอกาสแนะนำทานผูอานผูสนใจเปดพื้นที่หัวใจยอมรับ ความหลากหลาย นำเทคนิควิธีการฝกเจริญสติในรูปแบบใหมๆ มาประยุกตใชในการทำงานและ ชีวิตประจำวัน เชื่อวานาจะสนุกทาทายและเปนประโยชน

เกี่ยวกับผูเขียนบทวิจารณและแนะนำหนังสือ Saratid Sakulkoo (ดร.สารทิศ สกุลคู) is a guest lecturer at International Graduated Studies Human Resource Development Center (IGHRD), Burapha University, Udon Thani Rajabat University and Rajamangala Krungthep University of Technology. He is an experienced HR specialist in the U.S. for several years. He is also an experienced organization development practitioner, project manager, and educator with over 10 years. His research interests focus on human capital especially in aging including Intensive Coaching (IC), HRD, OD, HRM, and Contemplative Education. A past managing editor of International Journal of Education in Asia Pacific (IJEAP) and a managing editor for HRD Journal. Currently, he serves on the reviewer and article editor for Sage publication in the U.S. [[email protected] OR [email protected]]

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สวนที่ 2 ภาวะความเปนผูนำที่มีพลังแหงสติเต็มเปยม ประกอบดวยบท 10 บท (บทที่ 6-บทที่ 15) ซึ่งไดกลาวถึงรายละเอียดของสภาวะ 9 อยาง โดยไดแยกอธิบายแตละสภาวะไปทีละบท ซึ่งในบทที่ 6: อยูในปจจุบันขณะ เปนจุดเริ่มตนของผูนำที่มีพลังแหงสติเต็มเปยม เปนสิ่งสำคัญมากตอความสำเร็จ ของการเปนผูนำ โดยเฉพาะการประยุกตใชสติในการปรับรื้อหรือปฏิรูปการทำงานใหม ซึ่งผูเขียน ไดนำเสนอเชื่อมโยงเรื่องราว เทคนิควิธีและกลยุทธการฝกสติในกิจกรรมตางในบทถัดๆ ไป บทที่ 7: การตระหนักรู ไดถูกนำเสนอไวมีหลายขั้นตอน แตเริ่มตนที่การตื่นรู โดยผูเขียนไดนำเสนอตัวอยาง ประสบการณหลากหลายนาสนใจ ในบทที่ 8 จะเกี่ยวของกับ ความสงบสุขุมลุมลึก ขั้นตอนของการ ที่จะมีความสุขุมลุมลึกไดนั่น คือ การหยุดเพื่อสำรวจชีวิตของตัวเอง โดยประเมินอยางซื่อตรง ซึ่งอาจ จะเกิดแรงตานภายในใจ นั่นคืออุปสรรคขัดขวาง จึงควรฝกปรับเปลี่ยนพฤติกรรม อาจใชวิธีตระหนัก รูภายใน เพื่อคอยสรางการเปลี่ยนแปลง ในบทที่ 9 และ 10 การมีสมาธิหรือความนิ่งและความชัดเจน แจมแจง, สองบทนี้เปนการเชื่อมโยงใหผูอานไดพิจารณา เมื่อฝกสมาธิหรือความนิ่ง ใจจดจอสิ่งใด ก็จะเกิดความชัดเจนแจมแจงในสิ่งนั้น ดังตัวอยางที่ผูเขียนไดนำเสนอไว เชน ความชัดแจงของวิสัยทัศน และกลยุทธของบริษัท ชัดเจนในเปาหมายสวนตัวและความคาดหวัง เปนสิ่งที่สอดคลองครอบคลุม ทั้งความชัดเจนแจมแจงภายในและโลกภายนอก บทที่ 11: การปลอยวาง (อุเบกขา), ผูเขียนได ยกตัวอยาง โดยสรุป คือ ในยามลมเหลว หรือไมไดดั่งใจ การปลอยวางจะชวยใหไมเครียดไมเปนทุกข ขณะเดียวกันการประสบผลสำเร็จ ก็ไมควรลืมสภาวะการตระหนักรู เพื่อดำรงรักษาสติในชวงเวลา แหงความสำเร็จนั้น ในบทที่ 12: ความคิดบวก และบทที่ 13: ความเมตตาการุณย ทั้งสองบท จะเชื่อมโยง 2 สภาวะนี้เขาดวยกันไดเปนอยางดี การคิดบวกจะเปนแรงบันดาลใจใหทั้งตัวเองและ ผูคนรอบตัว ซึ่งสงผลถึงครอบครัว องคกร ชุมชนและสังคม สภาวะการคิดบวก ยังสนับสนุนสงเสริม ใหจิตใจเกิดความมีเมตตาการุณย ตระหนักรูวา ทุกๆ คนและทุกๆ สิ่งมีความสัมพันธกัน จะเห็นโลก ทั้งโลกทำงานอยางเปนระบบ ไมวาพูดถึงทฤษฎีอะไรตางก็ลวนสงผลเชื่อมโยงกันทั้งสิ้น

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ดุษฎีนิพนธและวิทยานิพนธ ประจำป 2556

วิทยานิพนธของคณะการจัดการและการทองเที่ยว มหาวิทยาลัยบูรพา หลักสูตรการจัดการมหาบัณฑิต สาขาวิชาการจัดการทรัพยากรมนุษย

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2013

2.

2013

3.

2013

4.

2013

5.

2013

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ชื่อเรื่อง Cross Case Analysis of Talent Management in Thai SMEs: Multiple Case Studies Approach Human Revolution in SOKA GAKKAI: Qualitative Approach Internationalizing Rajamangala University of Technology Lanna (RMUTL) in the context of The ASEAN Community Knowledge sharing in a Thai Intensive Care Unit Nursing Team: A Case Study of a Private Hospital in Eastern Thailand Organization Change: A Study of Krungthai Card Public Company Limited

No. ผูวิจัย

"Graduated year" 2013

ปจจัยที่มีผลตอการตัดสินใจลาออกจากงานของ พนักงานในสถาบัน อุดมศึกษา มหาวิทยาลัยราชภัฏนครราชสีมา (Factors influencing the decision to resign from the work of staff in higher education institutions. Nakhon Ratchasima Rajabhat University Thesis Supervisory)

รุจิรา ริคารมย

2.

2013

อนงคนิตย พันธุมะโอภาส

3.

2013

การรับรูวัฒนธรรมองคการที่คาดหวังของบุคลากร: กรณีศึกษาองคการบริหารสวนจังหวัดชลบุรี (Perception of Staff on Expected Organizational Culture: A Case Study of Chonburi Provincial Administration Organization) อิทธิพลของการจัดการทรัพยากรมนุษยและความ ผูกพันตอองคการที่มีตอการธำรงรักษาบุคลากรใน สถานประกอบการของนิคมอุตสาหกรรม จังหวัดชลบุรี (The Influence of Human Resource Management and Employee Engagement on Employee Retention of Companies in Industrial Estate of Chonburi Province) การบริหารผลการปฏิบัติงาน กรณีศึกษาปญหา และแนวทางแกไขปญหาของสถานประกอบการ อุตสาหกรรมยานยนต ในเขตนิคมอุตสาหกรรม ภาคตะวันออก (Performance Management: Obstracles and Solution Approaches of the Automotive Industry in The Eastern Industrial Estates of Thailand) การจัดตั้งและการดำเนินงานของสหภาพแรงงาน อุตสาหกรรมยานยนตในจังหวัดชลบุรีการวิจัย แบบผสม (The Establishment and Operation of Automotive Part Industry’s Labor Union in Chonburi: Mixed Methods Research)

Ms. Pimvalai Chawadee

Ms. Paranee Svastdi-xuto Ms. Napasorn Charoenpo

วิทยานิพนธของ คณะศึกษาศาสตร มหาวิทยาลัยบูรพา หลักสูตรศิลปศาสตรมหาบัณฑิต สาขาการพัฒนาทรัพยากรมนุษย (นานาชาติ) No.

"Graduated year"

1.

2013

2.

2013

3.

2013

4.

2013

5.

2013

6.

2013

ชื่อเรื่อง Secret Lovers (GIG) : A Case Study of Employees and Families at a selected Industrial Estate in Eastern Thailand Factors Influencing The Turnover Intention of Middle Managers at Company in CHINA Obstacles of HR Changing Roles: A Case Study of An Automotive Company At The Eastern Seaboard Industrial Estate Happy Workplace: A Study of a Selected Company in Amata Nakorn Industrial Estate, Thailand Needs of Employees at Nanning Admiral City Mall in CHINA The Development Needs of Personnel in a Selected Chinese State-Enterprise for the Growth in Greater Mekong Subregion

ผูวิจัย MS. Woranan Phinitdee

4.

2013

5.

2013

Mr. Lv Wen MS. Surang Wittaprasart Miss Wariya Supaphan Miss Lao Xiaoqin Miss Feng Jing

ผูวิจัย

1.

Mr. Thanasit Phoemphian

Ms. Kanwara Somjai

ชื่อเรื่อง

ขวัญชนก ปญญารัตนะ

THAILAND HR JOURNAL 2014,VOLUME 6

ดุษฎีนิพนธของ คณะศึกษาศาสตร มหาวิทยาลัยบูรพา หลักสูตรการศึกษาดุษฎีบัณฑิต สาขาวิชาการพัฒนาทรัพยากรมนุษย (นานาชาติ)

169

ภัทรภร วรกุลรัตนา

ธนพนธ ศรีทอง

ดุษฎีนิพนธและวิทยานิพนธ ประจำป 2556

วิทยานิพนธของคณะการจัดการและการทองเที่ยว มหาวิทยาลัยบูรพา หลักสูตรการจัดการมหาบัณฑิต สาขาวิชาการจัดการทรัพยากรมนุษย

THAILAND HR JOURNAL 2014,VOLUME 6

"Graduated No. year" 1.

2013

2.

2013

3.

2013

4.

2013

5.

2013

168

ชื่อเรื่อง Cross Case Analysis of Talent Management in Thai SMEs: Multiple Case Studies Approach Human Revolution in SOKA GAKKAI: Qualitative Approach Internationalizing Rajamangala University of Technology Lanna (RMUTL) in the context of The ASEAN Community Knowledge sharing in a Thai Intensive Care Unit Nursing Team: A Case Study of a Private Hospital in Eastern Thailand Organization Change: A Study of Krungthai Card Public Company Limited

No. ผูวิจัย

"Graduated year" 2013

ปจจัยที่มีผลตอการตัดสินใจลาออกจากงานของ พนักงานในสถาบัน อุดมศึกษา มหาวิทยาลัยราชภัฏนครราชสีมา (Factors influencing the decision to resign from the work of staff in higher education institutions. Nakhon Ratchasima Rajabhat University Thesis Supervisory)

รุจิรา ริคารมย

2.

2013

อนงคนิตย พันธุมะโอภาส

3.

2013

การรับรูวัฒนธรรมองคการที่คาดหวังของบุคลากร: กรณีศึกษาองคการบริหารสวนจังหวัดชลบุรี (Perception of Staff on Expected Organizational Culture: A Case Study of Chonburi Provincial Administration Organization) อิทธิพลของการจัดการทรัพยากรมนุษยและความ ผูกพันตอองคการที่มีตอการธำรงรักษาบุคลากรใน สถานประกอบการของนิคมอุตสาหกรรม จังหวัดชลบุรี (The Influence of Human Resource Management and Employee Engagement on Employee Retention of Companies in Industrial Estate of Chonburi Province) การบริหารผลการปฏิบัติงาน กรณีศึกษาปญหา และแนวทางแกไขปญหาของสถานประกอบการ อุตสาหกรรมยานยนต ในเขตนิคมอุตสาหกรรม ภาคตะวันออก (Performance Management: Obstracles and Solution Approaches of the Automotive Industry in The Eastern Industrial Estates of Thailand) การจัดตั้งและการดำเนินงานของสหภาพแรงงาน อุตสาหกรรมยานยนตในจังหวัดชลบุรีการวิจัย แบบผสม (The Establishment and Operation of Automotive Part Industry’s Labor Union in Chonburi: Mixed Methods Research)

Ms. Pimvalai Chawadee

Ms. Paranee Svastdi-xuto Ms. Napasorn Charoenpo

วิทยานิพนธของ คณะศึกษาศาสตร มหาวิทยาลัยบูรพา หลักสูตรศิลปศาสตรมหาบัณฑิต สาขาการพัฒนาทรัพยากรมนุษย (นานาชาติ) No.

"Graduated year"

1.

2013

2.

2013

3.

2013

4.

2013

5.

2013

6.

2013

ชื่อเรื่อง Secret Lovers (GIG) : A Case Study of Employees and Families at a selected Industrial Estate in Eastern Thailand Factors Influencing The Turnover Intention of Middle Managers at Company in CHINA Obstacles of HR Changing Roles: A Case Study of An Automotive Company At The Eastern Seaboard Industrial Estate Happy Workplace: A Study of a Selected Company in Amata Nakorn Industrial Estate, Thailand Needs of Employees at Nanning Admiral City Mall in CHINA The Development Needs of Personnel in a Selected Chinese State-Enterprise for the Growth in Greater Mekong Subregion

ผูวิจัย MS. Woranan Phinitdee

4.

2013

5.

2013

Mr. Lv Wen MS. Surang Wittaprasart Miss Wariya Supaphan Miss Lao Xiaoqin Miss Feng Jing

ผูวิจัย

1.

Mr. Thanasit Phoemphian

Ms. Kanwara Somjai

ชื่อเรื่อง

ขวัญชนก ปญญารัตนะ

THAILAND HR JOURNAL 2014,VOLUME 6

ดุษฎีนิพนธของ คณะศึกษาศาสตร มหาวิทยาลัยบูรพา หลักสูตรการศึกษาดุษฎีบัณฑิต สาขาวิชาการพัฒนาทรัพยากรมนุษย (นานาชาติ)

169

ภัทรภร วรกุลรัตนา

ธนพนธ ศรีทอง

170

"Graduated year"

6.

2013

7.

2013

8.

2013

9.

2013

10.

2013

11.

2013

ชื่อเรื่อง ความตองการพัฒนาทรัพยากรมนุษยของพนักงาน มหาวิทยาลัยแหงหนึ่งในภาคตะวันออกเพื่อเขาสู การเปนประชาคมเศรษฐกิจอาเซียน (The Needs for Human Resource Development of University Employees in The Eastern Part of Thailand: Toward The ASEAN Economic Community) การวิเคราะหความตองการจำเปนในการพัฒนา สมรรถนะหลักในการปฏิบัติงานตามการรับรูของ พนักงานสายสนับสนุนวิชาการในมหาวิทยาลัย เทคโนโลยีราชมงคล (Need Analysis on Core Performance Competency Development as Perceived by the Academic Support Staffs in Rajamangala University of Technology) ความตองการพัฒนาศักยภาพของคณะชาวจีน ที่สอนภาษาจีนในโรงเรียน จังหวัดชลบุรี (Needs for Skill Development for Among Chinese Teacher in School, Chonburi Province.) การศึกษาเปรียบเทียบการรับรูที่มีตอการบริหาร แรงงานสัมพันธและคุณภาพชีวิตการทำงานของ พนักงานในสถานประกอบการนิคมอุตสาหกรรม แหงหนึ่งของพนักงานในสถานประกอบการ (A Comparative Study of Relations Management and Quality of Work Life Among Employees in an Industries Estate) A Comparative Study of Human Resource Management Functions on Employees and Cooperative Education Students แนวทางการพั ฒ นาตนเองของผู  จ ั ด การสาขา หางคาปลีกไทยที่เติบโตมาจากพนักงานระดับ ปฏิบัติการ กรณีศึกษาบริษัทโฮม โปรดักส เซ็นเตอร จำกัด (มหาชน) (Self-Development of The Store Manager of Thai Retail Company Promoted From Operational Level: A Case Study of Home Product Center Public Company Limited)

ผูวิจัย ชนัญญา มาพุทธ

สมัญญา พิมพาลัย

Institute of Human Resource Professional Development (IHPD)

PERSONNEL MANAGEMENT ASSOCIATION OF THAILAND (PMAT)

300/2-3 Ladprao 132, Ladprao Rd., Klongchan, Bangkapi, Bangkok 10240 Tel: 0 2374 0855 Fax: 0 2734 0604, 0 2374 1113 E-mail: [email protected] Website: www.pmat.or.th

AUTHORS GUIDELINES FOR THAILAND HUMAN RESOURCE JOURNAL GENERAL INFORMATION:

The author(s) should double check and make sure the following instructions before submitting the manuscript to Thailand HR Journal. Li Juan

ชะเอม มีเชาว

Pitchaya Chinodom

The manuscript must be in English or Thai. Before submission of a manuscript the author(s) make sure that it must be original unpublished work. The Thailand HR Journal, chief editor or editorial board do not accept any responsibility for damage or loss of papers submitted if your research material is already published in some other journal or publication or where it is under consideration for publication. The author(s) have to ensure that their work has not been published elsewhere before they submit or intend to submit to the Thailand HR Journal. The copyrights of your research material will automaticly be transferred to the publisher when your research paper/article is ready to be published. The editor or editorial board does not accept any sort of responsibility if your work is already published elsewhere. The author(s) has to accept the responsibility for the originality of the submitted research work and comply with the internationally acceptable plagiarism standard. STRUCTURE OF THE PAPER:

ชยุต สังขสดศรี

Manuscripts should be single spaced (New Times Roman, 12), with wide margins, and printed on one side of the paper only. All pages should be numbered consecutively. Titles and subtitles should be short. The first page of the manuscript should contain the following information: (i) the title; (ii) the name(s) and institutional affiliation(s) of the author(s); (iii) an abstract of not more than 300 to 600 words and must be typed in italics. The Introduction portion of the research article must contain the following information: Research Problem/question/s How the Research Problem is to be addressed Background of study Significance of the Research Study

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

No.

171

170

"Graduated year"

6.

2013

7.

2013

8.

2013

9.

2013

10.

2013

11.

2013

ชื่อเรื่อง ความตองการพัฒนาทรัพยากรมนุษยของพนักงาน มหาวิทยาลัยแหงหนึ่งในภาคตะวันออกเพื่อเขาสู การเปนประชาคมเศรษฐกิจอาเซียน (The Needs for Human Resource Development of University Employees in The Eastern Part of Thailand: Toward The ASEAN Economic Community) การวิเคราะหความตองการจำเปนในการพัฒนา สมรรถนะหลักในการปฏิบัติงานตามการรับรูของ พนักงานสายสนับสนุนวิชาการในมหาวิทยาลัย เทคโนโลยีราชมงคล (Need Analysis on Core Performance Competency Development as Perceived by the Academic Support Staffs in Rajamangala University of Technology) ความตองการพัฒนาศักยภาพของคณะชาวจีน ที่สอนภาษาจีนในโรงเรียน จังหวัดชลบุรี (Needs for Skill Development for Among Chinese Teacher in School, Chonburi Province.) การศึกษาเปรียบเทียบการรับรูที่มีตอการบริหาร แรงงานสัมพันธและคุณภาพชีวิตการทำงานของ พนักงานในสถานประกอบการนิคมอุตสาหกรรม แหงหนึ่งของพนักงานในสถานประกอบการ (A Comparative Study of Relations Management and Quality of Work Life Among Employees in an Industries Estate) A Comparative Study of Human Resource Management Functions on Employees and Cooperative Education Students แนวทางการพั ฒ นาตนเองของผู  จ ั ด การสาขา หางคาปลีกไทยที่เติบโตมาจากพนักงานระดับ ปฏิบัติการ กรณีศึกษาบริษัทโฮม โปรดักส เซ็นเตอร จำกัด (มหาชน) (Self-Development of The Store Manager of Thai Retail Company Promoted From Operational Level: A Case Study of Home Product Center Public Company Limited)

ผูวิจัย ชนัญญา มาพุทธ

สมัญญา พิมพาลัย

Institute of Human Resource Professional Development (IHPD)

PERSONNEL MANAGEMENT ASSOCIATION OF THAILAND (PMAT)

300/2-3 Ladprao 132, Ladprao Rd., Klongchan, Bangkapi, Bangkok 10240 Tel: 0 2374 0855 Fax: 0 2734 0604, 0 2374 1113 E-mail: [email protected] Website: www.pmat.or.th

AUTHORS GUIDELINES FOR THAILAND HUMAN RESOURCE JOURNAL GENERAL INFORMATION:

The author(s) should double check and make sure the following instructions before submitting the manuscript to Thailand HR Journal. Li Juan

ชะเอม มีเชาว

Pitchaya Chinodom

The manuscript must be in English or Thai. Before submission of a manuscript the author(s) make sure that it must be original unpublished work. The Thailand HR Journal, chief editor or editorial board do not accept any responsibility for damage or loss of papers submitted if your research material is already published in some other journal or publication or where it is under consideration for publication. The author(s) have to ensure that their work has not been published elsewhere before they submit or intend to submit to the Thailand HR Journal. The copyrights of your research material will automaticly be transferred to the publisher when your research paper/article is ready to be published. The editor or editorial board does not accept any sort of responsibility if your work is already published elsewhere. The author(s) has to accept the responsibility for the originality of the submitted research work and comply with the internationally acceptable plagiarism standard. STRUCTURE OF THE PAPER:

ชยุต สังขสดศรี

Manuscripts should be single spaced (New Times Roman, 12), with wide margins, and printed on one side of the paper only. All pages should be numbered consecutively. Titles and subtitles should be short. The first page of the manuscript should contain the following information: (i) the title; (ii) the name(s) and institutional affiliation(s) of the author(s); (iii) an abstract of not more than 300 to 600 words and must be typed in italics. The Introduction portion of the research article must contain the following information: Research Problem/question/s How the Research Problem is to be addressed Background of study Significance of the Research Study

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

No.

171

Any manuscript that does not conform to the above instructions may be returned for necessary revision before publication. Source: Adapted from Australian Journal of Business and management Research (AJBMR).

Institute of Human Resource Professional Development (IHPD)

PERSONNEL MANAGEMENT ASSOCIATION OF THAILAND (PMAT)

300/2-3 Ladprao 132, Ladprao Rd., Klongchan, Bangkapi, Bangkok 10240 Tel: 0 2374 0855 Fax: 0 2734 0604, 0 2374 1113 E-mail: [email protected] Website: www.pmat.or.th

THAILAND HR JOURNAL GUIDELINES FOR MANUSCRIPT REVIEWERS PART 1: GUIDELINES FOR MANUSCRIPT REVIEWERS

Your contribution as a reviewer is very important to both the Editorial Team and the author (s). You can help by ensuring that you provide feedback to us on all the points specified in this form. Please keep in mind that authors have devoted considerable effort to preparing their submissions, and this should be acknowledged in the quality of feedback we provide them. Manuscript review checklist

All manuscripts submitted to the Thailand HR Journal will have strengths and weaknesses. Very often referees focus their feedback solely on the weaknesses. We would like to ensure that they and the authors receive a balanced view of the overall strengths and weaknesses of each manuscript. So, in addition to detailed written feedback comments for the author (s), we should also like you to complete the checklist provided in the manuscript review part of this form. Your detailed qualitative feedback on content of the manuscript

Please provide your written comments on the paper in the space provided. If more space is required, please use a separate sheet of paper to continue your comments and attach it to this form. This is particularly important for the author. Your comments should be constructive, specific, and offer clear guidance for improvement. Please avoid making general comments. Your role is not only to identify problems, but also to mention the strengths. It is very important that you provide suggestions how to make the manuscript more acceptable. Rating and recommendation

Please provide your overall rating and recommendation on the manuscript’s overall rating and recommendation part of this form.

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

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The Introduction phase of the study must provide a clear understanding of above contents and the proposed approach or solution to the stated issues or problem. It should be understandable to Researchers and academics from a broad range of disciplines. Literature review: author/authors must try to focus on an up-to-date review of literature. Results of study: should be presented in a clear and precise fashion. The results of study should be written in past tense when describing an author's findings. The results should be explained, but largely without referring to the literature. Discussion, speculation and detailed interpretation of data should not be included in the Results but should be put into the Discussion section. Discussion: should interpret the findings of the study in view of the results obtained and must relate to previous studies (if any). Describe the conclusion in a few sentences at the end of the paper. The Results and Discussion sections can include subheadings, and when appropriate, both sections can be combined. Tables and Figures: should be numbered consecutively in the text in numeric and printed on separate sheets. Tables and Figures must be self-contained, in the sense that the reader must be able to understand them without going back to the text of the paper. Each table or figure must have a title followed by a descriptive legend. Authors must check tables and figures to be sure that the titles, column headings, captions, etc. are clear and to the point. References: always follow latest APA Guidelines Additional information about the structure of the paper can be found in the Thailand HR Journal guidelines for manuscript reviewers.

173

Any manuscript that does not conform to the above instructions may be returned for necessary revision before publication. Source: Adapted from Australian Journal of Business and management Research (AJBMR).

Institute of Human Resource Professional Development (IHPD)

PERSONNEL MANAGEMENT ASSOCIATION OF THAILAND (PMAT)

300/2-3 Ladprao 132, Ladprao Rd., Klongchan, Bangkapi, Bangkok 10240 Tel: 0 2374 0855 Fax: 0 2734 0604, 0 2374 1113 E-mail: [email protected] Website: www.pmat.or.th

THAILAND HR JOURNAL GUIDELINES FOR MANUSCRIPT REVIEWERS PART 1: GUIDELINES FOR MANUSCRIPT REVIEWERS

Your contribution as a reviewer is very important to both the Editorial Team and the author (s). You can help by ensuring that you provide feedback to us on all the points specified in this form. Please keep in mind that authors have devoted considerable effort to preparing their submissions, and this should be acknowledged in the quality of feedback we provide them. Manuscript review checklist

All manuscripts submitted to the Thailand HR Journal will have strengths and weaknesses. Very often referees focus their feedback solely on the weaknesses. We would like to ensure that they and the authors receive a balanced view of the overall strengths and weaknesses of each manuscript. So, in addition to detailed written feedback comments for the author (s), we should also like you to complete the checklist provided in the manuscript review part of this form. Your detailed qualitative feedback on content of the manuscript

Please provide your written comments on the paper in the space provided. If more space is required, please use a separate sheet of paper to continue your comments and attach it to this form. This is particularly important for the author. Your comments should be constructive, specific, and offer clear guidance for improvement. Please avoid making general comments. Your role is not only to identify problems, but also to mention the strengths. It is very important that you provide suggestions how to make the manuscript more acceptable. Rating and recommendation

Please provide your overall rating and recommendation on the manuscript’s overall rating and recommendation part of this form.

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

172

The Introduction phase of the study must provide a clear understanding of above contents and the proposed approach or solution to the stated issues or problem. It should be understandable to Researchers and academics from a broad range of disciplines. Literature review: author/authors must try to focus on an up-to-date review of literature. Results of study: should be presented in a clear and precise fashion. The results of study should be written in past tense when describing an author's findings. The results should be explained, but largely without referring to the literature. Discussion, speculation and detailed interpretation of data should not be included in the Results but should be put into the Discussion section. Discussion: should interpret the findings of the study in view of the results obtained and must relate to previous studies (if any). Describe the conclusion in a few sentences at the end of the paper. The Results and Discussion sections can include subheadings, and when appropriate, both sections can be combined. Tables and Figures: should be numbered consecutively in the text in numeric and printed on separate sheets. Tables and Figures must be self-contained, in the sense that the reader must be able to understand them without going back to the text of the paper. Each table or figure must have a title followed by a descriptive legend. Authors must check tables and figures to be sure that the titles, column headings, captions, etc. are clear and to the point. References: always follow latest APA Guidelines Additional information about the structure of the paper can be found in the Thailand HR Journal guidelines for manuscript reviewers.

173

THAILAND HR JOURNAL 2014,VOLUME 6

MANUSCRIPT REVIEW CHECKLIST

174

Quality level key: 4 = Excellent, 3 = Good, 2 = Fair, 1 = Unsatisfactory Quality Level Remarks Assessment Criteria 4 3 2 1 1. Quality of the writing: presents ideas clearly and in a logical and orderly manner; is impartial, objective and professional in thetreatment of the subject matter; tells an integrated and consistent story 2. Theoretical importance: is theoretically important; justifies claims to importance; can take the field into new directions of research 3. Practical importance: is of practical importance; links theory and practice 4. Appropriateness: Is appropriate to the Thailand HR Journal; is a new, emerging, or under researched area; is timely in terms of current trends; is provocative and provides new insights 5. Presenting the research problem: explains the principal propositions in some depth; provides an explanatory statement indicating the purpose of the study 6. Clarity and logical coherence: constructs and variables are clearly defined and differentiated; uses theory and arguments that are internally consistent; reaches logical and clear deductions and inferences; constructs statements in a way to be understood by a wide range of readers

Assessment Criteria 7. Relevance and scope of the literature review: appropriate body of literature clearly identified; literature review is up to date; literature is fully discussed; reaches logical, clear deductions and inferences 8. Appropriateness: uses appropriate design for the research problem; justifies use of methodology based upon research problem and questions; addresses issues of control, influence, causation, internal and external validity, and relevance vs. rigor; provides a statement of the limitations of the research design 9. Technical accuracy: data are collected using appropriate instruments and sampling procedures; uses statistical techniques accurately; addresses issues related to statistical techniques; uses qualitative techniques accurately; addresses issues relating to analyzing qualitative data; describes all procedures clearly 10. Appropriateness of data reporting: reports both descriptive and inferential statistics, including significance levels; reports sample qualitative data to support conclusions 11. Appropriateness of results: links research questions and data analysis; does not over interpret or under interpret results and conclusions

Quality Level Remarks 4 3 2 1

THAILAND HR JOURNAL 2014,VOLUME 6

PART 2: MANUSCRIPT ASSESSMENT

Manuscript Number: ……………..Type of Article: …………......……...............…….……… Title of Article: ……………………………………...................………………………………….

175

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MANUSCRIPT REVIEW CHECKLIST

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Quality level key: 4 = Excellent, 3 = Good, 2 = Fair, 1 = Unsatisfactory Quality Level Remarks Assessment Criteria 4 3 2 1 1. Quality of the writing: presents ideas clearly and in a logical and orderly manner; is impartial, objective and professional in thetreatment of the subject matter; tells an integrated and consistent story 2. Theoretical importance: is theoretically important; justifies claims to importance; can take the field into new directions of research 3. Practical importance: is of practical importance; links theory and practice 4. Appropriateness: Is appropriate to the Thailand HR Journal; is a new, emerging, or under researched area; is timely in terms of current trends; is provocative and provides new insights 5. Presenting the research problem: explains the principal propositions in some depth; provides an explanatory statement indicating the purpose of the study 6. Clarity and logical coherence: constructs and variables are clearly defined and differentiated; uses theory and arguments that are internally consistent; reaches logical and clear deductions and inferences; constructs statements in a way to be understood by a wide range of readers

Assessment Criteria 7. Relevance and scope of the literature review: appropriate body of literature clearly identified; literature review is up to date; literature is fully discussed; reaches logical, clear deductions and inferences 8. Appropriateness: uses appropriate design for the research problem; justifies use of methodology based upon research problem and questions; addresses issues of control, influence, causation, internal and external validity, and relevance vs. rigor; provides a statement of the limitations of the research design 9. Technical accuracy: data are collected using appropriate instruments and sampling procedures; uses statistical techniques accurately; addresses issues related to statistical techniques; uses qualitative techniques accurately; addresses issues relating to analyzing qualitative data; describes all procedures clearly 10. Appropriateness of data reporting: reports both descriptive and inferential statistics, including significance levels; reports sample qualitative data to support conclusions 11. Appropriateness of results: links research questions and data analysis; does not over interpret or under interpret results and conclusions

Quality Level Remarks 4 3 2 1

THAILAND HR JOURNAL 2014,VOLUME 6

PART 2: MANUSCRIPT ASSESSMENT

Manuscript Number: ……………..Type of Article: …………......……...............…….……… Title of Article: ……………………………………...................………………………………….

175

176

Quality Level Remarks 4 3 2 1

12. Appropriateness of the conclusions: links results to conclusions; does not go beyond results in the conclusions; derives theoretical implications from the results; derives practical implications from the results; places results within a broader context; considers both limitations and constraints in the study; does not overlook results that contradict or suggest alternative explanations 13. Contributions: makes a theoretical contribution; makes a practical contribution; makes a methodological contribution; provides a constructive replication; adds new insights; suggests innovations for research Total DETAILED QUALITATIVE FEEDBACK

............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. .............................................................................................................................................

OVERALL RATING AND RECOMMENDATIONS

Overall Rating:

Excellent

Good

Fair

Unsatisfactory

Unsatisfactory rating: paper may be rejected or a new version may be submitted for reconsideration Fair rating: paper may be accepted for presentation subject to a major revision Good rating: paper may be accepted for presentation with a minor revision Excellent rating: paper may be accepted for publishing without revision or with a very minor revision Recommendations: Acceptable: In present form

With minor revision

With major revision

Unacceptable: A new version may be submitted Unacceptable even after revision NAME OF REVIEWER: ……………………………………………........………………………. SIGNATURE: ………………………………………........………………………………………... DATE: ………………………………………………………………............……………………... Note: Adapted from Guidelines for Manuscript Reviewers of HRD Journal, 2013, Burapha University and the Thailand HR Journal, 2010, Institute of Human Resource Professional Development (IHPD), Personnel Management Association of Thailand (PMAT).

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

Assessment Criteria

177

176

Quality Level Remarks 4 3 2 1

12. Appropriateness of the conclusions: links results to conclusions; does not go beyond results in the conclusions; derives theoretical implications from the results; derives practical implications from the results; places results within a broader context; considers both limitations and constraints in the study; does not overlook results that contradict or suggest alternative explanations 13. Contributions: makes a theoretical contribution; makes a practical contribution; makes a methodological contribution; provides a constructive replication; adds new insights; suggests innovations for research Total DETAILED QUALITATIVE FEEDBACK

............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. ............................................................................................................................................. .............................................................................................................................................

OVERALL RATING AND RECOMMENDATIONS

Overall Rating:

Excellent

Good

Fair

Unsatisfactory

Unsatisfactory rating: paper may be rejected or a new version may be submitted for reconsideration Fair rating: paper may be accepted for presentation subject to a major revision Good rating: paper may be accepted for presentation with a minor revision Excellent rating: paper may be accepted for publishing without revision or with a very minor revision Recommendations: Acceptable: In present form

With minor revision

With major revision

Unacceptable: A new version may be submitted Unacceptable even after revision NAME OF REVIEWER: ……………………………………………........………………………. SIGNATURE: ………………………………………........………………………………………... DATE: ………………………………………………………………............……………………... Note: Adapted from Guidelines for Manuscript Reviewers of HRD Journal, 2013, Burapha University and the Thailand HR Journal, 2010, Institute of Human Resource Professional Development (IHPD), Personnel Management Association of Thailand (PMAT).

THAILAND HR JOURNAL 2014,VOLUME 6

THAILAND HR JOURNAL 2014,VOLUME 6

Assessment Criteria

177

APPLICATION OF

THAILAND HR JOURNAL THAILAND HR JOURNAL 2014,VOLUME 6

เริ่มรับตั้งแต

178

Volume 01 Volume 03 Volume 05

Volume 02 Volume 04 Volume 06

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2014 Volume 06 By Institute of HR Professional Development (IHPD) Personnel Management Association of Thailand

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Journal of Human Resources

2014 Volume 06

By Institute of HR Professional Development (IHPD) Personnel Management Association of Thailand

THAILAND HR JOURNAL