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~ ISSN 0854-9849
a nsn.~~buuws::~iu 2 roLuu4 801184-185 61.wsmu 2 81 6 L L " U ~ L L ~ U ~ ~ nnu 10150 e-mail: [email protected] a 0 1 -621 -7988 802-995-3538
niz%"~~~usjinnisGnni~luas6ni~ni~~~ Management Tool Implementation in Public Organizations
i i w m n r wdo~qssnrimi 35
n u w ~ u q n n n i n m ~ n i ~ w u i ~ ~ ~ q i i a I w u nnna iu l i l u~m~nu~wis~n~~aausn i~~6 Thai Economy Development Strategy Review
from the Identity of the Southern Economy
renibs %assmiJu6
1 ni.iiGu~,nnrwi-ni~di~aau~u~i~~~a~~~uawisn~d~s~"~ ~ m ~ a z z w i ~ m : t i n t ~ u n ~ ~ a i n ~ " 1 1 a s ~ s 6 n ~ G i ~ ~ i ~ ~ u ~ j ~ d ~ ~ w ~ ~ w u A Descriptive Survey of Recruitment and Selection Policies and
Practices among Multi-national Organizations in Thailand
Somchat Visitchaichan 107
Book Review :
The Toyota Way. d 2sz5wi iluGm1itJ
3 iiipiicmm ?~flli=lm3u'mfiF' ( u ~ M I ~ ~ J R Q ) ~ M I ? w u I ~ ? u B ~ ~ ~ ~ ~ I ~ ~ ~ , 2531
i$s:~iaunmmsu~i~m~m ~ulvuiuoims~~~a:nim~isT~s~nis~ arnGuGmGnqiimu
l~%lsflll~W$, 2537 ~ M ~ ~ ~ ~ W ~ ~ ~ ~ ~ U E ~ ~ U R ~ B ~ ~ W University of Southern California,
2545 L L a ~ $ ~ ~ f l i ~ ~ f l i a W ~ ~ ~ ~ ~ 6 1 6 ~ ~ University of Southern California, 2547 &l$u
~~uaiuis6ds:hnm:?~ds::flioufliam$ ~~a:(iiu? un iw h$ms?~d~::flioufliams
u~iGm4m (my:) nw?jd~::fliaumnm$ nrnGuGmGmqiiwu'i~%isfliam$
:W?%%N viafa%%m%md LC[~~T[IRR$GN$O~ ~ M I ~ Y I U I ~ U B ~ ~ U ~ ~ ~ R O ~ ~ ?~~~:RIAu
f l l ~ w ~ ~ s s l s J " b ~ ? l m ~ n I ~ ~ a ~ b ~ . M ^ m w " ~ ' ~ b ~ ~ % l ~ f l i a W $ Diploma in Managerial Control and
Management Information Systems $in Research Institute for Management Science
L U L B ~ $ L L R ~ ~ ~ ~ ~ U ~ L L ~ ~ E ~ I L fiQndi~inai?II Environmental Studies (Infor-
mation Management) York University bLRWifl1 1~a,"fib&16&lilana1"1]1 Administrative
Studies inn York University L ~ R U l f l l di?ui?u?wuln8unflnu-anulm I l i l~Gutbusildmomsi~is6 aa:sildnmulciiui"~iinis nm~i jds :~ iau~ inp14
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a~a:nisd~$s~uud~~ds:uim
arwiiwuiBuinwarsJ"mGm ~ ~ ~ ~ ~ ~ ~ ~ 1 ~ 7 ~ 6 f i ~ b b ~ ~ ~ 1 9 1 ~ 6 ~ 1 n " ~ ~ b b ~ ~ W ~ 1 ~ W ~ s " T ~ ~ ~
~ ~ ~ y i h ~ ~ a ~ q j q j i wn~~ri~~m~~a~n~n~iIuanis~"u~m8.1~nwiwaiu~~~s wa-nuiaiuilju
~~a:unnaiarmsi~inisiisq IlegsJ"u~fluaisi;-ids:4i nm:ijdsmmaumad
a?msJ"usJ"btb6MPmimuu%isfliam$ i~a:Qu(iiuaumm~ngm w"muims6mms ( Mini Master
of Management Program)
~ u n R i+l$3~07~ Mmms&iusJ"y$~m:~flqfliam4 einm1 awu1n*uWoUan91onsu~o~on~lon~
dsxbwflaaabmsbgu ~wisJ"m.M^mwis6iunis6mnis sinarwi awuia"u New South Wales
1liwi:w$.7mGm (nisu5wisnisimui) wBngmsuiui~iG einanisJ"usJ"mGm
imuu%ismam$ ~wasiui~~imm%is~mni~~f iar~"%uaisa~s"11asarwi^a~ui~u~is~ D,
uoneinQ~nu6i~sii~aw J~3u(~~nisdiunismaim~~a:diu"11iu~osu3~ Riche Monde
(Bangkok) ~irnited ~depsJ"u6issii bbwlis b~u~6iuaun1s&iunisa-~9 bbwuna~ws"bbad3:mu
U%i%dlu;llu?~u "1Ia;lf%& Far East DDB Public Company Limited bba:~3~oi'al36fibfl~
I;n"unwu%iz;siie (~Bngmu%is;siiearwiCmGm ~~a:wBngm~?~inuimamsarwiCm4m
ai~i^a~imsQmms) arwi awuiBu6'a8ar%y
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dn2aunquuiuw maGnm2ms~dmn?gna:Lanqu hudunn2iunwuwLnuaL~avi
Ldu3fiumn5g uwn~iuv~aanua~davi~6u~f iuo~6n~b; i iuai? $nuwn2iuvG~
iLiamdi~uniaun~u$amni~LLa:Lunru r i ~ u u w L ~ u : G i m ~ ; I ~ a ~ ~ u ~ ~ o ~ i u
aa6m@ia~anlnunra
n% Ggji Si2qGunin anua~s3GtaOsaw~ua~wsj?n~su~5un3~u"~1o~b;ii~i"11ni~
bw U ~ I ~ U G ~ L L U E ~ ~ J ~ ~ ~ U G U ~ G U N bL~EYlsj~~6~'b~9%D23~
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e r d d l
n% h:ior6 ilutmiiiu L L u L ~ i M w ~ a ~ u i ~ u ~ ~ Cia ^? i i~dWuh (The Toyota s ud v
way) $iiiu:~?IueJrdu.au c ? w I v n ~ i u a u I q j t i ~ 4 u ~ n i ~ 5 v i 3 ~ % ~ 9 ~ i w uiIunisGnma
~%aeJfisJ"lni36;nhdnaiu$~maI~~dqm~~ri~n&i uwuu:Gimis8otdud 6iGn-nAuw"riau
~~auqmivjuf 2550 6~iu:L~uL~iawdaMuine1u~uiuI3LLfi~n~nBi MPPM ju 10 * I
?wuia"rmnqabwwa~iun~fiuGn8n~i MPPM 8 ?wui~"lr8Ra fi~b;iii=jauiuaaub;ia~;iiuu 9,
<~@13F6d'? 11 2550
ns nuail SRu$uain~ m'di~i2urn~di~~uduuiu ~~a:~~uawi~d~s~" i Iu
msa2miva~iindan~nain3~ui~~1~iiau~~1~uaaod6n~~iu"di~~ud3:bwfl"bwu
i im~anQi SiaramGun' ~nuaunn2iudu3ruim34wnerinmini2~wui
~~~i idwumuI6~mu~ui2uu9an iiunnu~9~5m~nudwia~a~iiquadninI6 lufi~w:dauhuadu33mi5ni~ uwn~iuiiiaunnundi~6~nuaoa6naiu~u
A A: uyumarn~~nni~ninig~~a:~an~uIus:6u~u~ w ~ a a ~ ~ d u a 6 d o n i ~ i n a i ~ ~ b ; i i I ~
m~.jmniduu~unuaan~zuau~"sni~ (procedural context) uan~il~ainn6unnaiar
~i?u wj n u n ~ i ~ 8 u u n ~ z ~ l a u ~ ~ n i ~ k d i ~ d ~ n i ~ ~ u ~ u b b a z n i ~ ~ ] ~ m ~ i ~ z u u b n ~ d a ~ 1 ~ a " d n ~ ~ ~ ~ z n d 6 An/ anni~w~md~i-au~lufis~3~"u uunsinunnnaruud ~iln6h-i tiia-nmCum nnia4iar
r i i ~ ~ w d d i ~ u u u u u ~ d d a r d n ~ u ~ ~ ~ i b m u ~ m ~ n i ~ ~ ~ i ~ n i ~ ~ u ~ ~ ~ u u u ~ i n ~ u a r buni3&~imu 6 - n/ (du33mi5m3nnJuakbnmuiua'?$Judi3 w n 2520) Liuaiiuni3nsuujiuud
~iua~mLfl2~flinm$ns:bbaw~ndf m ~ b u a w i ~ n i ~ ~ u i ~ ~ ~ i i s m i ~ ~ ~ u ~ w i ~ ~ u ~ u ~ ~ ~
lufiiu2ndnu~usi-mi5nisuauuu9m(b~uuw,ng/iiu~n3mi~mddwa~iuui~d
bnun1n13muazuuuau~mGw3~~m~@ (d~zliuunnaiqnviiu wnlqn~urmudynna d o 6
aosdiu41~6u ~;iiI~na~u~~mi~ni~~i~i~n'jmfi~~~isa7~ &u&ineas6au4 ~~azwa"s11
viiur;"~iuidvmmzl65ua~3ns~sinuwnaiNkdds"i ~Auuuiuwsuvmuud~naiar$
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Abstract
This article explains Interactionism Model and Ethical Tree theory. Then, it suggests with supporting evidences 12 variables lead- ing to government officers' ethical behavior at work. They are recogniz- ing ethical work behavior model, temptation situations, household fi- nancial situation, supported situations to ethical conduct, moral reason- ing, fu ture-focus and self-restrained characteristics, attitude toward public servant career, knowledge about government officer code of conduct, religious characteristics, attitude toward ethical work behavior, mental health concerning working for government, and self-assurance at work. These are not exclusive variables, of course, but they deserve attention if we sincerely want to promote and maintain ethical conduct of govern- men t officers.
~u~sg~u~~:uu~ i "dn i~~n~~bd~uubbdada~ida ina iubba:~abk~d dauwdd
1 3 u w a l n s i n r n ~ d ~ ~ d ~ : u u ~ i ~ n i ~ i a ~ 2-3 %&iiuan h3 i~n i s~nnu la~ I+na ia i 4 d i
nnaaiai~naiid~maw~wa~~wani~d~~idiud~d~:8w~niwbba:d~:8w~wa auadmauda
naia6a~ni~~aa:naianimwa"~"11a~a"~n~~~a:d~:~1~u(%u5ni~ mrn%i~iisniGisa~5a~fii
(good governance) miaW3~~"dnq~~n1-d1&auw~nbnblb611"bba~?~n1$~1%13iisn1~i w .R.2546
A&fiiwumlfiGrn~auiimaa33nw (competency) d~~m%fiunid~Ci~iu~u~~uawi~~w~
lud~uuadd-i:8nZwa$uifia~wu (model) d I + ~ ~ w a u a w i - l ~ s : ~ ~ u ' b ~ w a i u f i a ~ ~ u ~ l B d a, ~ ~ a e f i a ~ ~ u u ~ u ~ w % ~ d ~ z ~ G u w a n i ~ i i ~ ~ u n i ~ 6 ~ a fiabbb~us?~n33a (ethical model)
B~d~:8wZwaQnim~muw~in~~an i~ f l~6u f l~~ i~ iu~~uuGna ia5u~m~auwi~?~ i1w
~ I ~ : ~ ~ I ~ ~ ~ ~ ~ ~ ~ I Q u ~ . J ~ ~ E " ~ I ~ " ~ ~ u (Cooper, 1991)
~~ni3a~sy~ddnaairnGn3~wu WR.2540 hwuam 5 ~~uauTuuiufiu~iu~~$d5~
rnmn 77 ri1wumIfi$~6a~GmIfiGuwuw"wuini~da~ G m v i i s n n ~ ~ i m ~ q b ~ n ~ ~ a ~ ~ a ~ ~ 5 u n ~ ~ a 4
~ o ~ ~ i i ~ ~ e i i ~ ~ ~ l i ; w i ~ n i ~ ~ a ~ C7n~nin~aasa"n~iu w?a~n41~8u~w$g ~~alladfiuniTq5m
~m:dz:wqiGavu ua:~&aa~i~il~:~w~niwluni~~Ciwpa"iw"
i~mqmsL3nawhenndW6laasswum~n12 aLin~s~h-il.bmkrrid~ufidbb6udwa Y Y
~,Liluatn~i.idu:Qia~~i171%n7d~&au id lnnn Zqm riazmdn' i ?uu iu~ (2545: 2)
l~ss"n~ismanuna~u~ilunu~la"a'i $a ~~nudWnrusssu a?uassu nun'u:Ia.i~iiun~Giiuumu~a~
$u 1~a:8dnu am:~~uaiiuu:~~ad~:lu~iiamu {iu ~m:F7ana. da lnub inu ;u~n 6 % 6 l d ~ 3 u b ~ ? ~ ~~a:na1uqal99"n"u8dnu'b6~1n~
~ ~ i l u i u s s s u t u . c L 9 u n a l u j ~ n i u ~ n a o u i 2 g d u n ~ ~ n n r $ ~ i u a - n m s j ~ u a o a r n ~ d s r w q G d ~ ~ G ~ u 5 ~ ~ u d~Ynna~ilnsn~:w"wu7na~u~dr~L~a:pliuwqGnssar
mun~1arf~ndniinI~mod~nuu:~5u{ln3un1~ns~fl1~ud1~~un1sns:fl1 dgnQia.idoi;nldnnd8dnu~1wun~~ (Kohlberg, 1964 6 1 d h &;wa !a645au1 ~ i a z n w , 2544: 12)
muGau flu;uu15u (2538: 118) I ~ 3 ~ w q ~ n s ~ u d ~ ~ d m s n u ~ a o d ~ 1 m ~ n i 3 1 w u ' b a "
3 daznls $9
I. wqGnssumaswaaGa~ "v9ulufid wq?nssuf l~m~un~wu~u wqGns3u4a8mi wqGnnuG ~ n . n a u i o m u ~ a ~ ~~&~~~~RIRLIILL~:~"~~~UD~~BJ~UG~IBJ
2 wqiinssu6;i8ainn~s~wu7ds:Lwn M U I U ~ P w q ~ n ~ s ~ n ~ s d i u m u 'L99"~i1ariznfl1~1u~~~danIw~ a1sr1inflmu1mu~e~l94"n"1aw~i~~azau~sd~~wi~~i~niu
m a 8 ~ n u a a : m a i m WwrllnasuW"wu~{ad~un~~u7uiinaau wqGnssums uau iuu imnssud L M U ~ : R ~ ~ ~ a : w q ~ n s s ~ n i s $ m u ~ n ~ ~ ~ i a : d d ~ u l s s " ~ i n i l ~ i n d whu~nssssum? baa:
3 w q ~ n s s u l u ~ ~ l d s ~ % n s wu~ufid wqinssuvi1slu~4ad1u nn:&a dausau~9ud15y w q i n s s ~ i n w i ~ : ~ i i u u ^ a f a " u a o ~ w ~ ~ s ~ ~ n ~ ~ Zussu~%uPam?wmu n~snsodiumu~ss"o~~u~:uu~~u~~uusi"~~n~~"b&aei~~~dsz~w~n~wg~
muiGau f i~p .1~%.4 (2538 ) ~iiuawqw~j~iu"bfiu~uss~u i m i w n n w a n y wam~lj<u~uds:~n~wubdabbflndfida~bw~s:~a'~d~m~nwnr: 8 61u iiuaaawqirnsu ds:mwi19q Gdnlw
ri?unqw~dj8uw"u&~~ (interactionism theory) b i l ~ n ~ ~ ~ b i ~ a i i ~ ~ ( 1 b v q " I I a 9
wqGnmoiu7 ua~uyuu' dndiaii~iavq"~~a;lwq~ns~uu~su~wd$ 4 d~nrwtia (1) gnww
u a s ~ n ~ u n ~ s a (2) timFinww~iima~in~zvh (3) imiinww~iiai~an"~lfln~un~s&
d~uniidb~7u~ufa~prprnaIn (mechanical interaction) idalY1bn3l:v~~m~n1Tl.a"
nisIansi:finaiuaaddsauaaprpraasw19 ~m~$Ca~admis$~1~aa:~niuniss~~3uCa~ad~~s~~ 6 a d r l I
2 Ca ~bazwqGnssa~2uGabbd3mia (4) ~ m ~ n w m ~ m ~ a ~ n ~ u n ~ s m ~ ~ a w a ~ ~ n a ~
dij8uw"uf a~uuIumu (organismic interaction) 15u~nwwwiaimuas~nna{ns:siiida3u
wa"~~asd~iTuw"ufs:~iis~niun~~d~~~sJ"uuasynna~prBm~nwu~~~~~"~~a~~u~ i~%ss"a i im
~mhwwmla-mnlumsdu~nnaiufu ~du ~ " ~ u n ~ a i i n i u n u v~aiawqinxu&tvii
na~uImnn"saam~u~n~sanisd ~~a:nalu~~ailui~lumulsakas~u du6u & a i ~ a " m
------------
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I Oreanismic ' ' , , ' , I
: Interaction
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. 3
rj~ouinwn2uquwu qunin3w . n~i~?nnmiun0iuni5&
nix4 1 i in~~n~- ic i inaiz6minmuo~wi~~n- jzu
6~u~lii~uunquijlI~n'uw'u~1?~~ (Interactionism Mode!)
(na~rSnu >G~quui?u 2541 : 105-10s)
niwn' 2 : iim~nis~6~~~8~6'~1q~a9wq~nn~ 69u@66uunqwddg$~w"u%uu (Interactionism Model) iiJ%u lnfla iqrn raazrnsJ6 6&JNkw~, 2515: 28
uuuq5 1 . 1 nquK.ludsn'?ql n i u u u ~ n q n ~ d ~ d u G u f i ' G c r u (End le r &
M a g n u s s o n . 1 9 7 7 LA:: s l ? q ~ W ~ u ~ u ~ u u l ? ~ . 2 5 4 1 )
mwi 3: 668f l~mn^imi~~87l~~~09~ 6nna~ ho~i ivunrjw6Ei~2~w"~%ua (Interactionism Model) h.7 9966%Pd w"Pdp~i?Pd (2547: 14)
knailnu~u8dnuib~una7u8uw"u&~d7~~nnai~b~ib~uun"u (Thai Superior-
Subordinate Pattern of Relationshp) (Mulder, 2000; Neher, 1979) ~%18dnuqdfiu$;
(8dnu Patron-Cllent Relationship) ~a~~~nu~wun~iia~aiu8uw"u~s::~iid~nnab~u~i6~
hum::~iu;;ri~ waIfiii imnis~s~"u~~riwan~"a~uinn~-~~~u~~ri~ausauI~muiu (Tnna i q m ~m:ms;ln' ~iuuur., 2545: 15) anns auln~nn (2542: 18 iidlu Tnna Zqm va:msdA
~ i u u w ~ r , 2545: 15) niiaii~niii~iuIua~~ni~va~~~nui~~unaiu~u~u~biu<ii~3~"~~u
~ ~ . a 1 C ~ ~ u a @ 6 G ~ 6 u G s y ~ i ' b ~ I f i ~ ~ a m i a u ~~a:q dfiu~~i~Q6G~6u3J"sy~in"ia~~ta"i
Iunismu6au ~au@63J"~6u~~.ai66a~mau~~wu6aunisip1~~(1j.~6uC~.aiaeii~daa"mi ~amiu~a8m~da(3J"d6u~~mimbb~dn"unaiuiaa"~1irsiawa~4::~u~vad.aii 11a::naiuda8md ~ia~ii&admw~il;l ~aun~~d$6G~iiu3J"sy.aib~an~~daa"m~da(3J"~6uGsy.ai an::bb~rns ~~8~n~oii~~iib~<n~sy~m~~11~~$;
~wnimriuniilwnaiua"uw"u6~"dpd< (3J"~6u3J"sy.aiaiildan~u:qd~u$;$6C~6u3J"sy~i v d d v n v v a,
~ ~ w i a i ~ n d ~ a i ~ d a ~ u ~ 2 u ~ ~ n ~ m u b ~ i ~ ~ ~ ~ w a ~ i u m i u ~ u i w w ~ ~ w ~ ~ ~ v a ~ ~ m ~ 1 ~ n ~ 1 3 J " ~ . a i
m~I~s7;lin~daQ6~d~u~sy.a19;iiI6~ u a : : a ~ l w a ~ ~ ~ ~ ~ ' u ~ s y . a i i p ; i i ~ m f;~lsi~3d1~ onu~$nnisua:b~?waiauna4Tnna i q m bba:m4dn' fiuuwpr (2545) ~sA"ui~riituuqEjfiu$;
~\b6~~au~is::u~1~1"dni~vad\bw u~6a~idnaiu~~u~iu%fin"1~1~s:bwn"11~a~id8-linuiu
v i i~ f i l~ in .an7~~8i iuau"b~~aub8uva"~b~a: :~ i~d~~~uni~w"id iu ~num::~iudndia h~mumu~ iu f i un in lnn~a~bb~~~~~sa"~~~wau inn ia iu (maadau w"u;uui'iu, 2536.
45-48) 4 ~ ~ 3 u m ~ d n n s o ~ d ~ ~3u Idmiu~~nrnsua : :~w~wa a a : ~ 3 u l ~ m u i l ~ ~ u i ~ l s 4 m
uadtmmswa8au 5u~~1~$$6C~niosy~i"ufiuiu~~i~p;ii~iu ivisyrii$dIq Zq"uniw8nG I Y
d d n d d s duiirii4tin~ un:~~~?wa~~.rs~sua4sutjd ~ ~ n i s ~ n s a J w m a n u w i I ~ m u n i s i d ~ f i i ~ u i u
Ip-an7ii;ilsiu ua::1~a~i~uiu~un~~~i~um~nm4ni~Ifin~a"a~~a~ni~a~Twu lmu~Cum~Iss" n d ~ a da$6CdCu3J"sy~7$i-1I6~ ~~a::adTwv$6~d6~~~sy.ai i i i~m~~ii i i~3u~fi i~u PI
sinmmuwauamnnuwp~ii fi~~u;ri~~Auwqinnuniii~iuadi~i~3urnuGu
~ni~~ina iu~ut isd~%uni i is iu a i s a ~ i u I ~ ~ u n q w ~ n i 3 ~ u u ~ i s ~ s a a nqwii? ah~ufislln1sawrnmauni~~aaa'b6%~m~a~ina"saa iib,%nni=iuau% 6nwwa~a:ngmm.n"mis~saaai~3u6nw~a~rglu mqwid3:mm~6~iaai~6nni3 arfn34 (principle of reinforcement) aba:ss6nni3dauT~~ (principle of asso-
ciation) s n l $ ^ s ~ i u ~ s i n ~ n i ~ d ~ i s ~ s a u n q w ~ n i ~ l i u u ~ 6 a ~ u n i a G u u i k u f l ~ a i ~ aaamm~t~uuaiuu~sii~ps"~aaa~wqin33u~~~dan~ssdss~ab~mnii~
Y 0,
fiG naalaw ~"upuu~?u a r a r ~ i i y ~ ~ . ~ dsnuilileCn (2520: 59-60) !~IIT:N~R
rn3?~ub~miiuwq?n33un1~b~uubbuu"ua9 ~darunain (Flanders, 1968) aluaau (Baron,
1970) baa~a&~!rsl6 aaa:nW (Hornstein, Fich, & Holrnes, 1968)l; ~ ~ U J I U ? ~ U Y ~ ~ ~ W U
bh armaqm fri6 (2518) masalau G.qusa7?u L L ~ Z L ~ Q L L V ds:eufiileGn (2520, 2529) a w aru a3unGa (2534) w~am an%naqu~a (2537) ~ a : t%mu vjmds:R&j (2543)
2) i n W A e a d a n i u n x d ~ i ~ i u b~anu6a m ~ w a m ~ a u d i i ~ n w m ~ " a " n ~ ~ 1 v
I i l ~ 9 9 " ~ ~ ~ m " 5 : ~ $ ~ d ~ i l ~ 3 ~ 1 ~ ~ ~ ~ ~ ~ 9 i 1 3 1 r n 1 3 i \ a 6 a 1 9 b ~ ~ ~ ~ n d ~ s ~ " i ~ $ ~ b d % , * a LG~.JIU%U " d d nsuawad~:lur6dauGau1~d~:n13
0, Y
$9; a n ~ u n ~ d h q (temptation situations) lnu~a!d6ffannlw~nn6ouiiignww
%nng~~il~fiqnnmm~~~ndanQbnm.M"~a9~~nu~ianQ~n616~n 6n\v naidb 9 u ~ a n w d n w n ~ursla$iiaiiu 19, v v I
~u%'u fi~~~~adxTu&dauGaui~d3:n1~ 1h!65a~$.oa.~i6aJn13\a6%m~5a~io61ru~ru a3uiu (nas~lou qiiu;uu~?u ~ L ~ : L ~ Q L L Y d'a:ilufiileCn, 2520: 62)
8 v
b q n a qat/JTwu~ i~a:nm: (2544: 32-33) ! 6 u n h a d i ~ ~ i u i ~ I [ u ~ a ~ ~ a ' 1 !6aafiriwnmuua9 !m' (Wright. 1971) aa (Mds, 1958) nBnqn (Drnitruk. 1971) $a& 1l3:rnhu !kri n a ~ ~ l a u w"upuui3u iaa:dry~a d~:iluileiliIn (2520)
31 r (n iw~~3qf io redmrou~ i la & ~ a n u i ; a u~anrund6~9MunYa9nsaun?a d Y I dablau ~aun"u~1uau8ui%n%un~oun?ad%riliuilin~u~iu!66sn~1a n ~ a u n ? a d ~
~~uim~1e1l6pa"ae1~a~~i1uauaui~n%un~aun~a'a%~.jiub~~~~iul6uin G n ~ 9 u n ~ a u n y a w dd
d i i s r t i u ~ n ~ i i i l i i nmunniufisnrusiu!~uin ueiai~iuaunan~nIun~aun~a%~.j~u w PlPl ~ r n u ! 6 ~ a u ~nb3unsaunnius:6uaa~iiil~~ ( ~ i u m a ~ u ~ ~ u u n ' , 2536: 71)" (guqvla
Q~$J?WWI LLacnW, 2544: 35)
amw~nsqi is~a~nsauni~d~~a$~wqlnsiarrma~qnnaIuniaunia~u
~irianlwrflq4wgiisua9n5auniaaU~u5:~uB9 s:iwqlnz3um97~n<icdian1wbflT~s
slaJnsaunha$uz:6u& %a8ufiu6aunudz:araa~ana13"11a~ n a a ~ l a u v%.quullu
bba:dybb"~~ d5:~~%&n (2520: 19) sin9lu"IIaJ m i (Kay. 1975: 37-38) qua b ~ u a a i ~ m 8 I
aa, d d
(2534: 77-79) bbw~ (Pratt, 1976) ~'l~ubba:i%i%.4
(Wilson and Elinson, 1981) ulaaan (Bullough, 1972) hbuk l l a ~ h d (Coburn and
Pope, 1974) u51a6bba:bwnn?; (Brown and McCreedy, 1986: 317-326) ~1~abba:na~l
(Kasl and Cobb, 1966: 250-251) hR.4 R K D ~ aba:nm: (Resenstork and others, 1959:
98-103) bbEl~bma$$u (Anderson, 1967) b~a$n lh% (Berkanovics, 1972) ~amaa~bba:~al,aa$
(Rundall and Wheeler, 1973) 'lud.r:mfl!wu idu kfr uinb$~5 (2521) y a a A nanayas
(2526) qua 4uaa15m (2534: 133, 150. 165) Lm: awml aGuwiuui (2536: 138) (SIJI~
%ywrj qa~9a"wul bb'l:nw, 2544: 34-35)
62' . 4) ~ ~ I u ~ I ~ ~ L B B s I M ~ o ~ ~ ~ I ~ ~ ~ ' . u ~ ~ ~ N &M~JIU$~ ~bllUnlS&"II09~9Lb7m~DU
4; %~~~aI~~iimw~inna"11uv?a~n"11a1~~9uqda~~n~ani3~iimw~in55~s5urj~~ar
uIums8n'nuiwqinaaaq~n~w n i u aba:nm: (Green, et al.. 1980) nd ia i l
ds6u~~jwaeiawq8ns5ara1~15bl<mn~~!6b~u 3 nijarfish 9, ;a ~ u k r i l (pre-
disposing) IY'4<ubfl%J (reinforcing) bbCi:fl9iub:a (enabling) 3 ~ 5 ~ r i i~gru ls iu i i Iu6aqnna d ~ r n a u 6 a u f h u i l ri16usla-l n a ~ u d s l a y &6'u~a%.
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n l d 4: nal~8~$uB*,"yla'7~R<~siN7 (d-izns6~ qa?sm, 254.2 $wu787n Green and Kreuter, 11991: 353 ~ J % u ~ U ~ s ~ R & ~ " w u ~ abaznw, 2514: 36)
1nhu1 (Lickona, 1992: 53-62 j idu~nna d q ~ ~ ~ i = % ~ d 6 L ~ U U I P I . 2545: 36)
s:p.&knau 3 dsrnisradqmgnwm:dG (good character) !a n14~~dB3uawu (moral
knowing) nis~nL%d~?uma (moral feeling) U R : W ~ ~ ~ ~ ~ U ~ ? U B S ~ U (moral action) %4t i2~
.uaswqinssuq?uanar$ ~3uwasin 2 a..Gids:nau i i a i(iqnna~qrumwwuil~uassu6iu 8 8
nnuaain (intellect) am:snud (emotion) Y Y
fidG w6ds:nauaadnis$iuassu ~~annuaaim 16iari ni3mmGn majruassu u , a
(moral awareness) nis2niuuuq5uanu (knowing moral values) ninn&dnluunuiw
(perspective taking) l~ lwa$d~~uaru (moral reasoning) nis~m8ulq (decision makmg)
nisimu~ad (self knowledge) a~6ds:nauni3$8n$d~Tums8.i ~$aai%ud $a ni%di;ni
(conscience) nnUq8iliumu (self esteem) nis=hu$%'I (empathy) nis?nn?iuG (loving
the good) niTnauqumu (self control) bla:nl~b/aumu (humility)
Bu~nn qabiwui aw:nw (2544: 42) s:vnisiinwil~u?fiudad<<i16LL~diurad
8nul (Lickona. 1973) lubu idu m?d$au fiuquguul?~ lla:dyl. ds:sui199$n (2520) a Q,
23% eiunuau (2520) ?$us wady~i (2521) $ui ~~um:aafl (2521) fiwaxm %i?yah
(2522) ~w6qmi Qa8usw (2522) ?$us Tnnis (2522) tiau~Gau amubii (2536) a f i 6 & i ~ i Iwlnimad (2536) Inna dqru am:^^ ~iuuma (2543)
nis?<uaiuan"~liim~nis tumw Baain b~atnw (2529) wuii h m n i 3 l ~ d i
~d~~dlMyWaddB^rUD3S8.JBdbLaE~7 Lli~mud?us?u$?n"dnis~Mdd bM9 W ~ I % ~ B ~ U D T T % .
~ ~ n i i R n ~ n i s ~ r i i dauGaau WmdstGGj (2543: 4) rmii nrju$imbm~hs~~dids:3w~wa
. rnsii;nu;a d n i s ~ d ~ w y w a ~ % ~ ~ 3 u n s ~ u ~ ~ n i i n r j u d ~ d s : : 8 w ^ s ~ a n i ~ i i i u i lra:
~6~nuaii i( i~:~aui$i~~nisd1~~niu~i9aaa~aau s::6o~fiauinisIB~~~wa$~~Tuassu
i i iu:w"wuiRmmsF;ii~a~aiu~iu~m~s e ~ 9 ~ w " m r u i m ~ I $ ~ ~ ~ w a ~ S ~ ~ 5 u n ~ ~ ~ iw:Einuw
ysauinmaLa:nauqrrmu
~n?~inisd~&f lnuin isa"m~~~w ab~d6unssul6bbfi dube6 (Piaget, 1932)
nra:Ina~uain (Kohlberg. 1964) ijlus:u:Lnn I ~ ~ m s ~ o ~ ~ u ~ I ~ m a u I m u ~ a s ~ q i n n i s 8uniu&b3u~~n d m i 8 1 ~ 6 &n bba:ugan (Hann, Smith & Block, 1968 6id%uma~b;au
w"up~ui?u) 'b6w"wui~~uudanaau~3un~rr~~sn m u u i 6 a u g ~ i m u (Yussen, 1976)
I~?%nisim~~uu'lss"~~anmau"~~~o 12 h d a n ~ ~ a z m a ~ G a u Kuquuiiu o a t d y ~ n
d4:9ug99i%1 (2519) \b6w"ww1bbuuio"11GoIss"~GanmouC 6 6aiaa:an daubsaw" (Rest, 1976)
w"aui~wu~ss"ds:Guwir~a:~u~~i6unairr~i6y"11o~~yvi ( h n a i s m i ~ a r m w 6 auuura.
2545: 16-17)
~wim~iat51~uuuC~yviii~~n"u'b~8~'b6inaiu~uiuirrw"auinisimImuI$~~ua~m
$u3iu~ in?%nis inwsml Iou Amain (Liken, 1932)'b6aanui~~u~luummds::Gudisau
(Summated Rating) ~ d ~ $ h m s T m 8 m ~ i n u w i i d q I6waA ~~a:Inna Gqm i ~ a r m s d
~turr~ua ~ d i ~ i u i a a ~ ~ $ 5 u n i s a " m ~ v ~ w a ~ S ~ ~ ~ u n s s u o n u n 6 a u ~ n ? m m s ~ n ~ a i u ~ i u
W u a ' l i ~ ~ l W ~ ( h d ~ i@p4 bLa~m396 b t ~ ~ . l ~ a , 2545: 23)
287)" (%uqwn qa6da"mui aLa:nm:, 2544: 43-44) 91
rns~~uuinniia:nisnauqunuia~ aftuaGadw"sn"ElwqWnssudau6a adu rnsin~i
qq~mwuuiriu nisanuau wqlnssumnii~iu ~du nimd~wuIus:u:uia nis~aiI~Iddiu V d V W
&iaeiids&iLsaru iia:wqWrnsum~u?unssu idu du8md aaudau~vga$u vinwnYnm
ms~atlIfins:iiimi5nwm:nis~~auinni~a:~iuisnnauqunu~a~I6! iiu:dau~uh
b~fli~nmsnstviiinm" adi&iimu mad~Aew ~u;uui?u i~a:dyi~"~~ ilmuiluu6n (2520)
~dt i~ in is?Gu~~wnau~i i~awu-d in is~~uu inn~~u~uei i~~!ua i iu iuwqWn~su~u8n~I~
6osfiuismiivy wa~9~~?unssupIs:nau6au
euqnn qa6djmui L I R : ~ ~ (2544: 44) musauGu~u~uI~~ai~~u~"us"~:~~i~ rns~dauinnnau~unufi~lwq~nssunisiidiu ad UURI%RIIE~U~ (McCelland, 1961
j iduqn~ju fin&<, 2532: 3) wuiihwm:aj~auinndi6ydawqWnssunis~fiu~ii
Iuvlw~.riaunuiAawa5uqwi"IIoddiu wvii nisnauquauiauiidi:3w%niwIunisiidiu V d '2,"
(Agran. 1984) b?~~n~ni~~nnisnauqunu~ud~uuid~unau simsnns:iuwa"IIadaiu Y
%fiiuin"lr (Ackerman & Shapiro, 1984; Houten and others, 1975; Mckenzic & Rushall,
1974; Goldiamond. 1976; Herbert & Baer, 1972) ~~uwqWnssurns~ti%nisausu?~i~w pla.~rJvd (Tallcy. 1981) Li;uds:~lntmwIunlsiidiuiLa:nai8.i~dwaIuIunisiidiu (Hallman, 1980) 91u"IIadIwu idu inwu ~uwFls (2541) LIaassmslu fi$n~ufty (2543)
IunistinwiwqWnssu"~~u~iisi~nisIwu ih.j.ainiswuii i lutdiKQiiiWtkn B GU naiudu~~uuwq~nnuva~~isiqni~s:nimu~nna iluju6iuCaqnna idtiinis6uwIuii
i~i~yd~ii~anuinnispl innisnau~unuiu~ i~a:~inu?u~nuIunid~fiWsi~nis CW ui
nssmps (2522: 17-18) wuii i4i~.anishuauUriuud"11innaiusCi~~ualunifii~iu idu
nauquaeiiwiuirn b ~ ~ ~ d ~ ~ ~ i h L d ~ ~ ~ ~ n 1 $ 1 U 1 ~ ~ ~ b b ~ ~ W ~ n 1 ~ 8 n ~ 1 d 6 1 ~ 8 ~ ~ 9 na:
wqinxuI66i R"aa'nwajaauinmu~1:nauqumu m i u d a i i u i q h ~a:~~sd~dI~"I~diirqw~ ~ ~ u i t ~ d 8 u ~ u h & u u d u u ?ii& lnna iiqm ua:msan' ~iuuwor (2545) iw
naiu8uGu~~~iid8ma"nww~dauinr~a:nauqumu kljwgnwwdidq w~aiawqin=m du6u ~Pasiuaas yuq4 qassmGus" (2536) mas~Gau w"pap~uiiu b m n w (2540) qm caaiu (2541) Gaau fbds:?y4I (2543) Uhl-Bein & Graen (1998) aei19&6mu diuaadInnns iqm uarrus~h iuuuror (2543: 10-11) ~o~n~ubwujiljn~nw~4b~u~abb~~1uiud~i~ry . 1 l a s w q ~ n s s u ~ 3 u ~ ~ u a a ~ n ~
, 8
f., cl d
dl~aa~~wbnua;a9 b$u %a~baa$ bbaEnW (Rotter, Chance & Phare, 1972) aaa86I.A Lba:nm:((Wallston, Kaplan & Mads. 1976) ~U&dLiu?fium~ldiU Duffy Shlflett &
Dawney. 1977 ~ u I [ u ~ i u ~ ~ u ~ ~ u a ~ u ~ i u i ~ n i u ~ ~ - n i u u a n m u i i " { L ~ ~ B I U I B
i~aiiaiuua~~dau~iupa"aunii wa~fiuua!uuriu(i5nwwdaiiuiqniuIuad (lnna iiqm
ILF~:NS~@! L!UUWBI. 2545: 42) rlm~namu6 (Strickland, 1977) wuh u(<dai~~~qlumu
~ ~ ~ ~ ~ d 3 ~ 8 ~ ~ ~ i ~ ~ ~ b ~ ~ ~ ~ : ~ ~ a ' l b ~ ~ ~ ~ 3 i : r g l ~ ' b ~ ~ ~ ~ l ~ ~ u iu ia%uni3 i id iu~u~add Y a~a:ia~uab~ii~:~$naiawuiuia~~aainuu adalss"mnii;ilsiu~uds:aunaiadi~q naiaia
, , iiuidumu $ ~ ~ ~ u a ~ ~ ~ ~ ~ n 6 u l 6 ~ n n a n ~ ~ i l u ~ ~ ~ m u % km~au l6~a~wCa aww:nu4$a
iiui~%umu~ua%aiini~n~:ii"~a~rglu~:ria~~aiim~arglia~a~ni~ naiaaia~iuiqlumu a d , ilaaaaud~waoiawqGn~~aui~d~:nid~~dmnui'b~ (baa iqnr ua:ncdm" fiuarwol, 2545:
42) U O d LLFI:~NIU (Bonnie & Mone, 1998 i % d l ~ hfl~ Gqlu aaa:m~dA L!UUUIPI, 2545:
43) Wil~~ladaiu~ud3:~w~nIwbb~dmu (self-efficacy) ij~aia&w"uin"unaiaw"dwa~~
ludlu (job satisfaction) ~ @ U i R ? l ~ ~ ~ n ~ U ~ ~ d ~ ? l 8 . ] ; ~ ~ 3 3 ~ (equity) lilU6'2fk.IUd3:al~
+u;ws qaG~a"wui abaenm: (2544: 46) ~:qsiu!aCuayunaiadi6sy"~a~Gm
~wm:XIu~s:awn~wuii'b~ba~~iuua~~umui Gauin ua:nsla: (2529) idwuii f i n u n ~
~amdi~iu~i~m~aaa:ni~~%ai iu i~niu~umu in~isl5aiau6iuai1~~~n"uwqGn~~u
n i d @ G n ~ n i d ~ ; m i i t i u < a ~ u a ~ u idw ~~yw! (2532) uaaa:aa q n i ~ a
(2534) f i ~ 6 & n 61b a"d4~~; (2536) f l ' 2 d b ~ ~ ~ ~"U~B.]UI% LLFIZFlW (2540: 254-256) O~~QQI
b ~ d % l i l d (2536) dlU?kl!b8~~a~U'b6bbfi Pqm IW:US~@! L~UUUIOI (2543) ~ b ~ l t f i ~ i l ~
$~d~:g$ (2543)
Inna i q m a~a:mxA L~UUWBI (2545: 42-43) n u ~ a u ~ i u < ~ ~ u a ~ u n a i u ~ i ~ y
"~a~Pm5nwm:~~ud~:maIwuii'ba" 646 nadahu w"u-ip~ui?u (2538: 148) !6$nwi
nu~~ui~uai;u8u~~lud~:awn'bwulmu uin iaupuuiiu (2518) iin$+u G?yw.indnj (2532) i q w d simf (2531) 6auaiau amad (2536) wuiih~i~ni~~inaiudai iui~lumuuin 8:;
~ n ~ w ~ n i w I u m n i i ~ i u q ~ a m r i i I ~ n ~ u a W i j ~ ~ : ~ w ^ ~ n i w ~ ~ ~ a u qua a~uaaiim (2534)
wuii(~m~~nwi~:~~auu~naiaa~ai1ui~~umu~dn~i(~ni~~nwi~:6ud~:na u * , , %umui d e r d d
~ a u n (2529) rmii~miilvliniuw~~I~~aiiu~~Iumu~~aaa:ii aaa:~iw~nidi~~niwimt
ina1udaiiu1~Iumu~~ni1i1w~nidii~uniw8rglbG anw u i i s . ~ (2537) wui~nnada ndd I
i1u1~~um~n~iabiau6n"ua~mnrgl~nmani3~iw:~ai:?aiw nadaGau iauqarui'iu (2540)
wuiiPm~(nwru:naiaa~aiiui~lumu~~u6aiiuiuk~i~yaiu~6aaGua a2udad~nJda d nddn
md6flGwuywa naia~awidywa ~saanaambmywa
8) ~ ~ 7 ~ l ~ 6 ~ 4 j ~ m ~ a a ~ i 7 ~ 7 ' 1 1 n 7 ~ $.IMUIU~.J m~Guui~~a:d~:aun12&.uad aia:ynnaa~uafiuq5un22u.uad4i3iqn1~ &~:riiI~~iinrrq$n~~~$~~fun~~u.ua~yn~a~u
#snnari ~anui ;d msliuu~a~a:~~:auni~~.ua~aaia:~nna driaI$aiinwqgnnar .uaJunna u$u im:nm: (Benjamin S. Bloom and others i 51d Iuds rnd~ i=fl'ism. 2537: 212) !iij1a~~nw~iin~arnl2~uufbilu 3 t h w ~ 48 1) yYl6Yj8~ (cognitive do-
main) 2) bqmfi8u (affective domain) baa: 3) finwfi8u (psychomotor domain) aaa:ndlail wq8n;arm;Guufn4uywnfi8u a i luwr)$n~~ardr i~6~~un~~~uuni~aau aian-in8dmm am:im!&i~u ~m:ailuwsln~~um~Guuib~a~6uIun~~~:~~Id~wq6n~~uni~Gu~~i
%un~uaqmG8ua~a:W"nw:G8u~~ ( ~ U ~ M B qa6dirmui baa:nm:, 2544: 48) ~ = ~ I W ~ U S I ~ % U
d b ~ u n a 1 ~ d 1 ~ ~ I u m ~ I s 4 " n a i u ~ a n 1 ~ 8 n w 1 i 1 ~ ~ a ~ ~ w ~ 8 n ~ ~ u ~ a ~ y n ~ a ! 6 a ~ ~ . J I ~ ~ C uasyun a iuaa ih (2534: 134,151. 166) aba:wqd wmdu (2540 j i ~ u % ~ ~ n n q a ~ ~ ~ i r m u i aaa:nm, 2544: 50)
9) ~ n m w 7 9 m ~ dllbnuiid nmu$ W"aun$ 6 1 k u W"au: nndnn6nd jd aaa:n1~iaiau1u1~66"aun1~i-1~~u$3md~:41iu ah nnadua nisiiu nxaaw a3u6u
n1x~~:uan~anm3irmas n a ~ i a u ~ u q u u ~ ~ u aaatnm: (2540: 120-1371 dtnfiu P,dd p, ~nwww~arnau~f iuwq~n~~arn~~i~~uynna a@!6i1 ynuanwrutwi.ma~au~~db-d~~~~3u
U d P, a~aynmniaa~adam" b k j i i ~ : b ~ ~ ~ ~ ~ l ~ @ 1 ~ ~ 0 ~ ~ ~ 1 9 7 2 ~ PI 9:ri1vu1wba~i1ddd3:8n%w~~d 8 PI
b~a:{!Gu$aa~au~ai~da~u~:auu~nGu q:d$miYnwm:iidq !a$adoniss;ii~~u aei~aidsdnlrnwgd s1q~54~udaGua~u~anaiar~6~ari iauaiau anara (2536: 70-71)
6 V V n d d n n a a ~ l a u vjuauu15u araznm: (2540) ~ a ; i n b a ~ i ~ a ~ u u i m ~ n ~ a ~ a ~ u u ~ n n I nddn .uuun:Gu~u~aa@nnn1~d~~uaaaana1~6~n1 ana~mawwm$Mlnu6d n12iriann2ti1 Wsn2mi1dq 9uOm.uad;nna ~dndn~3a~ianai$wdId6ad9iiiinia rn2 l r ianamd aaa:itm3~duaaai ni;-riniau~iauIqdIn~~naiau~ ~8um2%fin1uua:m2ai1d;aa
PI Y
mil+~aaii1sa8nR.~w~:5mum5u n i ~ ~ n w i n s ~ u : ~ a a ~ n ~ u ~ a ~ n ~ ~ u : n " u n u ~ a ~ l 6 a $6 n rldn d n I <Add anaam (life style) a 3 u 6 i n ~ ~ . u u ~ ~ e , u ~ n ~ m ~ ~ n m : ~ ~ u ~ a ~ ~ u ~ 4 a %?ad%@ i,aa@jlbaa$ (Alfred
Adler) 94811~69 wq~n~~u~aa:~8~~1a~ynna~u$~md~:41iu %P.on13u5hn8~6ibaa:% u~flI2ildq (Wingeier, 1990 ~ l & @ ~ d b ~ ~ ~ ~u;uul'du baa:nw. 2540: 25)
"w"FlunioiOwqins~8.~ (Attitude toward the Behavior M%I AB) (Ajzen and
Fishbein. 1980: 68-73) MUIUBJ n i l~ l j jun lwani~ ly ea~~nn~dd~ianis
nsdi ~f unis6m3uii~bu~~~1~aa eo~~nnaddianisns:$iwqinssu
~isaiiuayu oiahun1sns:riiwqinssu~u lmUha!d6iqnnadw"Flun?
m~~anuindilm Ilnna~~as!~mu~~~n~~~ud~:ns:i~wq~nssuuin~w'~~u
~ i ~ ~ u m ~ ~ s ~ ~ h u 6 i ~ n ~ a ! w " ~ u n ~ ~ i ~ a ~ u i n i w ' i m ynnadnasiLsmui
~ G n ~ d u de:biiwqinwuuinLiuJtu
n ' a u d o i a w ~ i n s s u ~ ~ u ~ ~ ~ ~ u ~ ~ ~ d ~ : n ~ u e ~ ~ w q w ~ w ~ i n s ~ u m i u ~ i u (A
Theory of Planned Behavior M%I TPB) diIi lLrn9hJ !OL%U (Ajzen. 1985.
1988, 1991; Ajzen and Driver, 1992; Ajzen and Madden, 1986; Beck and
Ajzen. 1991) W ~ ~ ~ 6 L ~ O ~ i ~ l ~ ~ ~ ~ R 9 : 6 ~ i m ~ i ~ ~ 9 n ~ ~ f i 1 W ~ ~ n ~ ~ ~ L ~ ~ B 1 n n 1 ~ ~ . a "
~sjFJI?aidai iJdh:nau&au nai~da~ni~q~n~9:6m~u~9n~," f i iwqin5~u
LiineinniiI+ia4?adiiuy 4Jds:nauniu naiu4a6uaiuwqinssu naiuB
Liaafiuniju5i~~J n~lwaiu~~a~6uan"u~~~unau~u naiudawii&~~aois
wqinssu ~nudiufiaunioiawqinssu n i s n ~ o u m i u n ~ u ~ i ~ ~ ~ ms%i
na~uaiuisn~umsnau~uwqin~~u ~ i a : ~ ~ n u u i ~ ~ w q i n ~ s u ~ ~ n i w ~ ~ ~ ~ ( ~ U ~ W B
~aG~a"mui ira:nw, 2544: 54)
niwi 5: ~ n a n % ~ ~ ~ u g u ~ a ~ w ~ w ~ w ~ 6 n 3 4 a f l 1 a 1 i e , ~ (Ajzen, 1988, 1991; Ajzen and Driver, 1992; Ajzen and Madden, 1986; Beck and Ajzen, 1991 hJ%W %/!w" v ~ $ J ~ " w u ~ 66a3?W, 2544: 55)
(uqna ~a6da"w~- LLF~IRN: (2544: 55-57) 3aus?ar~Fin~1ua~uaysanaiar~8.J~ud ~:~ii~w"~unBn"uw~Zn~sar-diariuinni:ara~anaimu \oa%u ~~a:~.deriu6 (Ajzen and
Fisbein, 1977 i!IldZu %:$saw" ~inLgu3, 2540 46-47) LLir:dln~?<uuad p a L ~ U ~ ~ W N
(2538) wnmm riw"nd~u?y (2543) ui?anm jrn%G~ (2541: 91) 6 'n i~u G?yni (2532)
istGuw" windu3(254o) i~,a:ln~a ijqm ~~a:i:rus-ml ~tiuslwar (2543: 8-11] luttawqinssar
ua.r$ilnani$u i w u n a i u 8 u u ~duludiuiimw $ujunul Owi~ ~m:nw (2529)
qy% 6'ni.N~ (2532 119-121) LmtLd5~$6 dixNnild (2536) ~ d ~ a L % u Lw:q'bulu6 (Ajzen
and Fisbein, 1980) 2 5'%a ~~~idW3dLLa:?m~idi!Ia~
~~o?muinnaiar$a
bumam: (~u~~aqm6nwwmu~uvasmu!~~i~an~~uuabda~"b& (Rotter, 1966 iishlnna
dqsla baazm3s6 b!u~bu%d, 2538: 20)
%;na qaQiwui bba~nm: (2544: 60-61) "b6d3:~aaban813wun138~~la~u
nalNdl6Qvasmlada~1~l9~u~~-dl"b&bbd91~3au3aNWq~n33~"I I~~8~~~hb~~~ (Strickland,
1977 i i l u a824 w % p , 2538: 34) .~i~d3:m~bDn813~ad isu~aau 8nN6 (2536: 22-29)
siu?6~"1109 $bwu bba:@w (Seeman, 1965: 270-284) ~ ~ ~ b b a ~ b n ~ ; (Hollander, 1981:
123) a&ba; (Perreve, 1986) ~ba"da% (Ashforth, 1989) 'U13aU bba:b9031~6 (Baron and
Jerald, 1990) 91ul~n~%:~lI@l"b91~'b611d bfl998.1 <uwfl3 (2541) W3Tblb31 U $%n b~5Q (2543)
m?~~F;au Guquuiiu aa:nw (2540: 133) ~in&u G~QM; (2532) igu i ~ u n ~ a (2534)
auiu qanJs:a&~ (2535)
d d I A
Inn8 $?a ~ia:nrrsR' i$uawol 2545 w a v a ~ n ? ~ n l ~ ~ ~ w a 6 3 ~ 9 $ u m u 6 u m a ~ m ~ n w m :
na,ruqhssuv%assuva~n~. y y n~yum'iik Insrnis?j~~dun: ni-$%~a:
w"wuis:~~~rwqinss~"bwu diCnsiern~nss~nis3Qu~~isgi i . h i u i nxaijas. 2516 ~9<wjn?~~wil~nssuva~i1n%n1s6iu~6u~!d~1nwa"nn1~h1m~a"~.
aniCuGaimw"wu~l%isnian$. ! !
swni aGu~iuu6. 2 5 3 ~ . ~ n w ~ v ~ ~ y w a ~ ~ u ~ ~ ~ a , r u q ~ n s s u ~ ~ ~ m ~ ~ ~ ~ m i ~ i ~ m ~ w " 1 n " u a ~ a ~ n " u
n~zausuiiu~~yms. nusiurniictiugud 50 nrn~u?uicwqinrsamiam$
a~i?wui$u&un%ms?Isw nJs:ai&m. ~ d w . wasiu?Qu~adu6iuni%wui
saamqinssa!munls:6i9 2538. diCn~iunwnssani5Qu~~i~~ii . A P O I a ~umui Gaaig i~a:nm. 2529. ~ ~ U J I U ~ I T ~ D ~ L - ~ ~ J , ,qmgnw~va~i~n%ni$wa~iau,~.
n3sLmwr: aniGuGwuiiim"~~nima~~u.
Cqmn qaGsa"wu1 lWmW.2544 ~ ~ < u w ~ ~ m 8 ~ ~ u ~ ~ i ; ' u a ~ a ~ n " ~ w ~ 6 n n u ~ ~ u m u ! u n 1 ~ uh1wwainq6wnnh. di~nsiunncxlwarns?~ubb~s%i~.
u w u naa~8au fiu~auiiu. 2536 i ~ ~ n i ~ ~ ~ ~ ~ u m u ~ ? m u ~ n u C ~ ~ ~ . p8neusamjlna
~5n;ns m m % i s d i ~ % ~ ~ ~ i d a u s i " ~ ~ n i s ~ ~ ~ n i n .
nasGeu ~u;aui?u 2538. wqwd&uK~?~mu: msa^<uaam~wuiynna amcu
CmGnw"wu~lSwis~ian$.
nas~fuu %~~paui?u ni8:nw. 2540 mi~i~a~a:n7d~C6w7~ywa~1~u7~a~nu!wu: n77
d~n~~ou~uaaa:qmniwI?m. siusiunif Q u a ~ n i n nm:w"wuiiTsna
anl~uCainGww%lsnlam$.
nasGeu w"u-tjaui?u im:~w"ry~n dnuiluuiln. 2520. v$uuassuaa.tio7avu!nu. nusiunisi6~Cud 21 ~mrju iQuwq~msam~n~ m i i n u i ~ u ~ ~ n ~ m s ? I s w
nJs:ai&ns.
~i~iW"mfaiinwai~wjlf AWI%IUI~~MI%R%W~:T~~ ~SZ~INGIT.
~awbGau 8mw6. 2536. ~ a ~ o ~ n 7 4 ~ o u 4 ~ v 7 ~ y w m q 6 n 3 ~ c ~ , ~ 7 R m ~ i ~ ~ m ~ n w w 1 a a z
d~z3vFiwago~na. d i ~ 6 & 1 1 G w u i n i s ~ n w i ~ w ~ f l m ~ m 8 i " l i w " ~ ~ a n ~ i ~ 7 b ? ~ ~
wW3w ul~u&un3paws%sw. Cooper, Terry L. 1991. An Ethic of Citizenship for Public Administration.
Englewood Cliff: Prentice Hall.
Kohlberg, L. 1976. "Moral Stages and Moralization: The Cognitive Development
Approach," In Moral Development and Behavior: Theory , Research
and Social Issues. New York: Holt, Rinehart and Winston.
Mulder, Niels. 2000. Inside Thai Society Chiang Mai: Sllkworm Books.
i Neher, Clark D "Introduction Sectlon I1 Political Culture and Environment "
Modern Thal Polltics from ViUage to Nation Ed Clark D Neher Cam
brldge Schenkrnan, 1979 87-93.
"Introduction Sectlon III Rural Pohtical Process " Modern Thai Pol1
tics from V ' a g e to Nation. Ed. Clark D. Neher. Cambridge: Schenkman,
1979. 189-196.
cr9
Management Tool Implementation in
Public Organizations
Abstract
This paper presents the results of a survey on the status of
management tools used in public organizations in Thailand. The main objectives are to analyze the current process of management tools irnple- men tation in public organizations and to suggest more appropriate ways of using management tools in these organizations. This study combines quantitative and quahtative methodologies. The quantitative methodology uses a status survey of management tools in various Thai government agencies, public organizations, and state enterprises. The quahtative methodology uses PTT Public Company Limited as a case study on the process of implementing performance management. The conceptual framework for this study is applied from change manage- ment and knowledge management concepts. Finally, this paper dis- cusses the problems of using management tools in the public organiza- tions and offers suggestions to achieve more effective utilization of the tools.
1. nrwG1 n ~ a u f v n ~ a ~ d n ~ ~ m ~ ? ~ ~ u ~ u ~ ~ s a i n a i u a a " ~ s ; i ~ ~ a u n - d i ~ u a ~ ~ d a s a d i i i ~ u ~ n
5sa~daduiuinfluGu~dniulubaazniuuanaddni3 L~IA ~ndnm6saiwdadnis~mni~6uyu %ilk d , W
IuAadqrumwni3u5ni3 n ~ z u a u n i n i ~ ~ i u w m i ~ ~ ~ ~ ~ i ~ ~ a i ' ~ ~ i i ly~inaiuIddida
'luni,-rii-~iu nnu~mn~aiu.oasn?iu6a~ni~.oa~$~u~ni n ? ~ u ~ u ~ ~ s d w n i n a i ~ ~ u
n~zaaanaiufuu.oa~~n8a~~oni~~mni~ naiu6osni~I6~uni~~au?uuinai~i~~'11u~4a a~dni-rdw ni;-w~n6wnn~li~u~iunai~nin?~luni~I.a"~nf a4ani~Gmni vlaamuu
duuiwaa~yuian"n"a~ni~~iu~~~a~6n~~nin?3l~Gni~~i~iu'b6aeii~i~~~~v%niw ' 2
abazlhz8n%waann8auu dsrnauiiun-izuaa~ua~mni~~mni~nin?~~aua~w~ (New Public
Management-NPM) ~ " ' ~ ~ ~ L W < M R I U I I ( M I I U ~ ~ ~ M ( ~ f l ~ G ~ $ l d 7 a ~ ~ i ~ ~ ~ r i 1 ' l ~ a ~ 6 n 1 ~ n i ~ ? ~ ' b 6 ~ n 1 ~ ~ i ~ n ~ a ~ ~ ~ n i ~ ~ m n 1 (Management Tools) did q u - ~ l ~ u a ~ d n i s m n ? 3 b X a ~ ~ ~ ~ ~ n i ~ i i a ~ u ~ i u
2.1 m a l ~ ~ U l ~ ~ m ~ ~ d ~ n l 3 ~ R n l 3 (Management Tools)
Donnelly et a1 (1992: 5) %99"6i4iimnaiuuosnia~mn1sdi ~uiubd namaunia I I
~ q n n a ~ i ~ n r j ~ n n a ~ i ~ ~ u n ~ s ~ R a ~ s : : a ~ u i i ~ n ~ u u a ~ q n n a ~ u l d s " ~ l ~ ~ e r a ~ i ~ l u ~ ~ w " ~ n n a
nu~~uabaiuisnns::s;i~I~muii<~
Peter Drucker ~ ~ 9 9 " ~ ~ l ~ ~ ~ 1 ~ n l ~ < ~ n i - d - d l Mulu$d " n 1 5 f i i ~ ~ i ~ ~ ~ ~ ~ i % $
nnunia1"a"~i~dua:nhuLik niniinaiu~uiI~~munisI"a"fia"unaiu~nu%u~~a::naiu~~a
Lba::nia~.a"nalu~au~a~bwunis~"a"~i~ds~"d6~l (Quatationspage, 2007)
Robbins & Coulter (2003: 6) ~ ~ ~ n a i u ~ u 1 u n i s Q m n i ~ d i ~ 9 u 1 u b ~
ns~uaunia~unisda~a iu i i~nssuni s~1~1u~~a~99"~1udi~~~a~~6oe i i~~~ l s~~w~niw ~a::
~a::~wiwalauntluni~i~iu~au~u'v9iaTmunau (The process of coordinating work
activities so that they are completed efficiently and effectively with and through
other people.)
s i~~sw~muaniuuo~~s: :bw~I~~u (2546: 261) I~99"naiu~uiuua~~i<i -<anian
ii~8.nubd 8ddiu MU~MSIU ~ i o n ? s 6 i ~ h i u siaunaw~uiuuod~i~i "bn<ad~a" rn"dsJ"sw4muaniu (2546: 261) 1dds"naiu~u~u
ii~rnuba &uoddiw?u~~uniuiu dauaiyrnuifivi~iu (2549) ~~ds"n.nmsnuuod61-di m'aa.rGa (tool) 4a ~~~dauIuniiiiuaunnua::man~La::aii~naiuI6~~u~lIun~~i~iu ~ a : : ~ ~ ~ i y n ~ ~ a a ~ ~ a 6 L ~ ~ ~ 1 ~ ~ 1 (Encarta. 2007) ~ n a i u M l n u b n i a d j r a d 1 ~ a i d i
a a n ~ ~ ~ l u ~ ~ ~ ~ R a % ~ ~ ~ u ~ ~ w i v " a ~ i ~ s, B,
~d~uIunis8nwin5d~naiu~uiuua~6idi r~hsi~n,~mn,m,un'~6ruan'm 5 n w W ~ Q ~ d ~ ~ d a u e i ~ a u ~ ~ ~ ~ ~ : ~ a n ~ u n , ~ d ~ ~ ~ ~ u n ' ~ n ~ ~ ~ f u n ~ ~ w ' ~ ~ , u ~ ~ ~ f ~ ~ ~ ~ ~ ~ ~ l a w ~ ~ h,%f%b@llf bw~,~u~a,a$% R ? ? u ~ I I R Z R ~ ~ U ~ U U ' Q ~ Q ~ ~ R R ~ ~ ~
2.2 ~ 1 ~ 1 8 1 ~ ~ ~ 1 1 ~ ~ a b b w ~ m n ~ ~ ~ m n 1 ~ ~ ~ a ~ d ~ r ~ 1 n ~ ~ a u ~ e a d ~ n 1 ~ ~ m n w arua6m~~a~ni~<nn i~~6~w"muin is~ iu1u11~ ~u6dbainicdaa"id031~m
Iwi?idd~dad3:anm 2.700 iliauniair?nai~ ~d~sa"~~ua6nnis<nni~~uniss:m8.1
nu~iwwinlG6i.~iud~~Ivs&i~6 n a 400 ?Iriaun~aAiYn=m 7uvj~6~?iuu~Gd~ada.,
fmd:sla~unna (The Art of War) $~ndia~dvgnraJms~3u(Gi lug nn. 1513
d n d uoaB (Machiaveh) ~ u ~ ~ ~ d 8 a k a d The Prince b6uafiumn~n"IIad~~ilunidn~3ad 8 8
~~o:luil n,n. 1776 a6a (Adam srmth)~6~uuvk~akadnaia~d6d1b~d?~ (The Wealth
of Nations) uo:I6Gi~auada~vhn1~1bd~~iun"us;ii (Division of Labor) $dbguiiu?~n '4 dn n
dh~firns<m~ns~a%~a~6nis.d~aawmaiaGn~mv~iu~iu (Gomeu-Mejia. Balkin &
Cardy, 2005) b d El
alii~Isiisiianqlijni~<mnisIn~~a"~uaeii~b~us:pIpIbda~s:aimwnassd 1900
LLo:Gmuiia~iadai~udd9~~~u L ~ ~ ~ d ! ~ ~ l ~ < ~ ~ l ~ 6 ? p I ~ i d 4 : ~ ~ 6 b ~ O S ~ d % L L ~ ~ ~ ~ a,, b , x
v<anqwjms<mjnms 1bo:61~~n?n~o~n6b1ua6mnis<mni~"bd~n1d~um~mdiu"~ linin m3~6u~ddaunbniadion1~~mnim~iubbpIu ~linuIw:nru;: (Steven et 4,. 2003)
Iiijiwnmia~iams<m,,s 56 t ~ ~ m buirsismisingaL~u"IIadIniadioIvii<u Lnru~d
l.a"L~ddds:irm~ntad!anis<mnis I611ri noqni a~R'nis nsruammh (primary process)
ns~aumsaiavCid (functional processes) ~~o:nw~n:wq6rnsa (people and behavior)
dau~Gh~uai (Turner, 2003) \b64111un~niod!anla<mnis 94 6m~wu~sias~7sinns~awnis
dl.6"auLn~a~!ann<mnisb~ia:6m Ik~ii m.rimn:fi naiaRna%dassh nis~~n"9rymi
ms6miadoa13 nisai.ruwu~ns.mis niniiud~~d~:3n?iniw nid%dprnuuan nimiu
~~a:nissiaim msafidnu ~~omaqnf ad i& i i a i a rmm4"~o~~ f i h~ua~6~a~ l~aabn~o~ ia
ms<mni~riau~i~s:nsaern~a~~~:dau61~~wsip1a'11~~a~~a~1ia:~~nins:p1aunisda~
7uiada:h.h ~~~i~~awnmn*n '~v~ i&e iaub i i i~a in~~u~d G.wiilG~j~uiniamn~~zqnd.a" riiv%nis~nw1~irsisblbid11~ua~m"11adod6nis1b~:nis<mn1s (organization and
management) ~ n ? l ~ ~ ~ u f n " u a ~ l d ~ n 6 % ~ ~ m ~ ~ s l n ~ 1 M a ~ ~ w ~ b L R : I L M a ~ m ~ l n d
Guaiiuluiad3:u: 1900-1960 nqw~a~~nis~~o:nis~mnisI~.a"nai~~~aafiwi4mumoam
6d~unis8nwin~d%dI6<mds:mw"IIadIn~ad!an6mni31mu~dn"ubbua6mni%mwqwiad6nis
rnlrru~uGimua~6arnA (Scott. 2003) i~a:!6~mds:mbn+a9~an74~nni4b~u 4 n& lmu
1~4arn~u31rrunrn~rrs:6uua~n~4^a~nn:6 (level of analysis) ~9ia~:6un~~l$~;u~~Ei9!6~~~ 3 486~ 4~6~a96n14 (organization) %n'un$u (group) LI~:~:I~u¶%L~~ a (indi-
vidual) 696 (conm~d 1) 3
1) ~ ~ a ~ m n n ~ m n ~ ~ ~ ~ u ~ ~ ) e c ~ l i i , u u ~ m ~ ~ m ~finuulud~wnxxk 1900-1930
~~u~6nn~sjnn~s~~uu~w~wa~urr4rnu3mw"d~6~ Wo ~~u26mms&rnsuuu7wu1n~an~ (sci-
entific management) I ~ r i l u n ~ s ~ r n s d a i ~ u i a b ~ ~ ~ ~ ~ ~ M ~ I ~ R ~ R L R ? LLR:~UB.I msflnw~~6u-i<u~?maa::n~4~na"au!wa (time and motion study) ~ ~ o ~ 9 - 1 7 ~ m ~ i i i . ~ 1 ~
din,,ma"au!w2hmuIp~"~aud~m kul$~~a~Cou&p b~a~finlniulu~~ne]45~w~niw~9~m
rwn3ln6~94arr~9wqw~m$u%1s (administrative theories) d L ~ ~ ~ ~ l d ~ a ~ ( u % 1 4 M%I
rim~~wfinlniivm~w3rnun%n1~ma~~u4:6ua96nl4 (Scott, 2003; Narayanan & Nath.
1993) P/u
2) uu?Aan~GannuuuuywQuu~:uu9m ~~u26m&wwru70ia~da931n~n~~4n
aafim<uhmn-d 1930 bmqw~mrjnn~s\a~d%~da"uw~~fina~ud~6~<urr~~u~n~u ~muiaJ37nnl~maaw"a (Hawthrone studes) d9fillfi~n?saul3ka9al48.~&nal~~~n
3 ~~a:w"nun~uasnurr~nuu1~Qna~~~u~uin"~ld~::3wSn~wua~~~uad~~!s ibua6m
3 d~~~wrnmuu1u~n<\a6bbt-! nu?6muyuuh$u6 (human relations) uu?6mw%tnnsuyufi
(human resources) d42~~9wq~fiLb49~9~3~19~ wqwfi X Y I ~ W ~ Y bb~26m ~%uln48?'w.d
Qmi9mls7mn:&:6un$u~~a:4:6u~nna d~u~~u~6n~ywui?u~uiQna~~u~::6u
ynna (Scott, 2003)
2 - x 3) b~~~aiianisCmni~~~uuwcqlwaiiuu~ruu~m ~~u~Gmms<mnisa~uuu~nnuu~5~
~ ~ u ~ t i m a u u u u i $a;-iadmnn2=isd 1950 T m u ~ ~ i u n i i i m n ~ n & i u
nGnmaninui~ndaudiudq~ni~6m3uI~~~aznis~~n"~~~iI& 6&&dGmsGimnGn
&iunfian~an4ui~"a"~~n"~sy~i~i~ni$~]Tnis ~du ~nnGn1unimuinsd (mathematical fore-
casting) h u r ~ u n G a m a n i ~ ~ a ~ ~ u n i ~ n a u ~ u 3 u ~ i n ~ n 5 ~ (inventory modeling) a c r n d
msah~~wuha i l~ (simulation) Liiuni3~ha62auu~sy~91~duanni3bb~u~uMai 7 d W i8m ~ I 6 ~ i u n i d i i ~ f i u uannn;uamis6m3uI~1muI"a"~5n~nmb~b~i~ ~ n s ~ n i 8 w ~ i u
d , ¶ W V l d
&~w,u nu% wanilu~~nuiarnza~~u I u ~ n e ° d ~ ~ ~ n ' b m a i u n i ~ i n i n n - I (quan-
titative approach to management) ~7%; d nd
usnsin6Iuiadd3:uim 1960 I~Gnisol~zr-lriniiIiG~~~~~~aanni~Im b W E dmui3ndTtqnad&fiuynaniuni3m ~dUULLu2~~~~~13<~n i3bbElE i~ Aa mdnoriu
L&.~~ZEIU (systems thinking) 3zflu8m (open systems) m3Emalu8muni3& (contin-
gency thinking) LLu2iimd~dn3aun~ufidbn:od~ilni3<mniu 7 &audij~~u2fim~am b d 4 n c (
nFiadiiu L ~ U m3aiaLwunaynn zLauuuu& 6uyuiiunzzu nmuaudsza-nm~iuiit.
~adM~i3:udltan~ld (Medium-Term Expenditure Framework-MTEF) ni=i~mmt6$adi
~ ~ ~ 9 1 1 9 ~ ~ ~ ~ ~ (Economic Value-Added Analysis-EVA) ~batni5~m~imd~b~nn3a6nd
~~a:~$a~~i~mi~z6~lni~^a~n~i:"v96~5~~uiini~Gin1~6iuam~%~df uimuiI.a"buni3u3~i3 b d 4 n c ( cl
msai~~aunaqni m~Gmmzmiuamum~ru a~auil~wu=& MTEF nat EVA lilubnhda
dGTz6uiumsimaitM~u3z6uod6niT ri2umzimn:66uyuii~n~3a. ~ ~ a z n n j m ~ i m . ~ n 4 aaanwmGnda3um~imsiz6s:6un@u
4) ~ ~ ? i i a n i ~ C a n i ~ ~ ~ u u y w Q u u ~ t ~ u ~ a hqnkni3WauwaiuLLuaGmdIfi x
naiar~i~syi iuu~L~aziJLLam~i l8.1 Iuqu&ni3<mrn31Mi 7 timuwinmu aiR Balanced
Scorecard, Learning Organization, Knowledge Management, TQM, PMQA, Core
Competencies
Ln%asGanis~mm3niuLL.Gaa?m~im3ibn3iz~~~aiu3t6u ndia6o~n%asGorn3
~ ~ ~ l ~ ~ ~ ~ T i & l ~ d . m " f l l 3 'b&LLS Learning Organization. Knowledge-based Organization.
TQM, BSC, PMQA, CRM, Six Sigma, Supply Chain Management
ri?umn<aa!onis<mn~~~~u~:~un~u 'b6~ad BSC, Core Competencies, Organization
Learning dauan$aa!anisjmn1dlau3:GpI~nna 'b61bd BSC, Core Competencies, Or-
ganization Learning, Knowledge Management aha: e-Learning
- Adm~n~strative
Theory
- Bureaucracy
- 5 1
oainia (Organization)
- Contingency
Management
- EVA
- MTEF
- Quantitative
Approach
- Strategic
Planning
- BSC
- Core Competency
- CRM
- KM
- LO
- PMQA
- Six Sigma
- SCM
- TOM
- School of Human - Activity-based - BSC
Resources Costing - Core
- E-Procurement Competencies
ndu (Group) - E-Learning
- KM
- OL
- Scientific - School of Human - BSC
Management Resources - Core
- School of Human Competencies
f l o k o n ~ s s ~ Relations - E-Learning
(Individual) - Motivation - KM
Theories - OL
- Theory X and
Theory Y
International Public Sector Standard Management System and Outcomes-P.S.O.)
i ~ ~ ~ ~ i i ~ a ~ d s z m n ' b ~ ~ (Thailand Quahty Award-TQA) & ~ n n * n ( i ~ U ~ u a < R W 9 a " a ~ M i W
m ~ ~ d s z b w f l n ~ ? ~ a b ~ ~ ~ n i (Malcorn Baldrige National Quality Award-MBNQA) &,
s i ~ i a Z a % u 6 u i i a w . q . 2539 6 n u ~ ~ n i ~ u ~ ~ u w a w ~ w a ~ ~ ~ s ~ i ~ i ~ u ~ ~ a u s i u ~ ~ n
44 nis5~nisn7nS~11a-nin10n~u
(Public Sector Management Quality Award-PMQA) driiiinaiu n w s !%iv6r1mmi
rma~ziaL MBNQA rma~ds:~m~a~~awiniai~.a"n"us~uusi%nis!mu lmu<aafiuani~u
~ i a w a wftmuvi~~i~IunisQm~i~nslb~ v a : Q m a u s a ( w s ~ ~ n r ~ ~ ~ ~ a ~ 5 u d d i n w i ~ ~ a : (msasds:a&~iuuan
2.4 dau~1uidUa~~9~un7~7bm~~9~~ni5iern7~8]7~~uo9~nis617mi~
vedawiudhuimrii66&i~unise,~n6u~~a~6ni~nin~$1~e,~a~~anis~mn1s~d~.a"
&ds:nau6auvedauJiu aiq dipa"n~iunm:nss~w"muis:uus~~nis (diQn91u n w s )
~~Cn~iue,sra:nssanis~is~~niswa~au(A~pa"n~iu n.w.) &pa"nsuds:a~m n=iaGq%'nais
d1~na1unwnnmi~~uuiu5~5ai~ii~ (fins.) 5JLLamdsiua:L~umlum1siJd 1
mind 2 : vliau~1u~G~i?uw6n6u~e,~a~~anisQmn1s~d~~Paa~6n1snin5~
diGn41u n.w.4. d?ur i¶n io KM, Risk Management. Reenglneer~ng, Change
Management, Good Governance
i i c n 4 i u n w d ? u ~ i n n i r Good Governance, Performance Management, P S O
diGmuils:uiru d?u477ni4 MTEF, Strategic Plann~ng
f l4UfiQ~fl114 d?ur inn i r ~ % W u ~ u l u ~ i u u ? n ~ ~ a i ~ i r ~ : , e-procurement
BR4. d ? u ~ i n n i s EVA
a n ~ f i u ~ G ~ u ~ u ~ m ~ , , , , a - i i ~ n i ~ wd?uaiuGasr 5a. PMQA. TQM. Six S~gma
anifiuFurs~uimrgiu1~~8aP~ ud?u;liutas: 1 5 0 9001: 2000
~ ~ 1 1 ~ 9 d ~ ~ a ~ u n i f i m n l t n ? l u ~ ~ ~ ~ & . i ~ u ~1i?~4iu~ufilf% KM
U?GY 1 ~ ~ ~ 7 y 1 i 4 ~ ~ o l d m ~ u ~ l 0 i ~ u i u i ¶ 8 ~ f l u?i3nlwnnu Benchmarking. Balanced Scorecard, i n i i ~ u l u n i t f i i 6 ~
i16m guaE9nir
2) n w h l s q n m m ~6~wuiuinn~lua~mni3LdiuuLbdadad6ni (organiia-
tional change) ~10.1 Kurt Lewin (1951) wauw~iu;uLm6mdadrIisGmni3maiui (knowl-
edge management) nd126a n1dn~i~6~1iumauni~~diuubbdadad~ni3 3 k.&malbUilsa"
Ra m~a:muwqAns3uu (unfreezing) m3~d~uu~~da-r (change) uazn13viilfirn3
L ~ I ~ U W U ~ ~ ~ ~ U ~ ~ ~ I ~ ~ ~ G U (refreezing) u~lt~6d~z~nd~~ua6mda~ni~Gmni~maiu~ "lu~udLiua<uns:uasani~ni3~mni3naiui 4 ~ u m a u u i l ~ m3siidnaiui
n-rdatuaanaiui mn~~:~naY.a"naiun?wq ~~a:rn3~wu~~winaiuiuil.a"
i
1 Unfreezing
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d o t ~ i j u u ~ !
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@iauiisCau 3-~iauiisuin LLA: 4-mn Imuiszu:raai%unis8ni ds:uim 6 a;au ;a a4aunsnginx w . ~ . 2549 i7s~4awnsina.. W.G. 2550
daunis~nuia%sqn*mw~3uni~~nwian"uan"uns:~aunisrii~~$asianis<mnis
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d u 9,- b n 4 nidfiGisitlvas d m . , . LLW[U%I~ d m . sau 2 nu umsin~us~mauniwma.asann"u~u%is
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arnrj,iusasxiaqiuIaaaaTa a n i ~ u ~ ~ u m a ~ ~ a a ~ $ s . a i i =iaafisf?uiiuau 23 n u aaansu~a~annlanaisdan"uaias
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va-ldaum%nis whniqd~ruuBmu ua:?@rnnk ImuI$ F-Test h u i a y a k ~ n v n w ~3umniiia~adI6~i<ms:uuniani@~~uu (pattern) Imuafiuu~iiu~masinnis~6uia;a hM;nnlAna3s:L3u
kah3aqnaiu~uAuasbn$as8anis<mniAlauias 5 %%iwiss"i5u6ubasn I~LLT; Strategic Planning (%NRL 73.7) 5a (%URL 66.7) Outsourcing (%ua: 61.3) BSC (%uR:
57.0) LLR: elearning (%ua: 500) hu~n~asian13Gmn1d!6%na1~ilualufi~~~u 5
i%&Lb3f' I6aLfi Strategic Planning (%uA: 91.0) Outsourcing (%ua: 77.8) KM
(?Wa: 76.0) e-Procurement (%ua: 74.0) LL~: BSC (%~ua: 73.4) (@plm9! 2)
K n o w l e d g e M a n a g e m e n t ( K M I
e - P r a c u r e m e n l
B a l a n c e d S r a r e c a r d 1 B S C )
e - L e a r n n g
5 n
L e a r n n g O r g a n # r a l ~ o n ( L O )
Medium T e r m E x p e n d l u r e F r a m e w o r k
( M T E F I
B u e p r n l f o r C h a n g e
A c l ~ v # l y ~ b a s e d C o s l ~ n g ( A B C )
C o r e C o m p e l e n c l e s
C h a n g e M a n a i j e m e n l
C u s l a m e r R e l a l ~ o n s h l p M a n a g e m e n t
I C R M i
P M O A
S O 9 0 0 1 2 0 0 0
R e e n g n e e r l n g
P S O
T o l a O u a l ~ l y M a n a g e m e n t ( T O M )
E c o n o m c V a l u e - A d d e d A n a l y s t s 1 E V A l
S I X Sigma
C u nlu l u d q e 5 3
d r i - t u u - ~
4.3 a 6 1 i ~ ~ 1 i ~ n i ~ % ~ d i ~ b 6 1 1 0 d n i ~ % ~ b ~ ~ 0 d ~ 0 n i ~ @ ' ~ n i ~
wnmnsd 3 mn~as~ani3~mnim~ni3~ba"a~i~b~8.1d 5 ih6~la3n Aa strategic
Planning (%Iu~: 69.9) e-Procurement (%Iu~: 44.5) 5R (%Iu~?z 36.3) KM (%~UR: 34.3)
aai?: BSC (:am: 31.8) a n ~ o s ~ o n i ~ ~ m n i ~ I + a e j i ~ ~ i ~ m ~ u s i i ~ ~ ~ i n ~ i n ~ u 5 ;sa6uann kbb6 Outsourcing (?dui?: 46.2) e-Learning (%l~i?: 45.3) KM (%Iu~: 41.7) BSC (%Iu~?:
41.6) ABC (ioua: 37.1) am: LO ($ma: 34.1) d2~bn%os!onl3~@nl3db~nl.a"
fi~s~l6Eli~lslnRln!E]b~ 5 ih6~bb3n t o P.S.O. (%Iua:11.4) Reengineering (%Iui?: 11 .O)
ISO 9001:2000 (5aua: 7.7) 5R (?am: 5.6) bba: BSC (Toui?: 3.5) ~aa:~n%sGani3Gmni3
~ ~ b n u ~ + d ~ i i 6 u ~ i n R i n ' b E ] ~ a u 5 ~UGULLSTI 6% Six Sigma, EVA, TQM, P S O bba:
PMQA
K n o w l e d g e M a n a g e m e n t ( K M ) 6 0 ( 3 4 3) 7 3 ( 4 1 1 ) 0 ( 0 ) 4 2
B a l a n c e d S c o r e c a r d ( B S C )
Outsourcing
M e d ~ u m T e r m E x p e n d i t u r e F r a m e w o r k 5 5 ( 3 1 1 ) 5 8 ( 3 2 8 ) 1 ( 0 61 6 3
( M T E F )
L e a r n l n g O r g a n l z a t l o n ( L O )
e - L e a r n l n g
Blueprint for C h a n g e
C h a n g e M a n a g e m e n t
C o r e C o m p e t e n c ~ e s
C u s t o m e r R e l a t ~ o n s h ~ p M a n a g e m e n t 3 2 ( 1 8 1) 4 1 ( 2 3 2 ) 0 ( 0 ) 1 0 4
( C R M )
I S 0 9 0 0 1 2 0 0 0 2 4 ( 1 4 2) 2 8 ( 1 6 6 ) 1 3 ( 7 7 ) 1 0 4
A c t l v l t y - b a s e d C o s t ~ n g I A B C ) 2 4 ( 1 3 5 ) 6 6 ( 3 7 1 ) 1 ( 0 6 ) 8 7
P M O A 2 2 I 1 2 41 3 5 ( 1 9 7 ) 0 ( 0 ) 1 2 1
T o t a l O u a l ~ t y M a n a g e m e n t ( T O M ) 1 6 I 9 1) 2 6 ( 1 4 8 ) 5 ( 2 8 ) 1 2 9
R e e n g ~ n e e r ~ n g 1 3 I 7 6 ) 3 6 ( 2 0 9 ) 1 9 ( 1 1 0) 1 0 4
E c o n o m ~ c V a l u e - A d d e d A n a l y s ~ s ( E V A ) 9 ( 5 0 ) 3 4 ( 1 8 9 ) 5 ( 2 8 ) 1 3 2
P S O 6 ( 3 4 ) 2 6 ( 1 4 8 ) 2 0 ( 1 1 4 ) 1 2 4
R B ~ B ~ ~ ~ I U ; I: ~~ii~alB1~~Flndld~:wi19mal8]ia~~0b91a9~Cla1n~~0bda0b~1'11n1~
rnbn$uuwj~m.~a:~$iiwfia l 0 b ~ a ~ ~ : t i u ~ a 1 ~ d i G a ~ ~ ~ n 1 ~ 1 ~ ~ a ~ i a n 1 ~ a " a n 1 ~ 8 1 ' 1 ~ 4 n n m a i s d 5 i m n a i i i s 3 n4sr~naisriimdubiuafiuaz~unaisrdib;eIunidi I V
~n$n'ioma<nmauiI&bbmniisn"u un~iumn~asGuma<ania Core Competency
3 n~srZnaiu~m4u~~~an"ua:6unaisrdi~~eIunia~i~~~usiunia<ani~6sndia8-~iIsa" umnn'isiiu da:t;u 0.01 ~mue:~~u'b~~iasn"nia~dbbuu~bfl94-~~aisrb99"ub~uan"ua:6u naisrliiiiy Vu4bn$9Jiu64ndi7B9na'1 ( = 3.23) ~ a u a i a r n a ( = 234) i~a :? j5 i i~ i ie
9, (F= 2.33) ~~R:~R%sGo Outsourcing bba: IS0 9001:2000 fis 3
~~mn i i sn "u lu ~oss:6unaisrdi~evosnidi~n~asia6sndia'bPi%sa"d~:6u 0.05lnu1,n%osio
outsourcing us A m a ~ d a u u G ~ u Znaiar~6u~~uan"ui:6unai8-Jd*I~i~vasbn~usiu
6sndiagsni i ( = 3.17) % ~ 5 a i ~ f i e ( = 3.10) bba~dau-ilmia ( X= 2.80) i a u
ISO 9001:2000 i ~ 5 a i ~ f i e Z n a i s r ~ G u aiiuafiuaz671 naiudiaTevasan~asGu6sndiagsn41
( j j - = 3.23) usn"nia@~~uuG~n94- (y = 3.13) ~b~:aaurnmi2 ( jj-= 2.60)
Balanced Scorecard (BSC) 2.70 748 2.57 ,811 261 ,839 0.271
Blueprint for Change 2.58 772 2.50 1.291 1.86 900 2 605
Reenglneerlng
Change Managemnt
Core Competencies 2.34 ,704 3.23 725 2.33 617 9.105"
Customer Relatlonshlp Management (CW) 2.77 774 2.75 ,886 2.72 752 0 027
Economlc Valuek!ded Analrjls (EVA) 2.27 ,778 2.25 957 2 M1 ,843 0.636
Outsourc~ng
Knavledge Management (KM)
Leam~ng Organlzatlon (LO) 2.62 717 2 57 ,646 2.71 ,845 0 195
Medium Term Expenditure F ramm* (MTEF) 2.58 ,744 2 71 726 2.47 943 0.379
PSO.
58
PMQA 2.46 798 2 50 ,577 2.67 1.21 1 0.167
IS0 9001 .ZOO0 2.60 841 3.07 799 3.13 ,719 3.329'
Total (Xlallty Managerent (TQM) 2.65 892 2.80 .837 2.64 ,745 0 071
4. ~~aadoni~inn1~611u'nis:aiu 2.36 2.25 0.663 2 6 1 0.599 2.41 0.712 4.035' ' 1
duuu
6. ~ 1 a n i m i l m m i ~ 3 ~ ~ : n~ddn'wp~~& dm. ( m u ) hh unnj, d m 41<m (wlaw) lisa5~5a1~fie~~rinnszmsa~wa"~~iu dam. %5~vdia
lunis~mn~ma~uvda"~ aiu!6kn"n~~anlkb~u~u6ud 1 aosbodudsz4id w.a. 2548 (The n u d d
Asian Business Week 50) B l n ~ ~ ~ ~ l ~ Business Week b~~u&Nn15fi7knLL~fi~n1~ d~d~mvaadszriIinnmu (Best in Corporate Governance 2005) n n i k u a ~ s The Asset
64th u 5 h dam hfim (am~m) ~ d ~ ~ u o ~ n " n ~ & d s : a u n a ~ ~ d - ~ ~ ~ ~ ~ u n i s G i ~ n ~ a ~ i a
nisQmn~sIdl!i ~~azidszaunnn6~sa~na~i%.6"~9uns~~nwi
?&w"fl6"11ad dmv. 6% hdniz~d!d~~aiubauad6n3bb~dnaiub~ub~fl (high per-
formance organization) i~a:b~u(~i~~~mn6aunaiu~ufim"dau b~uas3u ua:lds"wa d~t~u~6m;Rsuunw~~~uiza~csia(~daw!6~4~
~l5& dmv, ~6 in i~G i~n%a~~0n i~4mn i~u i~$~~u4 iuaw in ~ i u BSC, Core
Competencies, KM. LO, EVA. Good Governance ~ ~ i i d ~ 3 6 ~ l N ~ ~ n 7 3 8 n W i ~ ~ d ~ 6
danb~wizniw%13w~nid~~idiu (performance management) b~ULR<8diilni~flni3
fkCa~uns68nw d a d m n IIWW. !6Gi~n~a~iadui%$~~u~aaiuiu~~a:~wuisud~zau
naiudi~5~
dmv. ! ~ds "na iu~~ iu "11a~n i~u5~ i~wan i~d~G?~ iu 4i"v9uiu% n~zuauni3
~d~rmini3~uniz~au~udni3aidbbwub%dna~v~b~azb~i"v9uiu"IIadad6ni~ ni3immumnimau
~~a:nid3:Guwanid~G?diu sau~dni3lds"m~iamAwadiubbazni3w"wui~mnaiAaiui3n
rma.~wrin~~uari idvia~<ad Inur j~~hnaiuaann~a~~~a:naiu~du!dIu?~~i~~~uan"u
ii~fi6adi~wuirnniidiuiG ~sa~:dwadamwrinu&a~a~6nis im:?juia~m:[fiiiiu
naadfiiwmJuuiu ~~a~~saa~uawi~~sanidfifii~isa
~inm~~un1udwuii3~~uniu~u~3sa3~~~~idasad16~~uni~inim%1~wan1~
dfifii~imil.6" niiai;a riu dnn. ~:ini~5m~a~isa"11a~rr~a:aiu~isa ~rd9rlgdqind~:Guwa
wuh auau-lisadidq 'b~-~riuni~niu~wu~~i~um'ba" ~~dkwnrru6a dnn. i'dbi'b6w"wui a d0, hrviidna3 sauuaa~d i1~3u~w~i :d i~d iud i~ i i uimn13q~~1ini3 %iwaiilfiGnis
Girnmiivn3wamdfiCidisa &r3unid~:iuwa~~a~ss"rfimnaiu~amn~a~n"urfii~uiuui~i
6.2 n i r ~ ~ ~ ~ ~ i ~ ~ ~ ~ u a ~ ~ ~ ~ ~ l ~ i ~ n i ~ ~ ~ n i ~ n u A a
dmn. l6Gni~<1~u~m~d~nwi~uGi~iiuiai~~:u1~~a~~sa:Gi~~uan"u~n$a~Ga
m3Qmni3'ba"iau:iaann ~ i - l r i lw~~au~ iu~~n~ f i n l san i~ i~n fa~ ian i~Qmn i~ I~ i 7 uil.6"1,3~
nvidlnn q ~wmni4. ~dsa lug w.@l 2534 dmn. 'b6il<ldu%h McKensey uid%dp d Cl d
~nsda%dad6ni3 uad6Girrsaa~mriuan"u EVA ~11.6" ~ r a ~ ~ d ~ i n ~ u ~ n ~ a i u d nad w.@l,
2548 n ~ m ~ a d n i 3 ~ ~ d ~ d ~ u ~ u u i u ~ f i ~ n ~ ~ ~ a i ~ f i ~ ~ i EVA ~ 1 ~ . 6 " ~ i l u i l m ~ n i ~ ~ u ~ ~
nids~s:~~uwaTmuniI BSC
%sag w . H. 2538-2539 P I ~ W I 6 i i < i i l ~ u ~ ~ i f i n w i Booz Allen 8.niauIsani=~nwi
rnsam&aumwiidiu (reenweering) riahu~unis~mni3biuan"uniwa~m~dani~~i~sa
~ ~ ~ s i n d r r ~ 3 a B a j s r ~ u ~ r ~ u ~ ~ a i ~ n a i m l u ~ w.n. 2536 (Hammer & Champy. 1993)
wannm~h~~~nwi%~i~Iss"ini~~~a~ni$~]%~~wanidfiCi-liu (performance-based
management) rn~~nu~3unszuauvld~~sani~Qmii BSC 6au nnumsds:riuwa
r~uur~uiiiusan3:miw ,u d a
wn~inG;ed6naiu~inu~mn1i~nwi~ra"a 2ndau~dd dnn.s:r~un13qnqu
adi;l'bai~ilumdrns hudiunaqn6rm:w'wuia-l6n3 ~ d r G i ~ ~ i ~ i n m i u n a i u i u a ~
~n~a~Gam~jnmmi~6a-dii;aa:'b~ blrw:iatujiiim~3uadid'b3 LiaIfirfimaa~naiuifiasa
n~ihhuiuwa d~din1%8u (irutiative) l ~ i q Q : G ~ I ~ ~ ~ L ~ ~ W " ~ L ~ ~ % I ~ ~ " I I ~ ~ ~ d ~ n ~ u 6 ~ ~
7-8 ?I%. bdu 3ad Good Governance 99% Knowledge Management
6.3 n i ~ 6 ~ ~ w t a ~ i ~ n ~ a 8 d a n i ~ ? " ~ n i ~ 8 ] i t + U d d
ni~Km3u%~Gian~o~!onis<mnis8.~i~~u dww. insaaunis ms; nil adazaie~9iu
~i ru@~u~~azGi~aua"11~a$G~i~sz5u~~ uaz~u~z5unwmsumm%i~sz51~g~ (Strategc
Thinking Board) i.$imdlz7%ga:nid ~&iii"v9umnaghild dnn. ~muiTsdrnium3
(<mmsI"v9~ baz{<mm3diuna~ws"bba~wu1od~n~b~~n~~ni~ ~~dnn!6%ni3o$6~~6a
aiu~~uu:uiiiiaum$iu~wu~~az"~~oo~~~udszu~m~uni~ii~~un~~do~d
ms~iwii*vldl~anw~irui~~iauiiId~"~u~"v9i~~iui~nuo~iu~nin~~ani~~mni~ e "nddd
ui~~bwn~~~n94-iuz~.a"naiu~bba~3~a~1ni~dbauonid~uwimi~m (Best Practice) L L ~ dwn. v u n K
vi1~"v9~usvisn~z"v9lin~~nai~di~sy r i i ~ f i ~ " l ~ n i ~ u s u i u i i u . d w ~mzGi~d$ni iKm~d~
%~ln$o~!ilni~<mni7suiI.a"
nisAi~Gu~iu (performance agreement) iiunzzwaa~nisn9 hu{u%is6os1,3u{aduiu
%k&$rn~im w a d i u ~ 6 ~ l { u % i ~ z ~ u ~ d d i l u b ~ o ~ ~ ~ ~ ~ ~ ~ i ~ w a d ~ u n i u ~ ~ ~ a d u i u ~ u 8 ~ s y i
Ii ainiu$ij,iauuuiuIdfids:~uw~ndiuynau Iuil nn. 2545-2546 I~~~I~GWUI nim%iswnnid~G~aiu~Gda8.1~uan"u BSC ua:l$~9u~awh6u&uiuuu dmn.
6~~u~u~aa~~i;lua~nisGini~u5~1~wani~d~Gi~iu8.11~3 $d6inisdiudla 3 da~Gwanid~:liuaumn~aan"uaai8.1~~u~~~8.1inuu~muni~~nau~~(ds:~u ~~a:tiiu=njn
IBM rnhu daaainliluynnamuuan iilGman~n~~Guniil~m~~Iiba~nsdlqlns P/ - 0 2 LLa:fiat~u[?~iusaan13d~:bG~ (certifier) luiliah! dan ~~asmisi iz~vlusw~-
d4inwianQAaalkdn~niw~a~nids:bGuwa6au ku~aIdmniimn~aadani~~mni~IdI$ s:6ud~Gimis:ii16&1vl~~u~a~ni~:~iu
Idadqinidiuds:4iaduinIIga 6d~u~iuna~nd1w:w"wuiad6n~dd~ad~nwiiinai~1b~i~~
iidiuiiay rii5diiaiulw:k u a ~ u i u i r r ~ ~ 1 n ~ a ~ ~ a n i ~ ~ m n i ~ ~ v l ~ ~ a a i 8 . 1 ~ 0 m n ~ a ~ n a 8 . 1 n ~ u
iiudluua.mrindludi1a~aei1dI~ P/d P
Wnqin: m m % i ~ w a m d ~ G i ~ i w i I ~ m ~ damin ~$aumimis(QnnisqMd
niwuinsynaaaa6ns ids:aumzfilb"%u~aiu~~a~~diu Au ~nui i ; -~oi i~~~rid[ i iuauni3
chuawwnnau iau<dinaiu~6adi:uuaisaubnn6au $ ~ i i ~ ~ u a ~ d r n w ~ u ~ a i u ~ i ~ 6
d~ i~~~um~r i imsu5~ i swan i sd~G i~ iuu i~ .a "b6~ I d a a u i n r n 3 i ~ i u d i u d ~ i 8 . ~ ~ ~ ~ ~
a18.1isn~j,iI~1~a~s:aiu~iun"uI6~~n6au
6.5 n ~ d ~ ~ ~ a n ? ~ ~ ~ b ~ ~ a f i p 1 b n ~ s ~ d s n 7 s ? ' ~ n 7 ~
dm. ~~Ginim%iswamd~Gi~iwi~~~in~~ (aiignrnent) n"ruuwunaqn&o~
a~6nisuar~uds:uiru G.4 wai i~f i~n~r iau~1u&a~~n1s~mi in i~u%i~wan1~d~4J" i~ iu
a ~ o ~ z I 6 i u n i ~ ~ m a ~ ~ ~ u ~ ~ z u i ~ ~ ~ a ~ 8 . 1 i l ~ u d s : 8 . 1 i f i l b l ~ i ~ 1 i a : ~ r i a u ~ i u ~ z 6 a ~ a i ~ ~ ~ ~ u
- d i ~ ~ a : ~ ~ u ~ i u ~ n i ~ d 6 a d n i ~ i i b ~ u n i ~ a z ~ ~ ~ ? d aa~az~mss-lia~:&adiia:'b~ riiwumb?h
Milestone i?&bI%!dn218.Idlb% (Key Success Factor) bla: KPI
uannn5w~naiuq:idau<ax (participation) Iuni4rii~um KPI ?.ladalllad
~~a:uad~iau.nulviaamn~adn"u~bwunaqwi"~~adadQI"nis dd6aa~ni4ds:uaaia+a"11ad B P
w<ndluIbdaznu lmu~$qarhiuaiia Coach Application ~dRmi ; jURa~~iaLRaidauy@na
diuu5ui~nSwuinsuyu&iaun"udiuGwuia~6n ~ ~ : c ~ l ~ b W ~ ~ ~ ~ ~ ~ ~ i 3 R ~ b ~ e ~ ~ : ~ ~ ~ n " ~ K
jnmmI:n"~lwGndiu~nn$~iiunm i~~6~bi~wGnaiub3u 3 n$u Aa 3:6ut$mnixJiuvu!d
(Top Management) 5:6~-l(<nni3E/au (Leader Management) ~~a:~:6uwGn~iuha!d
uanuind dam. !;<m.jii~niaiiu~uwn~iim (intranet) Bn:inia~w5iinmiid 7
~ ~ u a i u m m % i ~ w a d ~ d ~ i ~ a n i u ~ u a ~ d n i ~ ~~a:fi~$ni~rii!d~nqumiunGau~iuii~ q (waui w w P
through) ~ a I u ~ u m i m ~ a u u a 7-8 nu $ii:uiiiinihuiia q ~ilut~nuwiiar u~aupfiii
(cross business unit) ~ii!d~m~un"uwGndlniu lnuu:iiyn 2 6iau sauha
&urj)rAamhso'nis diiunii PTT spirit aan~irusiu~4au aa:$~udm~aiu&bquna!n
b ia dmw. !6.jiii~mnadni36ib~udiun"un3:w3adni~~~dbb~a n3zw3adni3nKd
ii:%fin~a~rsi~aniuuan (third party) ~id3:fiuwanifii~iuva~ 31mi191. Iudaum~ d~ilW.bi39
utinpu Corporate Plan uid-i:fiuwani~6ib~udiu~ub1~a:~-di~~u!dmiud~inun!a"u~a!~ de, d aaa:u:insla:n~suni3m~au~auniuIudii:w3a~aau~nn!~ uaniiin;uwnixii%m
~ ~ l N ~ d ~ ~ % i i " ~ 1 d ~ ~ n d i ~ (employee satisfaction) % m ~ ~ ~ a ~ d l ~ n l u u a n b d ~ n " ~
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d~:vii%$ni~~.a"~n$a~~ani~Qmnis~~d,doii~~~!u~~adauGwuios6ni~ ii%$ni=iiidiu , *
%uos6ni~~d~:~w~niwbba:d3:8~%wa~d~u
di~n~iuami~ni=inwn~=i~nimaa"a~bl~li~~~~am6.~~~9. r n n r h i a ? ~ n l n i i % 7 G 1 6 a
a ~ 6 n d i g u i ~ e r nsalmwl: ~ % n n v l ~ n r i . Arpanutad, Pornlert. 2004. Institutional and Resource Dependence
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Hill Education.
Thai Economy Development Strategy Review from the Identity of the Southern Economy
2
Abstract I i;' h F
This article aims to represent the limitation versus opportu- 6
nity in economy development from the view of being engaged into the 5
global capitalism. The southern has been chosen for studying due to, 1 i
in many aspects, the southern region economy differently represents b 5
its identity in compare with the other regions such as having a highly @ i: ;"
proportional agicultural dependence and vice versa a low proportional ii p
industrial dependence, concurrently, this is the region that has the most existent stability in community economy system. The analyst I tries to point out on, how the economy that has the same iden ti ty like
the southern regon shall be affected upon the economy crisis, and k 5
how such identity initiates the lunitation versus opportunity in economy ; i
development. The result from this study has revealed that when the economy crisis occurs, the economy identity as of the southern region 9
L
shall help decrease the affection from the crisis, at the same time, C
such economy identity shall open up the opportunities in economy 1 development in the way to ease the problems in income distribution, e in foreign economy reliant, and in environment and natural resource, i
however, this economy identity on the contrary causes the limitation in economical growth, in problem correction of absolute poverty and t in term of trade disadvantage problem. One of the remarkable solu-
i
tion and being apparently adapted to build up an economy develop- $ ment strategy in moderation attached character now a day is to mtro- I
I
duce and adapt the sufficient economy basls into everyday hfe m i
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~ r ~ 1 ~ ? n q n m s 6 m s q i i ~ ~ m u ~ a w i : d ~ ~ u ~ a ~ 1 ~ i n n i ~ ~ n ~ m n " ~ ~ : ~ ~ ~ u ~ u ~ ~ a n (world w , A'
capitalism) b m n ~ u r i u ~ l 2 : ~ w a I w U N I M ~ I ~ ~ ~ J L L B ~ ~ i ~ & a & a u walh:l~"116~uai~aaud
R ? U ~ N I ~ " U ~ ~ B U F I ~ U Q ~ B J ~ L ~ U ~ L L T ~ Y ~ ~ ~ ~ ( ~ ~ M W I ~ ~ U U ~ U L L ~ B ( R U ~ M ~ ~ ~ ~ ~ ~ ~ U ~ M ~ ~ ~ ~ A'
l u n s : n a i l u G u . u " ~ u u m w i a ~ I ~ n " u d ~ : ~ a ~ i i ~ 3 s y ~ i ~ a i ~ ~ i i m ~ u m ~ ~ ~ ~ n " ~ n i ~ w " m u i
ma~ii~mi~uu?yuGu8.1~&6dndia L~q:'b&i(nubdnu4iuauvd~~:I&aanNiLLam~nai~~
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Iuadniia 1~~:nauriumd&in~:~~aw~:~i~6iia"11a~w~:~iwa~~~~w~:~~ia~Ga~u~a~
m m q i i s w a d a (sufficient economy) i i I sS"~2u~r im~ iu~Z ian i+mu i~e r~ i i~m i~~~ua
m ~ w , u G u ~ ~ a ~ ~ ~ ~ n ~ ~ 2 u ~ 4 u ~ ~ 2 u ~ n ~ : 7 ~ d ' b i ~ ~ w 6 ~ I ~ v " a w G ~ " i l a ~ ~ 8 u ~ ~ ~ a : ~ ~ ~ ~ wgn6u ~sS"(~i~umduiuaa:(nu~u8dn~"b&~un6~w~lwau~~uaw1dni+wui~a~ii~~~a~~iuawid
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~ ~ u a A m ~ m q m a m i n ~ : u n ~ h a v n L L ~ & uluZiu :d l i lu~~~Iun~~~uIu8~n~i6~m~:vCn ~ ~ w a n s w ~ ~ i m i + m u ~ ~ ~ ~ n ^ ~ m i ~ ~ ~ u a ~ i ~ ~ u G u ~ ~ r b P ~ ~ ~ s s " ~ ~ ~ u w u i u i ~ d ~ ~ i e i i m a ~ ~ i n
m s ~ ~ i a 8 ~ m m d j i d a ~ n z ~ a ~ 1 ~ ~ a ~ ~ i i ~ " 1 1 a ~ d ~ : ~ w a ' b w u ~ ~ m ~ ~ u a w i ~ n i + m u i ~ a q i i ~ m i ~
~ m ~ ~ u G u ~ ~ r b P ~ ~ 2 u w a ~ s s " ~ m ~ a u a i " 1 1 i ~ m a i ~ n ~ ~ i a w ~ m f i b ~ 4 d ~ : ~ i ~ i i l u d ~ : ~ w a ~ ~ a ~ 6 ~
(Gross Domestic Product: GDP) LiN$u4iniaUa: 12,O L~uiaua: 36.7 lug 2499 L l a d
2545 mi~616~ "11wi8mdaua1"111~n~2n22~ia w~msl"b~6~bd~:"di"di~~ud~:1w~~8a~6uama~
nniaun: 42.0 ~ v l f f a ~ i u ~ i a u a : 9.9 lug 2499 i ~ a t i l 2545 AIUE~I~JJ I m u ~ ~ u u i d ~ i n i u
d ~iimein.3a8~~nmdZia~n~~aii~~er~qii~"l ia~d~:~ver'bw uluGnwb~:d-di~~~inIu3~~~u A'
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m a a e , ~ ~ u w i ~ m ~ w " w u i ~ n ~ q i i ~ ' b w ~ ~ i n ~ m ~ u 6 u . o 0 ~ n a i ~ ~ ~ u " 1 1 i ~ ~ i ~ u n ~ : ~ ~ ~ ~
?hy cud ~~ud~au%n"u.di;?n~i~Gm.oa~~m~l~uGuu~ud~~~wn'bw u bba:n13~ nlud biin"u3mu
y w ~ u ~ ~ a n $ u 6 u ~ i n n i ~ p ; i i a u ^ s 8 s y ~ i ~ u i ~ ~ ~ u ~ 2398 bLa:riuud$~ilu6uuiSLuv 6 U P ,
~ ~ ~ ~ ~ ~ ~ ~ ~ b ~ i ~ i ~ ~ ] ~ ~ l i ~ c ~ i 0 ~ 1 3 b d ~ ~ ~ b b d ~ ~ ~ 1 d b ~ 4 ~ ~ ~ b b ~ ~ ~ d ~ 8 . ~ ' b ~ ~ ~ 1 ~ ~ ~ ~ ' 1 0 ~ t. I
&u~awim~~Z~w~a~iun~mauni%wui~~qi i~.ou~'bw u hu~uda~riaua~mu~ann5~~ da d
2 ds:mnS~nqd~6ub3ud~:bwn[Gi~usmuyuGu~~anwumna~bua6mb~qii~bbuunaia3n
b w i u iia'b6diliru~~:mAfi~w^s~a~in~~mdan~~uauni~Ri"v9umuIuu~u~~qii~.ou~ UU X
damn'bwu udmu"v9iidqinwnndnn!dd 2 6 q m a d d3:mna~igu~u?ni'bmnia.owi
~ ~ u ~ ~ : m n ~ G i ~ a ~ ~ ~ u u w , u G u u ~ a n ~ ~ w u d ~ : ~ w ~ ~ ~ n q w vii~fid~tmna"v9i3u~u?ni'b6~ii~i 9, Y
f i ~w^swa~un~:uaum~w"wui~n~w~i i~~a j lwubmu1~3:bw~~~n~~ f i d a u a n i ~ i k d P,d
n n d : w a n i ~uiad"v95dadnn&nn!dd 2 ad6n33ndiad3:mnw!mnaflib~m X .au~uia~~aaiG~ndiad 16bbfi nwyuni3~~3~~iidd3:bwn (International Monetary Fund:
inqfiuwu-lds:iwer'bwu!qaiu~iuba"ma i1~uinIu.13a~rl~u~~:dni~I.a"~~wu~wui~~qii~~1a: r i d W A W
8 ~ n u ~ ~ ~ m i 1 i a f l u ~ b 3 n % u 9 2504 l m u ~ a w ~ z a i i ~ ~ ~ ~ ~ i ~ i ~ T ' i n ~ ~ u ~ u ~ ~ ~ ~ ~ f i m ~ a ~ ~ ~mum~sdan1~wa"n~u~ds"d3:1wer'bwudni~a1dbbwuw"w~1~fl~fi~ (%Ti36 sww$u$, udd,
w ~ i 50) oeji~ia3fim1~ a i a s ~ i n I u ~ a s b a a i ~ ~ n i i a ~ w ~ w a ~ a ~ b ~ u a ~ m ~ ~ i ~ u u b ~ u u n a i a ~ n !&~aunouadrluinbb6a vn:i~~m~~~fiilbbuubnu~~d~ss"nai8.~di~qn"uuwuiw"li~d~~
iaaauma3q~d6~wib~wudGuLbdd3:uim~ 2473 viiIfinuimshn~a~ddIuym:iu!6 ~ ~ ~ a ~ ~ W $ ~ ~ ~ ~ l ~ T ~ f i 9 ~ w " ~ U 1 ~ 1 4 1 n b b U 2 ~ ~ b ~ U ~ hA;S Harrod-Domar Model
$d~uiu~ud~:wh~uwqw$~dndiab~ib~udau~dd~un~aubbua~m~a"n"~~ad~~wuw"wui 9,
a~sqiiGiau 6aua~qQ~m ai~zdi6sy~osa~wuw"wwirer~wji i~~~a:a"snu~r94~~14 2
~fluinnvad'bwu (9 2504-2514) $ddbfiiMuiuM~naiini3bq~qb6uTmwidber~iiq (economic
g r o w t h ) i a u h 6 ~ i~d~dase~n~~adu:rlalkbfimni3bq5sybiuTmw1dLer3~iiqaiid~amL~2
'b6ni~dannaqw6msw"aui i~mfiild~~u1:audi~~d~:1werfi1K~w"~u10d1~d~~~wer'bw~ d9P,
P, 9,
;~414u 6 a ~ ! 6 % m ~ ~ ~ ~ ~ u ~ n " i i u w a u ~ d ~ ~ u w " ~ Q ~ u d a . n m i 6 ~ n d 1 a n a ~ w d n i ~ w u i d Y w ~erqii~w"ammni~ndi~~~~~a:nn~~u~fiwin~~mlu"11slb,~u iida naqwdni$wui~iuuaarna
(balance growth) i d d Paul Rosenstein Rodan bba: Ragnar Nurke d ~ ( ~ ~ u f i ~ u d h 6 ~
~mumul&ouw6d3:mfl~ia"dw"aui~ad~ini3ad~u"Uuiu~M~ (big push) hun138b~iiu s '4 ccr
I $ ~ i i o ~ n f i i ~ n r s u ~ r n u ~ ~Gnw~aui iw iwdnnnyawwnna P, , nauw6ni$mui~~u~hfi~e!a (unbalance growth) ddGr~inSUgmam~aGuflYu~~ua~m~~di6sy SIR C P Kindleberger
Lba: A 0 Hirschrnan & U m ~ ~ 6 n a 4 ~ ~ d 3 : ~ ~ f i l ~ d w " ~ ~ 1 ! ~ ~ 1 b ~ ~ ~ a d ~ d w , ~ ' 2 1 ~ l m ~ M ~
~d~ab~d~~1~a~b16ad1~?~1d~ :bwe r f i i ~dw"mu i b L ~ ~ ~ b ~ ~ ' i d y ~ ~ U ~ ~ ~ 1 p 9 n 3 3 ~ ~ 8 1 ~ 1 3 ~
riS~ibfimwakaulud~d~ua"nWw backward linkages M?S forward linkages h k ~ l n d ~ m ~
finnr~~ixa6d&'a-1n Charles P. Kindleberger and Bruce Herrick, 1977. Economic Development 3", McGraw-Hill, Inc , pp.202-218 Lk?: Albert 0. Hirshman. 1960. Strategy of Economlc Development, New Haven : Yale University Press, pp.98-119.
76 nis50nisnin5~11anin1~n~u
d i a u ~ ~ q d ds:mn!wu~~~8aiin"mwi~6iu~uvua~ b~~a8d!&b~an1~naqws"nisw"wu1 ~~swp?~~uuUau~aIuni~~~~imnis~~3~~~ubami~~nsqii~"lia~ds:~wn Tmuds:~nTilnu
~8and~:~~unis~uinin9aai~n~s~bba:amuwuiw~a~ninbn~~nssu &uhdad~~sn
uluuiu~~a:naq~~uniGwui9wai~ns~u~:~~~Cudnis~~a~daaua~naiu~u~nisniulu
ds:mnbaudauh~ (5wui j r m d r p ru aqnui, ~ d d , MCI 10) ia8.1i~udadsz~jl .~O 2488-
251 9 ~ ~ ~ u s s " w i ~ ~ n a y h i G w u - ~ ~ ~ u u ~ ~ u n ~ s ~ ~ ~ ~ ~ d a m m ~ ~ ~ u n ~ ~ ~ ~ 8 ~ (import-substi-
tution strategy of development) (Alain Mounier, Kanoksak Kaewthep and Voravidh b d We, a n
Charoenloet. 1993, p.222) idb~Una~~n~!mY;mN~~nwabmuasd~lnBInbbua~mbbuub~U8 dP s.
&ai~~a~u~wnmanh~%wuibbuu~m (inward-loohg development policy) L W I J I ~ ~ ~ R
aiiauin~ud?abambnEin$ ( idas6 w w G u 6 i ~ a z a ~ l ~ d %1-~5u, 2543. MCI 107)
adi~!~6aiar riuainnlu~:u:nmio,ui n u i n i s l a n w u i i r n ~ w u i T m u ~ ~ d n i ~ ~ ~ ~ ~ ~ ~ u T a nidmnq?qbddwwariiddua:ub"b6dau bbn"~~~7fla1~u1n~u"11adds~b~~~1~dw"wui!6ad1d
ilds:fiw8mwiin ds:naun"uwa~lnin%wa"ua~bbua6mbbuubnu8ba~~~ss"naiud16~n"u
umm.aud5piadiiiumubn7?qdauii~uin ~ddwwa~ss"qnmaain1~wu1"liadm7fl7s TanIuda~~aaiiisni1a6a~ss"wiIss"nai~auI~n"u3~~1naiuuin~uaaa:nai~ai-1~~uun"u"11o~
nu!ba~d;:mnriiB~w"wuibfiubfii~u7~8i6~Znbfi1~~iu~d~ bumimsIan!6ss"u~i K
I ~ q n n n ~ a a i m G w u i d d u n ~ i " r e d i s W o n with growth.. dw"wu~"~~ulmu ~ o h s Chenely
$dbfiu~adds:n~dan%u"~~ru:~u "IIru:a~uan"u6w~n&ubbua6miad human basic needs K
~ w " ~ ~ l " u ~ b r P l ~ ~ d ~ ~ 1 s b b ~ d d 1 ~ 5 ~ 9 9 a ' 1 d d ~ : b ~ ~ (International Labor Organization : ILO)
b~1bfiu~na1s~~d"uadq~nn1anfn1~wu1 (Meier and Rauch. 2000, p.70) ~d~uds:m@lblu ds. s. $~~ilu~~;ludsn~nii~B~w"wui~a~u~ dnnndm~msTanuawmaai~~u~niun~srPl~~um
qwnmaain1%wuids:~mn8~~1~~nn1aaf6~n~ia"11u~nui~isTan~id~I~u~~~uw"wu1~ Y W d ~f iud 3 (9 2515-2519) I~~uuna~n~snsz~iumu!~~~u~n~d~~fi~~ui~Iuni~wui~sz~mn
I 4 d d b d n 4
auidIsnm ~ua~huuu?Wmuam~w~wi~~n~qniaas8.10wmaaii~u1nia~~ua~m
m~msugke"ua;ldiziwn (~is:uu~u~uNlan~~a::usTmiad6nss:M-didds:bwn$dMaiu
6auLMqR n1UM~d~w~~a"IIadbbua6mbba:wqw~~iaafbauubnu8bduunaiu~~1uad
~~a~nnn1sUmmna~1ud~ai~~~~~a:~aua~~uam1~~~n"b"li3~1 stasflation I u n m n a m
91 i
2,510 l h u ~ n 6 u n n u P ~ ~ z ~ ~ a ~ ~ n s l m n i ~ d ~ i f i u n i ~ ~ 1 lug 2516 vii~fi~ru~~nrn~fi~ A A t " 1 ~ a i P u u ~ ; l n w i u u i F n u n ~ ~ b n u ~ ~ u ~ ~ n ~ ~ ~ ~ ~ i i ~ ~ ~ u u ~ n u d 6 n K u ~ u r m u ~ i ~ n n ~ ~ ~ ~ ~
1 ImuuwiinLflwawu b~~6a~-1b%~~u~adbaai6dndiad~uw"~nn"u~u~mad~w%~5%~~~~ 1
(Neo Liberalism) ~~ndi~~uiiliiiia~~rmulu~~u~~:niui~~T~a6 uunurmad5~igaiajni
~~azuiu~uumirnimiTm ~~nmoai rme~~~nqvIui~~~u'yI~am 2520 L.:iuwiiub~u~wi
b L ~ 2 h ~ ~ d ~ 5 q ~ ~ ~ N L b ~ 2 ~ ~ % b & ~ U N ~ M ~ 6 \ a 6 b ~ l ~ 1 b b ~ U ~ b b ~ 2 6 ~ b f l 3 ~ ~ ~ ~ b b ~ ~ b ~ ~ ~ ' I A, A' ~~a:I~winnurm~~uini~rm~da~n~ib~uaaan~iIu~rma~w~ubuuiu (poscy menu) wnnrmu
bnu John Williamson ~~&IPiad u6~~G2~%d$u" (Washington Consensus) 2532
(?d8376 mw$ug", 2548 : 52)
~ ~ u ~ A n m ~ ~ ~ q i i u q i u ~ ~ u a ~ ~ % ~ & ~ u ~ ~ ~ i d ~ n G i ~ ~ u a a a n ~ i ~ u ~ d r m a ~ 6 u w u G
~ab~u'b&~iw~aadi~uin~ani~k1dduuy~n~ia~$ni%wu1rma~a~6n~~:~-di~d~:~w~
w"W~ads:~wern"iKsw"wui %nuas6nsassdi~6$uuinn~uIfids:rwerffiKsw"mui~uui
~ i b ~ ~ ~ ~ ~ U i ~ b f l 3 ~ ~ B b b ~ ~ b ~ ~ ~ d ~ 1 d 6 1 ~ n 1 3 6 1 nitilju imtrn-m~yw gd~iuIun7rii
Pi~d6~lm3~an~u~nWK Anne Krueger bbflt Lawrence Summers !6inl5ffl~u~
dauhuidd~:m~~d5:bwfl~d6adni~~dufiub~ad<~l~a5d~~id5:'i~u~fl~~fi (Structural
Adjustment Loans: SALs) I[Wd2d5LMildil 2523-2529 6addib~uu~uuiu~fi1~aia
rnnuieti2rma~rr:uu~fl3qii~1~uubai lnu~~dluluda&d~nGnNi6ufiucdiMiu~l3:~wfld @uiu 66% ni3~kdk~d~uu~wnfli~m~ni%wuid5:bwflu1b~ubbuub~n (outward-look-
ing development pohcy) ua:lfibd~uunayw~ni%wuiqinbruuib~uni~w~mbiawnbbwu
m~i~~iui~~una~w~ni%wui~r~ud~1Auni~d~aan3u6i~mai~n~~u (export promotion
strategy of development) ii?ub~~; d3:mfllwubd~inilM~nbdudwan3:wEiqinni3
d i u ~ d d u u ~ n n m a m $ 6 ~ n d i a r m a ~ a ~ 6 n 5 ~ : ~ - d i ~ d ~ ~ ~ w ~ ~ ~ a a ~n~~wi:atiiddd
dadr,m&u~ib~u6ad~f iubiad%bn3d~i idbf lq i i~~uiad3f l -di~~ 2524-2529 (hm6 91 9,
su:w?w"u{, udd : 52) 6; lu~ab~uu?.nb6ads:bwfl'bw u\a&k~dk~q/inaiam$ni~w"wui a ~ ~ ~ g i i ~ u i n y w n ~ i a m $ n i ~ w " w u i ~ ~ ' ~ ~ u ~ n u i ~ ~ u ~ w ~ ~ i ~ m $ n i ~ w " w u i ~ ~ u ~ ~ O n m i ~
~ b u a w i d ~ a ~ ~ w % b ~ ~ u u ~ ~ ~ ~ u b ~ u ~ a ~ i ~ i n b b ~ d n n 6 u ~ a d n u i a i ~ ~ a n u i ~ d b b ~ w ~ a ~ m 2520
~ ~ 6 2 (%a436 rmm$ug. 2548 : 93) ~dJs:~~uI~qinm3iu~l~~wnfl~~m$ni~wuiqin
% v d ~ ~ ~ ~ d Alain Mounler, Kanoksak Kaewthep M:: Voravidh Charoenloet 4::4<ld4::~~dW~ ~ N % ~ ~ ~ ~ ~ ~ I ~ ~ ~ ~ I ~ w " w u I L L P I P I ~ ~ L ~ ~ N ~ I ~ ~ ~ o o ~ ~ ~ L L ~ ~ ~ 2519
9 , 9 ,
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n i~~ inqmia t i i~~a:na~y~b~un~mi~n~ub i~B~~uae i7~u in huIuia~&.nLvig 2533-2539 d~:m~Iwunmqa~yl~Gunzw"aB~~~~uds~uiru~~auiauaz 7 sad GDP ~~ard~auak duzbiuqd4uIdin uw~~uaiiu~iafin2ruiia~awid6iuni2fiu wauinniauau%uuawi~ ad6umidnis~u~muni~uaudaunaiun~~:b~uu~uni~nau~~ni~'bwab~iaan"11ad~uyu
vi1~fiGu~uuinaii~d~~~~a~~a~ii8.1iiiuauuin nairru:~Wuafiuiju~Iwabi18.i14iuauuin * 9,
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value) r n u ~ 6 B y ~ i ~ u 0 b s ~ n i i ~ 8 1 6 ~ ~ dnriiaRiIuiid6u~addszbw~Iwu ~m:~iluwalfi mini~~d~dsrmn'bwu6a~d~zni~aou~adifiu~liw~ua"ud 2 nsnpinu 2540
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u n u a 1 aa: 2 ha6u ~6~i~inianiiwuein.pm~n~~ni~3Qu s d m i ~ i i e .puauvldu"idnu d~6iur?uain~iGnaiunoa~u~GuaYuni~~~u (ma.) Cwuii iR2ui~alnu$ads:nou6auba2u3iia'.Iaa2:uu 6a bn2q~e(arau~?a(wsmbgnE'.I~:
na:i:uuLnsqiieyuiu mnIhilumndi:uuin2w2iien-iauni2aa:.prraunia
~ w ~ m r ~ n E ~ s : i i . r a o ~ a ~ i a G ~ a i ~ ~ n i w a r i n d ~ m ku~nnum:h6quaa~:uu~er~u~iie 5andiaZa n;-auni2~ia:.parau~3u~~auni2wSm dGhuru:niswlnduabhani~u5hn %un-?a'aaua3ussKn ssiooiaGnisw$mpliadaubiauiun"l6 ~~in"b3uni2w~maGusbiaI36
~~i~a~u6i Iss"n~aunia i i~~%ma~~6~inni ide:~mu~i~ni~w~mIf i~s&;4m~iaIss"G~i l~~a~m
(profit maximization) uanaind ~ u a i u 5 ~ k a a ~'~asu~iiu.parru~d4J"iuninI~u
saass"inn7-n~ (aau da~iiaa, 2546: 32) Ca!6iafiunTdii rnnI~wnndGKnumzuaa ~:uumqi ied~Idnuuvu~u~Bana ' in in~uq $an'aann~aaiaa$~~6ain.pm~n~ani~3Qu
" i~4wg~~.p~%~~~4J" iu 'b~~uu ~nrJ~:nimdadwuii n i ~ ~ d s $ (transformation) ua~mn=qiie Ivluein-r:uu~~~iien~ounia~~~:~~aui3u~:uuia~~iia~u13un~:uauni~d~naiar
~Qmhgau in 6aiu ~domnIn"i3umnds:uu~a~u~iiensauni~iin:~~auii~a 92d d u sdadiaii~niusrnw I 9, uind?n m ~ " l ~ a ~ a n u m : ~ ~ u u ~ n ~ u ~ i i a d i i ~ i ~ : u u ~ u ~ u a r
ijaniimn5w- Gu~os
'I6I-1&1'dd 'ZZ sarpnls ppos pue 3p1oumg jo looq3s raaaq3uen.roqq jo saqddn~ ~,rmpfl q3.m j~atIId0[8~8a
3.wouo32 'W61 'wq .M mw ~MII ~z-~z'dd "a? '03 q quo~y3na pprw .suo$m~ padora~aa rapun pm ham 3p1ouoag ,6961 'pp~Ay~ reuun~ 'w'd "a? (sraqqqnd) 03 p oq3lnH 'sarqrmo3
Burdolanaa au jo s?Wouo33 arLl 6961 'J~N b ~U$~~~LU~UIP~@R,KR,U~~~LUBL~@~~F~~L~~L~@L~ d
Y 8
dulmni-lmfl=qiiu 6~s:dd6~1nwan1d~a"6qma1'v9n~sai (industrial revolution) n i~R Y 8
1 sad.i:mn6mqw ~~amnl~:a"6qmn'v9n~sainid! 2 ~ladll=i:~na~i;a~ai%i driaIh'?m
ni.i~iiuIm~iuuiiian5:lmmso~A~aa~~~:~w~ wninndluwi;lwqw~ni3bq5Qb~Eilmwidba9iiq
(growth theory) i t i j i " ~ i l u w q w ~ n 1 4 b ~ ~ ~ ~ 6 ~ l ~ m w 1 9 b a ~ i i 9 b ~ u u ~ 9 ~ 6 ~ 0 i 1 9 Hmd-Domar
growth model i inaiaih6~fiunu 'v9~a~u$n~aaiia~id neoclassical growth model
h.q~Iwusa~ Robert M, Solow ~ ~ ~ ~ ~ ~ ~ n n a i d i ~ f i u u w u i w s a ~ ~ u ibaslmmdduuubdad
m i l n n n & ~ i a n i ~ ~ q ~ ~ ~ i u ~ m w i ~ ~ a ~ i i ~ ' v 9 ~ o ~ ~ n ~ k ~ w ~ w j n i s b ~ 5 ~ L E u ~ m a ~ u ~ ~ ~ (new
growth theory) 0f-19 endogenous growth models "Ird Paul Romer fiaCu d d n
Rai~iilall~iilmdmRbuba~~bnmB1nn1U~u (technological progress) bgufi~<ud16Q 6 n u 2,
i a n i s ~ u i ~ ~ ~ u l m r n d ~ f l s w ~ i i ~ nai ~ n u a ~ u ' ~ a i u w u ~ w s s ~ ~ u i a n i ~ ~ ~ ~ ~ ~ ~ u T m ~ i ~
ma=qfisueiatiidm
u ~ ~ ~ u a f i u ~ ~ a ~ ~ i ~ m i ~ i n w a " 1 1 a d ~ w 6 a i a m ~ n 1 ~ w " w u 1 b a ~ q ~ ~ ' b ~ u ~ a n i ~ ~ ~ ~ ~
r ~ u h r n d ~ a w i l naum~~:uaidcinwi~inn~~~ann~~wh~~wui~~uu d a n c e growth
Imu~Cuu~uiwmn~mai'v9n~~ai~~a:amuw~l1w~nw~n~~ain"wu<i wa5w~u~l9wednaiai~qT~
a6ubmwi~~amii~Ra-d1d~:aunaiaid1~~~~~uaeii~4 6dq:du!6~1n~an"abasCmmni.i~6Eibmw1d &,
~a~~&udd6~&aiiin3~3:aiimioua: 4 ia7l ~udadriaduwuw"ww11 i9iiaun: 7,2
iafluduawuw"wnrm i a ~ u i 1 LW: 2 (~"WMI Earn93 m 041~1, Ad , MCI 11) 11a:I6~6ulm a m P
qgm~iimi~ua: 13.2 Iuq 2531 9Mlblaw~imi4a3aIummdi+ 3 B:LG-~.~'~~~L~I~+~LQu~I Iug 2531 e r a u $ 8mii?uua-lrniymai'v9n~28.1ia GDP di8mdauJiimi~un: 25.8 'b6suiunn-lzaua: 17.9
~~~8mdausadai"11-1bn~m~ai ia GDP !$8mdawfius:aua: 16.1 suiu~abfiud~a~a: 10.5
uamind ks~s izmi i l in~a~aluwi~d i 4 d~tnau f iu~a~a~umi rn~~ 3 aiqwa~~~nmI6<1
~ u i a ~ ~ + q s u ~ ~ i i a ~ % i n 6 i b ~ m ~ ? u d a 4 a " ~ ~ ~ q (business cycle) I rnn"umi~dad
2530 $99 2539 r i au~ i im inqm~a~~ i i~9 2540 C m ~ i m ~ s u i u 6 a w i ~ ~ a ~ q i i ~ s a ~ ~ ~ n 1 n
di~m~usa~aiwiqmm~nmiaw~mfim~nin (GRP) Su~adauigd 91: mnnaid mnmswiuuan
bba:n~dmwbba:fiaimwa u:~~mmni2"IIuiu~amdba2qii~~mubiaduBdna'1~aua: l o 01:
mnnai~G~m~im~"~~ui~~a~i~~azqii~Ta~~~~~a~~~~:aiimiaua: 11.1 rnnm:iuilan
ei~d2:~imiuua: 12 ~w:nTdmw~~a~aimwaaidd~:aiim:aua: 11.0 s t ~ x 4 ~ ~ n i n i u ~
2) n ~ s ~ ~ h ~ ~ ~ n ~ n ^ ~ ~ ~ ~ l u n ~ n ~ ~ ~ : i i ~ ~ n i m ~ ~ ~ ~ ~ i w u i u s l ~ m n a i u u i n ~ u I 8 0 ,
~~~~$L~~IUI~UI~PIU (~munaiuuin~u~u!~~uiu~9naiuuin4u~mu8u~~d (absolute pov- 0, 0,
erty) )5 W Y S ~ ~ ~ s ~ : ~ ~ a G ~ i ~ ~ i ~ i n ~ ~ u a ~ m ~ ~ a : w q w ~ n i s w " m u i ~ n s w ~ i i ~ ! ~ n s i i u ~ a m
d~una~ndrnsfimui ~ a s ~ i i ~ k ~ n a ' i a f k ~~a:~9ukuauiufiu4mu~aI~~!a wqwziajns I ~ividn?iuuinau (vicious cycles of poverty) dw"wuislu~mu Ragnar Nurkse dn~i ia f iam~
dds:~n6iauw"wu~~8iui~n~~mw"u9innaiu6auw"mui~6 Ragnar Nurkse id!6b8ua
n ~ y ~ d n l ~ ~ ~ l b ~ ~ ~ 4 i ~ ~ l f l balance c~rowth h J n i 3 a g ~ s l ~ i ~ l ~ ~ (big push) I[UM~?ILI~
6~uIdwhu7 5u a i i h 8 n " ~&~nnnaqndtidn~iaUbwui:5ud2:Lwniiia"dw"mui Gdiiri s r i "
~~1bns~a i8~~~nn~ub~rua~nnaqw~wu9 cu!a unbalance giowth L W d d ~ m n i i
b m n a i u ~ u i u ~ a s R i i i wflai%uinw'3 k i n 8u.a'~ ?nq%u, 2545, siusiu~~oi~a"naiuuin?sd6aa~!566a~'a'w fm"DLilJ!-d" ~ ~ 1 Y " ~ ~ < ~ l ~ ~ ~ - b w " w J y 1 d 4 ~ ~ ~ f l ~ M ~
V~CIOUS cycles ~ ~ u ~ ~ ~ I u ~ ~ ~ ~ ~ ~ ~ ~ a ~ ~ / ~ s s ~ ~ o n i ~ w u i ~ ~ ~ i i ~ u o n ~ ~ ~ a ~ i n n a i u l ~ ~ u ~ s d ~ o s m ~ i m (market imperfections) ~aa:aassnm6%s:Miisds:~nfl (international forces) 9 Gerald M. Meier and Robert E. Baldwm. 1963. Economic Development : Theory, History, Policy. New York John Wiley & Sons, lnc , pp. 315-333.
3) ~inui~i~~~i1u~il~~uynds:~wn~i~~u6a~Gnis~a~iu~tan~d~uu~u~i~~a:
uinisst~h~~saniu~6naiardadi~a~~nnaiar~6~&uu~mu~&uu~bi u (comparative ad- ri d u
vantage) iiu:rialfi~~m~sdua6~~qmn"~i~n~is:1wn b~8uds:nis~udnarn~nrii$d~aaro ~da~irrnnvfads:mnb dnisddwimnmwni~3un (leading sector) ~1at6odG
n l ~ ~ ~ ~ l urrRn~d~uu3u6i bbA~pi~n1~n"pI~Idd~~bW flbW b9WlEfiE]dSEbW fldw"QUuI bb&
~nd"nnaia~ub~uu~ukad~~mnis&i (terms of trade) d~iinsinmm3u6ibnws~bbuabb q::anaa~da~uuiiu3~&1~aaiwn33a uannna ~ d a d i i i ~ 0 ~ i i ~ n a ~ n ~ n a : : ~ m u k a I ~ uad8~61lmws :a dnaiabmwquuasqdad6dar~u16 (income elasticity of demand)
k~~? l~b~~~u~juuadqd ' .1d6da~n l (price elasticity of demand) d ~ i ~ U $ l d ~ I %~~,?iilln
&naia~bb~uau~umu'b6ainnisddaan (export earnlngs instabdity) b b ~ a ~ d b ~ a n a i a b ~ u Y 9,
b~uu8inni~w'inis~is:Miidd3:bwn1kn"ud3::bwflk~dwininbnwsbia~u!d~n $d%i r i d , 9, I
Y d (i ~ ( Y u a~uiudads:m~riikw"wui~~w~w~nin~nws~9"1u~4~n~u~nwna::ii~muu~duw~~n~u~u
iauad Prebisch- Singer thesis (Todaro. 2003. p 523) ~d6a%u1ubnutlid!~~7
9 , w
~~~Ta~6~~f~Iuka~~~ndia~ai~~~isnaiI6~in~mdaunisd~aan~aa:ni~i~iiua~ dktin&uIug 2504 $ niiiauai 80 u a ~ ~ u ~ ~ a a n u a j l n u a ~ ~ u ~ u a ~ w a w ~ a w i ~ n i s ~ n w s bfii-1%raaru:baaiia8.~1~::!6eiau~ amas~~baiaua:: 62 5 bra:: 454 lug 2514 bba:: 9 2527
miaii~u una:d~m~aunis~ibiin~uwuiiIu~ 2503 iubi;au~aua: 60 p l ad3u~ i~ i~ i i (in 91 a~i%u$u~"~l6iGmmo~m~ip4nna~~a::~n<a~~ns~~a::uiuwi~~ 10::~mdau6~ndiana!m~mad
ain~nIu=i::u:naidaai huh3 2513 F7nhunisGi~Ti~i;auiaua:: 60 i i i k ~ a a ~ ~ u ~ d
uad~u&i~ao~maiMnnabba:bn<ad~nsuiuwi~z ~~a::Iua 2527 !~amna~~api-xainaiau~:: 45 uad3i~ti~iill~kMam (aaiinX ntiqtylngu ~~a:Aui iwuiviiq,2528 3-47 i d 3-48)
dnniailrl~a~~C~ndiaii~~u~::~~u16a'i Iuia~usnuamisw"wuids::~w nisdaaan ua~ds: :mndau~~~s: :a~~u~dua~3u61~nw unr:nisG-1~Tidau~~4~~~a~~u~d3u61
B toqaaiMnrauia:Ln<ad~ns~~a::uiuwi~z .adyndiuad3u61 &nasdfim~innaLbandid
iiuaeiidain k u y a d i ~ a ~ 1 6 i G i ~ T i ~ : ~ ~ n - d i 3 u 6 i d ~ a a n a d i ~ a i n d~6~d~1uniniiI;i ~asinir61 (term of trade) ra~wu~bbuahdbaaadbba::b~uwa~k~abaunis&iuim",a nis6iu&uuimnaaiaei1dia~iad I m i i u i l 2 5 1 6 b u ~ i n ~ a n 1 s i i i ~ 5 o ~ a d w ~ m f i n a . n "
Y c : A d~y~bdlbdli bba::I@b~aY~b3~i0~a~ 8.8 2523 b b ~ ~ b ~ % b ~ ~ ~ o ~ a 9 8 2526
~6~:amadb~ba;aua:: 1 3 lug 2529 r rd86d%b~a~ub~u~aua : 7 9 lug 2532 Zn (a"wui Zmsis~s na aqsui, add. 30) LLAZ (m?na w~daa%w6, 2534 17)
ds~b~ f l ' bwud ~~iais8nwi 'b6sindiu~ad~u~ nsadaah d8nwftd~nwm:.iiadni2n~~siu nu'b6md'bwu lug 2533 i ~ ~ a m i u m n h d q ~ ia :h~mGad~~a :~uuw bwuji~;i;ui=xfinB
d d I w
diIu~~m~uuw~a~d2:~wfl~iin"u 0.433 4s4injiIubYmdadiuniaa~l2:gwB~ibiifiu 0.458
(w"a2aa.r~~iia. 2538: 1-25) a~ar6au.riuilnrti~dniiadLad iii$dwads:biid6di rnnTuuw
$dPls:.ain7daul~$a ~ ~ ~ i ~ ~ n w w ~ n ~ ~ u d d a ~ d s : $ a u a n d i 8 u d ~ : ~ w ~ d ~ ~ m u ~ a u ~ a d
ds:awflas'b6
u e n s i n d u h ~Molwa$n~s:niz~i~dfin'b6iuni~niia~~~dal~uni~wuwau
qwamam~n iG~u i~ f l q i i ~d~~~~4~mmn i~~~ubmwi~~ f l q i i ~~m~~sa"m in9~a~vn~~u 6:a
n a i ~ ~ G u 6 ~ r ~ d i ~ n i ~ ~ i u I m w i ~ ~ ~ ~ ~ i i s 1 ~ a : n i n : i u i u I 6 ndiaRa ~ ~ u ~ i d a n i i a
i;~naiusiuGu62:~hdnis~4uIm'~1id~@12w~iis wqwid~n~nl i ianndia~idbdaai id
n n u a a u s ~ ~ u l 9 9 " f i u ~ ~ u a w i ~ n i ~ ~ u i ~ ~ q i i s ~ 1 u u ~ ~ n i ~ ~ ~ 5 ~ ~ ~ u I m w i ~ ~ ~ ~ i i s 669 in- 9,
verted-U-shape hypothesis Yad Simon Kuznets 'vs7eGun3q d l Kuznets hypothesis
dGwui4u1u$2498 h G i n a i u i a d 1 lu2:u:drr6uYadnifiwu1bflqiis f l ~ m n i m i : q i u
-iiu'bn"dauna$u~9um-am- u d ~ u s r u ~ n a i ~ i a s n ~ ~ o ~ : u u b ~ ~ w ~ i i s b ~ u ~ m b b A a ~ ~ v i
nizn2:9iumu'b~tiaa~am~ld hU~ idhd2 :bwf ld Kuznets wnAau 'b6ad aM!i~abbl%l v d Y
&wuii~au~~~~sla~mu'b~"~~a~n~~~~~:"~~i"~~ud~audqmieuar l o ~ ~ I m w u u u i n n i a u a : 50
lug 2313 bauiaua: 75 lug 2413 ~ a a r ~ i a u i I u 9 2513 Lb6amasb'vsGa:aua 50 ~ n n k 9 , 9 ,
~ d ~ d ~ n i l ~ 1 2 ~ ~ d n d 1 ~ ~ ' b 6 d ~ n Q b ~ ~ 1 : ~ ~ d 2 : ~ ~ f l ~ ~ ~ ~ ~ ~ ~ niLiiiu ~ i L n u n c j u d s : m n
dGu-1 uhv%n$u OECD hrhd~ :u tnai~6uan"uZn;a u (Aghion. Caroli and Garcia-
Penaloso. 1999: 1616) a i i h i i 6 I u ~ : u : i m 1 ~ a u i s u ~ ~ ~ s 9 ~ u R ? l U d a ~ U d ~ i J W ~ W ~ " 1 ] 0 9 A ' 9 , A'
Kuzents 'b6%ni2l6~~~duin"11uw"dsindiu5Qu$dds:Qn& ararni$wuiVu"~~ad endogenous
growth theory ~m~~~~~wi :a~iddd~udiu~~u$dds:<n&a~ u i u WU% n a i u ~ u 6 2 : ~ j i d
n i ~ ~ ~ u ~ m m m ~ ~ ~ ~ ~ s ~ ~ a : n ~ ~ n ~ : s i u ~ i u ' b ~ ~ ' b ~ ~ ~ u ' b d ~ i u w q w ~ " ~ ~ a ~ Kuznets w a d i h 91; ~ ~ ~ i d d 3 : ~ f l ' b & b f i d l ~ V a d Wluiarn A McCleary lug 2515 (Auyid Td3r%u G%uw"
5flaaaas raa:qn%u d q T l g , 2547: 113) diuVad Klaus Deininger bbar Lyn Squire lug 2539 2540 LLa: 2541 ( 3 8 % ~ %l~Tu, 2547: 77) bbi=dun2Gd2:~& 'b6bddi~Yad Pranee
m a w b n Tinakorn bwr Medhi Krongkaew lu!? 2538 ( ~ b l y d 8%sr%u Umuw a f l n f l a i a a r q n h
~ g q ~ i ~ , 2547: 106) 4~~e~uwui~~s in~ iu~"v9 i i f i~aPabb~abb~Is~"~ imau~aemn~a~~u~i vd A%/ a~q~ildr~ulm~~l6s~lil99"$ nian~:siumdnwmaunBiatii~lm
u u
Gdii uan~iinnisI6nt~Iuniw~auva~~~~niam4nisfiwui~nsw~ii~~~~~Cu ~ d n i s ~ 6 ~ l u h a b n q f i ~ b~~nbvii~~~~~ini~n~:~iumu~6baa%uadbb6a -nui<uuia
h ~ ~ ~ 6 a ~ ~ n ~ d ( l w d a ~ v a ~ n a ~ w ~ ~ i a u 1 u u i u b ~ i a : ~ ~ m ~ 1 ~ a G u a ~ u n i ~ b ~ ? ~ ~ i u 1 m ~ i ~ b~qfi~iii~wadanims:~7umuI6~iab~n6au hbdudiuvm Pranee Tinakorn lug 2538
wuii n i s v i i ~ ~ ~ ~ u y m n ~ n s s u a ~ u i s n ~ ~ n " ~ s y ~ ~ ~ 6 ~ ~ w ~ : n a ~ u u ~ n ~ u ~ ~ u u a u ~ ~ ~ ~ 6 ~ ~ ~ ~ u Lbibaiansnbbn"gsl!p4inaiuuinquImubfiuub4uub~a:naiub~~auXiI6 (auysni iPn:sn"u
$%ufi inbaa23 bba:qnsn"u d q m t , 2547: 114) w n n n d ~d~au~ ,d~~n i~~nm&bwan~mu
sinsaIuuiunis6i~~~~ianisns:~iusiuI66a"a ~~da~~innis&ib~~gu~ddIuLbuauIuui~ I P,
?bRa~yuian7s~q?~biu~mwid~n~~fiq (Edwards. 1992: 31-57) ~mu~~iinis6iaa%1:
miualyurns~q?sy~~u~mwidbnqii~ LL~LLV~UIIUUIU <dniiangubL6aMYuianisns:qiu
nd6 bbsii~il:~w~w~nis&is:~iidds:bwnidunii Stalper-Samuelson theorm dfiwul P d l
2484 naua~uayurniuisiai nis~imi~~~am~a:iwavii~~ni~n~:~iumuI~u d.2 6
t. u
~ia:ds:~wn~~ini~6i~~ii~d~:~wnmvunmiu GdG~wm:~us:u:~aaiduui wquj6~niia
'b6%ni31~Lbtd~indiu^a~ub~dds:~n~aiuiuiibaamn~adn"unaiub~u~?d~n aifi diuvad
Bourguignon, F. bba: Morrisson, C. lug 1990 97uYiX Jeffrey Sachs baa: Andrew
Warner Id 1995 (aulu G m q m , 2547: 74) $diidfiIfi$aaTdhgnwm:~guan"uii nis6i~:~ii~ds:~w~a1~viiI~nisn~:~iu~1uI6~aaa~I6
3) ~ : U U L R ~ ~ ~ ~ ~ O R ? I I I ~~us:uu~u~u8.1Cau I~~UL~W~:VU~R~~~~~~PIPI~~.~%U ~4a[w~m ti4nlas:~ImudauI~~d~:nauai1wwi~nis~nwm~Iu~nwru:~~uan"uninI6 iaua7uimamniddwi~La:nsouiiqiniid%ii b~a:Iuvw1~uan"ufi~naiua7uisnIunid~wi
u u
mubad6~niis:uuinsw~fisirinaiur5us:uu~uiuu~a $4; bM?wnd~liuayu
Iunaiu~ia<.~ntiiaff aimu7sna~uiu~~nuni~ds:4n6~qw~ni~w"wui~ns~yiie d W U P
vaanAuGnmsqniani Neo Marxists w~msuaw~wawidna7u8m~mumsd~inwqw~~a~i
daubfiu (surplus value theory) Yad Karl ~ a r x ~murnu~6Mqwii ni~dwih:uul?u~ua. t. I
~ i ~ 6 i b ~ u ~ d ~ u ~ n ~ r u : ~ 1 9 ~ s : ~ w n u ~ a i ~ ~ ~ a d a u % i u v a u (periphery) f l d h ~ I u ~ d v a d damnairuiinu (ha&) ua:d3:~~nriibfiwui6adnou~dwi d5:~~~$~6na7d (cen-
ter) ~iads:~~ndfiwuiuho~maam~aa7 i~a:~uvw~Wuaiiumu~u$~buun7d~w76~ni~a
* 91
~ ~ ~ u u . a a ~ m ~ ~ ~ w i ~ : ~ d i ~ d ~ : ~ w n ~ u ~ n a i ~ ~ ~ a : d ~ : ~ w n u ~ a i ~ a i ~ ~ ~ ~ i ~ a a n
1 6 ~ 3 ~ 4 g n ~ t ~ t i i i ; ~ 16~~6 1) ni&dwiwid~rnUSii~Tmum~d 2) m&.1wimJni2tii 3) nn
iswiwidnisfiu LLa: 4) ni3idwiwi~innTuT~fi ~mu%un~~~a9d3:bw~'bwu niervgd
nnrn~~Gi~2:uu~u~ux~anlu9 2398 d ~ ~ n ~ n i ~ n ~ n i ~ ~ w i ~ : u u ~ u ~ ~ ~ ~ a n . a a ~ d ~ : ~ w f l ~ w u Y
Rhw~ain~aiu~~~uu~in011u~3uA15u ~ m u ~ u n ~ ~ n i ~ ~ w i w i ~ n i ~ 6 i v 0 ~ " b w u a i ~ f i ~ i ~ m i
"biiuins:tium3~9mlh:~wn (degree of openness) dim~in~mhu.aa~~a~ini~&iii~d~:~w~ a c r u ' 3
60 w 5mfim~uaasaa~~ud2:~wa M;O GDP ~duamdauafi~.am-~Tmum~am~iniaua: 32.6 "1109
GDP lug 2503 ~3uiaua: 54.6 Iuil 2524 uan~ in i~~3aa~dms~nnau~~w i~n i36 i
~inu3?imm3&ihuai1 & u ~ ~ w i : a r i ~ ~ d ~ u ~ ~ ~ i i u a i ~ . a a ~ p i ~ : ~ ~ ~ ~ ~ s a I u ~ a ~ ~ ~ ~ n ($
d ~ : n i a ~ ~ n ~ . 2533: 63-74) Iun3~011ami3iJwiwidni3~u ~da~ilin~iu:d~ixbwflfligd
w"wuid6aiuPm$waruid3:bwq ~ n l M l d l ~ d 3 ~ 3 M ~ d d ~ ~ 3 : b ~ f l " b ~ U L b ~ ~ d 2 : b W f l ~ 1 ~ d w " ~ ~ l
~ ~ G i k n ~ w % ~ i i ~ ; a ilQ~in~m~manr?ufiuaa~~~ani~a~Tu &da imrndciiuuu?Rm two-
gap model 6il:wuji b~~6a~fib~~n~iN~8.J~a3%9/1a'id$addidni2aO8.J (investment-saving
gap) bbadOd~id~361 (foreign exchange gap) d c m ~ f l i ~ d w " w u i $ d ~ i b ~ u 6 a d 0 i ~ u ~ u ~ u
qiniisd3:awnIu.auimw"bg/iifiu$a~iiJni3~i b ~ a d ~ : i i % $ ~ a d d i d n ~ ~ ~ ~ u d d ~ : b w f l ~ i ~ d
w " ~ ~ l b i n L N % " b d dilUbM$ ~ d b ~ ~ b ~ ~ ~ ~ d 3 ~ ~ 1 5 d 1 ~ ~ d d 3 ~ b ~ ~ ~ W U b b ~ ~ ~ 2 ~ b W ~
Ri~~w"wuid6a~m~w"wu1~a~~~~~~i~3u6a~~~wi~u~u~inii~d~:w ~daru2dwas
ni3ad~u~~ununnii9d2:bwn (foreign direct investment M ~ O FDI) biamzad)?ubu~au
(indirect investment)
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ington Consensus)': als~lmflswgnl~m~naaBJfll~mff 18. a ~ u d 1: 99-137.
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2538, nru:bflqfliamf uwi~wui~uss~a~fliam~.
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A Descriptive Survey of Recruitment and Selection Policies,glpd
Practices among ~ulti-national Organizations in Thailand
Somchat Visitchaichan
Dr Somchat Visitchaichan is currently a lecturer in the School of Business Administration, Assumption University of Thailand.
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Abstract
This research is a quantitative survey of the recruitment and selection policies and practices among 30 multi-national organizations in the Thai private sector. Two hundred and fifty-nine questionnaires were sent to 30 selected companies which are categorized into four
types of fums. These include 1) importers, distrbu tors, joint ventures andlor manufacturers in various types of consumer product categories,
2) advertising agencies, 3) business consultants and recrui tmen t agen- cies, and 4) organizations in retail and the wholesale trade industry (including retail food companies). The major findings reveal that there seems to be a decrease in the requirement for reference checlang or use of previous supervisor's reports for managerial positions. The re- sults also show that multi-national organizations are less likely to rely on psychological procedures for the vacancy of managerial level and as- sessment centers are stlll of little use in Thailand. Although some of the larger m ulti-na tional organiza tions are moving to wards increased reli- ance on the psychological tests, intelligence tests and assessment cen- ters, the trend is still too small to be indicative of future practice in Thdand. Research findings also indicate that larger organizations tend to favor panel and structured (both partially and highly structured) inter- views. This could be explained by the fact that panel interviews tend to provide larger organizations with several signlfican t advantages over tradi tional one- to-one in tem'ews, including higher validity, because of multiple inputs, better acceptance of the decision, and faster decision time. Structured interviews, on the other hand, tend to provide a more consistent basis for evaluating managerial candidates and are more lzkely to provide the type of informa tion needed for making sound deci- sions; however, larger organizations are less lzkely to conduct more than one interview with managerial applicants, compared to small and medium
size organizations.
Introduction In many organizations in Thailand, regardless of their size and
complexity, the human resource professional now plays as important a role as
his or her counterpart in the areas of marketing, finance and production in
influencing corporate performance. An increasing awareness of the critical
role of human resource management and the need for a productive and efficient
organizational environment have led to a significant increase in the activities
and occupational status of human resource professionals and business
practitioners. As a consequence, human resource management and business
functions have attracted more talented and highly qualhed people who are
multi-skiled and are able to perform a range of different and demanding tasks.
Although managerial employees and human resource professionals have begun
to play a new strategic role in defining and shaping the form of the employment
relationship, there is still little systematic research on human resource
management philosophy and practices in Thailand. As such, the level of
empirical research information that exists about managerial employees, human
resource professionals and their organizations is inadequate and therefore not
matched by a corresponding body of knowledge about the functions and
responsibilities of the human management resource area. The purpose of this
research is, therefore, to provide general information to improve our
understanding of cunent practices on recruitment and selection in multi-national
organizations through a small-scale survey of 30 Bangkok-based organizations
in the private sector.
Review of Literature on Recruitment and Selection In Thailand, attention during the early 2000s was paid to the
development of human resource strateges and policies, which served to promote
the achievement of organizational objectives. However, numerous studies
indicate that much organizational Me and interaction is not directly related to
the achievement of organizational objectives. This discrepancy between formal
objectives and behavior derives from a number of sources, including the
meanings people bring to organizational Me (Silverman, 1979: 141), the operation
of coalitions of competing groups often with interests different from those of
stated organizational objectives, (Dalton 1950, 1959; Pettigrew 1973; Gowler
and Legge 1975), the competing social interests and power relations of groups
in the social structure (Salaman 1981; Purcell and Ahlstrand, 1994), the nature
of the process of decision-makmg which is sometimes not a rational exercise
of wisdom, judgment or expertise but one in which managers act out of habit
or instinct (Marshall and Stewart, 1981: 274; Anthony, 1977: 62; Wrinkler, 1974:
210; Simon, 1960: 28). Further, the nature of the implementation of policy
involves the creation and maintenance of informal, social networks based on
doing favors, nurturing professional reputations and controlling resources and
information (Kotter, 1996: 69-70).
From the literature review, this suggests that even if a strategic re-
cruitment and selection may have initially been initiated and explored in an
organization, in practice organizational dynamics might have limited its appli-
cation. There are many obvious reasons why many organizations fail to de-
velop and implement strategic approaches to recruitment and selection. One
of the conventional beliefs is that if line managers are not involved in setting
objectives and strategies, the plans may then not be effectively implemented.
In addition, the development of planning systems in many organizations, which
are typically bottomed up, requires the involvement of too many people from
different departments and levels in the entire organization. To make the
concept work, what is critical is an understanding of the fit with the level of
environmental turbulence, whether the culture of the organization could toler-
ate such an approach, and the fact that commitment alone is not enough to
implement strategy.
It is true that responsibility for the implementation of strategy lies
with senior management executive and line managers, but it is vital that HR
professionals play a much larger and strategic role. To be more precise, HR
professionals should play both a leadership and a support role when strategies
require fundamental change, but the focus should be placed more on a sup-
port role when the strategies lead only to incremental change. More impor-
tantly, Hussey attempts to argue - and I tend to agree with him - that senior
HR professionals should be in a position to play a part as members of the
senior management team in initiating and developing overall plans and have
the duty to ensure that the plans of the human resource function are set up to
deal with the right problems (Hussey, 2002: 30-36). It is true that many of the
issues in organizations related to people should be reserved for human re-
source management and that h e managers have nothing to do with these
issues; it is fundamental, however, that HR professionals play a critical role in
strategc decision processes.
In many Thai business organizations, human resource management
policies and practices develop on an ad hoc basis, with little integration of the
organization's future needs. Often human resource policies and strateges are
developed to solve an immediate problem, with no strategic thought to their
long-term implications. Such policies and practices lock the organizations into
mflexhle modes of operation, leaving them unable to see that other strategies
might be more appropriate. The literature and empirical studies on the adop-
tion of the strategc approach to recruitment and selection within Thai multi-
national organizations in private sectors have been very minimal and also
limited in terms of the scope of their studies.
Research provides insight into the issues of strategic recruitment and
selection, and gves an impression of interest in these approaches and the
extent to which they are executed and implemented. In addition, it provides
evidence that is useful in shaping perceptions of the general state of affairs
and stimulates thought and conceptual development surrounding the issues of
strategic human resource management. In this section, some of important
research findings on the subject of strategc recruitment and selection will
therefore be elucidated.
Strategic Recruitment and Selection A selection is said to be strategic if it is Informed by the organization's
environment, is linked to strategy, is socially responsible and vahd, and is
periodically evaluated and maintained by knowledge of leadmg theory and
practice (Lundy and Cowling, 1996: 240). In this section, we will therefore
discuss the concept of strategc selection, which is based on the premise that
selection issues should form part of strategc th~nlang within an organization
at both the formulation and implementation stages. Although there are many
studies that describe what organizations should do to accomplish strategic
human resource management, there are very few that descrlbe how to do this
(Kydd and Oppenheim, 1990). This deficiency also applies to the areas of
strategic selection. Below is a summary of cases in multi-national organiza-
tions which helps to demonstrate strategic selection in action.
Kydd and Oppenheim in 1990 studied four large U.S. organizations
with the objective of determining how they linked their strategic direction to
the planning of their human resources. In all four organizations studied, it was
found that the educational and training requirements that further defined the
labor pool for each organization were those that were important to keep the
company on the leading edge of the competition. In an organization which
had a stable and predictable environment in terms of known products, known
competitors and widely acknowledged factors for success, the focus was placed
on the selection of the brightest managerial employees with the best MBA qualhcations and sound experience. On the other hand, a group of techno-
logcal businesses in which technical excellence is critical to remaining com-
petitive stressed long-term innovation and quahty. These organizations re-
quired highly and specifically trained employees of which there was a limited
pool. The recruitment and selection was thus geared specifically toward
people with technical skllls and commitment to their work area which, it was
believed, would improve role performance over time. The findings offer a num-
ber of important insights, including the idea that human resource managers
must cope with the special human resource needs of their organizations and
that these are by and large determined by the environment within which they
operate and the strategic directives established to deal with the environment.
Kydd and Oppenheim have argued that the level of environmental turbulence
that an organization must face, and the extent to which its key competitive
thrust is to be an innovator, v d l determine the approach which will be taken
to human resource management issues. High turbulence organizations would
be more concerned with 'means'; that is, high turbulence precludes evaluation
solely on the 'end' result because of difficulty with prediction. It is thus
advised that such organizations should select managerial employees on the
basis of their ability to respond quickly and appropriately to dynamic condi-
tions rather than on the basis of meeting static predefined objectives. To be
more specific, managerial employees that will fill positions in such an organi-
zation, which relies on an innovation strategy, should have an awareness of
the contextual factors surrounding the specific position in order to be able to
perform the duties of the positions. The individual must monitor a wide set of
variables. The job is less focused and performance will be llnked to the long-
term contribution to the organization's innovation strategy. It can then be
concluded that in these large four organizations, the concern for strategic
selection led them to define their speclfic labor markets and identify what it
took, in terms of educational and training requirements, to maintain a leading
edge within the wider context of their competitive environment (Lundy and
Cowling, 1997: 212-215).
Another important study, which describes the use of strategc selec-
tion as one of a number of human resource management responses to radical
strategic change within the context of dynamic environmental forces, is that
of Sparrow and Pettigrew in 1988. In response to a more competitive and
consumer-orientated marketplace, a strategically managed human resource
*tion within an organization, especially regarding strategic selection, is a
critical part of malung a business successful. Their research findings con-
firmed that there has been identification of a need for more general processes
as opposed to technical skills. The managers are searching for general at-
tributes in the managerial employee that indicate ability to cope with change,
such as leadership, entrepreneurship, project management, tolerance of unceg
tainty, management slalls and communication abhty. This study of ten com-
panies in the UK computer industry indicated that recruitment is one of the
most important human resource management activities and should therefore
be central to corporate strategy rather than hived off into a separate personnel
ghetto (Lundy and Cowling, 1997: 215-216).
One additional study, which provides strong research evidence of a
selection and strategy link, is that of Hendry, Pettigrew and Sparrow in 1988.
They found that those organizations that have made developments in their
human resource management process have done so under competitive pres-
sure. They in particular argued that a complex set of business environment
changes have resulted in generic strategic responses. They identified seven
interdependent responses that have driven and dictated developments in hu-
man resource management, including competitive restructuring, decentraliza-
tion, internationahation, acquisition and mergers, total quality processes, tech-
nological change, and new concepts of service management. They also found
evidence that such changes created needs among the organizations for new
operating structures and systems, and new skllls, knowledge and capability
from employees at many organizational levels (Lundy and Cowling, 1997:216-
218). Alongside business strategy, strategic selection is therefore crucial in
creating and retaining new skills among employees in many organizations,
and such selection which supports strategic human resource management
should be formulated and implemented under different competitive environ-
ments.
Research Methodology The unit of analysis consists of four types of Bangkok-based business
organizations with separate, dedicated human resource departments which
serve as representatives of multi-national organizations in the private sector in
their respective industries. This includes 1) importers, distributors, joint ven-
tures and/or manufacturers of various types of consumer product categories, 2)
advertising agencies, 3) business consultants and recruitment agencies, and
4) organizations in the retail and wholesale trade industry (including retail food
companies). The population studied will be from four types of firms and 259
questionnaires (from 30 selected companies) will be sent to private business
organizations in the Bangkok areas. The number two hundred and fifty nine
was arbitrarily set; the primary concern was the limitation of resources and
time. The data wiU be obtained from a small-scale survey of 30 Bangkok-
based organizations in the private sector which nnll be chosen from American,
Austrahan, British and European chambers of commerce as well as embassies
of Western countries in Bangkok. The aim of this questionnaire survey is to
obtain information on the current practices of recruitment and selection among
large, multi-national organization in the Thai private sector.
There are two major sections, with twenty-nine questions in this ques-
tionnaire. The first section contains 13 questions about the general character-
istics of the sample. This basically includes employee's personal and career
information, educational background as well as a basic description of the
sampled organizations, such as the type, size and design configuration of the
organizations. The second section contains 16 questions relating to the meth-
ods and procedures used to assess external applicants for managerial positions
in the sampled organizations. The individual respondent is asked to indicate,
from suggested estimates ranging from 0 to 100 percent, the approximate
percentage of occasions on which he or she (each individual organization)
would use methods and procedures with external managerial applicants be-
fore deciding whether to appoint or reject them. There are five response cat-
egories ,including Never Use (O%), Rarely (25%), Sometimes (50%), Usually
(75%), and Always Use (100%).
Once verbal and written approvals have been obtained from senior man-
agement executives (managing directors, or human resources directors) of the
sampled organizations, lists of middle management employees (including HR
managerstdirectors and speciahsts) wdl be determined for the distribution of
questionnaires. To complete the questionnaires, these selected groups of
employees nnll be those responsible for development and implementation of
business strategies and human resource policies in their business unitstde-
partments in the organizations. Selected middle management employees must
have more than one full year of work experience with their present employers
and must have direct subordinates (with the exception of HR specialists)
reporting to them. The investigation will then be carried out through a hand-
delivered and structured questionnaire distributed to 30 private business firms
in Bangkok.
Limitations of the Study In order to minimize some limitations associated with this survey,
more sample sizes are necessary as this would help the researcher to conduct
more comprehensive quantitative fieldwork on the subject. More importantly,
it should therefore be noted that the respondents were selected non-randomly
from 30 private business firms in Bangkok, thus limiting the generahzeability
of the research findings.
Research Findings and Discussion This section deals specifically with the descriptive analysis and inter-
pretation of 30 randomly chosen organizations in Bangkok, which include 29
multi-national organizations operating in different industries in the private
sector and one Thai multi-national organization. Through the use of struc-
tured questionnaires, we wdl be able to learn about the current practices and
systems of management recruitment and selection in multi-national organiza-
tions in the Thai private sector. A total of 259 questionnaires were distrkuted
to 30 sampled organizations and a total of 188 questionnaires were returned,
which represents an overall response rate of 72.59%. Many scholars agree that
a response rate of 70 percent is very good, especially for analysis and reporting
(Babbie, 1986: 221; Rea and Parker, 1992: 85; Mangione, 1995: 60-61; Edwards,
Thomas, et al., 1997: 92; and Z h u n d , 1989: 225). After the distrkution of
these 259 structured questionnaires to the sampled organizations, the researcher
had to make telephone calls to each individual senior manager to follow up
and make necessary arrangements for the completion and return of all ques-
tionnaires. Together with the telephone calls to all senior managers, the
researcher, on many occasions, had to personally follow up by visiting them
individually to ensure that these senior managers clearly understood the key
criteria for selecting qualified employees for distrkution of all questionnaires.
All questionnaires were directly sent (hand-delivered) to senior management
executives, which included managing directors, general managers or human
resource directors of the sampled organizations. These senior management
executives then determined the list of managerial employees and human re-
sources specialists within their companies for further re-distribution of ques-
tionnaires. Out of 188 returned questionnaires, 145 were successfully com-
pleted and usable, or 55.98%, which could then be considered as quite an
acceptable rate of response according to survey research standards. The re-
sponse rate from each type of organization is summarized in table 1:
Table 1: Number of Questionnaire Distributions and Response Rate from
Different Organizations
Types of Organizations Number of Distributed Responded and Response
Organizations Usable Rate
Organizations in the Retail and 6 51 17 33%
Wholesale Trade Industry
Business Consultants & 4 17 14 82%
Recruitment Agencies
Importers, Distr~butors, Joint 16 148 96 65%
Ventures and Manufacturers
Advertising Agencies 4 43 18 42%
Total 30 259 145 56%
General Characteristics of the Sample Out of 145 respondents, 49.7% are male while 50.3% are female (See
Table 2). This could imply that more females are entering the Thai labor force
and being accepted more into senior managerial and human resource posi-
tions in multi-national organizations in the private sector. According to the
survey results, the majority of the respondents are married people (56.6%)
while 41.4% are single and 2.1% are divorced (See Table 3).
Table 2 : Sex Distribution of the Respondents
Sex Number Percent
Male
Female
Total
Table 3 : Marital Status Distribution of the Respondents
Marital Status Number Percent
S~ngle
Marr~ed
D~vorced
Total
About two thirds (62.6%) of the respondents are between 31 and 40
years of age, and by and large this would represent a typical range of age for
supervisory/managerial and human resource professionals in large multi-na-
tional organizations in the Thai private sector. Classification of the respon-
dents by age distribution indicated that the largest number of respondents are
in the 31-35 year age group, which represented 35.8%. About 26.8% are in the
36-40 year age group, and 13.1% are in the 41-45 year age group. Only 5.6%
are older than 46 years, while the younger group (less than 30 years of age)
accounts for 18.7% (See Table 4).
Concerning the level of education of the respondents, the survey shows
that the majority of employees who completed the questionnaires are univer-
sity-educated people, as it shows that 86.2% have bachelor degrees and higher
(See Table 5). While 9.0% of the respondents possess associate diplomas, only
4.8% have high school certificates. In terms of the discipline area of graduates,
55.2% of the sample possess business related bachelor degrees. While 12.4%
have social science degrees, the rest of the respondents have natural science
and degrees from other disciplines, which account for 32.4% (see table 6).
Generally speaking, this would imply that business-related and social science
bachelor degrees would serve as an acceptable requirement for supervisory1
managerial and human resource positions by large multi-national organiza-
tions in the Thai private sector.
Table 4 : Age Distrlbution of the Respondents Age Number Percent
30 Years and below 27 18.7
Between 31- 35 Years
Between 36 - 40 Years
Between 41 - 45 Years
46 Years and over
Total
Table 5 : Education Background Distrlbution of the Respondents Level of Education Number Percent
High School
Associate Diploma
Undergraduate
Postgraduate
Total
Table 6 : Education Speciahzation Distrlbution of the Respondents Area of Graduate Number Percent
Business Related Degree
Soc~al Science Degree
Other
Total
Interestingly, 39.7% of the respondents have master's degrees from
overseas tertiary institutes as this simply reflected the importance of English
language skdls in large multi-national organizations in the Thai private sectors
and the influence of Western management styles and cultures during the past
10 years in Thailand, particularly during the economic boom period (from 1988
to 1996) up to the present time.
h addition, information from the questionnaires revealed that 82.4% of
those that earned master's degrees graduated from business related schools
from overseas advanced degree colleges or universities. This would indicate
the need of many multi-organizations in the Thai private sectors before the
economic crisis in mid 1997 to recruit and select supervisory and managerial
employees or human resource specialists with higher business degrees, espe-
cially with a master's in business administration. Information from the com-
pleted questionnaires indicated that the majority of employees are not newly
hired as they have been working with their current employers for several
years; 47.6% of the respondents have more than five years of work experience
with their companies, and 24.1% are in between two to five years, and 28.3%
have less than two years of work experience (See Table 7).
Table 7 : Years of Service with Present Employers
Years Number Percent
< 2 Years
> 2 Years but < 5 Years
> 5 Years
Total
Table 8 : Total Years of Work Experience Years Number Percent
< 5 Years
> 5 Years but < 10 Years
> 10 Years but < 15 Years
> 15 Years
Total
Respondents tend to possess extensive years of work experience, as
results of the survey indicated that 47.6% have worked full time for pay for
more? than 10 years since graduation (from latest formal education), while
32.4% are in between 5 to 10 years of total work experience and only 20.0%
have less than 5 years of total experience (see table 8). This would confirm our
understanding of and perception about social value and cultural belief in the
Thai context; that the notions of professionalism and seniority at work, as well
as the level of academic and career advancement. are indispensable for mana-
gerial and senior human resource positions among multi-national organiza-
tions in the private sector.
By and large, we can identlfy the respondents as three groups of
employees based on their current positions and job responslblhty. In terms of
the distrlbution of position classification level, the majority of the respondents
(66.9%) are in the middle-level management group (supervisory & managerial
level), 11.0% are in the high-level management group and 22.1% are at the
non-managerial level (see table 9).
Table 9 : Position Classification Level Position Number Percent
Senior Management Executives
Supervisory & Managerial Level
Non Manager~al Level
Total
In terms of their employing business divisions or departments, 44.1% of
employees are working in sales and marketing departments, 33.1% are respon-
slble for human resource management and development functions and 22.8%
are in support or back office areas (see table 10).
Table 10 : Employing Department Distribution of the Respondents
DivisionIDepartment Number Percent
Sales & Market~ng
Human Resource Management
F~nance & Admn~stration
Total
Description of the Sampled Organizations Concerning organizational structure and size, the majority of organiza-
tions are medium sized, as only 21.4% have more than 1,000 total employees.
46.9% have from 201 to 1,000 employees and 31.7% have fewer than 200
employees (see table 11). However, the size of the human resource depart-
ments within these selected groups of companies does not vary according to
total organization size. The human resource functions within multi-national
organizations in the Thai private sector tend to be managed by smaller g~oups
of human resource specialists (fewer than 10 human resource staff members)
and often are regarded as a supporting or value adding function of the busi-
ness. Regardless of the size of the sampled organizations, only 10.3% of the
organizations employed more than 20 people in human resource departments,
13.8% between 11 and 20 human resource personnel and 75.9% have fewer
than 10 people in the department (see table 12).
Table 11 : Organizational Size Organizational Size Number Percent
< 200 Employees
> 200 Employees but < 1,000 Employees
> 1.000 Employees
Total
Table 12 : Size of Human Resource Department
Human Resource Personnel Number Percent
< 10 Employees
> 10 Employees but < 20 Employees
> 20 Employees
Total
With increasing business globalization, partnerships and alliances between
and among multi-national organizations with local Thai business entrepreneurs are
becoming popular in the 21" century, shifting boundaries whlch could simply be
removed through globahzed economics, technologes and communications. Local
independent and isolated business organizations are finding themselves in a very
difficult market position in terms of growing their business strategically and profit-
ably. As a consequence, international partnerships are current standard business
practice as product life cycles shorten and immediate distribution becomes im-
perative (Albrecht, Pagono and Phoocharoon, 1997: 1-4). All 30 organizations in the
sample are in some ways currently engaged in some form of international partner-
ships with multi-national firms. Concerning the nationahty of the ownership of the
sampled organizations, the surveys indicated that the majority of the respondents
described their employing organizations as being owned and managed by Thai
business partners (36.6%), 20.0% owned and managed by American corporations,
4.8% by British, 5.5% by the Australian, 4.8% by the French, 9.0% by the Japanese
and 19.3% by other nationalities (see table 13).
Table 13 : Nationahty of Ownership of Employing Organization Nationality Number Percent
American 29 20.0
British 7 4.8
Australian 8 5.5
French 7 4.8
Japanese 13 9.0
Thai 53 36.6
Other 28 19.3
Total 145 100
Current Practices Regarding Recruitment and Selection This section deals with the methods generally employed to assess
external applicants for managerial positions in multi-national organizations.
Table 14 presents the categorization of the respondents into two major groups;
"Not Use Regularly" (0-50%), which includes those who 'Never Use', 'Rarely
Use' and 'Sometimes Use' the recruitment and selection procedures, and ''Use Regularly" (75%-loo%), which combines the categories of 'Usually Use' and
'Always Use'. It can be seen that 73.8% of the respondents 'usually' and
always' require written applications for managerial positions, and 75.9% require
pre-employment medical checks. The results showed that 58.6% require a
panel of two and more in te~ewers , and 76.6% require more than one interview.
It appears that interviews are st111 the most frequently-used recruitment and
selection tool, closely followed by written applications and pre-employment
medical checks.
1 26 n1~50nisn1n5~1lanin10nou
Table 14 : Percentage of Typical Usage of Selection Procedures
Procedure Frequency of Not Frequency of Use
Regularly Use Regularly
More than one interview
Pre-employment medical check
Written application
More than one interviewer
Partially structured interv~ew
"Walk In" candidates
Advertisements
Highly structured interview
English proficiency test
Recommendationi mployee referrals
Reference checkisupervisor's report
Psychological test
Intelligence test
Assessment centers
Educational institutions
External recruitment consultants
Although the panel discussion interview is fairly well used among
multi-national organizations, the format of the interviewing process for mana-
gerial employees appears to be partially structured, as 57.2% of the respon-
dents use partially structured interviews and 44.8% use highly structured in-
terviews. There seems to be an increase in the requirement for partially
structured interviews because it would be logical to argue that the use of
highly structured interviews would h i t the discretion of interviewers, par-
ticularly for Thai management executives within multi-national firms in the
Thai private sector in terms of varying questions and procedures as they wish
during the in te~ewing and selection process. Surprisingly there seems to be
a decrease in the requirement for reference checking or use of previous
supervisor's reports for managerial positions as the survey result indicated that
only 30.3% require reference chechng. The decline in the use of reference
checks or supervisory reports is consistent with the argument set forth by
Stephen P. Robbins in his new book on human resource management, The
Truth About Managing People and Nothing but the Truth. Robbins argues
that references from past employers tend to be valuable in the hiring process
but they in reality have become increasingly difficult to acquire. On the other
hand, personal references are easier to acquire but are essentially worthless.
In addition, previous employers are more likely not to describe the behavior
and characteristics of the candidates in a negative manner. Therefore, infor-
mation obtained from reference checks or supervisory reports, which are usu-
ally positive, become of little importance in the recruitment and selection
process (Robins, 2002: 18-21).
The results show that respondents are less likely to rely on psychologi-
cal procedures for this level of vacancy, and assessment centers are st111 of little
use in Thailand as only 25.5% of the respondents use psychological testing.
20.7% use intelhgence tests and only 16.6% use assessment centers. About
43.4% of the respondents use English proficiency tests to assess the selection
of managerial employees and this is consistent with the fact that English
proficiency is more likely to be perceived as a prerequisite attribute for mana-
gerial and human resource positions in multi-national organizations in the
Thai private sector. Multi-national organizations in Thailand are more likely to
welcome and consider "Walk In" candidates and rely considerably on the use
of recruitment advertising and recommendations or referrals from current em-
ployees for managerial positions, as this is supported by the fact that 55.2%
accepted "Walk In" candidates. 48.3% of the respondents use advertisements,
and 42.1% use recommendations or employee referrals. However, the results
show that respondents are less llkely to rely on the use of external recruitment
consultants or head hunters (15.2%), as this is more l~kely to be quite popular
for top management executive positions amongst large multi-national organi-
zations in Thailand. By the same token, only 16.6% of the respondents indi-
cated the use of educational and graduate institutions, as this is most llkely to
Table 15 : Percentage of Typical Usage of Selection F'rocedures by Organizational Size
Procedure Small Medium Large Total
No (%)
Wrt ten application 3 4
Pre-employment m e d ~ c a l check 2 9
More lhan one interviewer 2 6
(56.5)
More than one interview 3 7
Highly structured ~nterv iew 20
(43.5)
Partially structured lntervlew 2 7
Psycho log~ca l test 1 0
(21.7)
Intelligence test 8
(1 7.4)
Assessmenl centers 9
Engllsh proficiency test 1 9
(4 1.3)
Reference checklsupervisor's report 14
(30.4)
Advertisements 16
(34.8)
"Walk In" C a n d ~ d a l e s 1 8
(39.1)
Recommendat~onlemployee referrals 2 3
(50.0)
Educational lnstltutions 5
(10.9)
External recru~tment consultants 5
(10.9)
Total 4 6 66 31 145
(31.7) (46.9) (21.4) (100)
Table 16 : Percentage of Typical Usage of Selection Procedures by Size of Human Resource Department Procedure Smal l Medium Large Total
N o (%) NO (%) N o (%) No ( % )
Written appllcatlon 7 9 16 12 107
(71.8) (80 .0 ) (80 .0 ) (73.8)
Pre-employment medical check 8 2 16 1 2 110
(74.5) (80 .0 ) (80.0) (75.9)
More than one interviewer
More than one interview
Highly structured interview 49 8 8 6 5
(44.5) (40 .0 ) (53 3) (44.8)
Par l ia ly structure interview
Psychological test
Intell igence test 21 5 4 3 0
(19.1) (25 .0 ) (26.7) (20 .7 )
Assessment centers 18 5 1 24
English proficiency test 4 6 12 5 6 3
(41 8 ) (60 .0 ) (33.3) (43 .4 )
Reference checklsupervisor's report 2 9 3 44
(29 1 ) ( 45 .0 ) (20 0 ) (30 .3 )
Advert~sements 4 7 14 9 7 0
"Walk In" Cand~dates
Recommendat ion/employee
referrals (41.8) (45 .0 ) (40.0) (42 .1 )
Educational lnstitutlons 13 7 4 24
External recruitment consultants 14 5 3 22
(12.7) (25 .0 ) (20 .0 ) (15.2)
Total
1 30 ms5onismnS~sanin1onuu
Table 17 : Percentage of Typical Usage of Selection Procedures by Nationahty
of Ownership of Employing Organization --
Procedure Amerlcan Brltlsh Australian French Japanese T h a ~ Other Total
I
Writlen 21 6 4 5 10 35 26 107
Pre-employment
medical check
More than one
interviewer
More lhan one
intervew
Hlghly structured
1nterv8ew
Parlially structure
nterview
Psychologcal
test
Intelligence test
Assessment
centers
Eng lsh
proflclency test
Reference check
I superv~sors (34.51 (57.1) (25.0) (14.3) ( 1 5 4 1 ( 3 0 2 ) 1321) (30.3)
report
Advertisements 10 1 6 2 7 2 7 17 70
(34 51 (14 3) (75 01 (28 6) (53 8) (50 9) (60 7 ) (48 3)
Walk In 14 3 3 3 9 33 15 80
Candidates (48 3) (42 9) (37 5) (42 9) (69 2) (62 3) (53 61 (55 2)
Recommendation
1 employee
referrals
lnslltutlons
External
recrultmenl
consultants
Total
be the method used to assess external applicants for young and new lower-
level managerial positions with fewer years of work experience in multi-na-
tional organizations.
In this section, multi-national organizations in Thai private sectors wdl
be classified into three major categories: a small size company with fewer than
200 permanent employees, a medium-sized company with between 201 and
1,000 permanent employees, and a large multi-national company with over
1,000 permanent employees (see table 15). It can be seen from the table that
written applications constitute primarily prerequisite information for assessing
managerial positions in multi-national organizations in the Thai private sector
regardless of the size of the organization. Similarly, there is no significant
difference in the need for pre-employment medical checks among the three
organizational sizes.
Although, interviews can be descrlbed as a common recruitment and
selection tool for assessing managerial employees in Thailand, larger organiza-
tion tend to favor panel and structured (both partially and highly structured)
interviews. This could perhaps be explained by the fact that panel interviews
tend to provide larger organizations with several significant advantages over
traditional one-to-one interviews, including higher validity because of multiple
inputs, better acceptance of the decision, and faster decision making. While
structured interviews tend to provide a more consistent basis for evaluating
managerial candidates and are more llkely to provide the type of information
needed for making sound decisions, larger organizations are less likely to
conduct more than one interview with managerial applications compared with
small and medium-sized organizations. It is interesting to consider that
despite having a very low validity coefficient (Ulrich and Trumbo, 1965; Arvey
and Campion, 1982; Cook, 1993), interviews can be descrlbed as a common
recruitment and selection tool for assessing managerial employees (Lewis,
1984; Robertson and Makin, 1986). This selection technique has over the past
20 years gained popularity among Thai private business organizations. The
use of interviews alone, however, has some problems as interview impressions
are acknowledged by most researchers and business practitioners as extremely
susceptible to error because of the interviewer's personal, often unconscious,
values and prejudices. Much research conducted, including Avery, R, and
Champion, J. in 1982, Anderson, N. and Shackleton, V, in 1986 and, Harris, M,
M, in 1989, indicate that these interviews can differ from one i n t e ~ e w e r to
the next and found little consistency when comparing in te~ewers ' separate
assessments of the same person. To minimize such inconsistency, two com-
monly recommended ways of countering interviewer bias among Thai private
business organizations include substituting single interviewers with panels of
i n t e ~ e w s and structuring interviews so that variations between them can be
largely reduced.
Psychologcal and intelligence tests, assessment centers and refer-
ence checlung or the use of previous supervisor's reports for managerial posi-
tions are less commonly used within multi-national organizations in the Thai
private sectors, as the table confirms that there seems to be no major differ-
ence between different organizational sizes. Large multi-national organiza-
tions in the Thai private sector are more likely to welcome and consider "Walk In" candidates (71.0%) and rely heavily on the use of recruitment advertising
(80.6%) for managerial positions than are medium sized organizations (58.8%
for "Walk In" candidates and 42.6% for use of recruitment advertising, respec-
tively) and small organizations (39.1% for "Walk In" candidates and 34.8% for
use of recruitment advertising, respectively). This somewhat contrasts the use
of recommendations or employee referrals for managerial positions. Small orga-
nizations (50.0%) tend to favor this method over medium-sized and large multi-
national organizations in the private sector (38.2% and 38.7%, respectively).
Organizations in general are less hkely to use educational institutions or exter-
nal recruitment consultants for managerial positions. However, there seems to
be little difference between organizational sizes. Large organizations tend to
favor more of these two sources of recruitment than small and medium-sized
organizations.
Conclusion In this concluding section, the main points of the research findings
obtained from a survey of 30 Bangkok based organizations in the private sector
through the use of structured questionnaires will be summarized. This de-
scriptive and quantitative analysis helps describe the attitudes and beliefs of
Thai human resource specialists and managerial employees, as well as the
current practices and systems of management selection, in Thai private busi-
ness organizations. There seems to be a decrease in the requirement for
reference checking or use of previous supervisors' reports for managerial posi-
tions. The results also show that respondents are less likely to rely on psycho-
logical procedures for this level of vacancy, and assessment centers are still of
little use in Thailand. Although some of the larger multi-national organizations
are moving towards increased reliance on the psychological tests, intelligence
tests and the assessment center, the trend is still too small to be indicative of
future practice in Thailand. Our research findings on the use of interviews as
a strategic tool for management recruitment and selection are consistent with
the advice that has persistently issued from management journals and re-
search based texts in that larger organizations tend to favor panel and struc-
tured (both partially and highly structured) interviews. This could perhaps be
explained by the fact that panel interviews tend to provide larger. organiza-
tions with several significant advantages over traditional one-to-one inter-
views, including higher validity because of multiple inputs, better acceptance
of the decision, and faster decision time. Structured interviews, on the other
hand, tend to provide a a more consistent basis for evaluating managerial
candidates and are more llkely to provide the type of information needed for
making sound decisions. On the other hand, larger organizations are less
llkely to conduct more than one interview with managerial applicants com-
pared to small and medium-sized organizations.
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