HUMAN RESOURCE MANAGEMENT FACTORS AFFECTING THE WORK PERFORMANCE OF THE CHANTABURI PROVINCIAL ADMINISTRATIVE ORGANIZATION

Karusin Uwnsri, Krittat Sukman, Nissara Pronsurivong

Abstract


This study investigated factors affecting the work performance efficiency of personnel in the Chanthaburi Provincial Administrative Organization (PAO). Specifically, the study aimed to examine the level of factors influencing work performance efficiency, assess employees’ work performance efficiency, explore the relationships between these factors and work performance efficiency, and identify the factors that significantly predict employees’ performance. A questionnaire survey was administered to 142 employees selected through simple random sampling. Data were analyzed using descriptive statistics, Pearson's correlation, and stepwise multiple regression. The findings revealed that both human resource management factors and employee performance were perceived at high levels. A significant positive relationship was found between human resource management factors and employee performance (r = .763, p < .01). Work motivation, training and personnel development, and performance appraisal emerged as significant predictors, jointly explaining 66.82% of the variance in work performance (Adjusted R² = .668). Among these factors, work motivation was the strongest predictor (β = .540). The findings highlight the critical role of motivational practices, employee development initiatives, and performance management systems in enhancing workforce effectiveness in local government organizations. The study provides practical implications for public-sector human resource management and contributes to understanding the determinants of work performance efficiency in provincial administrative organizations.

Keywords


work performance efficiency; human resource management; work motivation; training and development; provincial administrative organization

Full Text:

PDF

References


Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60(1), 451–474. https://doi.org/10.1146/annurev.psych.60.110707.163505

Aungsuchawalkit, T., Namvongs, P., & Boonsermwanm S. (2021). Human resource management processes affecting the work performance efficiency of employees in a Subdistrict Administrative Organization, Pak Khat District, Bueng Kan Province. Rajapark Journal, 15(40), 250–264. Retrieved from https://so05.tci-thaijo.org/index.php/RJPJ/article/view/255446

Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. L. (2000). Manufacturing advantage: Why high-performance work systems pay off. Cornell University Press. Retrieved from https://books.google.ro/books/about/Manufacturing_Advantage.html?id=5o6YFbskCAcC&redir_esc=y

Arthur, W., Bennett, W., Edens, P. S., & Bell, S. T. (2003). Effectiveness of training in organizations: A meta-analysis of design and evaluation features. Journal of Applied Psychology, 88(2), 234–245. https://doi.org/10.1037/0021-9010.88.2.234

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108

Becker, B. E., & Huselid, M. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resources Management, 16, 53–101. Retrieved from https://www.researchgate.net/publication/313524630_High_performance_work_systems_and_firm_performance_A_synthesis_of_research_and_managerial_implications

Blau, P. M. (1964). Exchange and power in social life. Wiley. https://doi.org/10.4324/9780203792643

Boyne, G. A. (2003). Sources of public service improvement: A critical review and research agenda. Journal of Public Administration Research and Theory, 13(3), 367–394. https://doi.org/10.1093/jopart/mug027

Cerasoli, C. P., Nicklin, J. M., & Ford, M. T. (2014). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological Bulletin, 140(4), 980–1008. https://doi.org/10.1037/a0035661

Chaichompu, N., Sonbunruang, T., Sriwilai, S., Insri, K., Tuisuep, K., & Tibprasorn, P. (2025). Human resource management practices affecting performance efficiency of agent of Thai Life Insurance Public Company Limited, Lampang Branch. Strategic Perspectives on Business and Marketing Management, 12(1), 1-18.

Collins, C. J., & Smith, K. G. (2006). Knowledge exchange and combination: The role of human resource practices in the performance of high-technology firms. Academy of Management Journal, 49(3), 544–560. https://doi.org/10.5465/amj.2006.21794671

Deci, E. L., & Ryan, R. M. (2000). The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268. https://doi.org/10.1207/S15327965PLI1104_01

DeNisi, A., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress? Journal of Applied Psychology, 102(3), 421–433. https://doi.org/10.1037/apl0000085

Gibson, J. L., Ivancevich, J. M., Donnelly, J. H., & Konopaske, R. (1988). Organizations: Behavior, structure, processes (6th ed.). Irwin. Retrieved from https://books.google.ro/books/about/Organizations_Behavior_Structure_Process.html?id=0ExYcgAACAAJ&redir_esc=y

Gould-Williams, J. (2003). The importance of HR practices and workplace trust in achieving superior performance: A study of public-sector organizations. International Journal of Human Resource Management, 14(1), 28–54. https://doi.org/10.1080/09585190210158501

Guest, D. E. (1997). Human resource management and performance: A review and research agenda. International Journal of Human Resource Management, 8(3), 263–276. https://doi.org/10.1080/095851997341630

Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–672. https://doi.org/10.2307/256741

Kunnaworapanya, A. & Chotanachote, K. (2019). Influence of work motivation on organizational engagement of supportive staff of Mahidol University. Integrated Social Science Journal, 61), 300-333. https://so02.tcithaijo.org/index.php/isshmu/article/view/192923

Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta‐analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264–1294. https://doi.org/10.5465/amj.2011.0088

Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376–407. https://doi.org/10.1037/0033-2909.127.3.376

Katz, D., & Kahn, R. L. (1978). The social psychology of organizations (2nd ed.). Wiley. Retrieved from https://books.google.ro/books/about/The_Social_Psychology_of_Organizations.html?id=8RRHAAAAMAAJ&redir_esc=y

Koontz, H., & O’Donnell, C. (1972). Principles of management: An analysis of managerial functions (5th ed.). McGraw-Hill. Retrieved from https://books.google.ro/books/about/Principles_of_Management.html?id=cQDCIWA2SokC&redir_esc=y

Kuvaas, B. (2006). Performance appraisal satisfaction and employee outcomes. International Journal of Human Resource Management, 17(3), 504–522. https://doi.org/10.1080/09585190500521581

Promthong, P. (2020). Factors affecting the work efficiency of civil servants in the Department of Provincial Administration, Sakon Nakhon Province (Unpublished master’s thesis, Master of Public Administration in Management Science). Sukhothai Thammathirat Open University, Nonthaburi, Thailand.

Pynes, J. E. (2013). Human resources management for public and nonprofit organizations (4th ed.). Jossey-Bass. Retrieved from https://books.google.ro/books/about/Human_Resources_Management_for_Public_an.html?id=bPYi0wkRoUIC&redir_esc=y

Shaw, J. D., Delery, J. E., Jenkins, G. D., & Gupta, N. (2002). Pay dispersion and workforce performance. Academy of Management Journal, 45(5), 905–914. Retrieved from https://www.jstor.org/stable/3094338

Vroom, V. H. (1964). Work and motivation. Wiley. Retrieved from https://books.google.ro/books/about/Work_and_Motivation.html?id=kexEAAAAIAAJ&redir_esc=y

Yooto, T. (2022). Factors related to work performance efficiency among personnel in the Rayong Provincial Administrative Organization. (Master’s thesis, Burapha University). Burapha University Institutional Repository.




DOI: http://dx.doi.org/10.46827/ejhrms.v10i2.2247

Refbacks

  • There are currently no refbacks.


Copyright (c) 2026 European Journal of Human Resource Management Studies

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.

Copyright © 2017-2026. European Journal Of Human Resource Management Studies (ISSN 2601-1972) is a registered trademark. All rights reserved.

This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and  Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.