Training and Core Competency towards the Efficiency of Employees in the Rubber Industry in the Eastern Region of Thailand
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Abstract
The achievements of business operations depend on human resources as a key factor. Businesses with this effective human resource management can contribute to the positively effective outcomes for these business organizations. This article aimed to study the training and core competency towards the efficiency of employees in the rubber industry in the eastern region of Thailand. The research design was quantitative. The quantitative research involved a survey of 300 samples of employees from the rubber industry in eastern Thailand, following the conceptual framework of Comrey and Lee (1992). This study used stratified random sampling and the simple random sampling method. The research instrument was a questionnaire, which was analyzed by using percentage, mean, standard deviation, coefficient of variation, and structural equation modelling. The research results were as follows: 1) Training directly affected core competency and employee efficiency, with path coefficient scales at 0.871 and 0.460, respectively. In addition, training indirectly affected employee efficiency, with a path coefficient scale of 0.439. 2) Additionally, core competency had a direct effect on employee efficiency with a path coefficient scale of 0.505. The research findings ascertain that aligning training programs with operational processes enhanced employees’ knowledge, skills, experience, and attitudes. These factors seemed to be core competencies that contribute to achieving organizational goals.
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