The Causal Factors Affecting High Performance Organization of the Royal Thai Army Medical Department

Main Article Content

Sunisa Thipat
Prompilai Buasuwan
Sudarat Sarnswang

Abstract

The objective of this research is to study, 1) organizational culture, transformational leadership, organizational member competence, organizational commitment and High Performance Organization (HPO) in the Royal Thai Army Medical Department, 2) the influence of organizational culture, transformational leadership, organization’s member competence, organizational commitment on High Performance Organization (HPO) of the Royal Thai Army Medical Department, and 3) a proposed causal model showing relationship among organizational culture, transformational leadership, through organization’s member competence and organizational commitment which have an effect on High Performance Organization (HPO) of the Royal Thai Army Medical Department. The research uses quantitative research method. The sample group consists of 500 medical staff who have been working in the Royal Thai Army Medical Department for more than three years, selected by multistage random sampling. The research instrument is a five-point scale questionnaire with reliability at 0.97. The data are analyzed by using descriptive statistics, correlation coefficient analysis, confirm factor analysis, and structural equation model analysis.


The findings reveal that: 1) organizational culture, transformational leadership, organizational member competence, organizational commitment and the High Performance Organization (HPO) of the Royal Thai Army Medical Department are overall at the high level (x2 = 3.87, S.D. = 0.73); 2) transformational leadership, organization’s member competence and organizational commitment have a direct effect on High performance Organization (HPO) while organizational culture, transformational leadership have an indirect effect on High Performance Organization (HPO) through organization’s member competence and organizational commitment at .01 statistical level of significance; and 3) the causal relationship model is in congruence with the empirical data, i.e. x2 = 119.15, df = 80, P-value = 0.098, GFI = 0.98, AGFI = 0.95, RMSEA = 0.04, RMR = 0.02. This model could explain 98% variance of High Performance Organization.

Downloads

Download data is not yet available.

Article Details

Section
บทความวิจัย (Research Articles)

References

จิรประภา อัครบวร. (2549). สร้างคนสร้างผลงาน. กรุงเทพฯ: ก.พลพิมพ์ (1996).
ทิพวรรณ หล่อสุวรรณรัตน์. (2551). องค์กรสมรรถนะสูงกับความรับผิดชอบต่อสังคม. วารสารการจัดการภาครัฐและเอกชน
15(2): 11-35
ปวลิน โปษยานนท์. (2557). การพัฒนารูปแบบเชิงโครงสร้างขององค์กรที่มีสมรรถนะสูงของบริษัทปูนซีเมนต์ไทย (แก่งคอย)
จำกัด (ดุษฎีนิพนธ์ปรัชญาดุษฎีบัณฑิต). มหาวิทยาลัยรามคำแหง.
พสุ เดชะรินทร์. (2549). การพัฒนาองค์การให้มีขีดสมรรถนะสูง. กรุงเทพฯ. วีชั่น พริ้นท์แอนมีเดีย.
วิชดา ประชุมทอง. (2551). สมรรถนะในการปฏิบัติงานของหัวหน้างานสายการผลิตกับประสิทธิผลขององค์การ บริษัท
ผลิตน้ำผลไม้กระป๋อง จังหวัดประจวบคีรีขันธ์. วารสารวิจัยและพัฒนา มหาวิทยาลัยราชภัฏสวนสุนันทา, 9(2), 136-151.
สำนักงานพัฒนาระบบราชการ. (2551). รายงานผลการศึกษาพัฒนารูปแบบเบื้องต้นของหน่วยงานภาครัฐ: องค์การที่มี
ขีดสมรรถนะสูง. กรุงเทพฯ. (อัดสำเนา).
Avolio, B. and Bass, B. (1995). Multifactor Leadership Questionnaire. Retrieved August 27, 2013, from
https://www.mindgarden.com/documents/MLQGermanPsychometric.pdf, August 27, 2013.
Beer, Michael. (2009). High Commitment High Performance: How to Build the Resilient Organization
for Sustained Advantage. San Francisco: Jossey- Bass
Bin Dost, et al. (2011). Impact of employee commitment on organizational performance. Arabian
Journal of Business and Management Review. 1(3).
Chughtai, A.A. and Zafar, S. (2006). Antecedents and Consequences of Organizational Commitment
among Pakistani University Teachers. (Applied Human Resource Management Research).
De Waal, A.A. (2004). “The role of information technology in the high performance organization.”
Business Strategy Series. 83(3): 179-185.
______. (2012). What make a high performance organization: Five valid factors of competitive
advantage that apply worldwide. UK: Global Professional Publishing.
De Waal, A.A. and Akaraborworn, C.T. (2013). Is the high performance organization framework suitable
for Thai organizations?. Measuring Business Excellence 17(4), 76-87.
De Waal, A.A. and Sultan, S. (2012). “Applicability of the high performance framework in the middle east:
the case of palestine polytechnic university.” Educational, Business and Society: Contemporary
Middle Eastern 5(3): 213-223.
Drous, S. (2004). Distance education to distributed learning: Multiple formats and technologies in
language instruction. CALICO journal. 15(3), 63-82.
Eisenbach, R., Watson, K. and Pillai, R. (1999). Transformational leadership in the context of organizational
change. Journal of Organizational Change. 12, 80-88.
Hair, J.F., Black, W.C., Babin, B. J., Anderson, R.E., and Tatham, R.L. (2010). Multivariate Data Analysis.
Upper Saddle River, New Jersey: Prentice-Hall.
Hastings Edmund, J. S. (1993). An analysis of labels for people with learning disabilities. British Journal
of Clinical Psychology, 32(4).
Hayter, R. (1997). “High performance organizations and employment flexibility: a case study of in situ
change at the powell river paper mill, 1980-1994.” The Canadian Geographers, 4(1), 26-40.
Hersey, P., & Blanchard, K. H. (1993). Management of organizational behavior. Utilizing human resources
(6th ed). Englewood Cliffs, NJ: Prentice Hall.
Kim, J.W., Choi, J., Qualls, W., & Park, J. (2004). The impact of CRM on firm-and relationship level
performance in distribution networks. Communications of the Association for Information
Systems, 14, 632-652.
Konovsky, M. A., & Cropanzano, R. (1991). Perceived Fairness of Employee Drug Testing as Predictor of
Employee Attitudes and Job Performance. Journal of Applied Psychology, 76, 698-707.
Kotter, J.P. and J.L. Heskett. (1992). Corporate Culture and Performance. New York: The Free Press.
Lawler, E.E. (1996). From the Ground Up: Six Principles for Building the New Logic Corporation.
San Francisco. CA: Jossey-Bass.
McClelland, C. (1999). Identifying Competencies with Behavioral-event interviews. Psychological
Science, 9(5). Retrieved December 11, 2018, from www.eiconsortium.org/research/business
case for ei.htm
Meyer, J.P. and Allen, N.J. (1997). Commitment in the Workplace. (Theory, Research and Application).
Schumacher, L. K. and Meleis, I. A. (1994). Transitions: A Central Concept in Nursing. Journal of Nursing
Scholarship, 26(2), 119-127.
Spreitez, G.M. (1995). Psychological empowerment in the workplace: dimensions, measurement and
validation. Academy of Management Journal, 38(5).
Steers, R.M. and Porter, L. (1979). “The measurement of organizational commitment.” Journal of Vocational
Behavior, 14, 224-247.
Wang, F.J., Chich-Jen, S., and Mei-Ling, T. (2010). “Effect of leadership style on organizational performance
as viewed from human resource management strategy.” African Journal of Business Management,
4(18), 3924-3936.