Human Resource and Organization Development Journal

Developing a Local Human Resource Management System for Elderly Care: A Case Study of Sikhiu District, Nakhon Ratchasima Province

Gorn Huvanandana — Fri, 03 Jul 2026 00:00:00 +0700

This research aims to investigate the current personnel management system and develop a model for local human resource management in elderly care, utilizing a case study of Sikhiu District, Nakhon Ratchasima Province. Employing a qualitative research design, data were collected through in-depth interviews and focus groups with key informants, including local administrators, public health officials, Care Managers (CM), Caregivers (CG), and community volunteers. The findings reveal that current operations, functioning under the devolution of healthcare responsibilities to local government, face significant challenges. These include compensation rates that do not reflect workload, a lack of career paths, a shortage of new generation caregivers, and fragmented health data systems across agencies. Additionally, disjointed budgetary allocations result in inconsistent medical supply distribution. To ensure system sustainability, the research proposes several policy recommendations: establishing appropriate compensation structures and welfare benefits, creating clear career advancement pathways to attract workforce, developing modern competency-based training programs, and integrating databases to facilitate collaboration between public health and local administrative bodies. Implementing these measures will effectively enhance the quality of life for the elderly in the community.

The Study of Human Capital Potential in the Public Sector through the Talent Value Chain and Human Capital Analytics Techniques

Wuttigrai Ngamsirijit — Fri, 03 Jul 2026 00:00:00 +0700

The concept of studying human capital potential has continuously evolved across economic, social, and managerial perspectives, emphasizing planning for assessing, analyzing, and making decisions related to human capital. Indicators, tools, and various metrics have been applied to identify the value of personnel and high-potential employees. This study presents human capital analytics models derived from an examination of human capital management in the public sector in two main areas: (1) identifying human capital management approaches aligned with public organizations’ smart governance capabilities, and (2) evaluating high-potential talent management practices, the value delivered by high-potential employees, and the value gained by public organizations—referred to as talent value chain management—as well as analyzing the linkages among talent management practices, value delivered, and organizational value received. The findings contribute to the development of human capital analytics models that integrate perspectives on human capital management and high-potential talent management, aligned with the digital competencies and strategic talent requirements of public sector organizations. These models aim to support human capital planning and provide executives with tools for more effective human capital planning and development.