Causal Factors Affecting Performance Effectiveness of Personnel Provincial Electricity Authority in The 5 Eastern Provinces of Thailand
Article Sidebar
Main Article Content
Abstract
This research was to develop the causal model of personnel performance of Provincial Electricity Authority in the 5 Eastern Provinces of Thailand with the following objectives : 1) To study the observed variable of the effectiveness of personnel performance. 2)To study the relationship of rational factors affecting the effectiveness of personnel performance. The total sample size of 547 Provincial Electricity Authority in the 5 Eastern Provinces of Thailand was selected by using the multi-stage sampling method. The research instrument to collect data was questionnaire of private vocational students with 0.986 reliability. The statistics for analyzing the data were Confirmatory Structural Factor Analysis and Path Analysis is from LISREL Version 8.80.
The research findings were 1) Observed variable of the effectiveness of personnel performance comprised work, behavior and transparency. 2) performance effectiveness of personnel received direct effects from organizational citizenship behaviors and organizational justice. Furthermore, performance effectiveness of personnel also received indirect effect from transformational leadership organizational justice and organizational commitment through organizational citizenship behaviors
Article Details
References
Bass, B. M. (1985). Bass & Stogdill’ s Handbook of leadership. 3rd ed. New York: Free Press.
Bass, B. M., & Avolio, B. J. (1990). The implications of transactional and transformational leadership for individual, team, and organizational development. Research in Organizational Change and Development, 4: 231-272.
Bass, B. M., & Avolio, B. J., & Atwater, L. (1996). The Transformation and Transactional Leadership of Men and Women. Applied Psychology: An International Reviews. 45 (1): 5-35.
Colquitt, J. A. (2001). On the dimensionality of organizational justice: a construct validation of a measure. Journal of Applied Psychology. 86: 386-400
Cropanzano, R. D., Bowen, D. E., & Gilliland, S. W. (2007). The management of organizational justice. Academy of Management Perspectives. 34-48.
Cropanzano, R. D., Prehar, C. A., & Chen, P. Y. (2002). Using social exchange theory to distinguish procedural from interactional justice. Group and Organization Management. 27 (3): 324-351.
Folger, R. (1986). Rethinking equity theory: A referent cognitions model. In H. W. Bierhoff, R. L. Cohen & J. Greenberg (Ed). Justice in social relation : pp.145-162. New York: Plenum Press.
Folger, R., & Greenberg, J. (1985). Procedural justice: an interpretive analysis of personnel systems. Research in Personnel and Human Resources Management. 3: 141-183.
Kline, R. B. (1998). Principles and practice of structural equation modeling. New York. Guild Press.
Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace : Theory, research, and application. Sage Publications.
Moorhead, G, & Griffin, R. W. (2001). Organizational behavior: Managing people and organizations. New Delhi. Virenda Kumar Arya: AITBS.
Podsdkoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behavior: a critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management. 26: 513-563.
Sheppard, B. H., Lewicki, R. J., & Minton, R. W. (1992). Organization justice. United State of America: Macmillan.