Human Resource Creativity Management of Saving and Credit Cooperatives in Thailand: A study for Phenomenological Approach

Abstract

The objectives of this research were to study 1) patterns/methods of Human Resource Creativity Management in saving cooperatives 2) causal factors affecting Human Resource Creativity Management
3) results of Human Resource Creativity Management 4)problems, obstacles, and guidelines for managing human resource creativity.

This qualitative research applied a phenomenological approach. The key informants were senior executives from 13 savings cooperatives in Thailand which were awarded the Best Savings Cooperatives in Innovation Award 2017. Data were collected through in-depth interviews. Subsequently, data were analyzed to conclude on the issues defined above.

The results of the research showed that 1) for patterns/methods for Human Resource Creativity Management in cooperatives, the cooperatives need to encourage and train creative idea generation among personnel to achieve the objectives of the cooperative. Thus, the cooperatives must (1a) allow ideas to incubate, and to create awareness and motivation, (1b) provide job training, (1c) provide knowledge for continuous development, and (1d) evaluate and follow up. 2) For causal factors that affect the Human Resource Creativity Management in cooperatives, the cooperative executives must apply creative leadership to effect changes that will allow the personnel to confidently work together, and also to establish creativity in the workplace as the norm. Designing an organizational culture includes creating and promoting shared values in cooperatives. This, in turn, allow all personnel to create work behaviors that aim to boost creativity and innovation. There are activities that focus on helping personnel develop skills, knowledge, and abilities to efficiently perform their jobs, management of resources in the organization, information technology, as well as physical, financial, and intellectual resource management. 3) As for results of human resource creativity management in cooperatives, the operation of the cooperatives aims to equip the cooperatives with the potentiality to compete with private business organizations by using information emphasizing on measuring financial performance for decision making. Importantly, the cooperatives have to focus on the development process of personnel and organizations in order to increase their skills and knowledge, for more efficient work results. 4) For problems and obstacles, it was found that some savings cooperatives do not have continuous knowledge management. The working characteristics are the same as before because cooperative directors and officials are not interested in seeking new knowledge.  They adhere to the same things and do not think outside the box. They rarely dare to express their opinions on various issues which could be beneficial to the cooperatives.  Therefore, the guidelines for Human Resource Creativity Management should be set, which will lead to create innovation and affect the operations to achieve the goals. They should also be defined as a policy or strategy to bring maximum benefit to the cooperatives in the future.