การพัฒนาแนวทางการสร้างความผูกพันของบุคลากร คณะรัฐศาสตร์และรัฐประศาสนศาสตร์ มหาวิทยาลัยเชียงใหม่

• Main Author: สิรินภัทร สมพงษ์
• Other Authors: ผู้ช่วยศาสตราจารย์ดร.พจนา พิชิตปัจจา
• Format: Independent Study
• Language: other
• Published: เชียงใหม่ : บัณฑิตวิทยาลัย มหาวิทยาลัยเชียงใหม่ 2020
• Online Access: http://cmuir.cmu.ac.th/jspui/handle/6653943832/69715
• Institution: Chiang Mai University

The study on “the Development of Staff Engagement Approach of the Faculty of Political Science and Public Administration, Chiang Mai University” aims to 1) study on the employee engagement level 2) study on factors affecting the employee engagement and 3) study the development of staff engagement approach of the Faculty of Political Science and Public Administration, Chiang Mai University. This is the surveyed research in which the documentary is used. The questionnaires are used to collect data from ninety-six staff. Regarding satisfaction, it is found that the most three commitment levels are the organization’s stability (3.91), the work stability of staff (3.74), and the happy workplace (3.52). The least commitment level is boredom in the workplace (2.65). For loyalty, it is found that the most three commitment levels are the willingness to tell about the workplace (3.96), the staff regularly follows the organization regulations (3.83), and the willingness of staff to sacrifice the personal benefits for the organization (3.52). The least commitment level is the requirement to change the work (2.33). Regarding the factors affecting the commitment level, three areas; duty and responsibility, relationship in the workplace, and rewards, are examined. The results show that the opportunity is given from the supervisors to complete the job assignment (4.00), the capability to fully work (4.00) and the creativity of job improvement (3.91) are the factors that most affect the duty and responsibility of staff. In contrast, the boredom of routine work (2.81) is the factor that the least affects. Next, the three factors affecting the relationship in the workplace the most are the good cooperation from colleagues (3.86), the achievement accomplished by the staff (3.77), and the regular advice from the supervisors (3.74). The factor least affecting in this area is trustworthy in the organization (3.18). Moreover, the factors most affecting the engagement of staff in terms of rewards, are taking pride in the work (3.81), the opportunity to extend knowledge (3.79), and the ability to apply the knowledge gained from the seminar to improve the work (3.76) respectively. The factor least affecting in term of rewards is the organization’s survey for the health welfare (2.72). In conclusion, it is recommended that the Faculty of Political Science and Public Administration, Chiang Mai University to allocate the health welfares such as medical fee, accidental insurance, and fee for an annual health check-up. Also, the explicit guideline in terms of rewarding that is suitable and flexible for the staff, is suggested.