Dissertation Proposal PPT

8/12/2019 Dissertation Proposal PPT

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Graduate School of Public Administration(GSPA)

National Institute of Public Administration(NIDA)

Dissertation Topic:

Transformational Leadership, Learning OrganizationalCulture and Employee Involvement Climate to Effective

Organization: A Study of Employee Perspectives within ThePTT Group

9900: Dissertation Seminar

Course Director: Prof. Sombat Thamrongthanyawong

Presented by: Watit Intuluck, ID # 5410131005

My advisor: Asso. Prof. Chindalak Vadhanasindhu, Phd.


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Table of Content

ContentsIntroduction Background

Problem Statement

Significance of the Study

Scope and Limitation of the Study

Definitions of Terms

Structure of the dissertation

Theory

The concept and meaning of OE The concept and meaning of LT

The concept and meaning of LO

The concept and meaning of OC

Relevant Literature and Measures

Theoretical Framework and Hypotheses

Method Research design

Unit of Analysis

Population, Sample size and Sampling

methods

Operational Definition

Reliability and validity

Construct validity

Content validity

Data Collection

Data Analysis Ethical Considerations

References

Appendices


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Background

Topics: Chapter 1

Background

Problem statement

Research Questions

Significance of the study

The Scope and Limitation

Definition of Terms

Structure of the Dissertation

Chapter 2

Chapter 3

Background An entire society is more competitive.

Organization try to remain survival by many tools.

Reducing cost, increasing effectiveness, speedingprocess times and improving decision- making

Learning organization it has been paid attention by researchers and

considered it as a new form of public management

(NPM)

Many companies from both private and public have

adopted this culture such as

Advance Agro Company Limited, Toyota motor

PTT Public Company Limited

Thai Public Organization Due to a dynamic global environment, public

organization needs to become more effective

The National Economic and Social Development

Plans have been initiated to improve publicorganizations.

1stPlanthe basic infrastructure

3rdPlanpublic organization concerns

6thPlanmanagement tools (down-sizing)

8thPlanlearning organization

9

th

Plan

good governance 10thPlanSufficiency Economy

As the result, many government agencies have been

established such as Office of the Public Sector

Development Commission, Office of the Civil

Service Commission along with others.


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Background

The State Enterprises Policy Office (SEPO) Due to the Asian Crisis (1997), SEPO was

established to manage state-owned companies.

Organizational Effectiveness After the Crisis, Organizational Effectiveness is

considered as a part of good governance

Many papers have been studied regarding various

factors influencing organizational effectiveness

Such as employee satisfaction, learning organization,

leadership

Campbell 1974; Smart 1997; Koys 2001; Yukl 2008

Leadership Private organizations tend to do better than Public

ones

The reason is that even though there is a plenty of

skilled people in public organizations, there is stilllack of leadership, suitable climate

While a large number of papers on organizational

effectiveness, the study on learning organization

and effectiveness is limited

(Georgopoulos& Tannenbaum 1957; Judge 1994;Armstrong 2009; Shipton 2000)

Even a smaller number of the studies in cases of

Thai State owned Enterprises

Topics: Chapter 1

Background

Problem statement

Research Questions



Definition of Terms


Chapter 2

Chapter 3


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Problem Statement

Topics: Chapter 1

Background

Problem statement

Research Questions



Definition of Terms


Chapter 2

Chapter 3

Drucker (1990) In developed countries, public institutions are seen as

a growth industry.

Public activities have increased due to the changing

environment

Internal challengescustomer-driven needs, limited

resources, rapid changing customer needs

Senge (1990) Organization that can respond to the changing nature

of work and authority relationship are learningorgnaizations.

Example, Thongwang (2010)

National Science and Technology Development

Agency (NSTDA)Learning organization

However, lack of teamwork, inappropriate

organizational climate,

State-Owned Enterprises 50 % or more of its values is owned by Government

About 3,709 Mil baht of revenue (2012)

Approximately 1.67 trillion baht of assets (2010)

It becomes important instrument in economic

development.

About 55 state enterprises within 9 sectors

The energy sector is the most profitable

PTT was ranked the first in terms of profitability

and innovation


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Research Questions &


Topics: Chapter 1

Background

Problem statement

Research Questions



Definition of Terms


Chapter 2

Chapter 3

Aim of the study to find the relationship between transformational

leadership behaviors, learning organization culture,

employee involvement climate and organizational

effectiveness based on employee perspective

Research question

What is the relationship between transformational

leadership and organizational effectiveness?

What is the relationship between learning

organization culture and organizationaleffectiveness?

What is the indirect relationship between

transformational leadership behavior, learning

organization, employee involvement climate and

organizational effectiveness?

Significance of the study The study provides theoretical knowledge regarding

transformational leadership behavior, learning

organization, employee involvement climate and

organizational effectiveness

The finding will assist the organization to achieve

its goals by creating framework that shows the

relationship among these variables

It helps to develop appropriate strategies for other

companies which are in crisis to reach their goals.


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Problem Statement

Topics: Chapter 1

Background

Problem statement

Research Questions



Definition of Terms


Chapter 2

Chapter 3

Chanabhorn (2013) Three state enterprises; PTT, MEA, MWA

The study implies that leaders lack of knowledge

transfer.

The study suggests that information about

organizational culture, performance, environment

and work related climate have been overlooked

PTT Group

1.5 trillion baht of assets

37,385.18 million baht of profit

Due to Oil spill crisis, the organizational leaders

have to restore its reputation and prevent it to

happen again

While researchers paid attention on the characteristics of

transformational leadership, learning organization,

employee involvement climate and organizational

effectiveness, the research on the relationship between

these variables together is limited.

(Green 1996; Penn 1991; Powell 1987)


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The scope and limitation

Topics: Chapter 1

Background

Problem statement

Research Questions



Definition of Terms


Chapter 2 Chapter 3

Scope of population

The employees of PTT group

Supervisory level

Middle management level

Operational level

The proportionate stratified random sampling

four main sectors; There are

- Natural gas

- Oil

- Petrochemical business

- Others

Scope of context

The subject of the study are asked the questions

regarding transformational leadership, learning

organization, employee involvement climate andorganizational effectiveness


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Definition of Terms

Topics: Chapter 1

Background

Problem statement

Research Questions



Definition of Terms


Chapter 2 Chapter 3

Leadership

is the process of influencing others to understand

and agree about what needs to be done and how to

do it, and the process of facilitating individual and

collective efforts to accomplish shared objectives.

This study focuses on transformational leadership

which divided the role of leadership into

transformation, transaction and laissez-faire

components

Transactional Leadership

Refers to leader-follower exchanges necessary forachieving routine performance agreed upon

between leaders and followers.

Transformational Leadership

Is characterized by the ability to bring about

significant change.

Including ability to lead changes in the

organizations vision, strategy, culture andinnovation

Laissez-Faire Leadership

Refers to behavior that abdicates responsibilities

and avoids making decisions.

Learning organization

Refers to the ability of a workforce in an

organization to learn faster than those in other

organizations constitute the only sustainable

competitive advantage


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Definition of Terms

Topics: Chapter 1

Background

Problem statement

Research Questions



Definition of Terms


Chapter 2 Chapter 3

Employee Involvement Climate

Refers to the degree to which individual at all level

are truly engaged in and are positioned to help the

business succeed.

Organizational Effectiveness

Refers to an organizations ability to provide

imported resources retain internal systems (internal

focus) and successful relationship with the

organizational environment (external focus)

Structure of Dissertation Proposal


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This section will be discussed as follows:

1. The concept and meaning of organizational effectiveness

2. The concept and meaning of leadership theories

3. The concept and meaning of learning organization

4. The concept and meaning of organizational climate

5. Relevant literature and research on multidimensional measures6. Theoretical framework of the study

7. Summary, conceptual framework and proposed hypotheses

Literature Review

Topics: Chapter 1

Chapter 2

The concept and meaning of OE

The concept and meaning of LT




Theoretical Framework and

Hypotheses Chapter 3


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Topics: Chapter 1

Chapter 2








ORGANIZATIONAL EFFECTIVENESS

The concept of organizational effectiveness is one

of the most complex issues in organizational

management literature. The difficulties are ranging

from finding an appropriate definition toselecting criteria of effectiveness.

The definition in one setting and one set of criteria

may not apply to another setting (Georgopoulos &

Tannenbaum, 1957).. Therefore, there are several

definitions from various scholars that have both

similarities and dissimilarities.

Georgopoulos & Tannenbaum (1957) defines

organizational effectiveness as the degree to which

an organization that is perceived as a social system

fulfills its objectives without incapacitating its

means and resources.

Moreover, Katz and Khan (1971) define it in

terms of maximization of return to society and the

survival and growth of state enterprise.

Similarly, Price (1972) who refers it to the

maximization of return to the organization by

economic and technical means, and by political

means, or the return to society in a higher view.

Pfeffer and Salancik (1982) defined it as the

ability of organization in creating acceptable

outcomes and actions..


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The concept and meaning

of LT

Topics: Chapter 1

Chapter 2








Leadership Definition

There are about 35,000 definitions of leadership in

the literature (Pye, 2005 cited in Western, 2007) .

The process of influencing other tounderstand and agree about what needs to

be done and how to do it, and the process of

facilitating individual and collective efforts

to accomplish shared objectives

(Schermerhorn, J. R. et al., 2008).

an influencing relationship among leaders and

their followers who need real changes and

outcomes that reflect their shared purpose within

an environment.(Daft, 2011)

Leadership Definition

There are about 35,000 definitions of leadership in

the literature (Pye, 2005 cited in Western, 2007) .

In the field of leadership study, there is no

leadership theory can rightfully claim

comprehensive treatment of the entire

domain of leadership phenomena

(Jago, 1982).

T i


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of LT

Topics: Chapter 1

Chapter 2








Leadership Theories Group

Several scholars have presented different key

streams of leadership theories.

(Day & Antonakin, 2012; Heifetz, 1994).

Firstly,the characteristics of leader as referred to a

great man are concerned in the trait school

during the 20th century (e.g. Mann, 1959;

Stogdill, 1948; Bass, 1990).

The second schoolis the behavioral school whichbehavioral styles of leaders are focused

(e.g. Lewin & Lippitt, 1938; Stogdill & Coons, 1957;

Katz, Maccoby, Gurin & Floor, 1951).

Leadership Theories Group

Thirdly, the contingency school highlights that the

appropriate style of leader is depended on the

requirements of the specific situation

(e.g. Fiedler, 1967, 1971; Kerr & Jermier, 1978).

The fourth streamis the relational school which

focuses more on the relationship between

leaders and followers

(e.g. Dansereau, Graen & Haga, 1975; Graen & Uhl-

Bien, 1995).

The recent streamof leadership theories is the new

leadership school

T i


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of LT

Topics: Chapter 1

Chapter 2








Trait School of Leadership The scientific study of leadership has begun to take

place.

The influence came from the work of Galton

(1869), who has identified characteristics,qualities of individuals who would later be

leaders or the great man in the future

(Zaccaro, S. J., 2007). Mann (1959) and

Stogdill (1948) identified personal traits

Behavioral School of Leadership

The extension of trait approach failed to satisfymany scholars in the field.

Scholars tended to pay more attention on leaders

behaviors rather than traits of leader in which can

be accessible (Daft, 1999)

There are case studies of Ohio State University and

University of Michigan

Contingency School of Leadership This school of leadership study seeks to involve

characteristics andbehaviorsleader and situational

factors in relating to achievements and outcomes.

Fiedler is the one of major movers in this schoolthrough his works in 1967 and 1971.

The model developed by Fiedler allows leaders to

diagnose both leadership style and organizational

situation called Fiedlerscontingency model.

The New Leadership School Based on the works of Burn, 1978 and House,

1977, Bass has developed the framework that

focuses on both transformational and transactional

leadership

T i


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of LT

Topics: Chapter 1

Chapter 2








Bernard Bass (1985) suggests eight dimensions to

measure both transformational leadership and

transactional leadership.

Transformational leadercan be measured by four

dimensions including facilitator role, mentor role,

innovator role and broker role.

Transactional leader can be measured by four

dimensions namely monitor role, coordinator role,

producer role and director role

(Schermerhorn et al., 2008, p.258)

T i


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The concepts and meaning

of LO

Topics: Chapter 1

Chapter 2








Learning Organization Organizational scholars have paid attention on

conceptualization of the learningorganization by

defining, identifying and describing it such as

Senge, 1990;Nonaka & Takeuchi, 1995; Marquardt

& Reynold, 1994; Garvin, 1993).

First Senge (2006) defined as a learning

organization as where people continually expand

their capacity to create the results they truly desire

and where people are continually learning how to

learn together.

Similarly to Guthrie (1996) who defined it as an

organization where through learning individuals

are continually re-perceiving and reinterpreting

their world and their relationship to it.

Learning Organization It is in line with Garvin (1993) who also defined it

asorganizational skilled at creating, acquiring,

and transferring knowledge, and at modifying its

behavior to reflect new knowledge and insights.

In Thailand, Panich (2002)also gives a definition

of learning organization that the concept of

organizational development that emphasizes the

leadership and team learning enabling knowledge

transfer and learning organization is a dynamic

process that allows organization to obtain

effectiveness.

In this study, learning organization is referred to

the ability of a workforce in an organization to

learn faster than those in other organizations

constitute the only sustainable competitive

advantage.

Topics:


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of OC

Topics: Chapter 1

Chapter 2








Organizational Climate

Ekvall (1996) defined climate as an

organization attribution, feelings and

behaviors which characterizes life in the

organization.

Schneider, Brief & Guzzo (1996) defined as

a mutually agreed internal environmental

description of an organizations practices

and procedures.

Organizational Climate

Similar to Forehand & Gilmer (1964)

defined as a set of characteristics that

describe the organization and distinguish it

from other organizations

Rodrigues & Gowda (2011) identified

organizational climate components that a

mixture of norms, values, expectations,

policies and procedures.

Employee Involvement Climate Refers to the degree to which individual at all level are truly engaged in and are positioned to help the business

succeed.

Based on Dension, 1996, it comprises of three components;

Empowerment

Team orientation

Capability Development

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ORGANIZATIONAL EFFECTIVENESS MEASURES

Barnards work (1938)who focuses on the

accomplishment of a single objective

Price (1972)who extends to measure multiple

goals

Campbell (1977) offers 30 measures of

organizational effectiveness

including overall effectiveness, productivity,

efficiency, profit, quality, accidents, growth,

absenteeism, turnover, job satisfaction etc.

Cameron (1978)added many criteria for

measuring effectiveness in school including

organization criteria namely goals, outputs,

resource acquisition and internal processes

Relevant Literature and

MeasuresTopics: Chapter 1

Chapter 2








ORGANIZATIONAL EFFECTIVENESS MEASURES

The first model consists of four components including

production or output, commitment, leadership and

interpersonal conflict (Bhargava & Sinha, 1992).

The second model offers eleven key processes that

contribute to organizational effectiveness namely

organizational survival, maximization of return,

self-regulation, and internal-external boundary

permeability, sensitivity, flexibility, adaptability

and efficiency, etc. (Ridley & Mendoza, 1993).

The third model focuses the six indicators of

organizational effectiveness including management

experience, organizational structure, political

impact, board of directors involvement etc.

The last model, The criteria are grouped into three basic

dimensions

The competing Value

Framework

(Quinn & Rohrbaugh 1983)

1. organizational focus2. flexibility

3. means and ends

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Measures

LPC Questions

Friendly-Unfriendly

Cooperative-Uncooperative

Efficient-Inefficient

High score close

interpersonal

Low task orientated

Topics: Chapter 1

Chapter 2








LEADERSHIP MEASURES

There are commonly used measures for

explaining leadership including the Leader

Behavior Description Questionnaire

(LBDQ), the Supervisory Behavior

Description (SBD),the Least-preferred co-

worker scale (LPC), the Multifactor

Leadership Questionnaire (MLQ), and the

Global Transformational Leadership (GTL).

The LPC scale is developed by Fiedlerswork to measure apersonsleadership Style.

Participants are asked to rate the series of

bipolar adjective scales.

LEADERSHIP MEASURES

MLQ scale is one of the accepted

instruments that have been commonly used

by previous studies for assessing of nonprofitleadership.

The scaleis used to measure a wide range of

leadership types based on a full range

assessment of these leadership factors

Topics:


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Chapter 2








LEADERSHIP MEASURES

Bass & Avolio (1990)suggest there are somecharacteristics

Characteristics of transformational leader are:

Idealized influence characteristic 10 items

Inspiration motivation 10 items

Intellectual stimulation 10 items

Individualized consideration 10 items

Characteristics of transactional leader are:

Contingent reward 9 items

Management by exception (active) 7 items

Management by exception (passive) 7 items

Laissez-faire 8 items

Idealized influencebehavior that provides

vision and sense of mission, instills pride,

gains respect and trust

Inspiration motivationbehavior that

communicates high expectations, uses symbols

to focus efforts and expresses important

purposes in simple ways.

Intellectual stimulationleaders behavior

that promotes intelligence, rationality, andcareful problem solving.

Individualized considerationbehavior that

gives personal attention, treats each employee

individually and coaches as well as advises.

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Measures

Contingent rewardbehavior that can

contract exchange of rewards for effort,

promise rewards for good performance and

recognize accomplishments.

Management by exception (active)

behavior that watches and searches for

deviations from rules and standards, and takes

corrective actions.

Management by exception (passive)

behavior that intervenes only if standards are

not met.

Laissez-fairebehavior that abdicates

responsibilities and avoids making decisions.

Topics: Chapter 1

Chapter 2








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Chapter 2








LEARNING ORGANIZATION MEASURES

Peter Senge (1990)identifies a set of principles of learning

organization including team learning, shared vision,

mental model, Personal mastery and system

thinking.

Learning approach identifies eleven areas including

strategy, participative policy making, informating,

formative accounting and control, internal exchange,

reward flexibility, enabling structures (Pedler,

Burgoyne & Boydell , 1991).

LEARNING ORGANIZATION MEASURES

Strategic perspective suggests five core strategic building

blocks including clarity and support for mission and

vision, shared leadership and involvement, a culture

that encourages experimentation, ability to transferknowledge across organization and teamwork and

cooperation

In integrative model, Seven dimensions of a learning

organization are identified including continuous

learning, inquiry and dialogue, team learning,

empowerment, embedded system, system

connection and strategic leadership.

Dimensions of Learning Organization Questionnaire (DLOQ)

Topics:


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ORGANIZATIONAL CLIMATE MEASURES



Chapter 2








Topics:


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ORGANIZATIONAL CLIMATE MEASURES


Measures

Involvementemployees commitment, sense of ownership, team

orientation and empowerment.

Consistencythe existence of organizational systems and processes thatpromote alignment and efficiency

Adaptabilitycapacity of organization to change in response to external

conditions

Missionthe extent to which an organization is clear on knowing why it

exists and where it is headed

Topics: Chapter 1

Chapter 2








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Summary


Hypotheses

p Chapter 1

Chapter 2








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Summary


Hypotheses

p Chapter 1

Chapter 2








Topics:


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Summary

The Moderating Effects

- Smith-Crowe et al., (2003)

- Hofmann and his colleagues (2003)

- Wei & Morgan (2004).


Hypotheses

Organizational involvement climate as amoderator shows that the relationships

between selected variables and a

dependent variable become stronger

when organizational climate is moresupportive or positive

p Chapter 1

Chapter 2








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Conceptual Framework


Hypotheses

p Chapter 1

Chapter 2








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Hypotheses

Chapter 1

Chapter 2








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Hypotheses

Chapter 1

Chapter 2








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Hypotheses


Hypotheses

Chapter 1

Chapter 2








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Chapter 3:

Research Method

Chapter 1

Chapter 2

Chapter 3

Research Design

Unit of Analysis

Population and Sample


Reliability and Validity

Data Collection Data Analysis

Ethical Considerations

Research methods chapter

is the next step that intends to provide the

information about the procedures used for

accomplishing this dissertation.

This chapterbegins with a description of research

process ranging from.

research design, unit of analysis, detailed

information about quantitative methods including

population, sample size, sampling method,

operational definition, measurement, data collection

procedure and instrument and data analysis utilized

throughout this study.

Research design

serves as the architectural blueprint of a research

project. It links design, data collection, and analysis

activities to the research questions (Bickman &

Rog, 2009).

This study a quantitative research in design

which relies on the collection and analysis of data

collected through questionnaires.

To explore both direct and indirect relationships

between transformational leadership scores,

learning organization culture, organizational

climate and organizational effectiveness.

the MLQ, the DLOQ, the DOCQ and the CVF

Bivariate and Multivariate statistical techniques

Topics: Ch 1


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Unit of Analysis

Chapter 1

Chapter 2

Chapter 3

Research Design

Unit of Analysis






The unit of analysis refers to the most basic element of research project

that includes the major subjects of the study.

The unit of analysis can be identified as individual

level, group level and organizational level.

The primary aim of the study is to shed light on

whether transformational leadership behavior,

learning organization culture and organizational

climate have an effect on organizational

effectiveness based on employee perspective in

PTT Group . Therefore, the level of the analysis is

an individual level.

Population The study aims to investigate the relationships

between transformational leadership behaviors,

learning organization culture, organizational

climate and organizational effectiveness in PTT

Group based on employee perspective

Thus, the target population of the study will

comprise of 4,228 PTTsemployees ranging from

normal employees and secondmental employees

within 49 PTTsaffiliated companies

Which are divided into 4 main sectors;Natural gas

Oil

Petrochemical business

Other related business

Topics: Ch t 1


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Chapter 1

Chapter 2

Chapter 3

Research Design

Unit of Analysis






Sample Size Full-time staff including normal and secondment

staff are the selected population

Yamane formula suggests 366 participants plus 10

percent of sampling error, thus the total of 403respondents

Sampling Methods Proportionate Stratified Random Sampling

Method

Refers to the sample selected is in proportion to the

size of each stratum in the population

Sample size according to each PTT sector

Topics: Ch t 1


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Chapter 1

Chapter 2

Chapter 3

Research Design

Unit of Analysis





Ethical ConsiderationsOperational Definition

The operational definitions of all selected variables

are presented in table 3.1. Organizational

effectiveness is treated as the dependent variable,

While the independent variables are

transformational leadership behaviors, learning

organizational culture and employee involvement

climate is a moderator

Topics: Chapter 1


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Chapter 1

Chapter 2

Chapter 3

Research Design

Unit of Analysis





Ethical ConsiderationsOperational Definition of Dependent variable

Topics: Chapter 1


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Chapter 1

Chapter 2

Chapter 3

Research Design

Unit of Analysis





Ethical ConsiderationsOperational Definition of Dependent variable

Topics: Chapter 1


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Chapter 1

Chapter 2

Chapter 3

Research Design

Unit of Analysis





Ethical ConsiderationsOperational Definition of Independent variable


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Topics: Chapter 1


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Chapter 1

Chapter 2

Chapter 3

Research Design

Unit of Analysis






Topics: Chapter 1


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Chapter 1

Chapter 2

Chapter 3

Research Design

Unit of Analysis






Topics: Chapter 1


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Chapter 1

Chapter 2

Chapter 3

Research Design

Unit of Analysis






Topics: Chapter 1


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Chapter 1

Chapter 2

Chapter 3

Research Design

Unit of Analysis





Ethical Considerations The tools

used in this study are well developed by scholars.

The Multifactor Leadership Questionnaire (MLQ;

Bass & Avolio, 1990),

The Dimensions of the Learning Organization

Questionnaire (DLOQ; Watkins & Marsick, 1993),

The Dimensions of Organizational Culture/Climate

Survey (DOCS; Denison et al., 1996),

The competing values framework (CVF; Quinn &

Rohrbaugh , 1983; Kalliath et al., 1999)

All parts will be measured by 7-point Likert scales

(1 equal to strongly disagree, 7 equal to strongly agree).

Permission from the authors of these instruments may

be required

Pretest

the pretest will assist researcher to obtain a reliable

questionnaire by informing researcher as to what

need to be changed in the elements of questionnaire

(Gray, 2009). In conducting pretest, 30 samples willbe selected to test the reliability.

All the scale questions will be tested by using

Cronbach alpha, a well developed statistical test for

measuring reliability of the scale.

Topics: Chapter 1


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p

Chapter 2

Chapter 3

Research Design

Unit of Analysis





Ethical Considerations Validity and Reliability

According to Pallant (2007), the validity of scale

refers to the degree to which it measures what it is

supposed to measure while reliability of scale

indicates how free it is from random error that will

yield consistent results.

For the reliability test,

Nunnally (1978 cited in Pallant, 2007)

suggests a test of Cronbach alpha which

should have a minimum level of 0.7 values.

Validity and Reliability

For the validity tests,

Content validity the degree to which a

measure or scale represents all facets of a

given domain of content.

Construct validity the measurement of

abstract concepts and traits whether they

have a consistent manner among multiple

indicators.

D t C ll ti dTopics: Chapter 1


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Data Collection and

Data Analysis

p

Chapter 2

Chapter 3

Research Design

Unit of Analysis





Ethical ConsiderationsData Collection Method and Instrument

The data used in this study will be collected based

on Cross-Sectional approach which will take

place during February-May 2014. In collecting

data process, this study will involve three steps.

Firstly, the research will be sent to the committee

for approval and the official letters from both the

school and the PTT Public Company Limited will

be requested.

Secondly, the list of potential respondents will be

made.

Finally, all questionnaires will be distributed to

selected PTTs affiliated companies and the

monitoring procedures will be set.

Data Analysis

Statistical Package for Social Science (SPSS)

program will be used to analyze both descriptive

and inferential statistics.

In terms of descriptive statistics, the study will

describe either the characteristics of a sample or the

relationship among variables in a sample (Babbie,

2010).

It includes frequency, percentage, mean and

standard deviation of a sample. To address the

hypotheses of the study, correlation coefficients

and Multiple Regressions will be utilized to test

the relationship between two variables and to

determine the predictor for organizational

effectiveness regarding the independent variables.

Topics: Chapter 1


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Data analysis

Data Analysis (Contd)

Another issue concerned in the data analysis part is about the statistical

assumptions including missing data, outliers, normality, homoscedasticity,linearity, multicollinearityand independence of observation.

The violation of these assumptions cannot lead the study to generate valid

conclusions.

p

Chapter 2

Chapter 3

Research Design

Unit of Analysis






Topics: Chapter 1


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Ethical Considerations Chapter 2

Chapter 3

Research Design

Unit of Analysis





Ethical Considerations First

Consent letter will be made and sent to respondents

or their superior before interviewing period

Second

The purposes of the study will be clearly informed

to each respondents and written in the first part of

all questionnaires

The voluntary of respondents will also be

considered In collecting data

The certain types of information such as material

status, income or even age and the like will be

regarded as confidential and sensitive, then they

will be carefully used to avoid the matter of

invasion of privacy

Incentive will be provided to respondents who are

willing to share information as they are giving their

time

Issue related to researcher

Bias on the part of research will be regarded as an

unethical practice:

Selecting a highly biased sample

Using an inappropriate instrument

Drawing wrong conclusion

Potential use of the information will be

Informed to avoid adverse effect


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Tentative Schedule


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Thank you and comments

Topics: Chapter 1


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Hypotheses

Chapter 2








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