Monday, November 11, 2024

The Development of Causal Relationship Model Affecting High Performance Organization of Secondary Schools under the Office of the Basic Education

 



The Development of Causal Relationship Model Affecting High Performance Organization of Secondary Schools under the Office of the Basic Education
การพัฒนาโมเดลความสัมพันธ์เชิงสาเหตุที่ส่งอิทธิพลต่อการเป็นองค์กรสมรรถนะสูงของโรงเรียนมัธยมศึกษาสังกัดสำนักงานคณะกรรมการการศึกษาขั้นพื้นฐาน

รินทร์ลภัส  ศักดิ์ชัยวัฒนา1, จันทรัศม์  ภูติอริยวัฒน์2 และ อัจฉรา  นิยมาภา3
Rinlapas  Sagchaiwujtana1, Jantarat  Phutiariyawat2, and Achara  Niyamabha3
1,2 สาขาวิชาการบริหารการศึกษา คณะศึกษาศาสตร์ มหาวิทยาลัยศรีนครินทรวิโรฒ
1,2 Education Administration Faculty of Education, Srinakharinwirot University, Thailand
3 สาขาวิชาการบริหารการศึกษา คณะศึกษาศาสตร์ มหาวิทยาลัยเกษตรศาสตร์
3 Education Administration Faculty of Education, Kasetsart University, Thailand

วารสารสหวิทยาการมนุษยศาสตร์และสังคมศาสตร์ ปีที่ 6 ฉบับที่ 3 (พฤษภาคม - มิถุนายน 2566)

Journal of Multidisciplinary in Humanities and Social Sciences Vol.6 No.3 (May-June 2023)


นำเสนอและวิเคราะห์บทความวิจัย โดย Wannarasmi  Chanthakut  (See also my slide)

Abstract

The purposes of this research were as follows: (1) to study the level of digital leadership, personnel competency, organizational culture, and strategies in a high-performance organization; (2) to develop and validate the causal relationship model affecting high-performance organizations in secondary schools under the authority of the Office of the Basic Education Commission. The samples in this research were the director's, a total of 873 people. The tool used to collect the data for this research was a five-point questionnaire. The statistics in the data analysis were basic statistics, confirmatory factor analysis, and structural equation analysis. The research results were as follows: (1) The digital leadership aspect had the highest average score for understanding technology, developing new capabilities, and promoting a collaborative environment. The levels of competency with the highest average score were morality, ethics, and knowledge. The highest average score was student support, followed by participation in thought and action. The strategy level with the highest average score was mission, followed by academic administration using IT. For high-performance organizations, the highest average score was attention to students and good governance, and (2) secondary schools have administrators with digital leadership, high performing teachers and staff, and an organizational strategy for good work. In addition, school administrators, including the director and deputy director, must drive teachers and school personnel through organizational culture.


Research Objectives

1. To study the levels of digital leadership, personnel competency, organizational culture, organizational strategy, and high-performance organization status.

2. To develop and validate a causal relationship model affecting high-performance status in secondary schools.


📚Review of Related Literatures

This study draws on theories from multiple fields to establish a conceptual framework for developing a causal relationship model for high-performance organizations. Key concepts include:

        👉 High-Performance Organization Theory

High-performance organizations (HPO) emphasize efficient and sustainable goal achievement. This study employs De Waal’s (2004) research framework, which identifies critical HPO components such as high-quality management, long-term commitment, and continuous innovation. Additional studies by Holbeche (2005) and Linder & Brooks (2004) further support the HPO approach to addressing organizational change.

        👉 Digital Leadership

This research adopts the digital leadership model by Seiber, Kaganer, and Zamora (2013), which includes competencies such as developing digital fluency, understanding technology, and fostering collaborative environments. Digital leadership is considered essential in guiding organizations to achieve high-performance status in the digital age.

        👉Personnel Competency

McClelland’s (1998) competency theory outlines knowledge, skills, and attitudes as influential to personnel performance. This study also applies 21st-century competency frameworks to assess personnel readiness for achieving high-performance organization status.

        👉Organizational Culture

According to Lee and Louis (2019), a strong organizational culture promotes effectiveness and development. This research uses the organizational culture model to build causal relationships, fostering an environment that supports efficient work and adapts to future changes.

        👉Organizational Strategy

This study examines organizational strategy theories emphasizing effective management. Robbins (1990) discusses the importance of strategic planning in bridging the gap between organizational goals and outcomes. Mankins and Steels (2005) highlight the role of well-planned implementation in supporting high-performance organizations.


📐Research Methodology

The study used quantitative methods, with secondary schools in Thailand as the sample. Data was collected through a survey, verified using Cronbach’s Alpha for reliability, and analyzed using confirmatory factor analysis and structural equation modeling.


 🔆New Knowledge

Picture: Compare the Old Model from the reviewed literature and the New Model after conducting research


Conclusions 

The findings reveal that digital leadership, personnel competency, and organizational strategy directly influence high-performance organization status, with digital leadership playing the most critical role. In contrast, organizational culture has a minimal effect on achieving high-performance organization status.




No comments:

Post a Comment

Collective Teacher Efficacy: Is it the Key to Teacher Retention?

Link: https://www.proquest.com/docview/3108242067/5E3D0529EBE54DBBPQ/2?fromunauthdoc=true&sourcetype=Dissertations%20&%20Theses Rese...