PTT Group Employee Perspectives

Graduate School of Public Administration(GSPA)
National Institute of Public Administration(NIDA)

Dissertation Topic:
Transformational Leadership, Learning Organizational
Culture and Employee Involvement Climate to Effective
Organization: A Study of Employee Perspectives within The
PTT Group

9900: Dissertation Seminar
Course Director: Prof. Sombat Thamrongthanyawong

Presented by: Watit Intuluck, ID # 5410131005

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

Table of Content
Contents
Introduction
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

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, speeding
process 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 public
organizations.

1
st
Plan the basic infrastructure
3
rd
Plan public organization concerns
6
th
Plan management tools (down-sizing)
8
th
Plan learning organization
9
th
Plan good governance
10
th
Plan Sufficiency 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.

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 still
lack 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
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 challenges customer-driven needs, limited
resources, rapid changing customer needs

Senge (1990)
Organization that can respond to the changing nature
of work and authority relationship are learning
orgnaizations.

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

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 organizational
effectiveness?

What is the indirect relationship between
transformational leadership behavior, learning
organization, employee involvement climate and
organizational effectiveness?

The study provides theoretical knowledge regarding
transformational leadership behavior, learning
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.

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)

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

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 for
achieving 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 and
innovation

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

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

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 measures
6. Theoretical framework of the study
7. Summary, conceptual framework and proposed hypotheses
Literature Review
Topics:
Chapter 1
Chapter 2
Theoretical Framework and
Hypotheses
Chapter 3
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3

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 to
selecting 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..
The concept and meaning
of LT
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
Leadership Definition

There are about 35,000 definitions of leadership in
the literature (Pye, 2005 cited in Western, 2007) .

The process of influencing other 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
(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).

of LT
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
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 school is the behavioral school which
behavioral 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 stream is 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 stream of leadership theories is the new
leadership school

of LT
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
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 satisfy
many 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 and behaviors leader and situational
factors in relating to achievements and outcomes.

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

The model developed by Fiedler allows leaders to
diagnose both leadership style and organizational
situation called Fiedlers contingency 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
of LT
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
Bernard Bass (1985) suggests eight dimensions to
measure both transformational leadership and
transactional leadership.
Transformational leader can 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)

The concepts and meaning
of LO
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
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.

of OC
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
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

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
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
Measures
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
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 focus
2. flexibility
3. means and ends
Measures
LPC Questions

Friendly-Unfriendly
Cooperative-Uncooperative
Efficient-Inefficient

High score close
interpersonal
Low task orientated
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
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 Fiedlers
work to measure a persons leadership 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 nonprofit
leadership.

The scale is used to measure a wide range of
leadership types based on a full range
assessment of these leadership factors

Measures
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
LEADERSHIP MEASURES
Bass & Avolio (1990)suggest there are some
characteristics

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 influence behavior that provides
vision and sense of mission, instills pride,
gains respect and trust

Inspiration motivation behavior that
communicates high expectations, uses symbols
to focus efforts and expresses important
purposes in simple ways.

Intellectual stimulation leaders behavior
that promotes intelligence, rationality, and
careful problem solving.

Individualized consideration behavior that
gives personal attention, treats each employee
individually and coaches as well as advises.

Measures
Contingent reward behavior 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-faire behavior that abdicates
responsibilities and avoids making decisions.
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
Measures
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
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 transfer
knowledge 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)
ORGANIZATIONAL CLIMATE MEASURES

Measures
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
ORGANIZATIONAL CLIMATE MEASURES

Measures
Involvement employees commitment, sense of ownership, team
orientation and empowerment.
Consistency the existence of organizational systems and processes that
promote alignment and efficiency
Adaptability capacity of organization to change in response to external
conditions
Mission the extent to which an organization is clear on knowing why it
exists and where it is headed
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
Summary

Hypotheses
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
Summary

Hypotheses
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
Summary

The Moderating Effects
- Smith-Crowe et al., (2003)
- Hofmann and his colleagues (2003)
- Wei & Morgan (2004).
Hypotheses
Organizational involvement climate as a
moderator shows that the relationships
between selected variables and a
dependent variable become stronger
when organizational climate is more
supportive or positive
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
Conceptual Framework

Hypotheses
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3

Hypotheses
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
Hypotheses
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
Hypotheses

Hypotheses
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3
Chapter 3:
Research Method
Topics:
Chapter 1
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Population and Sample
Reliability and Validity
Data Collection
Data Analysis
Research methods chapter

is the next step that intends to provide the
information about the procedures used for
accomplishing this dissertation.

This chapter begins 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

Unit of Analysis
Topics:
Chapter 1
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Data Collection
Data 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 PTTs employees ranging from
normal employees and secondmental employees
within 49 PTTs affiliated companies

Which are divided into 4 main sectors;
Natural gas
Oil
Petrochemical business
Other related business

Topics:
Chapter 1
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Data Collection
Data 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 403
respondents

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:
Chapter 1
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Data Collection
Data Analysis

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
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Data Collection
Data Analysis
Operational Definition of Dependent variable

Topics:
Chapter 1
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Data Collection
Data Analysis
Operational Definition of Dependent variable

Topics:
Chapter 1
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Data Collection
Data Analysis
Operational Definition of Independent variable

Topics:
Chapter 1
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Data Collection
Data Analysis

Topics:
Chapter 1
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Data Collection
Data Analysis

Topics:
Chapter 1
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Data Collection
Data Analysis

Topics:
Chapter 1
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Data Collection
Data Analysis

Topics:
Chapter 1
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Data Collection
Data Analysis
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 will
be 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
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Data Collection
Data Analysis
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.

Data Collection and
Data Analysis
Topics:
Chapter 1
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Data Collection
Data Analysis
Data 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.

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, multicollinearity and independence of observation.

The violation of these assumptions cannot lead the study to generate valid
conclusions.
Topics:
Chapter 1
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Data Collection
Data Analysis
Topics:
Chapter 1
Chapter 2
Chapter 3
Research Design
Unit of Analysis
Data Collection
Data Analysis
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

Tentative Schedule
Thank you and comments

Hypotheses
Topics:
Chapter 1
Chapter 2
Hypotheses
Chapter 3

PTT Group Employee Perspectives

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PTT Group Employee Perspectives

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Graduate School of Public Administration(GSPA)

National Institute of Public Administration(NIDA)

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