MANAGERIAL DELEGATION SKILLS AND THEIR IMPACT ON EMPLOYEES’ ATTITUDES AND WORK PERFORMANCE: A CASE STUDY OF THAI ORGANIZATIONS

Abstract

This research article aimed to 1) examine the delegation skills of managers in Thai organizations, 2) investigate employees’ work attitudes and job performance, and 3) analyze the influence of delegation skills on employees’ attitudes and performance. The study employed a quantitative research design. The sample consisted of 400 employees selected according to Yamane’s (1973) sampling formula. The research instrument was a questionnaire that had undergone quality assessment, and the data were analyzed using mean, standard deviation, Pearson’s correlation coefficient, and multiple regression analysis.

The findings revealed that 1) managers’ delegation skills were rated at a moderately high level overall. The highest-rated components were task clarity and work support, while follow-up received the lowest mean score. 2) Employees’ work attitudes were at a relatively high level, particularly organizational commitment, whereas their overall job performance was rated at a high level. The aspects with the highest mean scores were work quality and punctuality, while organizational citizenship behavior (OCB) showed a notably lower score than other dimensions. 3) Delegation skills, specifically task clarity, appropriateness of task assignment, and follow-up, had a positive influence on both employees’ attitudes and job performance. Furthermore, employees’ work attitudes partially mediated the relationship between delegation skills and job performance, reflecting the mechanisms described by Social Exchange Theory and the Leader–Member Exchange (LMX) framework. Effective delegation skills contributed to employees’ motivation and enhanced work outcomes at a moderate level.