The Development of Quality of Life in Work Performance according to the Guidelines for Systematic Management Using Buddhist Ethics of Forest Rangers in the Northeast Region

Abstract

         This research aims (1) to study the quality of life in working according to the systematic management approach, (2) to study the factors influencing the development of quality of life in working according to the systematic management approach, and (3) to create and confirm the model for developing quality of life in working according to the systematic management approach using Buddhist ethics of forest rangers in the Northeastern region. It is a mixed-method research. The population and sample used in the research are 370 forest rangers in the Northeastern region and the target group of 10 interviewers. The research tools are questionnaires and interview forms. The statistics used and data analysis are frequency, percentage, mean, standard deviation, multiple regression analysis, and descriptive analysis.

         The research results found that: (1) the overall quality of life in working according to the systematic management approach was at a high level. When considering each aspect as follows: physical and intellectual quality of life, mental and emotional quality of life, social and environmental quality of life, and lifestyle factors quality of life, respectively. (2) Factors influencing the development of quality of life in working according to the systematic management approach using Buddhist ethics of forest rangers in the Northeastern region, with a statistical significance at the .05 level, included planning for quality of life development (X3), implementing quality of life development policies (X4), improving quality of life development (X6), and monitoring and evaluating quality of life development (X5), respectively. (3) The model for developing quality of life in working according to the systematic management approach used inputs and processes to create a model for developing knowledge, building attitudes, and developing leadership, and applying the quality cycle (PDCA) to drive quality of life development. This model was evaluated and confirmed with an average value between 4.25 and 4.48, which is at a high level, consistent, and can be appropriately applied.