Model of Human Resource Management in Public Sector Organizations in the Digital Era

Abstract

         This research article aims to: (1) examine the current problems of human resource management in public sector organizations in the digital era; (2) investigate the factors affecting human resource management in public sector organizations in the digital era; and (3) develop a model of human resource management for public sector organizations in the digital era This study employed a mixed-methods approach, integrating both quantitative and qualitative research designs. The sample consisted of 89 personnel and employees of Khok Sa-at Subdistrict Municipality. Key informants for the qualitative component included 10 executives at the operational, middle-management, and senior-management levels, selected for in-depth interviews the research instruments were a structured questionnaire and a semi-structured interview form. Data were analyzed using mean and standard deviation, multiple regression analysis for hypothesis testing and discussion, and descriptive analysis for qualitative data.

         The research findings revealed that: 1) Overall, human resource management in public sector organizations in the digital era was found to be at a moderate level. When considered by dimension, the highest mean score was in work performance, followed by health promotion, and motivation, respectively. 2) The factors significantly affecting human resource management in public sector organizations in the digital era at the .05 level were training and development, performance appraisal, compensation and benefits management, and human resource planning. The unstandardized regression coefficients (b) were .696, .357, .160, and .069, respectively and 3) the proposed model comprises three main dimensions: motivation, well-being, and work performance. The motivation dimension emphasizes positive reinforcement, task assignment aligned with individual potential, and support for career advancement to enhance engagement and pride in work. The well-being dimension prioritizes physical and mental health care, systematic health data management, and the development of an organizational culture that supports quality of life. The performance dimension focuses on responsibility, appropriate utilization of competencies, streamlining work processes to increase agility and reduce redundancy, and promoting integrated collaboration across departments.