การบริหารทรัพยากรบุคคลเชิงกลยุทธ์ของบริษัท อู่กรุงเทพ จำกัด

Abstract

The objective of this research is to study the operational process of the strategic human resources management in order to analyze problems and limitations as well as to come up with approaches to improve the efficiency of Bangkok Dock's strategic human resources management. This is a qualitative research, based on relevant documents. Primary data was collected by interviewing sample study groups which are at least four high management executives, and group interview with at least 29 staff from department level. The collect data had then been analyzed by using comparison analysis and finally synthesized to come up with an improved approach for Bangkok Dock's strategic human resources management. It was found that: 1. Regarding human resources management policies and strategies, the organization's policies and strategies had not been comprehensively translated into action plans. The communication of the policies within the organization was also weak. 2. Regarding the human resources management system, the execution of the procedures laid out the Human Resources Management Development Project plan had not been completely carried out as suggested by the principles of strategic human resources management and TRIS assessment criteria Additionally, certain strategies had not been applied, for instance, the Competency System, and consequently affected every procedure of the strategic human resources management. 3. Fundamental facilities to support human resources management system; the organization's internal communication were not clear and thorough. Even though there were several available communication channels. Moreover, the staff were not well engaged in setting rules, regulations and other activities within Bangkok Dock. There was also a lack of a Human Resources Information System (HRIS) which is used to create an analytic personnel database. Moreover, the operation of The Human Resources Division remained reactive, resulted in the lowest score on TRIS's assessment. However, since Bangkok Dock's safety, health and environmental policy and execution met with international standard; it received the highest assessment score. The explanations for Bangkok Dock's scoring lowest in human resources management are: 1) Top Management lack skills and did not realize the importance of strategic human resources management. 2) The organization's policies and strategies had not been comprehensively translated into action plans. The communication of the policies within the organization was also lax. 3) Shortage of staff in Human Resources Division. 4) The Human Management System is controlled by government regulations, which did not allow changes by means of discussion and recommendations gained from the study