รายงานการประชุมระดับนานาชาติ RTBEC2021

The 6th RMUTT Global Business and Economics International Conference 2021 (RTBEC 2021)

Employee Retention of Mercure Hotel Ibis Bangkok Sukhumvit 24

Thanet Ngernkong1
Tosaporn Mahamud2

Abstract
The propose of research aimed at studying the relationship between maintenance factors and
retention factor of the employees working at Mercure ibis Bangkok Sukhumvit 24. The samples of this
study included 200 employees using a questionnaire as a tool to collect the data. The data were analyzed
using Pearson correlation and multiple regression analysis. The study indicated that maintenance factor
had relationship with employee retention of Mercure Hotel Ibis Bangkok Sukhumvit 24. In addition,
maintenance factor in terms of the role of the supervisor, progress opportunities and the use of potentials
had an effect on employee retention of Mercure Hotel Ibis Bangkok Sukhumvit 24 at the statistically
significant level as of 0.05.
Keyword Employee, Retention, Management

1 Graduate school of business administration, Kasembundit University, Bangkok, Thailand.
2 Graduate School of Business Administration, Kasembundit University, Bangkok Thailand.
Corresponding author: [email protected]

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Introduction
The impact of the globalization has affected the management of the organization especially on

the human resources management (Kamoche, Chizema, Mellahi & Kahindi, 2012). At present,
globalization such as economic, social, political, cultural, environmental and technological conditions
affects the organization (Vadlamannati, 2015). To develop human resources to meet needs for the
survival of the company in the workplace, there should be a study related to management theories and
factors influencing employee retention (Macke, 2019).

This can be seen from the application of various management theories. Each organization has
attempted to build its own strengths in terms of management techniques or technology. In addition,
various organizations pay more attention on human resource management (Albrecht et al., 2015).

The aforementioned changes can cause the organization to face with various important
problems (Galbusera, et al 2014). For example, the organization lacks resources necessary for
management, such as materials, equipment and especially the shortage of human resources, which is
the most important for all organizations (Singh, Tang & Ogunseitan, 2020). Jurado, Fuentes and Gómez
(2014) also indicated that human resource management is crucial for organization improvement. Paez
(2017) said that it is generally accepted that people are an important resource (Paez, 2017). In addition,
Desfitrina, Zulfadhli and Widarti (2019) said that it will affect the success and competitive advantage.
Accordingly, all organizations therefore need personnel with knowledge, abilities and skills to perform
tasks that are appropriate and consistent with the goals of the organization (Palacios et al., 2013).

Furthermore, human resource management is important to the administration of an organization
(Elsafty, & Ragheb, 2020). If employees in the organization have a high turnover rate, it will affect the
stability of the organization (Jiang et al., 2012). For such a reason, it indicates a problem within the
organization that resonates with the outside society. Employee resignation for various affect new job
applicants. Considering making decisions to work with the organization, the retention of employees
with the organization. It is the last factor in the system of manning people to work with the organization.
In the meantime, the organization inevitably lost its employees from their resignation. Maintaining
knowledge of employees’ skills and ability to support rapid (Lin, Chang & Tsai, 2016).

Therefore, this research is interested in studying the maintenance of employees or human
resources. The hotel area has been in focus in this stud. The information obtained from the study will
be used as a guideline in formulating human resource management policy as well as create morale and
encouragement to employees to stay in the organization.

Objectives of the Study
To study factors affecting job retention of employees who are working at Mercure Hotel Ibis

Bangkok Sukhumvit 24.

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Scope of Study
The study is scoped in studying about employee retention based on Eric's theory concept

(Taunton, Krampltz & Wood, 1989). The population included in this research are the employees
working in Mercure Hotel Ibis Bangkok Sukhumvit 24. The study period was between January – April
2020.

Literature Reviews
Concept and theory of maintenance (Nakagawa, 2003)

The employee retention means encouragement given to the employees to feel involved in the
business by finding the ways to attract the motivation and talent in the workplace (Pandita, & Ray,
2018). Pandita and Bedarkar (2015) advocated that working organization as long as possible can be
realized as retention of human resources that are valuable and important for the organization. When the
organization contains with employee retention, it then can lead the organization to reach its goals
effectively. Accordingly, the organization must find a way to effectively recruit employees as well as
provide them sufficient knowledge and abilities corresponding to the requirements of the work.

Related to the theory of employee retention, the key factors contributing to the employees’
maintenance are as follows.

(1) The role of supervisor in the organization to supervise the employees to work in the
organization can be accounted as the important factors contributing to the employees’ maintenance. The
supervisor has its role in counseling, coaching, guiding, trusting and others their employees as their
subordinate.

(2) Culture and work environment can be another important factor which it refers to the values,
beliefs, and behaviors of a group. The employees of the organization can learn culture and work
environment from dealing with other people and adjust themselves towards the organizational
atmosphere.

(3) Learning and development is another important factor contributing to the employees’
maintenance since it can help the employees to acquire the knowledge and new methods to solve
problems arisen from their own work for enhancing one's own competencies.

(4) Opportunities for advancement and utilization potential development refers to the work
performed in the organization. Importantly, the organization must provide opportunities for their
employees to develop themselves in terms of knowledge and skills. The result of providing
opportunities for advancement and utilization potential development could lead the employees to feel
pound of their meaningful work.

(5) Reward to employee is another point that can make the employee retention in the
organization. Reward refers to the opportunity the employees can received the return when they have
been working hard to achieve the goals and missions of the organization. Accordingly, the reward can
act as the motivational tool encouraging the employee to continue staying in the organization.

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Conceptual Framework
From the study above, the study can draw the conceptual framework as follow.

Maintenance factor Employee retention
1. Compensation
2. Cultural and environmental aspects
3. Training and employee development
4. The role of the supervisor / Supervisor
5. Opportunity, Progress and Utilization of Potential

Figure 1 Conceptual Framework

Research Methodology
The samples of the study included 200 employees working at Mercure Hotel Ibis Bangkok

Sukhumvit 24 by using sample size calculation based on the concept of Taro Yamane (Yamane, Taro,
1973) at a 95% confidence level. The duration of study is between January - April 2020. Questionnaire
with content validity and reliability analysis was employed as the research tool to collect data. The data
were analyzed using Pearson correlation and multiple regression analysis.

Study Results
The Study of the Relationship between maintenance factors and the retention of employees

The analysis of maintenance factors correlated with retention of employees of Mercure ibis
Bangkok Sukhumvit 24 employees.

Table 1 Relationship between Maintenance factor and employee retention

Maintenance factor Relationship with employee retention at Mercure Hotel Ibis

Bangkok Sukhumvit 24

r Sig Relationship level Correlate

Rewards .517** .000 Medium, same direction 5

Work culture and environment .552** .000 Medium, same direction 4

Learning and development .589** .000 Medium, same direction 3
2
The role of the supervisor .604** .000 High, same direction 1

Opportunities advancement and .613** .000 High, same direction

utilization of potential

Average overview .575** .000 Medium, same direction -

Note: ** = Level of statistical significance at .01

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From the study, the Table 1 shows that the overall Maintenance factor had relationship with
employee retention at Mercure Hotel Ibis Bangkok Sukhumvit 24 in medium level and same direction with
coefficient (r) as of .575. When considering into each point, the study can explain as follows.

1. Maintenance factors in terms of opportunities advancement and utilization of potential is
correlated with the retention of the employees of Mercure ibis Bangkok Sukhumvit 24, the level of
relationship is high and in in the same direction with coefficient (r) = .613.

2. Maintenance factors in terms of the supervision role is correlated with the retention of the
employees of Mercure ibis Bangkok Sukhumvit 24, the level of relationship is high and is in the same
direction coefficient (r) = .604.

3. Maintaining factors in terms of learning and development is correlated with the retention of the
employees of Mercure ibis Bangkok Sukhumvit 24, the level of relationship is medium and in the same
direction with coefficient (r) = .589.

4. Factors for the maintenance of work culture and environment. There was a relationship with the
persistence of the employees of Mercure ibis Bangkok Sukhumvit 24 (overview of the maintenance factor),
moderate level of relationship, same direction (r) = .552.

5. Maintenance factor in terms of reward is correlated with the retention of the employees of
Mercure ibis Bangkok Sukhumvit 24, the level of relationship is moderate and is the same direction with
coefficient (r) = .517.

The Study of Effect of Maintenance Factors on the Retention of Employees

Table 2 Maintenance factor influencing employee retention of Mercure ibis Bangkok hotel.

Maintenance factor B Std. Beta t Sig. Test
results
Error

(Constant) 1.631 .251 6.501 .000 yes

Rewards .024 .072 .030 .336 .738 no

Work cultural and environment -.117 .133 -.116 -.881 .380 no

Learning and development .176 .129 .182 1.358 .176 no

Role of the supervisor .251 .105 .275 2.385 .018 yes

Career advancement opportunities and the .324 .106 .323 3.063 .002 yes

use of potential

Note: * = Level of statistical significance at .05
From the table, the maintenance factors influence the employee retention of Mercure ibis’ hotel.

Bangkok Sukhumvit 24 found that the maintenance factors. When considering into each dimension,

maintenance factors in terms of career advancement opportunities and the use of potential had the most

influential power on employee retention of Mercure ibis Bangkok hotel. In the meantime, maintenance

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factors in terms of the role of the supervisor had the second influential power on employee retention of
Mercure ibis Bangkok hotel at the .05 level.

Conclusion and Discussion
The study of maintenance factors in terms of rewards, work culture and environment, learning and

development, the role of the supervisor, and the opportunities for advancement of potential is very important
for the organization.

In terms of rewards, the results of research showed that the reward is in important level since it can
provide benefits such as medical expenses, life insurance, meals as well as suitable compensation according
to the labor law. In addition, the rewards can also include special compensation such as overtime pay
accommodation, travel expenses and allowance. If the rewards can be provided at the appropriate level, the
employees can feel satisfied with the organization and keep staying in the organization.

In term of work culture and environment, the results of the study showed that work culture and
environment are in very important level because most of the employees will be willing to continue staying
in the organization when they are satisfied with the good environmental management system, working
standard, as well as good ventilation. In addition, executives and supervisors should behave as a role model
in order to create the organizational culture.

In terms of learning and development, the study found that the learning and development is in
accounted as in important level for the organization. This is because the employee in the organization needs
to keep learning and develop themselves in order that they can work on the assigned jobs. Accordingly, the
organization should organize the training for job development in the vocational system systematically and
the mentoring system in the workplace in order to follow the outcome.

In terms of role of the supervisor, the study also found that the supervisor role is in very important
level. This is because the supervisor can help solve the problem for their employees who are under the
supervision. In addition, the supervisor should have fair and clear treatment as well as leadership for the
employees in the organization so that they can rely and trust on their supervisors.

Lastly, in terms of career advancement and the use of employee potential, the study indicated that
the career advancement and the use of employee potential is in very important level since it can motivate
and inspire the employees to commit to work and continue staying in the organization. The career
advancement and the use of employee potential can include the opportunity to use their special abilities to
work successfully in order to create the pride for the success of the work.

Suggestion
Suggestion from the study

1) Executives should consider increasing the salary of employees according to their responsibilities,
workload and the quality of the work. In addition, the extra compensation can also be considered to provide

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employees who have worked for overtime or special assignments. This can give employees the morale and
encouragement in their work.

2) Executives should manage, direct, train and inform new hires to be adjustable towards the work
culture and environment. The employees should know well about the work system and regulations. In
addition, executives and supervisors should set a good role model for all employees.

3) Executives should set up a clear employee development system with rigorous teaching job in
order to create truly understanding of the quality work.

Suggestions for the next study
The future study should consider using the qualitative research approach and technique such as

interview, field visit and others in order to study in-depth information related to relationship between
maintenance factor and employee retention.

Referencing
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engagement, human resource management practices and competitive advantage: An
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Desfitrina, D., Zulfadhli, Z. & Widarti, W. (2019). Good Service Strategies Affect Competitive
Advantage. International Review of Management and Marketing, 9(6), 135-144.
Elsafty, A. & Ragheb, M. (2020). Role of Human Resource Management towards Employees
Retention during Covid-19 Pandemic. Business and Management Studies, 6(2).
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Jiang, K., Lepak, D.P., Hu, J. & Baer, J.C. (2012), “How does human resource management influence
organizational outcomes? A meta-analytic investigation of mediating mechanisms”, Academy
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Kamoche, K. Chizema, A. Mellahi, K.M. & Kahindi, A.N. (2012). New directions in the management
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23(14), 2825-2834., DOI: 10.1080/09585192.2012.671504
Lin, T.-C., Chang, C.L.-h. & Tsai, W.-C. (2016). The influences of knowledge loss and knowledge
retention mechanisms on the absorptive capacity and performance of a MIS department.
Management Decision, 54(7), 1757-1787. https://doi.org/10.1108/MD-02-2016-0117
Macke, J. Genari, D. (2019) Systematic literature review on sustainable human resource
management J. Clean. Prod., 208 806-815,

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Martínez-Jurado, P.J., Moyano-Fuentes, J. & Jerez-Gómez, P. (2014). Human resource management
in Lean production adoption and implementation processes: success factors in the aeronautics
industry. BRQ Business Research Quarterly, 17(1), 47-68.

Nakagawa, T. (2003) “Maintenance and optimum policy”. In Handbook of Reliability Engineering,
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Paez, A. (2017). Gray literature: an important resource in systematic reviews. Journal of Evidence-
Based Med, 10(3), 233–240.

Pandita, D. & Ray, S. (2018). Talent management and employee engagement – a meta-analysis of
their impact on talent retention. Industrial and Commercial Training, 50(4), 185-199.
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Pandita, D. & Bedarkar, M. (2015). Factors affecting employee performance: a conceptual study on
the drivers of employee engagement. Prabandhan: Indian Journal of Management, 8(7) 29-40.

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(2013). Competence gaps in software personnel: a multi-organizational study Comput.
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Suitable Organizational Model for Business to Develop Self-Reliance:
Case Study of Agricultural Development and Service Center
Savannakhet, Lao People's Democratic Republic*

Natthida Noo-in1
Taksaya Sangayatin2

Abstract
Sustainability in the agricultural sector is so interesting since it can create the sustainable
benefits for the people in the agricultural area. However, there are many factors that can affect the
agricultural development which there should be a study can create the appropriate model and guide the
direction to sustainable development. Accordingly, the objective of this research was to determine the
appropriate organizational model in order to be a self-reliant business. This is a qualitative research by
using in-depth interviews to collect data. The results of the research revealed that the appropriate
organizational models for business to be self-reliant include an advisory board structure, production
management, technology development, application of fundamental technology in teaching and training,
productivity, branding and packaging, as well as the use of social media in advertising, public relations
or customer services. In terms of production, production networks should be established so that products
can be produced on time which also prevents production disruptions due to product shortages. In terms
of distribution planning, agricultural field projects should be organized in order to reach customers in
other target groups. In terms of inventory management, a first-in, first-out system should be
implemented. In terms of marketing, a community network should be established to distribute products.
The development of the center's activities in each business unit is as follows: for plants and forestry
agencies, plants should be produced and sold to farmers at low price which allow them to experiment
planting and propagating. Animal agencies concentrate on producing products that meet the needs of
consumers in the community. Rice agencies should focus on producing genuine local rice, and support
local farmers to grow in the experiment area. Soil agencies should focus on improving soil quality in
order to be able to grow economic crops demanded in the market. Lastly, irrigation agencies should
provide adequate water sources.

Keywords: Organizational Model, Self-Reliance, Agricultural Development and Service Center, Savannakhet

1 Graduate Student, Doctor of Philosophy, Graduate School of Commerce, Burapha University.
Corresponding author: [email protected]
2 Lecturer at Department of Organization Development and Human Capability Management, Graduate School of Commerce,
Burapha University
* This article has been selected to be published in the journal listed in Thai Journal Citation Index (TCI).

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The Potential and Professionalism Development of Community Enterprises
in Thailand for Sustainability*

Taksaya Sangayotin1

Abstract
This research aimed to suggest guidelines of potential development of community enterprises
in Thailand to the professionalism sustainability with Delphi technique to study Southern border
provinces of Thailand. The qualitative data analysis showed the valued chain in Primary Activities
consisting of Inbound Logistics with purchasing qualified sources from local area with the control
system of material requirement; Operation (Manufacturing) with production from local intelligence
knowledge and the standard of products to the global market on the Sufficiency Economy Philosophy
for making an immunity for risk prevention of selling products; Outbound Logistics with providing a
market to support, for continuous income with reasonability and fast, high-qualified delivery system;
Marketing and Sales with designing of various, qualified products and product development under the
product life cycle on the principle of moderation of the Sufficiency Economy Philosophy; Service with
customer satisfaction survey to develop the next service and did not get advantages from society and
environment. For Analyzing the valued chain in Support Activities including Procurement with
providing qualified products from local area on economic cost from transportation; Technology
Development with online technology to sell and produce products under needs of customers and value
creation of products; For Human Resource Management, members must be ready for learning and self-
development with growth mindset for work and way of life, using the results of research for work to
develop knowledge, build the fair, clear payment system, and persuade to work; Firm Infrastructure
with clear organizational chart, equal work load and teamwork to achieve the goal.

Keywords: Community Enterprises, Potential, Professionalism development, Sustainability

1 Instructor of Graduate School of Commerce, Burapha University, Thailand
Corresponding author: [email protected]
* This article has been selected to be published in the journal listed in Scopus index.

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The 6th RMUTT Global Business and Economics International Conference 2021 (RTBEC 2021)

Potential Development for Competitiveness Enhancement of
Community Enterprises in Thailand*

Taksaya Sangayotin1

Abstract
The objective of this research was to propose the guidelines for the potential development for
competitiveness enhancement of community enterprises in Thailand. This was the qualitative research
method using the in-depth interview with the entrepreneurs of community enterprises and the Outside-
in. The study is in the southern borderal provinces of Thailand. The research results revealed that
(1) Factor Condition focused on the provision of important knowledge and skills to support production
technology and innovation, (2) Demand Condition focused on customer demand analysis to reach the
target customers with the system to monitor consumer satisfaction in order to develop better quality
(Customer Relationship Management), (3) Related & Support Industry supported the network for
product development and production potential to build Collaborative Ecosystem, (4) Firm Strategy,
Structure and Rivalry promoted marketing through Digital Marketing and Social Media supplying
certain target market to generate recurring revenue along with producing the quality products to meet
international standards, make difference, create the story about products in the uniqueness, culture, local
wisdom, support for new business models such as Subscription Model to develop products according
to Product life cycle and cultivate Agile Mindset, (5) The Role of Government supported to promote
commercial channels to generate recurring revenue giving knowledge in the important matters to reduce
the procedure for regulatory complexity and promote the “Made in Thailand” approach and (6) Chance
focused on the current environmental change opportunities in environmental protection, health-loving,
product development for the Aging Society. Bringing the Outside-In to help developing will find the
difference in the proactive concept to create the competitive advantage, create added value, and develop
sustainability for the community enterprises.

Keywords: Community Enterprises, Potential Development, Competitiveness

1 Instructor of Graduate School of Commerce, Burapha University, Thailand
Corresponding author: [email protected]
* This article has been selected to be published in the journal listed in Scopus index.

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The New Type of Business Consultation for Smart SMEs Entrepreneurs in
the New Normal Era*

Pichet Peungsathienkul1
Thaksaya Sangayothin2

Abstract
The objectives of this Qualitative Research are: 1) To study the management and solutions for
business operations of SMEs entrepreneurs both from pre and post-economic crises following the
COVID-19 pandemic in this New Normal era, and 2) To study the new type of specialized business
consultation for Smart SMEs in the New Normal era from well-rounded experts experienced in giving
consultation to SMEs business and its management team or entrepreneurs. This research was conducted
through interviews with the sample group of 14 participants who are: 1) the management team or
representatives from consulting firms that work with SMEs entrepreneurs 2) the management team or
the owners of SMEs businesses who have been successful for at least 5 years, and 3) the stakeholders
of the SMEs businesses.
The research findings illustrate that during unexpected situation such as the COVID-19
pandemic, SMEs must adapt to changes especially in terms of new technology and innovation, which
can be used as a communication medium in various activities and other business processes. Meanwhile,
SMEs also need to evaluate and improve their operations and human resources development to increase
their competitive stake necessary for overcoming business obstacles. Furthermore, SMEs need to have
more connections and partners Lastly, SMEs should provide more variety of services with morals and
ethics to serve more various needs from the clients.

Keywords: Consultation, SMEs Entrepreneurs, Smart SMEs, New Normal

1 Graduate School of Commerce, Burapha University, Thailand
Corresponding author: [email protected]
2 Graduate School of Commerce, Burapha University, Thailand. E-mail: [email protected]
* This article has been selected to be published in the journal listed in Thai Journal Citation Index (TCI).

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