Sasin Journal of Management: Volume 12, Number 1, 2006


Sasin Journal of Management: Volume 12, Number 1, 20

na_sjmFranco Gandolfi
Workforce Downsizing of an Australian Bank and the Significance of Personal Development and Growth

Workforce downsizing has become a reality for most Australian banks. This case study examined the relevance of Personal Development and Growth (PEDG) during the downsizing activity of a large Australian bank. The study found that the bank failed to provide adequate levels of training and development (T&D) in the area of PEDG. This was in stark contrast to the abundant provision of Professional Development and Growth (PRDG) training. It was determined that the provision of PEDG to employees did occur, but was largely confined to a selected few. Organizational and individual benefits of PEDG were established and three distinct categories of PEDG emerged – lifestyle, mental capacity, and emotional growth. Participants stressed the importance of PEDG in the context of downsizing and asserted that PEDG had the potential to prepare the workforce for downsizing, to positively support individuals during a downsizing endeavor, and to enable the workforce to cope with downsizing successfully. Participating individuals stressed that PEDG should be introduced prior to the announcement of a downsizing and that a proactive approach to PEDG should be embraced. Finally, the substance of PEDG was seen as generic and perceived to be unaffected by the magnitude, severity, depth, and breadth of the actual downsizing.

na_sjmSuwimon Jongjitsamran
Technology Development Efficiency Analysis through Relation between R&D Expenditure and Technology Asset: The Case of Japanese Pharmaceutical Firms

This study investigates technology development efficiency of the Japanese pharmaceutical industry during the years 2000 – 2003. It presents an analytical approach through comparative analysis based on direction and tendency of the effect on firm manufacturing operation efficiency of R&D expenditure and intangible fixed assets. R&D expenditure is determined by current strategy aiming for technology asset accumulation whereas technology asset is determined by long-term strategy aiming for future technology utilization. Therefore, an efficiency model that takes into account technology asset provides a way to identify the capability of firms in utilizing it in the product market and simultaneously evaluates long-term strategy for its utilization, which should relate to R&D strategy implemented through R&D expenditure.

na_sjmSuwat Prongjit
Relationship between Training and Individual Performance Improvement
Training in the chemical and pharmaceutical industry in Thailand has been challenged to justify further investment in employee training. This research quantitatively and qualitatively demonstrates that employee training did and will produce a moderate, positive impact on employee performance improvement. Provisions under which employee performance improves after training most are when a) training meets business needs, b) set goals are specific, challenging, and c) role models and reinforcements are available. Among these, role models and reinforcements are the most influential. It is strongly recommended that prior to significant training attempts that consume hefty organizational resources, work context affecting training deliverables be analyzed and adjusted to enable training to significantly improve employee performance to meet business needs. In this connection, practical steps are suggested for training practitioners to readily adopt to align training with business strategies holistically and to enable set goals to be most realistically specific, and challenging. A sample of a copyrighted tool to analyze the training-relevant work context is also furnished.

na_sjmFranco Gandolfi     
Nusrah Samat & T. Ramayah
Do Total Quality Management (TQM) Practices Differ Among High Performing and Low Performing Firms?
This article compares the Total Quality Management (TQM) practices of low and high performing service organizations in the northern region of Malaysia. Two hundred service organizations located in the northern region of Malaysia that practice TQM in their daily business routine were contacted. Of these, only 175 organizations practiced TQM. Out of the 175 questionnaires sent out, 101 sets of questionnaires were returned. Findings show that high performing organizations are those that incorporate the seven TQM practices. Further research directions are suggested based on the limitations highlighted.

na_sjmSirivan Serirat, Supada Sirikudta, Apiruth Tangkrachang, & Panisa Lanjananda
An Exploratory Study of Thai and Foreign Tourists’ Loyalty toward Bangkok as a Destination

This study has examined the antecedents of tourists’ destination loyalty, both in terms of attitude and behavior. Attitudinal loyalty is operationally defined as the level of tourists’ perceptions of a destination as a recommendable place, predisposition to revisit, as well as strength of affection toward the destination. Behavioral loyalty is measured in terms of number of repeated visits. On-site surveys of Thai and foreign tourists were conducted at major tourists spots in Bangkok. Multiple regression analysis reveals that the antecedents for attitudinal loyalty are satisfaction, perceived value, attachment and familiarity, as well as tourists’ motivation and their novelty-seeking style. Attachment was the critical factor in determining tourists’ behavioral loyalty. The difference in those predictors was also investigated between Thai and foreign tourists. The implications and limitations of the study are discussed in the conclusion.

na_sjmRazali Bin Mat Zin
Can Total Quality Management (TQM) Be Implemented In A Rationalistic Environment? A Qualitative Analysis
Public organizations today can ill afford to let things go on as they are and expect an effective response to the current fluid situation. Faced with massive reductions in funding due to economic recessions and increasing demands for accountability, information and services, public organizations must not only reconsider their goals but devise new operating styles that effectively deal with ever-increasing workloads and concomitant diminishing resources. However, if basic operational and management issues are not addressed, their efforts are fragmented. Public organizations hit by economic crisis have had to struggle with demands for more service and less money. Many public organizations have applied various innovative management techniques that have recently achieved prominence to solve these issues. Foremost among them are initiatives associated with the so-called Japanese style of management, particularly practices that are intended to foster greater worker involvement in the organization such as the increasingly popular quality improvement programs. Based on a case study, this paper is a modest attempt to analyze: (1) the major characteristics or contributing factors responsible for the successful implementation of a quality improvement program in a public-sector, rationalistic bureaucracy, (2) whether a collaborative change strategy as advocated by Japanese management style can be effectively developed and implemented in public sector rationalist bureaucracies that emphasize formalized, authoritative relationships between management and psychological subsystems.

na_sjmSJM Current Issue: Kittiratt Na-Ranong
Corporate Social Responsibility (CSR): Moving Forward with the Original Idea
Business has one and only one responsibility – to use its resources and engage in activities designed to increase profits, while staying within the rules of the game.” After Milton Friedman stated this in the 1970’s, MBA education adopt ed it as a core concept by teaching students to “Maximize Profit” or “Maximize Shareholders Wealth.” Corporate executives who followed the Friedman position on social responsibility were supposed to view rules and regulations as not only the floor but also the ceiling of responsible behavior. They believed that spending shareholders’ money on environmental protection beyond what the law required was wrong. “Doing well” and “doing good” were seen as separate pursuits.