IMPROVING PEOPLE MANAGEMENT IN OTOP ENTERPRISES THROUGH BASIC HRM TRAINING

Abstract

Purpose: To examine basic human resource management (HRM) training, adoption of people management practices, and short-term worker and enterprise outcomes in Thai One Tambon One Product (OTOP) enterprises.

Research Methodology: The study reports an enterprise-level cluster-randomized intervention involving 48 enterprises and 583 workers. Training comprised 16 hours over two weeks, followed by coaching. Surveys, enterprise records, and interviews informed baseline and three-month comparisons; the reported analysis used mixed-effects models.

Results: At follow-up, adoption of written job descriptions was 68% in treatment enterprises and 19% in controls; structured feedback adoption was 61% and 17%, respectively. Job satisfaction increased from 3.2 to 3.9 in the treatment group and from 3.3 to 3.4 in controls. Reported productivity growth was 17.8% versus 5.2%. Interviews described clearer responsibilities and appreciation of recognition, alongside reluctance to use formal grievance channels.

Limitations: Three-month observation limits conclusions about persistence. Retention intentions are distinct from actual retention. Cross-sector productivity aggregation, incomplete measurement documentation, and unavailable full model outputs limit interpretation.

Contribution: The study examines the implementation of basic HRM practices in resource-constrained community enterprises and identifies practical issues for adapting people management support to local working relationships.