การพัฒนาการดำเนินงานอาหารปลอดภัยในมหาวิทยาลัยราชภัฏมหาสารคาม

Abstract

The purpose of the action research was to examine the development process and the effects of food safety operations at Rajabhat Maha Sarakham University (RMU). The sample consisted of 60 participants, including 1) three personnel from the Medical Center of Rajabhat Maha Sarakham University, 2) 30 Food campus vendors of RMU, 3) two representative teachers of RMU, 4) 20 representative students, and 5) five housekeepers. All participants, obtained through a purposive sampling, took part in a workshop using the application of the Appreciation Influence Control (AIC) and PAOR processes. The process of food safety operations at RMU employed four steps of action research: Step 1 Planning was related to: 1.1) analyzing contexts and problem conditions, 1.2) a workshop using the application of AIC process, and 1.3) creating action plans; Step 2 Action was related to performing activities in accordance with approved planning or projects. The six projects were created for solving five problems; Step 3 Observation was related to operational monitoring, support, and assessment; and Step 4 Reflection was related to organizing seminars. The lessons learned were drawn to establish good practice guidelines which provided guidance on stimulating community to acknowledge the existence of the problems, problem analysis to determine the mutual action plans, participation in all stages of operations, teamwork, and organizational knowledge management. The effects after the food safety operations at MSU revealed that the mean knowledge scores of participants were higher than those of before the intervention at the .05 level of significance. The participants’ food purchasing behaviors relating to safe food selection after the intervention were higher than those of before the intervention at the .05 level of significance. In addition, the target group’s participation rates on food safety operations after the intervention were higher than those of before the intervention at the .05 level of significance. The findings also revealed that the factors contributing to the operations’ success related to network strength, partnership working, building positive motivation, participation in all activities, continuity of projects, and regular monitoring and reporting.