SOLVING THE PROBLEM OF OPERATIONAL STAFF TURNOVER RATE, CASE STUDY: ONE LOGISTICS BUSINESS IN BANGKOK

Abstract

The research objectives were (1) to study the problems of human resource development management at the operational level and (2) to propose guidelines for improving human resource development management at the operational level of the organization. This research was the mixed-methods research. For quantitative research, the population consisted of 5,230 operational level employees, with a sample size of 400 (Krejcie & Morgan). For qualitative research, the key informants were the supervisors 4 people. The research instruments were the questionnaires and the structured interviews form. The data analysis statistics were the descriptive statistics, inferential statistics, non-parametric statistics, and content analysis.

          The research findings were:

          1.The employees who were under 40 years old and had worked for less than 2 years, this group of employees will always resign and change jobs, most of the employees resign due to work mistakes, in addition, most of the employees expressed their intention to work with the organization and agreed to organize short-term training, the management can watch the training content review video via mobile phone, and the work results after reviewing the training content via mobile phone can make work better.

          2.Propose a guideline for improving the organization's operational human resource development: there should be training for supervisors to be good supervisors and there should be more female supervisors; short-term training resulted in better performance which was significantly related to the intention to stay with the organization (P<.05), therefore, it can be inferred that receiving development of knowledge and skills, relationships with coworkers resulted in positive organizational commitment, resulting in dedication to work and a sense of belonging to the organization which may reduce the problem of employee turnover