Buddhist Principles for Human Resource Development Professionals in the Healthcare Business in Thailand

Announcing: Lovichakorntikul, Petcharat and John Walsh, “Buddhist Principles for Human Resource Development Professionals in the Healthcare Business in Thailand,” Res Manageria, Vol., No.2 (March-April, 2011), pp.1-9, available at: http://www.assobp.org/Manageria/.

Abstract: Human Resource Development (HRD) is a crucial element in contemporary organizations and determines their future to a significant extent. This is especially true in the healthcare business, which has been changing and developing according to emerging trends such as the problems of insufficiency and the inequitable distribution of healthcare professionals. Further, morality and ethical issues in the healthcare business are also of great concern at the present. Public perception is that healthcare professionals and staff members who are working for hospitals to heal patients and save lives have generous minds and are kind to all people. However, this is not always the case and, in the HRD aspect, it remains necessary to develop the minds, attitudes and perceptions of healthcare professionals to be ready to serve others. This article will demonstrate the Buddhist principles which are insightful and applicable in practices of HRD in some healthcare businesses in Thailand.

Human Resource Management in the Telecommunications Sector of Laos

Announcing: Southiseng, Nittana and John Walsh, “Human Resource Management in the Telecommunications Sector of Laos,” paper presented at International Colloquium on Business and Management, Bangkok (January 26th-28th, 2010).

Abstract: This paper presents the quantitative outcomes regarding human resource management (HRM) in the telecoms sector of Laos. With 73 valid responses from management and 396 valid responses from employees in telecoms companies of Laos, statistical analysis was used to evaluate hypotheses based on a solid sample size. The results showed that both management teams and employees felt that the more HRM roles (such as allowing employees to form labour unions, selection and staffing, performance evaluation, employee retention and involvement, training and development) have been recognized in the companies, the more the HRM practices would be carefully implemented. In testing the relationship between implementing the HRM practices and organizational human capital development perceived by the management teams, no significant relationships were identified. However, many of the implemented HRM practices have significant relationships with employees’ skills and performance improvements and with perceptual and psychological matters. Based on these findings, recommendations have been proposed to the telecoms companies of Laos to have precise HRM policies, to provide adequate support for employee development, to organize more practical training and to secure employee participation in decision making processes.

The full paper should be available at the website.