The Model of Strategic Human Resource Management and Employee Organizational Commitment Affecting Modern Organizational Efficiency in Bangkok
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Abstract
This study aimed to: 1) examine the goodness-of-fit of the measurement and structural models with empirical data; (2) analyze the causal relationships among Strategic Human Resource Management (SHRM), Employee Engagement (EE), and Modern Organizational Performance (MOP); and 3) develop strategic guidelines for enhancing organizational effectiveness in modern organizations in Bangkok. A quantitative research approach was employed. Data were collected from 400 executives and human resource personnel working in modern organizations in Bangkok. The sample size was determined using Yamane’s formula, and respondents were selected through systematic random sampling. The research instrument was a five-point Likert-scale questionnaire with high content validity (IOC = 0.91–1.00) and reliability (Cronbach’s Alpha = 0.89–0.95). Data were analyzed using descriptive statistics, Confirmatory Factor Analysis (CFA), and Structural Equation Modeling (SEM).
The findings revealed that SHRM, EE, and MOP were all rated at high levels. The proposed structural model demonstrated an excellent fit with the empirical data (χ²/df = 1.020, CFI = 0.997, TLI = 0.996, RMSEA = 0.011). Hypothesis testing results indicated that: (1) SHRM had a significant positive direct effect on MOP (β = 0.801, p < 0.001); (2) SHRM had a significant positive effect on EE; and (3) EE had a strong positive direct effect on MOP (β = 0.861, p < 0.001) and significantly mediated the relationship between SHRM and MOP. Therefore, all three research hypotheses were supported. These findings highlight the critical role of employee engagement as a mechanism linking strategic human resource management practices to organizational outcomes. Furthermore, data-driven performance measurement, organizational pride, and organizational learning and growth emerged as the strongest indicators of SHRM, EE, and MOP, respectively. This study contributes to the advancement of Human Capital Theory and Employee Engagement Theory by proposing the “System–People–Performance Framework” to explain how strategic human resource management creates organizational value in the digital economy. The findings also provide practical and policy implications for developing high-performance organizations and achieving long-term organizational sustainability.
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References
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