Strategic Model for Establishing Service Quality Guru of Personnel of Suan Sunandha Rajabhat University, Samutsongkhram Campus

Abstract

This article aims to study and gather information on the current desirable factors necessary for developing strategies to enhance the service quality of personnel at Samut Songkhram Campus, Suan Sunandha Rajabhat University. The research also aims to establish a strategic model to develop Guru service quality among the campus personnel. This is a qualitative study that employs purposive sampling based on the criteria of Ivey & Ivey (2008), with 18 key informants selected according to the criteria of Thomas T. McMillan (1971). The research instrument was in-depth interviews using future-oriented research techniques via the Delphi Technique. The statistical methods employed for data analysis included percentage, mean, standard deviation, median, and interquartile range (IQR).

The study revealed that: 1) The desirable factors for enhancing service quality consist of five aspects: Reliability, which should be reinforced by principles of good governance; Responsiveness, which should be improved by developing service mechanisms, human resources, and supporting technology; Empathy, which should involve linking research databases to address service needs and issues; Assurance, which should focus on enhancing foreign language and digital skills, and implementing a personnel development monitoring system; and Tangibles, which should ensure efficient material and equipment management across departments. 2) Regarding the second objective, the median and interquartile range (IQR) of the responses from key informants concerning the vision and mission of the draft strategic plan indicated unanimous consensus, with median scores mostly at 5.00 and above 3.50, and IQR values (Q3–Q1) ≤ 1.5, signifying a high level of agreement and feasibility.

The strategic model, titled SUNANDHA CIT SKILL, comprises three strategies: Strategy 1 – Developing personnel competencies to produce specialized graduates and to cultivate professional, ethical, and moral personnel. Strategy 2 – Managing the service system in education by promoting learning innovations and raising management standards to international levels through digital technology. Strategy 3 – Establishing a distinctive identity in service through innovation and creating networks for academic health services. These strategies represent an integrated framework of development, management, and identity-building aimed at enhancing Guru service quality as proposed in this research.