ConferenceProceedings

February 7-9, 2017Seoul,Korea

SICSSAM

SeoulInternationalConferenceonSocialSciencesandManagement

APCESP

Asia-PacificConferenceonEducation,SocietyandPsychology

10

InternationalCommittees

International Committee of Social Sciences

Adeeb Jarrah United Arab Emirates University UAE

Ahrar Husain Jamia Millia Islamia - A Central University Indian

Al Faithrich C. Navarrete University of Santo Tomas Philippines

Alex Yao Tang National Cheng Kung University Taiwan

Alice H. Y. Hon The Hong Kong Polytechnic University Hong Kong

Amol Gore Thailand

Atefeh Ferdosipour Azad University (East Tehran Branch) Iran

Azidah Abu Ziden Universiti Sains Malaysia Malaysia

Azilawati Nanyang Technological University, Singapore Singapore

Aziz Bin Ahmad University Malaysia Terengganu Malaysia

B. Suresh Lal Kakatiya University India

Badar Alam Iqbal Aligarh Muslim University India

Bayram Akarsu Erciyes University Turkey

Bor-Tyng Wang Feng Chia University Taiwan

Brian Hunt Mahidol University Thailand

Carrie Hagan Indiana University USA

Cathine G. Scott Morris College in Sumter USA

Chang Y. Lee California State University, Chico USA

Chen-Sung Chang Nan Kai University of Technology Taiwan

Cheol Park Korea University South Korea

Chib Datta Meghe Institute of Management Studies India

Ching-Yi Tien I-Shou University Taiwan

Darshan kaur Narang University of Rajasthan, Jaipur India

David Yoon Universitaire Léonard de Vinci France

Dharam Vir Mahajan CCS university, Meerut India

Donald L. Amoroso Auburn University at Montgomery USA

Donghun Lee Sungkyunkwan University South Korea

E. Daniel Shim Sacred Heart University USA

11

Eddy K.W. Li The Chinese University of Hong Kong Hong Kong

Edward Hwang Chung Hua University Taiwan

Emiko Tsuyuki Chuo University Japan

Ernest Lim Kok Seng Taylor's University Malaysia

Funda Varnaci Uzun Aksaray University Turkey

Gajendra Singh Satyawati College, University of Delhi India

Halil Ibrahim Gurcan Anadolu University Turkey

Hamzeh Dodeen United Arab Emirates University UAE

Intan Soliha Binti Ibrahim Universiti Malaysia Sabah Malaysia

Irene Guatno Toribio Philippine Christian University Philippines

Jalil Safaei University of Northern British Columbia Canada

Jamie Halsall University of Huddersfield UK

Jian-Horng Chen Chung Shan Medical University Taiwan

Jill Thompson-White Edith Cowan University Australia

John Christian S. Jardin Palawan State University Philippines

Jonas Chao-Pen Yu Takming University of Science and Technology Taiwan

Jongkun Jun Hankuk University of Foreign Studies South Korea

Joseph Lau The University of Hong Kong Hong Kong

Joyce Zhou Emporia State University USA

Julia Wong Family Justice Courts Singapore Singapore

K. Prakash Vel University of Wollongong Dubai

Kaedsiri Jaroenwisan Silpakorn Univesity Thailand

Kanokphon Chantanarungpak Srinakharinwirot University Thailand

Karen Miranda Fernandez Imus Institute Philippines

Keith H. Sakuda USA

Kim , Kyung Hee Mokpo National University South Korea

Kim Sangho Ritsumeikan Asia Pacific University Japan

Kim, Deok Man Baekseok University South Korea

Kimble Byrd Rowan University USA

Krishna Govender AAA School of Advertising South Africa

Kurt W. Ackermann Hokusei Gakuen University Japan

Lin, Hsiao-Tseng Meiho University Taiwan

12

Linda Oshita University of Hwaii USA

Linda Ross Rowan University USA

Maria Cristina M. De los

SantosKyungdong University-Global Campus South Korea

Marie Paz E. Morales Philippine Normal University Philippines

Masoud Kavoossi The George Washington University USA

Mehryar Nooriafshar University of Southern Queensland Australia

Michael Kao Chang Gung University Taiwan

Micheal Kon Aletheia University Taiwan

Ming-Chang Chih National Chung Hsing University Taiwan

Mingchu (Neal) Luo Emporia State University USA

Mohamad Hafis Amat Simin University Sultan Zainal Abdin Malaysia

N. S. Ravishankar Axis Bank India

Naim Uzun Aksaray University Turkey

Nezaket Memmedli Azerbaijan National Academy of Sciences Azerbaijan

Obydullah Al Marjuk Independent University, Bangladesh Bangladesh

Ozgul Keles Aksaray University Turkey

Prasong Tanpichai Kasetsart University Thailand

Qi Wang University of Southern Denmark China

Rajesh U. Chheda Shri. MD Shah Mahila College India

Ramayah Thurasamy Universiti Sains Malaysia Malaysia

Reem Abed Almotaleb

AbuiyadaDhofar University Palestine

Ricky Ng Vocational Training Council Hong Kong

Ronald Griffin Florida Agricultural & Mechanical University USA

Rotaru Ioan-Gheorghe Timotheus Brethren Theological Insititute of Bucharest Romania

Ruby Ann L. Ayo Bicol University Philippines

Sadiq Abdulwahed Ahmed

IsmailUnited Arab Emirates University UAE

Sally dhruva' Stephenson Frosterburg State University USA

Seonjeong Ally Lee Kent State University USA

Shaik. Feroz Caledonian College of Engineering Oman

SHANG Songmin The Hong Kong Polytechnic University Hong Kong

13

Shujen Lee Chang Asia University Taiwan

Soon SONG Wonkwang University South Korea

Suzanne Beasterfield Idaho State University USA

Szu-Wei (Chris) Chen I-Shou University Taiwan

T.S.Devaraja University of Mysore, Hemagangothri Campus India

Tan Khay Boon SIM Global Education Singapore

Theeraphab Phetmalaikul Srinakharinwirot University Thailand

Thoedsak Chomtohsuwan Rangsit University Thailand

Vijayaletchumy Subramaniam Universitas Putra Malaysia Malaysia

Wang Yu-ShanNational Kaohsiung First University of Science and

TechnologyTaiwan

Warren Matthews Belhaven University USA

Wei-Cheng(Joseph) Mau Wichita State University USA

Wen-Pei Sung National Chin-Yi University of Technology Taiwan

William Richeson University of Kentucky USA

Ye PeiShi Family Justice Courts Singapore Singapore

Ying Zhang Southeast University China

Yong-Ho Kim Pukyong National University South Korea

Yuki Yokohama Kanto Gakuin University Japan

Zabihollah Rezaee The University of Memphis USA

Zhou Xiao Fudan University China

193

SICSSAM-1317The Influence of Leadership and Quality of Work Life on Organizational

Professionals in Thailand

Panitee Karnsomdeea, Jitti Kittilertpaisanb

a Department of Social Science and Physical Education, Public Administration Program,

Faculty of Liberal Arts and Management Science, Kasetsart University, Thailand

E-mail address: paniteeksd@gmail.com

b Business Economics Program, Faculty of Management Science,

Sakon Nakhon Rajabhat University, Thailand

E-mail address: jitti1998@hotmail.com

Abstract

Currently, the influence of leadership on organizational commitment is well documented in

many researches (Marques, de L. R., Orlando, M. M. and Costa, A., J., Manuel, 2016; Sajeet, P.

and Rabindra, K. P., 2015; Nicolas, G. and Christian, V., 2014). However, the mediating

variable that explain such relationship remain unclear. Some studies indicate that there are the

relationship between quality of work life and organizational commitment (Tahreem, Y. and

Shazia, K., 2015; Hougyun, K., 2014). The ability of attaining talent education professionals in

an organization will help to decrease employee turnover rate and eventually, achieve

organizational commitment. Organizational commitment generally created by visionary leaders

through quality of work life improvement. As education professionals in academic arena is one

appropriate leadership style and excellent quality of work life were needed, especially in highly

competitive organization.

This research study aimed to investigate the influence of leadership and quality of work life on

in Thailand. The study was a quantitative research method. Population and sample design were

selected by probability samplings. Sampling techniques used in this research were stratified

random sampling and simple random sampling. Content validity was applied to ensure how

accurately an assessment tool can be measured the various aspects of the specific construct in

the questions. Data were collected through 5-point Likert scale questionnaires from education

professionals in the 11 Northeastern Rajabhat Universities in Thailand totally 400 samples

(Taro Yamane, 1973) with

descriptive statistics including mean, standard deviation, frequency and percentage; together

with inferential statistics including the Pearson product- moment correlation and path analysis.

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The research results indicated that the organizational commitment of the Northeastern Rajabhat

at a high level (X=3.76), and quality of work life was at a high level (X=4.00). The hypotheses

testing found that leadership and quality of work life can explain the variation of organizational

commitment up to 48.70% (Adjusted R-Square 0.487) at 0.05 significant levels. The research

results showed that leadership and quality of work life had significantly positive influenced on

organizational commitment of the Northeastern Rajabhat

in Thailand with standardized coefficient of 0.168 and 0.567, respectively.

Keywords: Leadership, Quality of Work Life, Organizational Commitment

1. Background

As an increasingly competitive education system and dramatic change in Thai university, it is

essential for a university to concentrate on organizational commitment. Attaining talent

education professionals through improving quality of work life in an organization will help to

decrease employee turnover rate and achieve organizational commitment. Although the

influence of leadership on organizational commitment is well documented, the mediating

variable that explain such relationship remain unclear. Previous studies suggest that there is the

relationship between transformational leadership and organizational commitment (Marques de

L. R., Orlando M. M. and Costa A., J. Manuel, 2016; Sajeet, P. and Rabindra, K. P., 2015;

Nicolas, G. and Christian, V., 2014). Some studies indicate that there is the relationship

between quality of work life and organizational commitment (Tahreem, Y. and Shazia, K., 2015;

Hougyun, K., 2014). Organizations are required to propose an interesting strategy to improve

and employee needs. Consequently, this study investigated the influence of leadership and

quality of work life on or

Education Professionals in Thailand with quantitative research method. The research study

explored the appropriate leadership style that directly enhancing organizational commitment

and also the study investigated the indirect effect of leadership on organizational commitment

through quality of work life promotion.

2. Literature Review

Organizational commitment refers to an employee behavior attaching to the organization.

Many researches on organizational commitment had strongly considered since the publication

of Porter, L.W., Steers, R.M., Mowday, R.T., and Boulian, P.V. paper in 1974 and the

publication journal of Mowday, R.T., Steers, R.M. and Porter, L.W. in 1979 in which provide

comprehensive definitions of organizational commitment (Morteza, S. and Abbas, A. H., 2016).

According to Mowday et al. (1979) quoted in Pooja, S. and Vinita, S. (2015), organizational

195

nd involvement

in an organization. Ismail (2012) quoted in Pooja, S. and Vinita, S. (2015) characterized

it can be seen that organizational commitment is reflected in the dedication degree of an

employee to an organization. In previous researches, organizational commitment has been

linked to workforce stability (Steers, 1977 quoted in Pooja, S. and Vinita, S., 2015) and

increased citizenship behavior as an intention to stay in the organization (Mayer and Allen,

1997; Mowday et al., 1979; Steers, 1977 quoted in Pooja, S. and Vinita, S., 2015). The

characteristics of organizational commitment consist of a strong belief in and acceptance of the

organization's goals and values, a willingness to exert effort on behalf of the organization and a

strong desire to maintain organizational membership (Steers, 1977; Porter et al., 1974). In

addition, Allen and Mayer (1990) quoted in Morteza, S. and Abbas, A.H. (2016) stated the

similar three dimensions of organizational commitment; affective commitment, normative

commitment, and continuance commitment. As reviewing previous literatures on

organizational commitment, many antecedents have been emerged. One mediating variable that

explain an antecedent of organizational commitment was quality of work life.

Quality of work life emerged as a factor creating working condition in order to promote

organizational commitment. The concept of work-related quality of life was created (Warr,

Cook and Wall, 1979; Bruchon-Schweitzer, 2002 quoted in Lisbet, A. et al., 2016). Quality of

work life is considered as critical human resource development practices. It is a philosophy

which believes that people are the most important resource in any organization (Jnaneswar, K.,

2016). Robbins (1971) quoted in Jnaneswar, K. (2016) defined quality of work life as a process

by which an organization responds to employee expectations by developing mechanisms to

enhance decision making participation on their lives at work. Walton (1975) quoted in

Jnaneswar, K. (2016) proposed eight major conceptual indicators relating to quality of work

life including compensation and rewards, safe work environment, training and development on

human capacities, opportunities to learn and grow, social support and integration,

constitutionalism in work organization, balance of work and life, and social relation.

Furthermore, Raj, A. and Kumar, G. (2010) quoted in Bhavani, M. and Jegadeeshwaran, M.

(2014) stated that quality of work life creates motivation, loyalty and flexibility in the

workforce. All these factors are crucial for organizational competitiveness. Furthermore,

quality of work life leads to reduce absenteeism, employee turnover rates and increase their

organizational commitment. In order to develop effective quality of work life, leader in the

organization is an essential factor promoting employee loyalty. It can be seen that leader in an

organization is one of a critical parts of organization success or failure.

Leadership in the organization refers to the action of leading employees by the leader.

Transformational and transactional theories of leadership were originally initiated with the

i, L. and Preeti,

196

S. R., 2015). Transformational leadership was continually explored by Bass and Avolio in 1994

(Conger, 1999; Kanungo, 2001; Judge and Piccolo, 2004 quoted in Marques, de L. R., Orlando,

M. M. and Costa, A., J., Manuel, 2016). This kind of leadership refers to the process by which

leaders foster the commitment of followers and stimulate them to work towards the

organizational goals, promote their commitment and enhance organizational high performance

(Rego and Cunha, 2007 quoted in Marques, de L. R., Orlando, M. M. and Costa, A., J., Manuel,

2016). Transformational leadership consists of four components: idealized influence,

inspirational motivation, intellectual stimulation and individualized consideration (Bass, 1985).

On the other hand, transactional leadership refers to the exchange relationship between the

leader and the follower to fulfill their expectations at work (Bass, 1990). Transactional leaders

(Shiji, L.

and Preeti, S. R., 2015). Transactional leadership consists of two components: contingent

rewards and management by exception. Thus, many previous researches indicate that there

were some relationships among these three variables; leadership, quality of work life, and

organizational commitment; to further explore. This research study aimed to investigate these

relationships.

From the literature reviews, it was seen that the relationship among variables has been

developed and conceptualized in the conceptual framework with hypotheses development. The

conceptual framework of this research study was presented in figure 1. It depicts the influence

of leadership and quality of work life on organizational commitment of the Northeastern

Rajabhat Univer The conceptual model has been

constructed on the basis of the three bodies of literatures, organizational commitment,

about the relationship among variables.

Based on the specified definitions and the reviews of the literature of the constructs with the

conceptualization of the relationships among variables, the hypotheses suggested by the

conceptual framework can be laid out as follows:

H1: Leadership and quality of work life have positive influences on organizational

commitment

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H2: Leadership has a positive influence on quality of work life of the Northeastern Rajabhat

The research hypotheses can be explained in the forms of structural equations in order to show

the relationship among variables and predict the dependent variable for hypotheses testing. The

symbols used to represent the variables stated as follows:

3. Methods

This research study aimed to investigate the influence of leadership and quality of work life on

Education Professionals

in Thailand. The study was a quantitative research method. Population and sample design were

selected by probability samplings. Sampling techniques used in this research were stratified

random sampling and simple random sampling. Content validity was applied to ensure how

accurately an assessment tool can be measured the various aspects of the specific construct in

the questions. Reliability test was used to ensure the degree to which a measurement tool

produces stable and consistent results. Data were collected through 5-point Likert scale

questionnaires randomly distributed to education professionals of 11 Northeastern Rajabhat

coefficient of 0.97

reliability of the instrument. The unit of analysis of this study was at organizational level. The

measurement scales and the number of items used in measuring the constructs in this study

were 5-point Likert scale questionnaires. Educational professionals were asked to answer a

number of questions on leadership, quality of work life, and organizational commitment.

Multifactor leadership questionnaire by Bass and Avolio (1994) was adapted to assess the

transformational leadership style. The scale has two dimensions of transactional leadership

style including contingent rewards and management by exception with six items measuring the

two dimensions of transactional leadership style. In addition, the scale has four dimensions

including idealized influence, inspirational motivation, intellectual stimulation, and

individualized consideration with 12 items measuring the four dimensions of transformational

leadership style. In terms of quality of work life, eight dimensions of Walton (1975) were used

as essential indicators for measuring

including compensation and rewards, safe work environment, training and development on

human capacities, opportunities to learn and grow, social support and integration,

198

constitutionalism in work organization, balance of work and life, and social relation. The three

to four items have measured each dimension of quality of work life totally 26 items.

Furthermore, the three characteristics of organizational commitment stated by Steers (1977)

and Porter et al. (1974) were applied to use as the scale. These scales consist of four items

measuring a strong belief in and acceptance of the organization's goals and values, four items

measuring a willingness to exert effort on behalf of the organization and five items measuring a

strong desire to maintain organizational membership. This research study was cross-sectional

as the data were collected at a single point of time from the key informants. Data were

analyzed by descriptive statistics including mean, standard deviation, minimum value,

maximum value, frequency and percentage; in addition, data were also analyzed by inferential

statistics including the Pearson product-moment correlation and path analysis. Path analysis is

a kind of multiple regression technique aimed at providing estimates of the magnitude and

significance of hypothesized causal relationships between sets of variables. The research

results can be significantly analyzed with 95% confidence interval.

4. Results

The research results were analyzed using the statistical package for social science and the

general characteristics of the respondents from

Education Professionals in Thailand are summarized and presented in Table 1. The research

results indicated that the returned samples were made up of 50.50 percent female and 49.25

percent of the respondents were in between 31 and 40 years of age. In terms of marital status,

54.25 percent of the respondents were married. Furthermore, nearly half of the respondents

(46.00 percent) had earned at least a master degree and work in academic position of 48.50

percent. With regards to the number of years working in the organization, it was found that

most, 71.25 percent, of the respondents, had not more than ten years experience in the

organization. Lastly, around 55.00 percent of the respondents had average salary of not more

than 30,000 THB.

199

In this research study, the analysis of the correlation coefficient between the two independent

variables was investigated. The objective was to find the magnitude of correlation between two

independent variables including leadership (LEA) and quality of work life (QWL). Secondly,

the descriptive statistics of these variables were presented including mean (X), standard

deviation (S.D.), minimum value (Min), maximum value (Max), and number of units of

analysis (n). The correlations between the two independent variables and descriptive statistics

were shown in Table 2.

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The correlation between the two independent variables showed that there was a significantly

high level correlation between leadership and quality of work life at 0.736. The relationships

between the independent variables stated that correlation coefficients (r) are not exceeding 0.80.

As Hair et al. (2010) described the relationship between the variables that must be less than

0.80; if such relationship is more than 0.80, it may cause Multicollinearity. This research found

that the relationship between the independent variables with the highest value was 0.736, in

which it was not exceed 0.80. Multicollinearity problem was not found. Therefore, it can be

tested by using path analysis, in which estimating linear models. The average figures indicate

that most respondents of the Northeastern Rajabhat Universities in Thailand were at a high

level in their perception of leadership, quality of work life, and organizational commitment.

The average score, standard deviation, minimum value, and maximum value of leadership were

at 3.76, 0.831, 3.64, and 3.83, respectively. For quality of work life, the average score, standard

deviation, minimum value, and maximum value were at 4.00, 0.633, 3.67, and 4.31,

respectively. For organizational commitment, the average score, standard deviation, minimum

value, and maximum value were at 4.03, 0.713, 3.74, and 4.38, respectively. The scale

questionnaires of leadership, quality of work life, and organizational commitment distributed to

iability of

the instrument. To conclude, the means, standard deviations, reliabilities, and correlations for

of work life, and organizational commitment were significantly high for research use. The

correlation between independent variables indicated that there were positively correlated with

each other at 0.01 significant level.

From descriptive statistics, the research study showed that the organizational commitment of

the Northeaster

(X=4.03), leadership was at a high level (X=3.76), and quality of work life was at a high level

(X=4.00). Most of education professionals in the Northeastern Rajabhat Universities believed

201

that their management team had good leadership.

transformational leadership and transactional leadership styles were accepted for the

Northeastern Rajabhat Universities in Thailand. In addition, most of education professionals in

the Northeastern Rajabhat Universities stated that quality work life in their organization was

good consisting of enough compensation and rewards, safe work environment, good training

and development on human capacities, good opportunities to learn and grow, enough social

support and integration, good constitutionalism in work organization, balance of work and life,

and good social relation. The appropriate quality of work life brings high organizational

commitment. Based on the r

the organization's goals and values. There was a willingness to exert effort on behalf of the

organization and there was a strong desire to maintain organizational membership.

From model summary, the hypotheses testing found that leadership and quality of work life can

explain the variation of organizational commitment up to 48.70% (Adjusted R-Square 0.487) at

0.05 significant levels. It can be seen that organizational commitment was predicted by

leadership and quality of work life as shown in Table 3.

From path analysis, the research results stated that leadership had significantly positive

influenced on quality of work life with standardized coefficient of 0.736. The research

results also showed that leadership and quality of work life had significantly positive

influenced on organizational commitment of the Northeastern Rajabhat

Professionals in Thailand with standardized coefficient of 0.168 and 0.567, respectively as

shown in Table 4.

The research results from hypotheses testing were presented in the forms of path diagram as

202

stated in figure 2. Path analysis was used to estimate of the magnitude and significance of

hypothesized causal relationships between sets of variables; leadership, quality of work life,

and organizational commitment. This is a kind of multiple regression technique aimed at

providing a prediction of dependent variable, organizational commitment. To conclude,

leadership has a positive influence on quality of work life of the Northeastern Rajabhat

In addition, leadership and quality of work

life have positive influences on organizational commitment of the Northeastern Rajabhat

Leadership and quality of work life had statistically significant positive influenced on

Leadership had a statistically significant positive influenced on quality of work life with

organizational commitment, indicators of quality of work life composed of compensation and

rewards, safe work environment, training and development on human capacities, opportunities

to learn and grow, social support and integration, constitutionalism in work organization,

balance of work and life, and social relation should be further investigated to find the most

significantly impact. The symbols used to represent the predictors stated as follows:

203

The research results from hypotheses testing showed the influences of eight indicators on

organizational commitment in the forms of research equations, compensation and rewards, safe

work environment, opportunities to learn and grow, and social support and integration need to

be concentrated as presented below:

It can be seen that compensation and rewards, opportunities to learn and grow, safe work

environment, social support and integration had statistically significant positive influenced on

order to have education professionals stay with an organization, the Northeastern Rajabhat

Universities in Thailand need to pay attention on compensation and rewards, promote

opportunities to learn and grow, create safe work environment, and enhance social support and

integration.

In conclusion, according to hypotheses testing, leadership and quality of work life had

significantly influenced on organizational commitment of the Northeastern Rajabhat

providing leaders to create good quality of

work life in order to enhance organizational commitment.

5. Conclusion and Discussion

This research study aimed to investigate the influence of leadership and quality of work life on

in Thailand. The data were collected and analyzed by descriptive statistics together with

inferential statistics using the Pearson product- moment correlation and path analysis. The

research results indicated that the organizational commitment, leadership, and quality of work

life of the Northeaster

high levels. The hypotheses testing found that leadership and quality of work life had

significantly positive influenced on organizational commitment of the Northeastern Rajabhat

Universi in Thailand. Thus, to achieve organizational

commitment, the leaders must have motivating and inspiring characters, truly considering on

204

compensation and rewards, promote opportunities to learn and grow, create safe work

environment, and enhance social support and integration, in order to promote excellent quality

of work life to increase commitment within the organization. The research findings provided

essential guidance for management to intently promote quality of work life in order to enhance

the loyalty of education professionals, and then; consequently, increase organizational

commitment. However, apart from this research study, there are many other factors that can be

explained organizational commitment such as organizational climate or organizational culture

for further researches.

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