A Framework for the Implementation of Human Resource Management Practices in Organizations within Northeastern Thailand

This chapter examines the implementation of human resource management (HRM) practices among public sector organizations in Northeastern Thailand, focusing on the relationship between traditional/transactional HR and transformational HR approaches. Using a quantitative survey of 396 government employees across Roi Et, Khon Kaen, Mahasarakham, and Kalasin provinces, selected through purposive sampling, the study compares employee perceptions of HR, human capital, traditional/transactional HR, and transformational HR practices across gender, organizational size, and incumbency, and examines the statistical association between traditional/transactional and transformational HR dimensions. Findings reveal no significant gender differences in HR perceptions, though women rated human capital and transformational HR slightly more favorably. Organizational size significantly predicted HR orientation: smaller agencies relied more heavily on traditional HR practices, while larger organizations showed greater readiness for transformational HR. Regression analysis identified human resource information systems (HRIS) and compensation management as the strongest predictors of transformational HR effectiveness, together explaining 44.9% of the variance, while organizational culture showed no significant effect. The chapter situates these findings within intra-regional and inter-regional comparisons across Thailand, highlighting persistent gaps between Northeastern public organizations and more developed regions. It concludes by proposing a framework for transitioning Northeastern Thai public sector HR toward a more integrated, technology-enabled, and strategically aligned model.