HR MANAGER 5.0 COMPETENCY IN THE ELECTRIC VEHICLE TRANSITION ERA: CURRENT CONDITIONS, PROBLEMS, AND ORGANIZATIONAL DIFFERENCES IN THE EASTERN ECONOMIC CORRIDOR
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Abstract
This research pursued two objectives: 1) To examine current conditions and problems in developing HR Manager 5.0 competency within the EEC automotive industry, and 2) To compare HR Manager 5.0 competency classified by organizational characteristics. A mixed-methods design was employed across Chachoengsao, Chonburi, and Rayong provinces. Qualitative data were collected from 23 key informants comprising 8 government and state enterprise executives, 5 HRM academics and experts, and 10 senior EEC automotive executives, analyzed using content analysis. For the quantitative component, the population consisted of 890 factories with a sample of 392 respondents. Data were collected using a 65-item, 5-level rating scale questionnaire (IOC = 0.67 - 1.00; Cronbach's Alpha = 0.97) and analyzed using descriptive statistics and One-way ANOVA. Findings revealed that 1) HR managers are transitioning from operational to strategic partner roles, facing six key problems: digital competency gaps, unsystematic knowledge management, EV-workforce misalignment, budget constraints, talent competition, and Generation Z challenges; and 2) Overall competency was at a high level ( = 3.76, S.D. = 0.645), while digital and data competency remained moderate (
= 3.30). Job position (F = 17.769, p < .001) and organizational size (F = 6.511, p < .001) significantly influenced all competency dimensions, whereas HR experience and registered capital showed no significant effect. The novel contribution is the "Three-Layer HR Manager 5.0 Competency Gap Model: EEC Context."
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