GUIDELINES FOR HUMAN RESOURCE MANAGEMENT IN DIGITAL AGE BASED ON KALYĀṆAMITTA DHAMMA PRINCIPLES FOR SCHOOL ADMINISTRATORS UNDER THE UTHAITHANI PRIMARY EDUCATION SERVICE AREA OFFICE 1

Abstract

This research articles aimed to: 1) study the state of personnel management in the digital age among school administrators, 2) study the guidelines for developing personnel management in the digital age based on Kalyāṇamitta-dhamma principles among school administrators, and 3) propose guidelines for personnel management in the digital age based on the principles of Kalyāṇamitta-dhamma among school administrators under the Uthai Thani Primary Educational Service Area Office 1. This was a mixed-methods research. Quantitative research collected data from a sample group of 154 school administrators. The research instrument was a questionnaire with a reliability coefficient of 0.962. The statistical methods used for data analysis included frequency, percentage, mean, and standard deviation. Qualitative research involved interviewing 9 key informants using a structured interview guide, and the data were analyzed using content analysis.

The research results found that: 1) State of Personnel Management: The overall state of personnel management in the digital age among school administrators was rated at a high level. 2) Guidelines for developing personnel management in the digital age based on the principles of Kalyāṇamitta-dhamma among school administrators: (1) Schools should prepare personnel management manuals that are consistent with the needs of the school; (2) Establish a committee to determine qualifications by using digital technology to publicize recruitment; (3) Have performance evaluation criteria that are conducive to work; (4) Use technology to support management for personnel. 3) The presentation of guidelines, divided into 5 important areas: (1) Workforce planning, emphasizing the use of digital technology to help manage, using technology to analyze statistics to plan manpower to be consistent with future goals and needs. Administrators must work together with the committee to develop policies and hold meetings to listen to opinions in order to develop plans that are up-to-date. (2) Personnel recruitment and organization, emphasizing the placement of people in the right jobs and organizational goals, using technology to help analyze and allocate positions appropriately, closely monitoring personnel data, and providing opportunities for listening to opinions in the personnel organization process. (3) Personnel development, emphasizing development with clear and measurable goals. Supporting training seminars on research to improve the quality of education and providing modern equipment to support work, promoting teamwork, providing opportunities for exchanging knowledge and giving merit to create motivation. (4) Maintaining personnel, focusing on caring for both work and mental health according to the principle of goodwill, supporting budget, materials, equipment and facilities for work, providing advice, helping to solve mental problems and having continuous supervision and monitoring to improve teaching and learning. (5) Performance evaluation, focusing on fairness and modernity, using digital technology to collect data and evaluate results to be quick and accurate, having clear indicators that are consistent with roles and responsibilities, including notifying the evaluation results with recommendations and taking the suggestions of personnel to improve and correct.