Factors Affecting Employees’ Organizational Commitment in Elderly Care Centers: A Case Study of Elderly Care Centers in the Lower Central Region of Thailand.
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Abstract
This study aimed to examine the factors influencing organizational commitment among personnel working in elderly care centers. The case study focused on elderly care centers in Thailand’s Lower Central Region, including Ratchaburi, Kanchanaburi, Suphan Buri, Nakhon Pathom, Samut Sakhon, Samut Songkhram, Phetchaburi, and Prachuap Khiri Khan. A quantitative research approach was employed using a survey research design.
The study population comprised 1,244 personnel working in both public and private elderly care centers. The sample size was determined using Yamane’s (1973) formula at a 95% confidence level with a ±0.05 margin of error, resulting in a target sample of 344 participants. To compensate for potential non-response or incomplete questionnaires, 400 questionnaires were distributed using convenience sampling. A total of 310 complete questionnaires were returned and included in the analysis (n = 310). The research instrument was a questionnaire measuring transformational leadership, work motivation, organizational culture, work environment, and organizational commitment. The content validity indices (IOC) ranged from 0.80 to 1.00, and the reliability coefficients (Cronbach’s alpha) ranged from 0.85 to 0.91. Data were analyzed using descriptive statistics, Pearson’s correlation coefficients, and multiple regression analysis.
The results indicated that transformational leadership, work motivation, organizational culture, and the work environment were positively and significantly associated with organizational commitment among elderly care center personnel. Transformational leadership exhibited the strongest effect (β = 0.36, p < 0.01), followed by work motivation (β = 0.29, p < 0.01), organizational culture (β = 0.24, p < 0.01), and the work environment (β = 0.18, p < 0.05), respectively. Collectively, the independent variables explained 66.8% of the variance in organizational commitment (R² = 0.668).
These findings suggest that leadership development, enhancing work motivation, fostering a positive organizational culture, and providing an appropriate work environment are key factors in strengthening organizational commitment among personnel in elderly care centers. The findings can inform the development of human resource management policies and strategies to retain high-quality personnel, reduce turnover, and sustainably improve the quality of elderly care in the future.
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เนื่อหาและข้อมูลในบทความ เป็นความรับผิดชอบของผุ้แต่ง
บทความในวารสารเป็นลิขสิทธิ์ของวารสารวิจัยและพัฒนา มหาวิทยาลัยราชภัฏบุรีรัมย์
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