The Mediating Role Intellectual Capital and the Moderating Effect of Organizational Culture on Human Resource Management toward Employee Performance of Private Organization in the Northern Region of Thailand
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Abstract
The purpose of this research was to study (1) the importance of intellectual capital, organizational culture, human resource management, and employee performance, (2) the effect of human resource management and intellectual capital on employee performance, (3) and to study the mediating role intellectual capital and the moderating effect of organizational culture on human resource management toward employee performance of the company in the Northern Region of Thailand. It is quantitative research. The sample group was 600 employees working in registered private organizations in 5 provinces: 1) Chiang Mai 2) Kamphaeng Phet 3) Nakhon Sawan 4) Chiang Rai and 5) Lamphun. The research instrument was a questionnaire using descriptive statistics to find percentages, mean, and standard deviation. The inferential statistics were analyzed using structural equation models (SEM) with the PLS and Sobel test program. The results of the research found that all factors are important at a high level, with employee performance results being the most important, followed by human resource management, organizational culture, and intellectual capital. Human resource management has a direct influence on employee performance, followed by intellectual capital, which has a direct influence on employee performance. Human resource management has a direct influence on intellectual capital. The analysis results show that the mediating role of intellectual capital increases only slightly with a path coefficient of 0.013. However, the moderating effect of organizational culture on human resource management toward employee performance, the path coefficient was -0.025. Therefore, it was found that there was no statistical significance. Therefore, the organization should find ways to create knowledge and foster a strong organizational culture in the private sector because it indicates operating standards and beliefs that are shared systematically in the organization. Ultimately, it will give the organization a competitive advantage and stability.
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