A Model of Buddhist Psychological Counseling for Development of Competency Management for Multi-level Marketing Personnel

Abstract

The purposes of this research were (1) to synthesize Buddhist principles and psychological counseling for development of competency management for multi-level marketing personnel, (2) to analyze and set competency management for multi-level marketing personnel on knowledge, skill and attributes, and (3) to propose a model of Buddhist psychological counseling for development of competency management for multi-level marketing personnel. Mixed methods research was used for research design using qualitative measures to develop quantitative instrument and divided into two phases.      The first phase was to develop a model of Buddhist psychological counseling for development of competency management for multi-level marketing personnel using qualitative research. The second phase was to try out a model of Buddhist psychological counseling for development of competency management for multi-level marketing personnel using quantitative design. The sampling of interview in the first phase was 23 managers who were multi-level marketing personnel from purposive sampling. Research sampling of second phase was 70 multi-level marketing personnel which calculated by G*Power program and used the process of randomization to issue experimental group and control group and divided into 35 per each group. Research tools were interview schedule, questionnaires, lesson plan followed a model of Buddhist psychological counseling for development of competency management for multi-level marketing personnel. Qualitative data were used content analysis and analytic induction for data analysis while quantitative data were analyzed by using descriptive statistics and t-test. The research results were as follows:

1. 1. Buddhist principles and psychological counseling for development of competency management for multi-level marketing personnel were synthesized consisted of (1) the method of working resolution management related to the four noble truth (Ariya-sacca), (2) the method of successful working related to basis for success (Iddhipāda), (3) the method of team morale building related to the counseling for building motivation into working success, and (4) the method of counseling when the team having problems related to Buddhist psychological counseling .


2. 2. The competency management for multi-level marketing personnel in knowledge context consisted of (1) knowledge of center management, (2) knowledge needed for successful center management, (3) knowledge of product in specific property, and (4) knowledge of customers who use the product. The aspect of skill consisted of (1) technique of building customer motivation, (2) method of customer approach for open and close selling, and (3) method of activation the team to be active and increase sales. The aspect of attributes consisted of (1) good at motivate customers to interest in the product, (2) the management of customers who having negative attitude to the products, and (3) the personality of center managers.

          3. A model of Buddhist psychological counseling for development of competency management for multi-level marketing personnel consisted of 3 main aspects which were knowledge, skill and attribute. Five activities of integration between Buddhist psychological counseling and the process of competency management were developed which were         (1) development of knowledge and skill in Buddhist psychology, (2) Buddhist psychological counseling (the four noble truths), (3) development of metacognitive skill for management,     (4) development of professional selling skill (in theory), (5) development of professional selling skill (in practice). Result from experimental analysis indicated that (1) competency management for multi-level marketing personnel after attending activities had the highest level in overall ( =4.90), and considering to each aspect found that the highest opinion was attributes aspect with highest level ( =4.94). (2) Multi-level marketing personnel in experimental group who passed the activities had higher competency management than before attending the activities at the .05 significance level, and (3) Multi-level marketing personnel in experimental group had higher competency management than control group at the .05 significance level.