ประสิทธิผลของโปรแกรมทุนจิตวิทยาเชิงบวกต่อการเสริมสร้างความผูกพันของพนักงานสำหรับครอบครัวอุปถัมภ์ในองค์กรไม่แสวงหากำไร เพื่อเด็กด้อยโอกาสในประเทศไทย

Sompraya Chindapanukul; Sudarat Tuntivivat; Polthep Poonpol

Authors

Sompraya Chindapanukul Behavioral Science Research Institute, Srinakharinwirot University
Sudarat Tuntivivat Behavioral Science Research Institute, Srinakharinwirot University
Polthep Poonpol Behavioral Science Research Institute, Srinakharinwirot University

Keywords:

Non-Profit Organizations, Employee Engagement, Psychological Capital Interventions

Abstract

This study had two objectives: (1) to examine the effectiveness of Psychological Capital Interventions in enhancing employee engagement among foster families in non-profit organizations serving underprivileged children in Thailand by comparing outcomes across the pre-intervention, post-intervention, and 1-month follow-up phases between the experimental and control groups; and (2) to develop practical guidelines for enhancing employee engagement. The study employed an explanatory sequential mixed methods design. The quantitative sample consisted of 40 foster families from Sahathai Foundation, divided equally into an experimental group and a control group, and the key qualitative informants were 10 foster families from the experimental group who had completed the interventions program. Research instruments included a psychological capital survey, an employee engagement survey, and a semi-structured in-depth interview guide. Quantitative data were analyzed using descriptive statistics, and one-way ANOVA, while qualitative data were analyzed through content analysis.

The findings indicated that: (1) the experimental group demonstrated a continuous increase in employee engagement from the pre-intervention stage (M=3.13, SD=0.38) to the post-intervention stage (M=3.53, SD=0.43) and the 1-month follow-up stage (M=3.80, SD=0.39). Affective engagement differed significantly at the .01 level in both the post-intervention and follow-up phases, whereas intellectual engagement showed a significant difference only at follow-up. Social engagement did not differ significantly; and (2) the qualitative findings generated seven practical guidelines for strengthening employee engagement: meaningful work, social support network, goal setting for growth, success reflection platform, peer resilience support program, gratitude and positivity reflection and biannual learning program. These findings suggest that Psychological Capital Interventions can serve as a concrete developmental mechanism for enhancing psychological resources and employee engagement among foster families in non-profit organizations.

References

Albrecht, S. L., Green, C. R. & Marty, A. (2021). Meaningful work, job resources, and employee engagement. Sustainability, 13(7), 4045.

Avey, J. B., Reichard, R. J., Luthans, F. & Mhatre, K. H. (2011). Meta-analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance. Human Resource Development Quarterly, 22(2), 127–152.

Creswell, J. W. & Plano Clark, V. L. (2011). Designing and conducting mixed methods research. 2nded. SAGE Publications.

Fallon, P., Jaegers, L. A., Zhang, Y., Dugan, A. G., Cherniack, M. & El Ghaziri, M. (2023). Peer support programs to reduce organizational stress and trauma for public safety workers: A scoping review. Workplace Health & Safety, 71(11), 523-535.

Faul, F., Erdfelder, E., Buchner, A. & Lang, A. G. (2009). Statistical power analyses using G*Power 3.1: Tests for correlation and regression analyses. Behavior Research Methods, 41(4), 1149–1160.

Handy, F. & Katz, E. (1998). The wage differential between nonprofit institutions and corporations: Getting more by paying less? Journal of Comparative Economics, 26(2), 246–261.

Kwon, K., Jeong, S., Park, J. & Yoon, S. W. (2024). Employee development and employee engagement: A review and integrated model. Career Development International, 29(2), 169–184.

Luthans, F., Avey, J. B., Avolio, B. J. & Peterson, S. J. (2010). The development and resulting performance impact of positive psychological capital. Human Resource Development Quarterly, 21(1), 41–67.

Nonprofit HR. (2016). 2016 nonprofit employment practices survey results. from https://www.nonprofithr.com/wp-content/uploads/2016/04/2016NEPSurvey-final.pdf

Phattharayuttawat, S., Tuntatead, H., Auampradit, N., Manussirivithaya, V., & Ngamthipwatthana, T. (2018). The development of the Thai psychological capital inventory (44 items). Journal of the Medical Association of Thailand, 101(1), S80–S84.

Rogers, J. M. & Karunan, V. (2020). Is the deinstitutionalization of alternative care a wicked problem? A qualitative study exploring the perceptions of child welfare practitioners and policy actors in Thailand. International Social Work, 63(5), 626–639.

Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619.

Soane, E., Truss, C., Alfes, K., Shantz, A., Rees, C. & Gatenby, M. (2012). Development and application of a new measure of employee engagement: The ISA engagement scale. Human Resource Development International, 15(5), 529–547.

Toth, I., Heinänen, S. & Kianto, A. (2023). Disentangling the elements of psychological capital as drivers for work, organizational and social engagement in knowledge-intensive work. Personnel Review, 52(7), 1936–1952.

Yang, Y. & Chungviwatanant, S. (2022). Designing interventions to enhance employee engagement among administrative employees at Heilongjiang International University. ABAC ODI Journal Vision. Action. Outcome, 9(2), 144–160.