03036nas a2200265   450000500170000000800410001703500150005810000260007324501100009926000520020930000220026149000270028350001430031050200520045352018720050565000280237765000240240570000330242970000440246270000460250670000450255271000490259781000590264685600650270520260817172442.0030798         th                  eng    a.b101341280 aKlairung Wongsinsukin10aChanges in staff motivation and productivity during the growth process of EGAT :ba system dynamics model  aBangkok :bAsian Institute of Technology,c1993  a64 leaves :bill.1 aThesis ;vno. IE-93-42  aA thesis submitted in partial fulfillment of the requirement for the degree of Master of Engineering, School of Engineering and Technology  aThesis (M.Eng.) - Asian Institute of Technology  aIn an organization, change in staff motivation during the growth process could lead to the  counterproductive environment. This kind of problem exists especially in the big organization.  Therefore, EGAT is being the case for the simulation study. In aiming to improve the  performance or even prevent the counterproductive environment, a system dynamics model is built  up as the analytical tool for understanding the internal interaction of the organization. In the  model the only factor affecting the staffs' effectiveness is job satisfaction. The job satisfaction is  assumed to result by the three factors: complexity, comparative salary, and changing promotion  opportunity. Apparently if there exist the relationship between staff salary and income of the  organization: and the complexity of the organization can be controlled, the staffs' effectiveness can  be improved consequently.  The study continues further to investigate the source of the complexity of the working  condition. The survey employs the Situational Leadership Theory developed by Hersey &  Blanchard (1974). The LASI-self questionnaire is distributed among EGAT's managers by  purposive sampling. It found that the organization has a pattern of leadership style in which the  coaching is the most familiar style and the directing is the least familiar style. This pattern could  lead to the limitation of staffs' responsibility and the generation of complexity.  The smvey result rather confirms the outcome of the model. It is the management pattern  that generates complexity in the organization. The uncontrolled complexity could lead to the low  staffs' motivation which means low staffs productivity. However, the study does not aim to say  that the managerial is not good, rather it could be the mismatch between the organization pattern  and the culture that creates the problem.  0aIndustrial productivity 0aEmployee motivation1 aSaeed, Khalid,eChairperson 1 aWeber, Karl E.,eExamination Committee 1 aHuynh, Ngoc Phien,eExamination Committee1 aShrestha, Ram M.,eExamination Committee2 aThe Government of Norway,eScholarship Donor2 aAsian Institute of Technology.tThesis ;vno. IE-93-42  3Full-Textuhttp://203.159.5.9/ait-thesis/detail.php?q=B16361