Full Thesis June 2014 Libre

Initial Impact of Motivation on Tardiness and Absenteeism: A Case
Study of TravelPal Thailand Co., Ltd.
Mr. Rach Wongwisidth
Action Research Thesis Submitted in Partial Fulfillment of the Requirement

for the Degree of Master of Management in Organization Development and
Management
Faculty of Graduate School of Business
Assumption University of Thailand
Academic Year of 2013
1
Abstract
The online travel agency (OTA) is one of the popular travel services in
Thailand where competition has increasingly grown in the past few years. There are
both local and international players competing in the same market. TravelPal
Thailand Co.Ltd., is among the top OTAs of the country directly affected by high
competition in this market. The business was under performed in 2012 by several
factors such as high cost, market competition, recession of world economy, etc., and
continues in 2013. There were two issues, tardiness and absenteeism, which
presumably affected utilization of employees and business performance. The
throughput of employee utilization depends on several factors such as competence of
employees, types of given assignments, the number of given assignments, etc. viewed
as hard factors. For soft factors of employee utilization, they compose of attitude,
behaviors related to tardiness and absenteeism, and motivation level.
In the research, there were three variables selected to study; tardiness,

absenteeism and utilization. The organizational development intervention was
purposely designed to find an initial impact of organizational development activities
recommended to the target organization. Motivation was used as a tool to improve
tardiness and absenteeism rate and utilization of employees. Besides the relationship
between tardiness and employee utilization; and absenteeism and employee utilization
was also studied. There were three motivation tools recommended to the target
organization, recognition tool, goal-setting tool, and self-management tool, composed
of four activities. However due to business priority and agreed decisions from the
management team, there was additional organizational activity introduced, KPI
change and implementation.
The data collection and analysis processes were conducted through the
Employee Utilization Survey (EUS), the Face-to-Face Interview (F2F Interview) and
the Employee Tardiness and Absenteeism Record (ETA Record). The target
participants were employees of TravelPal Thailand Co., Ltd.
After the study period, it was found out that there was no initial impact
generated by the OD activity to improve employee utilization through the EUS as
2
well as the ETA Record and F2F Interview results. Furthermore it was shown that
there was no relationship between two pairs of studied variables, tardiness and
utilization and absenteeism and utilization.
Due to the implemented OD activity strongly focused on I-Control area, in

order to improve human behavior in respondents to the objectives of the study, it was
recommended that all activities should be built holistically to spread across all areas
of BrainMap, I-Explore, I-Persue and I-Preserve. For the further studies, the same set
of variables including the hard and soft factors can be studied with a different
demographic focus.
3
Acknowledgement
I would never have come at this point without support from several people. I
would like to take this opportunity to express my gratitude to people who allow me to
do something special.
First of all I’d like to express my gratitude to all of my “Ajarns” (instructors)

at MMOD program of Assumption University who have shaped me and sharpen my
skills throughout the year, not only through knowledge and skills but also love and
care. I have received so many opportunities to do extraordinary things during my
study. Those are things that I would have never imagined and do know that there are
not many people who receive such opportunities.
I would like to write some particular names here, Dr.Udomsak Soponkij, and
Dr. Sawat Kengchon. I write to you here, not because you are my advisors, but a
north star in life. You guide me through. You have given me opportunities to let me
prove that I can do anything if I want to. Thanks for putting your belief and trust in
me.
I would like to thank for Khun Anchuleeporn Detya, a former general manager
of the studied organization. You have given me “a new life”. I owe you. Thanks for
giving me to prove myself and being so supportive in every way.
I would also like to thank Mr. Francis Asuncion, a general manager of a the
studied organization and Mrs. Paichit Monkonthaweeporn, a human resource manager
at the same organization as well as everyone there. Thanks for allowing me to work
with you. You are amazing people in an amazing organization; everyone must be
jealous to know how much love you have for your organization and your dedication
toward it.
I would like to thank for my family and friends who were so encouraging and
being with me.
4
The last one I would like to thank “you”. You are a jewel in my life. You have
been through difficult times with me. You put it up and never left me. Not only you
stand by me but are with me no matter at good or bad times. Thanks for your love and
your patience. I am giving you the best that I have got. I would not dare to imagine
my life without you. It would be doomed, I do know it; and please know I do love you
and mean it.
5
Table of Contents
Abstract I
Acknowledgement III
Chapter 1 Introduction
1.1 Global Context 1
1.2 ASEAN Context 3
1.3 Thailand Context 4
1.4 Company Background 5
1.4.1 Current Situation 7
1.4.2 Focal Situation 8
1.5 SWOT/SOAR Analysis 9
1.6 Statement of the Research Problem 11
1.7 Research Objectives 11
1.8 Research Questions 12
1.9 Hypothesis 12
1.10 Definition of Terms 13
1.11 Significant of the Study 14
1.12 Scope of the Study 15
1.13 Limitation of the Study 16
Chapter 2 Review of Literature and Conceptual Framework

2.1 Literature Review 17
2.1.1 Organization As A System 17
2.1.2 Organizational Development 19
2.1.3 Change Management 21
2.1.4 Tardiness and Absenteeism of Employees 23
2.1.5 Employee and Organization Relationship 23
2.1.6 Motivation and Behavior 25
2.1.7 Thai Culture 28
2.1.8 Positive Change Management 29
2.1.9 Whole Brain Literacy 31
2.1.10 Behavioral Change 32
6
2.1.11 Measurement of Motivation 33
2.1.12 Employee Utilization 36
2.2 Theoretical Framework 36
2.3 Conceptual Framework 37
2.4 Action Research Framework 38
Chapter 3 Research Methodology

3.1 Action Research Model 40
3.1.1 Pre-ODI 40
3.1.2 ODI 41
3.1.3 Post-ODI 41
3.2 OD Activities 42
3.2.1 Recognition Tool 42
3.2.2 Goal Settings Tool 43
3.2.3 Self-motivation Tool 44
3.2.4 KPI Change 44
3.3 Table of Respondents 45
3.4 Instruments 46
3.4.1 Qualitative Instrument – Interview Guide 46
3.4.2 Questionnaire 46
3.4.3 Service Description 47
3.5 Data Collection Techniques 47
3.5.1 Qualitative Data Collection Techniques 48
3.5.2 Quantitative Data Collection Techniques 49
3.6 Data Analysis 53
3.7 Project Plan 54
CHAPTER 4 Research Findings and Analysis

4.1 Pre-ODI 55
4.1.1 Employee Tardiness and Absenteeism
Record (ETA Record) Results 56
4.1.2 Employee Utilization Survey (EUS) Results 61
4.1.2.1 Competence 77
4.1.2.2 The Numbers of Assignment 78
7
4.1.2.3 Types of Assignment 79
4.1.2.4 Challenge of Assignment 81
4.1.2.5 Given Time 82
4.1.2.6 Attitude 84
4.1.2.7 Behavior – Tardiness 85
4.1.2.8 Behavior – Absenteeism 86
4.1.2.9 Behavior – Planning 87
4.1.2.10 Behavior – Work Delivery 89
4.1.2.11 Positive Motivation 90
4.1.2.12 Negative Motivation 91
4.1.2.13 Understanding Scope and Responsibility 93
4.1.3 Face-to-Face Interview (F2F Interview) 95
4.2 Post-ODI 96
4.2.1 Employee Tardiness and Absenteeism
Record (ETA Record) Results 96
4.2.2 Employee Utilization Survey (EUS) Results 101
4.2.2.1 Competence 111
4.2.2.2 Numbers of Assignment 112
4.2.2.3 Types of Assignment 114
4.2.2.4 Challenge of Assignment 115
4.2.2.5 Given Time 116
4.2.2.6 Attitude 118
4.2.2.7 Behavior – Tardiness 119
4.2.2.8 Behavior – Absenteeism 120
4.2.2.9 Behavior – Planning 121
4.2.2.10 Behavior – Work Delivery 123
4.2.2.11 Positive Motivation 124
4.2.2.12 Negative Motivation 125
4.2.2.13 Understanding Scope and Responsibility 127
4.2.3 Face-to-Face Interview 128
4.3 Analysis of Results 129
4.3.1 Employee Tardiness and Absenteeism Record (ETA Record) 129
4.3.2 Employee Utilization Survey (EUS) 137
4.3.3 Face-to-Face Interview (Pre-ODI & Post-ODI) 247
8
Chapter 5 Summary, Conclusions and Recommendations
5.1 Summary of Findings 249
5.1.1 Employee Tardiness and Absenteeism Record 249
5.1.2 Employee Utilization Survey Result 250
5.1.3 Face-to-Face Interview 251
5.2 Conclusion of the Study 251
5.3 Recommendation for Organization 251
5.4 Recommendation for Further Study 255
The Epilogue 257
Bibliography 259
Appendices
Appendix 1: Service Description: Good Wednesday Breakfast 264
Appendix 2: Service Description: Ring It When We Come
Details 265
Appendix 3: Service Description: Additional Personal
Goal-Settings in Objective Settings and Performance
Evaluation 266
Appendix 4: Service Description: Face-to-Face Interview 267
Appendix 5: Employee Utilization Survey (English Version) 268
Appendix 6: Employee Utilization Survey (Thai Version) 269
Appendix 7: Reliability Test Result of Employee Utilization Survey 270
Appendix 8: Survey Analysis - Pre-ODI - All Employee View 272
Appendix 9: Survey Analysis - Pre-ODI - Gender View: Male 273
Appendix 10: Survey Analysis - Pre-ODI - Gender View: Female 274
Appendix 11: Survey Analysis - Pre-ODI - Service Year View: 0 – 3 275
Appendix 12: Survey Analysis - Pre-ODI - Service Year View: 3 – 7 276
Appendix 13: Survey Analysis - Pre-ODI - Service Year View: 7++ 277
Appendix 14: Survey Analysis - Pre-ODI - Department View: HOD 278
Appendix 15: Survey Analysis - Pre-ODI - Department View:
Accounting 279
9
Business Development 280
Contracting 281
Data & Pricing 282
Human Resources 283
Appendix 20: Survey Analysis - Pre-ODI -
Department View: Information Technology 284
Marketing 285
Reservation 286
TA Center 287
Ticketing 288
Appendix 25: Survey Analysis - Post-ODI - All Employee View 289
Appendix 26: Survey Analysis - Post-ODI - Gender View: Male 290
Appendix 27: Survey Analysis - Post-ODI - Gender View: Female 291
Appendix 28: Survey Analysis - Post-ODI - Service Year View: 0 – 3 292
Appendix 29: Survey Analysis - Post-ODI - Service Year View: 3 – 7 293
Appendix 30: Survey Analysis - Post-ODI - Service Year View: 7++ 294
Appendix 31: Survey Analysis - Post-ODI - Department View: HOD 295
Appendix 32: Survey Analysis - Post-ODI - Department View:
Accounting 296
Appendix 33: Survey Analysis - Post-ODI - Department
View: Business Development 297
Contracting 298
Data & Pricing 299
10
Human Resources 300
Information Technology 301
Marketing 302
Reservation 303
TA Center 304
Ticketing 305
11
List of Figures
Figure 1.1: Direct contribution of travel & tourism to GDP 1

Figure 1.2: Total Contribution of travel & tourism to GDP 2
Figure 1.3: Overview of TravelPal Asia Holding’s Unit Structure 6
Figure 1.4: An organizational structure of TravelPal Thailand Co., Ltd. 6
Figure 1.5: SWOTAR of TravelPal Thailand Co., Ltd. 10
Figure 2.1: 8 Metaphors of Organization 18
Figure 2.2: Kotter’s 8 Steps Change model 22
Figure 2.3: Employee-Organization Relationship (EOR) 24
Figure 2.4: Iceberg Model 25
Figure 2.5: Goal Setting Theory 26
Figure 2.6: Hierarchical of Needs 26
Figure 2.7: Theory of Planned Behavior 27
Figure 2.8: The Acquired Needs Theory 28
Figure 2.9: 4D Model 30
Figure 2.10: U Model 31
Figure 2.11: Thinking Profile 32
Figure 2.12: Transtheoretical model 32
Figure 2.13: Kirkpatrick’s Learning Evaluation Model 34
Figure 2.14: ROI Pyramid 35
Figure 2.15: Revised Learning Evaluation model 35
Figure 2.16: Theoretical Framework 37
Figure 2.17: Conceptual Framework 37
Figure 2.18: Action Research Framework 39
Figure 3.1: Action Research Model 40
Figure 3.2: Instruments for Data Collection 46
Figure 3.3: Application of Kirkpartick’s Learning Evaluation
Model to Measurement of Employee Utilization 47
Figure 3.4: Data Collection Techniques 48
Figure 3.5: Factors of Employee Utilization 49
Figure 3.6: Data Analysis 53
Figure 4.1: Total respondents of the survey 61
12
Figure 4.2: Total respondents of the survey in organizational level 62
Figure 4.3: Total respondents of the survey in organizational
level distinguished by gender 62
Figure 4.4: Total respondents of the survey in service year 63
Figure 4.5: Numbers of management team in service year view 64
Figure 4.6: Numbers of employees in staff level by department
in service year view 64
Figure 4.7: Numbers of Interviewees 95
Figure 4.8: Employee Tardiness Rate during Q1-Q3/2013 130
Figure 4.9: Tardiness Rate during January 2012 to
September 2013 131
Figure 4.10: Employee Absenteeism Rate during Q1-Q3/2013 134
Figure 4.11: Totally Employee Absenteeism Rate during July 2012
to September 2013 in Days 134
Figure 4.12: Absenteeism of Employees Record in
Departmental View 135
Figure 4.13: Mean Score of EUS Survey – Utilization Factors 138
Figure 5.1: OD Activity in BrainMap View 252
Figure 5.2: Set of Recommended ODI in BrainMap View 254
Figure 5.3: Proposed Conceptual Framework of Further Study 255
13
List of Tables
Table 1.1: The Top 20 of The Travel & Tourism

Competitiveness index 2013 2
Table 1.2: Q1-Q2/2013 TravelPal Holding Financial Report 8
Table 2.1: Summary of Related Theorem toward Focal Issues 36
Table 3.1: Numbers of Participants in Pre-ODI 45
Table 3.2: Numbers of Participants in Post-ODI 45
Table 3.3: List of Interview Questions 48
Table 3.4: List of Survey Questions and their Motivation Driver 51
Table 3.5: Activity Log 54
Table 4.1: Tardiness of Employees Record in Departmental
View – All Employees 56
View by Gender – Female 58
View by Gender – Male 58
View by Gender 59
Table 4.5: Absenteeism of Employees Record in Departmental
View – All Employees 59
View by Gender 61
Table 4.9: Overall Average Perception Value of EUS
by All Employees 65
Table 4.10: Overall Average Perception Value of EUS by Gender 65
Table 4.11: Overall Average Perception Value of EUS by Service Year 65
Table 4.12: Overall Average Perception Value of EUS by Department 66
Table 4.13: Top Three Average Perception Value of All Employees 66
14
Table 4.14: Bottom Three Average Perception Value of All Employees 67
Table 4.15: Top Three Average Perception Value – Male 67
Table 4.16: Bottom Three Average Perception Value – Male 68
Table 4.17: Top Three Average Perception Value – Female 68
Table 4.18: Bottom Three Average Perception Value – Male 68
Table 4.19: Overall EUS Result of All Employees 69
Table 4.20: Overall EUS Result of Male Employees 70
Table 4.21: Overall EUS Result of Female Level 71
Table 4.22: Overall EUS Result of Service Year 0-3 72
Table 4.23: Overall EUS Result of Service Year 3-7 73
Table 4.24: Overall EUS Result of Service Year 7++ 74
Table 4.25: Questions Item for Hard Factors 75
Table 4.26: Questions Item for Soft Factors 76
Table 4.27: Average Perception Value on Own Competence by
All Employees 77
Gender 77
Service Year 77
Department 78
Table 4.31: Average Perception Value on The Numbers of
Assignment by All Employees 78
Assignment by Gender 78
Assignment by Service Year 79
Assignment by Department 79
Table 4.35: Average Perception Value on Types of Assignment
by All Employees 80
by Gender 80
15
by Service Year 80
by Department 80
Table 4.39: Average Perception Value on Challenge of Assignment
by All Employees 81
by Gender 81
by Service Year 81
by Department 82
Table 4.43: Average Perception Value on Given Time
by All Employees 82
Table 4.44: Average Perception Value on Given Time by Gender 83
Table 4.45: Average Perception Value on Given Time by Service Year 83
Table 4.46: Average Perception Value on Given Time by Department 83
Table 4.47: Average Perception Value on Attitude Toward
Assignment by Gender 84
Assignment by Service Year 84
Assignment by Department 85
Table 4.51: Average Perception Value on Behavior – Tardiness
by All Employees 85
by Gender 86
by Service Year 86
by Department 86
16
Table 4.55: Average Perception Value on Behavior – Absenteeism
by All Employees 87
by Gender 87
by Service Year 87
Table 4.58: Average Perception Value on Behavior – Planning
by All Employees 87
by Gender 88
by Service Year 88
by Department 88
Table 4.62: Average Perception Value on Behavior – Work Delivery
by All Employees 89
by Gender 89
by Service Year 89
Table 4.65: Average Perception Value on Behavior –
Work Delivery by Department 90
Table 4.66: Average Perception Value on Positive Motivation
by All Employees 90
by Gender 91
by Service Year 91
by Department 91
Table 4.70: Average Perception Value on Negative Motivation
by All Employees 92
by Gender 92
17
by Service Year 92
by Department 92
Table 4.74: Average Perception Value on Scope and Responsibility
by All Employees 93
by Gender 93
by Service Year 93
by Department 94
Table 4.78: Summary of Average Perception Value – All Employees 94
Table 4.79: Summary of F2F Interview Respond 95
Table 4.80: Tardiness of Employees Record in Departmental View –
All Employees 97
Table 4.81: Tardiness of Employees Record in Departmental View
by Gender – Female 97
Table 4.83: Q3/2013 Absenteeism of Employees Record in
Departmental View – All Employees 99
Table 4.85: Q3/2013 Absenteeism of Employees Record in
Departmental View by Gender – Male 101
by All Employees 101
by Gender 102
by Service Year 102
by Department 103
18
Table 4.90: Top Three Average Perception Value of
All Employees 103
Table 4.91: Bottom Three Average Perception Value of
All Employees 104
Table 4.92: Overall EUS Result of All Employees 105
Table 4.93: Overall EUS Result of Male Employees 106
Table 4.94: Overall EUS Result of Female Employees 107
Table 4.95: Overall EUS Result of Service Year 0 – 3 108
Table 4.96: Overall EUS Result of Service Year 3 – 7 109
Table 4.97: Overall EUS Result of Service Year 7++ 110
Table 4.98: Average Perception Value on Competence by
All Employees 111
Gender 111
Service Year 111
Department 112
Table 4.102: Average Perception Value on Numbers of
Table 4.103: Average Perception Value on Numbers of Assignment
by Gender 113
by Service Year 113
by Department 113
by Gender 114
by Service Year 114
by Department 115
19
by Gender 116
by Service Year 116
by Department 116
Table 4.114: Average Perception Value on Given Time by
All Employees 117
Table 4.115: Average Perception Value on Given Time by Gender 117
Table 4.116: Average Perception Value on Given Time by
Service Year 117
Table 4.117: Average Perception Value on Given Time
by Department 117
Table 4.118: Average Perception Value on Attitude by
All Employees 118
Table 4.119: Average Perception Value on Attitude by Gender 118
Table 4.120: Average Perception Value on Attitude by Service Year 118
Table 4.121: Average Perception Value on Attitude by Department 119
Table 4.122: Average Perception Value on Behavior - Tardiness
by Gender 119
by Service Year 120
Table 4.125: Average Perception Value on Behavior - Tardiness by
Department 120
Table 4.126: Average Perception Value on Behavior - Absenteeism
by Gender 121
by Service Year 121
20
by Department 121
Table 4.130: Average Perception Value on Behavior - Planning by
All Employees 122
Gender 122
Service Year 122
Department 122
by Gender 123
by Service Year 123
by Department 124
by Gender 124
by Service Year 125
by Department 125
by Gender 126
by Service Year 126
by Department 126
21
Table 4.146: Average Perception Value on Understanding Scope
and Responsibility by All Employees 127
and Responsibility by Gender 127
and Responsibility by Service Year 127
and Responsibility by Department 128
Table 4.150: Summary of F2F Interview Respond 128
Table 4.151: Employee tardiness Record: Q4/2012 129
Table 4.152: Employee Tardiness Record: Q1-Q3/2013 130
View 132
View by Gender- Male 133
Table 4.156: Absenteeism of Employees Record in Comparison
to Average Q1-Q2/2013 and Q3/2013: Departmental
View – All Employee 135
View by Gender– Female 136
View by Gender– Male 136
Table 4.159: Summary of Average Perception Value of EUS
at Pre-ODI and Post-ODI 137
Table 4.160: The EUS Result: Factorial View – Competence:
All Employees 139
Male Employees 140
Female Employees 141
22
Employees Service Year 0 – 3 142
Employees Service Year 3 -7 143
Employees Service Year 7++ 144
Table 4.166: The EUS Result: Factorial View – Number of
Assignments: All Employees 146
Assignments: Male Employees 147
Assignments: Female 148
Table 4.169: The EUS Result: Factorial View – Number
of Assignments: Service Year 0 -3 149
Assignments: Service Year 3 – 7 150
Table 4.171: The EUS Result: Factorial View – Number
of Assignments: Service Year 7++ 151
Table 4.172: The EUS Result: Factorial View – Types of
Assignments: All Employees 152
Assignments: Male Employees 153
Assignments: Female Employees 154
Assignments: Service Year 7++ 157
Table 4.178: The EUS Result: Factorial View – Challenge
of Assignments: All Employees 158
Table 4.179: The EUS Result: Factorial View – Challenge of
Assignments: Male 159
23
Assignments: Female 160
Assignments: Service Year 7++ 163
Table 4.184: The EUS Result: Factorial View – Given Time:
All Employees 164
Male 165
Female 166
Service Year 0 – 3 167
Service Year 7++ 169
Table 4.190: The EUS Result: Summary of Change in
Hard Factors 170
Table 4.191: The EUS Result: Factorial View: Attitude towards
Tardiness: All Employees 171
Tardiness: Male 171
Tardiness: Female 172
Tardiness: Service Year 0 - 3 172
Tardiness: Service Year 3 – 7 173
Tardiness: Service Year 7++ 173
24
Table 4.197: The EUS Result: Factorial View: Behavior - Tardiness:
All Employees 174
Table 4.198: The EUS Result: Factorial View: Behavior – Tardiness:
Male 174
Table 4.199: The EUS Result: Factorial View: Behavior Tardiness: -
Female 175
Table 4.202: The EUS Result: Factorial View: Behavior – tardiness:
Table 4.203: The EUS Result: Factorial View: Behavior –
Absenteeism: All Employees 177
Absenteeism: Male 177
Absenteeism: Female 177
Absenteeism: Service Year 0 – 3 178
Absenteeism: Service Year 3 -7 178
Absenteeism: Service Year 7++ 179
Planning: All Employees 180
Planning: Male 180
Table 4.211 The EUS Result: Factorial View: Behavior –
Planning: Female 181
Planning: Service Year 0 – 3 181
Planning: Service Year 3 – 7 182
25
Planning: Service Year 7 ++ 182
Work Delivery: All Employees 183
Work Delivery: Male 184
Work Delivery: Female 184
Work Delivery: Service Year 0 – 3 185
Work Delivery: Service Year 3 – 7 185
Work Delivery: Service Year 7++ 186
Table 4.221: The EUS Result: Factorial View: Positive Motivation –
All Employees 187
Male 188
Female 189
Table 4.224 The EUS Result: Factorial View: Positive Motivation –
Service Year 0 -3 190
Service Year 3 -7 191
Table 4.227: The EUS Result: Factorial View: Negative Motivation –
All Employees 193
Male 193
Female 194
26
Table 4.233: The EUS Result: Factorial View: Understanding of
Scope and Responsibility - All Employees 197
Scope and Responsibility – Male 198
Scope and Responsibility – Female 199
Scope and Responsibility - Service Year 0 – 3 200
Scope and Responsibility - Service Year 3 – 7 201
Scope and Responsibility - Service Year 7++ 202
Table 4. 239: Summary of Employee Utilization Survey for
All Employees - Utilization Factor View 203
Table 4.240: Summary of Average Perception of Utilization in
Factorial Level by Gender 204
Table 4.241: Summary of Average Perception of Utilization in
Factorial Level by Service Year 205
Table 4.242: Frequency of Respondents on Different Scale –
All Employees View 207
Gender View 208
Service Year View 209
Service Year View 210
Table 4.246: Question Items Related to Tardiness and Absenteeism
Behaviors – Gender View 211
Table 4.247: Paired Sample Test between Pre-ODI and Post-ODI 211
27
Table 4.248: Relationship between tardiness and utilization in
Pre-ODI– All Employees 214
Post-ODI– All Employees 215
Pre-ODI by Gender – Male 216
Pre-ODI by Gender – Male 218
Pre-ODI by Gender – Female 219
Post-ODI by Gender – Female 221
Pre-ODI by Service Year – 0-3 Year 222
Post-ODI by Service Year – 0-3 Year 224
Pre-ODI by Service Year – 7++ Year 228
Post-ODI by Service Year – 7++ Year 230
Table 4.260: Relationship between absenteeism and utilization in
Pre-ODI– All Employees 231
Post-ODI– All Employees 233
Pre-ODI by Gender– Male 234
Post-ODI by Gender– Male 235
Pre-ODI by Gender– Female 237
28
Post-ODI by Gender– Female 238
Pre-ODI by Service Year – 7++ Year 244
Post-ODI by Service Year – 7++ Year 246
Table 4.272: Summary of Correlation 247
Table 4.273: Summary of Responds of Face-to-Face Interview 248
Table 5.1: Summary of Hypothesis Testing 251
29
Chapter 1
Introduction
1.1 Global Context

According to experts Travel, Hospitality and Leisure (THL) business, there
was a good sign in 2013 although the global economy was very fragile as well as
tensions in several regions such as terrorism, unemployment, political fights, etc. The
World Travel & Tourism Council (WTTC)’s Travel & Tourism Economic Impact
2013 World report published estimated financial figures of the industry at the
beginning of 2013. It was reported that, “The direct contribution of Travel &
Tourism to GDP in 2012 was USD2,056.6bn (2.9% of GDP). This was forecast to rise
by 3.1% to USD2,120.4bn in 2013.This primarily reflects the economic activity
generated by industries such as hotels, travel agents, airlines and other passenger
transportation services (excluding commuter services). But it also included, for
example, the activities of the restaurant and leisure industries directly supported by
tourists. The direct contribution of Travel & Tourism to GDP was expected to grow
by 4.4% pa to USD3,249.2bn (3.1% of GDP) by 2023.” (2013, p.3)
WORLD: DIRECT CONTRIBUTION OF TRAVEL & TOURISM TO GDP
Constant 2012 USDbn % of whole economy GDP

3,500 3.20
3.15
3,000
3.10
2,500 3.05
3.00
2,000
2.95
1,500
2.90
1,000 2.85
2.80
500
2.75
0 2.70
2023
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2023
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2023
2023
Figure 1.1: Direct contribution of travel & tourism to GDP
It was also added that, “The total contribution of Travel & Tourism to GDP
(including wider effects from investment, the supply chain and induced income
impacts, see page 2) was USD6,630.4bn in 2012 (9.3% of GDP) and was expected to
grow by 3.2% to USD6,842.0bn (9.4% of GDP) in 2013. It is forecast to rise by 4.4%
30
pa to USD10,507.1bn by 2023 (10.0% of GDP).” (2013, p.3)
WORLD: TOTAL CONTRIBUTION OF TRAVEL & TOURISM TO GDP
Constant 2012 USDbn % of whole economy GDP
12,000 12.0
10,000 10.0
8,000 8.0
6,000 6.0
4,000 4.0
2,000 2.0
0 0.0
2012 2013 2023
2023
2023 2012 2013 2023
2023
Direct Indirect Induced Direct Indirect Induced
1
All values are in constant 2012 prices & exchange rates
Figure 1.2: Total Contribution of travel & tourism to GDP
In term of competitiveness, the World Economic Forum’s the Travel &

Tourism Competitiveness Report 2013 (WEF TT) provides competitive index of the
countries in WEF by covering 14 categories that support travel and tourism industry.
2013 2011
Country/Economy Rank/140 Score Rank/139
Switzerland 1 5.66 1
Germany 2 5.39 2
Austria 3 5.39 4
Spain 4 5.38 8
United Kingdom 5 5.38 7
United States 6 5.32 6
France 7 5.31 3
Canada 8 5.28 9
Sweden 9 5.24 5
Singapore 10 5.23 10
Australia 11 5.17 13
New Zealand 12 5.17 19
Netherlands 13 5.14 14
Japan 14 5.13 22
Hong Kong SAR 15 5.11 12
Iceland 16 5.10 11
Finland 17 5.10 17
Belgium 18 5.04 23
Ireland 19 5.01 21
Portugal 20 5.01 18
Denmark 21 4.98 16
Table 1.1: The Top 20 of The Travel & Tourism Competitiveness index 2013
It is shown in table 1.1 the competitiveness data of the top 20 countries. Most
of the countries that hold high positions are in Europe and the position does not
change much from the previous year; only few countries from Asia that could remain
competitive in the global level.
31
In regard to travel agencies, an online travel agency (OTA) has have become
popular choices for the customers to search and to arrange their vacation. The big
global players are such as Agoda.com, Booking.com, Expedia.com, TripAdvisor.com,
etc. (2013) The yStats.com, a research agency, provides the key findings in its Global
Online Travel Report that the trend for online trip reservation has grown further in
2012 especially in China, India and Brazil. The online reservation is also forecast to
represent one-third of the global market value. This trend can also be seen in Europe
such as U.K., France and Germany while in Asia Pacific the growth could be around
30% in 2012 compared to 2010.
The other OTA such as Priceline.com has reported 21% in revenue and 34%
in net income higher than 2011 (2013). To operate the OTA business, there are four
major commercial functions to fulfill: marketing, requisition information, customer
service and electronic transaction (Pujani, V., Alfitman & Nazir, R., 2012). It is also
suggested that the key success factor in operating the agency in particular is to recruit,
motivate and retain competence employees to support the operation of the business
(2011).
It is clearly seen that THL sector still can grow in global point of view while
competition in the business is getting higher with existing and new players. The
online travel agency is increasing its own position in the market significantly.
1.2 ASEAN Context

The THL sector plays a significant role in ASEAN economy. From the World
Economic Forum’s the ASEAN Travel & Tourism Competitiveness Report 2012, it
was estimated that the THL sector contributes directly 4.6 percent of ASEAN GDP
and 10.9 percent for indirect contributions. It is also reported that, “It directly
employs 9.3 million people, or 3.2 percent of total employment, and indirectly
supports some 25 million jobs.” (2012, p.VII) Additionally an arrival of ASEAN
Economic Community at the end of 2015 will provide so much opportunity for THL
sector in the region. It can be seen from Hub City Forum held by the Pacific Asia
Tourism Association (PATA) in 2012, which foreseen the budget spending from
several governments to improve infrastructure as well as facilities, museums, for
32
instances, major tourist attractions. Besides travelling for leisure, MICE market
(Meetings Incentives Conferencing Exhibitions) has become a strong focus in this
region. The Thailand Convention and Exhibition Bureau (Public Organization) or
TCEB has a plan in 2013 to develop the market further and projects that India can be
one of the important customers who can bring growth in this area.
Regarding to OTA business in Asia, CNN Money published the article in

February 2011 about the booming of online travel websites, The Coming Boom in
Asian Online Travel Sites, in Asia Business Report section. It forecasted that China
and India would become a very big market for the websites, which is correspondent to
the yStat.com’s report about online travel agency. They both summarize that there is a
big room to grow in this area as well as avoid high competition.
1.3 Thailand Context

Tourism is a major industry of Thailand. There are 22 million tourists who
visited Thailand in 2012. It sets a new record for the industry. The Ministry of
Tourism and Sports stated that there were 22.3 million foreigners who visited
Thailand in 2012, with 2.7 million Chinese topping 2.5 million of Malaysians and
followed by 1.3 million Russians (1.3 million). Moreover there were 1.3 million
Japanese, 1.1 million Koreans, 874,164 British and 681,566 Germans. It was also
projected by the tourism authority that there will be 24.5 million tourists who visited
Thailand in 2013. Not to mention domestic tourists, which nowadays surpass
international one.
According to a strategy defined by Tourism Authority of Thailand (TAT) and

presented by the governor of TAT, Surapol Svetasreni, the 2013 target for income
from domestic tourists is at +6 percent while +13 percent for international tourists.
For the numbers of tourist, it is set at +3 percent for domestic tourists and +8 percent
for international one. From the statistics, it is clearly seen that Thailand’s tourism
industry still has so much opportunity to grow regardless of negative incidents such as
natural disaster, political turmoil, etc.
33
By looking at the online travel agency in Thailand, there are many big players
who come into pictures such as Agoda.Com, Booking.Com, Expedia.Co.th, etc. It
creates a fierce competition in the market. Many online travel agencies have to adjust
their strategies to compete with the new comers to survive. However this competition
can be benefit to the end customers.
1.4 Company Background

TravelPal Thailand Co., Ltd is a subsidiary of TravelPal Asia Holding, which
is an online travel agency (OTA) and operates 3 websites called TravelPal.com
(http://www.travelpal.com), DealForPal.com (http://www.dealforpal.com) and
B2Pal.com (http://www.b2pal.com). TravelPal Asia Holding has a wholly own
network operation and customer service offices in 9 countries – Singapore, Malaysia,
Indonesia, Brunei, Philippines, Thailand, Vietnam, Hong Kong and China. There are
also partner offices in Japan, South Korea, U.A.E. and U.K. TravelPal Thailand is the
first office of TravelPal.com in Asia. The company’s headquarter is located in
Singapore. The brand, TravelPal.com, has a presence over 15 countries in Asia and
Middle East regions.
TravelPal Asia Holding has been established since 1995 as a hotel reservation
service and gradually grown its portfolios. It covers areas of accommodation, transfer,
sight seeing tours and attraction, air ticketing, packages and promotion and services.
The three websites are purposely designed for three different target groups and offer
the services under the same portfolios. TravelPal.com is for end-customers.
DealForPal.com is for super special discount rate of all services under the portfolios
of TravelPal. And B2Pal.com is for the travel agencies that would like to be a partner
with TravelPal.com and purchase products and services through the company.
TravelPal Asia Holding is the third largest player in OTA business and is
operated by 375 employees through 9 offices. There are 45 employees who support
the business of TravelPal Thailand. There is a country general manager who
supervises
34
Figure 1.3: Overview of TravelPal Asia Holding’s Unit Structure
the operations in Thailand. Under the general manager, there are eight teams directly
reported to the general manager (see figure 1.4).
Figure 1.4: An organizational structure of TravelPal Thailand Co., Ltd.
Vision
TravelPal’s aims to be a leading one-stop Online Travel Service provider with
the launch of their all-inclusive packages and the travel solution provider.
Mission
TravelPal’s mission is to provide one-stop Online Travel Service with the
launch of their all-inclusive packages and multiple destination packages solution from
its current point-to-point destination itinerary.
35
Strategy
1. Outreach business to the retail travel agents
2. Establish new business partners to support and to expand service
portfolios
3. Create attractive travel packages and solutions to the audience
4. Reduce operational cost
1.4.1 Current Situation

Overall business performance of TravelPal Thailand was affected during the
last fiscal year due to the Flooding crisis in Thailand which affected Inbound Tourism
for almost 4 months in addition to having tougher competition in the market to
recover the losses from the flooding as well as continuing European economic crisis.
It had an impact on the gross sales as inbound business dropped by almost 30% as
foreign tourist arrivals decline due to flooding as well as the debt crisis. However, Air
Ticketing and Outbound business proved to be a consistent growth generator for the
company increasing the sales by over 10%. B2B business segment has the best
performance with a growth of almost 200%. Despite mixed results of all business
segments, expense was also a crucial factor for the company’s profitability. Due to
rising utilities and rental cost as well as increased manpower expense due to the
introduction of new business segments thereby increasing manpower head count as
well as the Government’s minimum wage policy, the bottom line figure during last
year was not as favorable as expected.
Additionally, although there was no official financial reports of business

performance of TravelPal Thailand Co., Ltd., the financial performance of the holding
company of Q1/2013 and Q2/2013 has been reported (see table 1.2). It was forecast
that the trend in Thailand as well will continue to affect Q3/2013.
36
Table 1.2: Q1-Q2/2013 TravelPal Holding Financial Report
Financial 1QFY13 1QFY12 2QFY13 2QFY12

Highlights % Change % Change
(S$'000) ended Mar ended Mar ended Jun ended Jun
13 12 13 12
Total Revenues 20,002 21,744 -8 21,934 24,030 -8.7
(Loss) before
-1,789 -657 172.3 -1,288 -629 104.8
income tax
Moving forward, the company seeks to improve its profitability through staff
multi-tasking and work re-structuring as well as outsourcing some of the services to
established suppliers. It is likewise aiming to gain market share in the B2B business
segment by building relationships with more agents as well as strategic partnerships
with regional/global companies.
1.4.2 Focal Issues

During the last presentation of English course with a topic of TravelPal’s In
My Dream, there were several employees described about their “dream” or “wishes”
to happen within the company such as being the largest online travel agency in
Thailand, salary and benefit raise, workplace environment, working hours, positive
attitudes, dress code, etc. The wishes outlined during the presentation by TravelPal
Thailand’s employees brought a surprise to a general manager.
Based on an observation and elaboration by the general manager, culture of

TravelPal Thailand is a family-like. The employees treat the company as their second
home. The positive attitude about the family-like culture can been seen and sensed
during the presentation of the course. In relation to this there has been some
observations regarding to employees’ behavior in term of work efficiency. One of the
key issues that start affecting the business is the tardiness (late arrival at work) and
absenteeism (immediate absenteeism). According to the general manager of TravelPal
Thailand, the rate of late arrival at work and immediate absenteeism was not better in
the first quarter of 2013 compared to 2012. From his view, it could be caused by the
attitude of being family-like. It is good but has to be professional to a certain degree.
Some of employees might think that they can be in the office anytime as long as they
37
deliver their job regardless of any reason they might have. Immediate sick leave
becomes also a common practice among employees no matter what the reason is.
Although there is a measure defined to handle the issue, the employees still manage to
get around.
Either some wishes expressed during the presentation or absenteeism and

immediate sick leave allow some picture regarding the situation to be drawn. It has to
be diagnosed and answers need to be found.
1.5 SWOT/SOAR Analysis

TravelPal Thailand is one of the companies that has a strong corporate
governance exists. The top management team manages ethically and morally the
business. Besides driving the business in competitive environment, employees’
welfare is also well taken care of. In order to understand develop a better
organization, the current state analysis of organization is introduced through
SWOT/SOAR (Strengths-Weaknesses-Opportunities-Threats/Strengths-
Opportunities-Aspirations-Results).
Strengths – The good management team with good governance is a strong

asset that the company has, not to mention loyal employees with a good teamwork
mindset. TravelPal Thailand has a strong relationship with several business partners
and also customers who always return to use its services. Moreover the company
expands sales channels to cover all areas in tourism business, B2C (business-to-
consumer) and B2B (business-to-business).
Weaknesses – Due to fierce competition in tourism industry in Thailand and

all around Asia, it has an impact to business performance of the company in addition
to increment of fixed cost. In marketing the campaign and activities are still not
effective in terms of attracting end consumers. Besides the competence of employees,
which requires improvement for sake of human resource competition, their happy-go-
lucky attitude at the workplace can also hinder the organizational productivity and
efficiency.
38
Figure 1.5: SWOTAR of TravelPal Thailand Co., Ltd.
Opportunities – Several opportunities of TravelPal Thailand can be seen still.

The acquisition of FreelyFly Travel Pte. Ltd. can strengthen the network and
customer base inside Asia for the company while a launch of B2Pal.com can also
introduce a new B2B channel for the company as a wholesaler. Furthermore, a
positive outlook of the travel industry in Asia can also support future growth of the
company.
Threats – As international company based in Thailand, currency fluctuation

has an impact to corporate revenue. Another factor that has a strong impact at the
moment is instability of political situation and other circumstances in the country also
play a big role.
Aspirations – The ultimate goal of the company is to provide end-to-end

travel service (one stop shopping service) to the customers, both partners and end
customers as a travel solutioner. Besides to expand a network, the company is aiming
at to open the office in North America and Europe.
39
Results – Based on a financial performance and to align with the corporate
direction, the company targets to increase sales of B2Pal.com to 300 percent by the
end of this year as the growth in this area is tremendous whereas the rest of the
portfolio is targeted at 30 percent. To offer a variety of choices to the customers, 600
tour packages are planned to create to cover all possible needs. The partnerships
establishment is strongly required in this case to support the expansion of the
business. The last one is employee utilization which should be increased by 10% by
the end of 2013.
1.6 Statement of the Research Problem

The focus of the study was on the relationship of two different pairs of
variables, tardiness and employee utilization and absenteeism and employee
utilization in addition to an initial impact of motivation on tardiness and absenteeism,
in TravelPal Co., Ltd. in different demographic profiles, all employees, gender and
service years.
1.7 Research Objectives

According to preliminary discussions with some key management team
members of TravelPal Thailand, there were some concerns regarding employee’s
observed behavior that affects the efficiency of daily operations of the company. The
major issues were tardiness and absenteeism. They gave a sense of urgency to the
organization to look into them. The study was intended to support the organization to
alleviate the issues in order to create efficiency in the daily operation and strategy.
The objectives of the study were:
1. To identify the relationship between tardiness and employee utilization at

TravelPal Thailand Co., Ltd.
2. To identify relationship between absenteeism and employee utilization at
TravelPal Thailand Co., Ltd.
3. To identify the initial impact of motivation on tardiness.
4. To identify the initial impact of motivation on absenteeism.
40
1.8 Research Questions
The focal issues which occurred in TravelPal Thailand Co., Ltd. affected the
efficiency of daily operations and potentially harmed the achievement of business
performance and planned strategy. It raised the questions for the study:
1. Is there any relationship between tardiness and employee utilization?
2. Is there any relationship between absenteeism and employee utilization
among employees?
3. Is there any initial impact of motivation on tardiness?
4. Is there any initial impact of motivation on absenteeism?
1.9 Hypotheses
Employee utilization is considered as a type of operational efficiency, which is
a ratio of inputs over outputs. Inputs can be all cost items; money, time, and people.
For the outputs can be profit, new customers, returned customers, customer loyalty,
new opportunities, etc. In this research, manpower is a focus factor since it relates to
behavior that can contribute to business operational efficiency. The inputs generated
by manpower are from competence (knowledge and skills) and effort, which the effort
itself is related to the contribution of behavior and attitude. Behavior is generated by
three factors, attitude, belief and biological needs while motivation is a driver for
human beings to express such behavior whether it is either intrinsic or extrinsic one.
Hence firstly the study is trying to identify whether there is a relationship

between business operational efficiency, and tardiness and absenteeism, among target
employees in TravelPal Thailand.
Ho1: There is no relationship between tardiness and employee utilization.

Ha1: There is a relationship between tardiness and employee.
Ho2: There is no relationship between absenteeism and employee utilization.

Ha2: There is a relationship between absenteeism and employee utilization.
Ho3: There is no initial impact of motivation on tardiness.

Ha3: There is an initial impact of motivation on tardiness
41
Ho4: There is no initial impact of motivation on absenteeism in aspect of
overall employees, genders and service year
Ha4: There is an initial impact of motivation on absenteeism in aspect of
overall employees, genders and service year
1.10 Definitions of Terms

Utilization: employee utilization
Employee utilization: A utilization approach in attempt of maximizing effort
to create efficiency in operation and productivity for an organization. It can be
measured by, for examples, billable days, numbers of proposed proposals,
numbers of delivered proposals, email respond time to the customers, etc.
Employee utilization measurement - mean score from a survey called Average
Perception Value.
Target/focal organization: TravelPal Thailand Co., Ltd.
Target employees/audience: Identified employees involved in tardiness and
absenteeism issues
Motivation tool: a simulated tool created to support enhancement of
motivation. It composes of recognition tool, goal-settings tool and self-
management tool
Recognition tool: type of a motivation tool purposely designed to create
recognition
Goal-settings tool: type of a motivation tool purposely designed to support
individual/team objectives or goals
Self-management tool: type of a motivation tool purposely designed to support
self-management activities
Observed behavior: behavior that can be seen by sight.
Hard Factors - a group of factors that created measurable impact directly from
utilization
Soft Factors - the one that were subjective and measurement could be done
through observation of behaviors and attitudes.
Competence – Knowledge and skills of employees to perform assigned tasks
or assignment in a particular role.
42
Numbers of Assignment – The numbers of tasks or assignment given to
employees to complete according to the role.
Types of Assignment – Types of assignment such as administration, coaching,
management, etc. and those given tasks or assignment matched to the responsible
role.
Challenge of Assignment – Level of challenge of the tasks or assignment
assigned to the responsible role.
Given Time – Time given to complete given tasks or assignment.
Attitude towards Tardiness – An attitude of individual employee towards the
given tasks or assignments whether they are time dependent as well as awareness of
tardiness.
Behavior – Tardiness – Tardiness behavior of employees
Behavior – Absenteeism – Absenteeism behavior of employees
Behavior – Planning – Work planning behavior of employees
Behavior – Work Delivery – Behavior of employees related to delivery of
assignments
Motivation on Assignment – Level of feeling to drive and to achieve the given
tasks or assignment.
Positive Motivation – Level of positive feeling to drive and to perform the
given tasks or assignment.
Negative Motivation – Level of negative feeling to drive and to perform the
Understanding of Scope and Responsibility – Understanding of the given tasks
or assignment matched to the responsible role.
1.11 Significance of the Study

The world has changed so much in the past 10 years in several aspects such as
economy, politics, environment, human life, etc. Those are all interconnected and
create impacts to the world today. Several world events such as subprime crisis in
2007, Arab upspring in 2010, Greek government-debt crisis in 2010, Japan’s Tsunami
in 2011, several major earthquakes in China, Thai political crisis that has been
ongoing since 2008, the uprising of social media such as Facebook, Instalgram, etc.
have create consequences to human’s life in year 2013 and perhaps later. It might
43
seem that the world is going downward. Several predictions about the end of the
world have been spread and there have been nothing so far. What are the causes? The
world changes us or “We” change.
This is the reason for the existence of the organization development.

Organization development should be implemented at any time, any level and any
“living system”. The business, in particular, has to be adapted to the fierce business
environment today. In the Thailand and ASEAN travel industry, there is a high
potential growth but simultaneously a high competition exists in all levels. And it
creates stress, tension, motivation, etc. to both employers and employees. The
research will help the focal organization or even the business that has a similar
context to understand, to improve and to enhance in the end the behavioral issues that
can contribute to efficiency of the business and growth of the company. Moreover it
can support the target employees to create a self-development plan in order to move
to a higher step of career or even life.
For the researcher, it is a great deal of life to explore new academic horizon in
areas of operational efficiency of business and creation of change in behavior to
support the business efficiency. The diagnosis will help organization as well as the
researcher to see the root causes of the issues and relation among those. Besides it is a
real application of organizational development science. Theorem, tools and processes
related to OD will be used in order to improve the issue and to enhance strength
within organization.
In fact what happens around the issue is about perception. Thought, attitude
and belief becomes reality of the individual. That reality creates the behavior. The
behavior observed by others becomes perception toward the owner of that behavior.
And that is the reality that “people see you”.
1.12 Scope of Study

There are several studies regarding tardiness and absenteeism, and employee
utilization in different aspects in industries. The action research was applied for
travel, hospitality and leisure (THL) industry and in particular to the online travel
44
agency (OTA) in Thailand, which Thai culture can be influent to employees of the
organization.
There were three demographic areas of population included in the study.

Firstly it was all employees within TravelPal Thailand Co., Ltd., including 49
participants in Pre-ODI phase and 40 participants for Post-ODI. Secondly it was a
gender demography. There were 14 male employees and 35 female employees in Pre-
ODI stage. For Post-ODI, there were 12 male employees and 28 female employees.
The third demographic profile was service years of employees. It was separate into
three subgroups, more-than-seven-years, more-than-three-years-but-less-than-seven
years, and zero to less-than-three years. For male employees, there were three, three
and eight employees respectively for Pre-ODI and three, three and six employees for
post-ODI. In Pre-ODI stage for female employees, there were13, 17 and 15 years
respectively and, for Post-ODI, there 12, 5 and 11 participants, respectively.
1.13 Limitation of Research

Limitation
There were several limitations generated an impact to the study.
Business priority – Due to a consecutive loss in Q1-Q2/2013 and activities to
improve business situation, the organization had to adjust the recommended
intervention.
Management’s decision – Management team made a decision to create new
intervention in order to improve tardiness and absenteeism records of employees.
45
Chapter 2
Review of Literature and Conceptual Framework
2.1 Review of Literature

2.1.1 Organization As A System
There is a Chinese saying, “When the butterfly flaps its wings, the wind goes
thousand miles away across the sea and the ocean to the mountain in the other part of
the world.” (Streisand, 1999). It was scientifically proven by Edward Lorenz who
created the Butterfly Effect theory, in his work, “Predictability: Does the Flap of a
Butterfly’s Wings in Brazil Set Off a Tornado in Texas?” (Lorenz, 1972). In the
research, large set of numbers representing weather condition was tested in the
weather simulation program, from very small to very big numbers. The outputs
created a long term forecast of weather. It is correspondent to the Chaos Theory,
(Poincare, 1887). What does all this mean? It means that some tiny cause can create a
bigger and wider consequence (van der Heijden, 2004), which implies that everything
in the world is interconnected.
It is unavoidably applied to an organization. Gareth Morgan described in his

book, “Images of Organization”, about organizational metaphor (Morgan, 2006). The
organization can be viewed as different aspects whether zooming in to look at one
particular part or zooming out to look at it as a whole. The metaphor can be
categorized into eight forms (see figure 2.1).
The organization as a machine is well suited to describe business organization

nowadays where organizational structure must be formed, processes must be defined,
management approaches are around the concept of top-down or bottom-up, result
must be forecasted, etc. However bureaucracy can automatically introduced when it
comes to the operation because human beings are the one who actually drive the
organization. It is, therefore, the organization must also be viewed as an organism.
Organization is a living system. It keeps changing. Just like human’s body. When
temperature is high, sweat is produced to reduce the heat.
46
Figure 2.1: 8 Metaphors of Organization
When a business does not perform, re-organization is taken place. As mentioned,

bureaucracy in operation is normal because it is required human beings to coordinate
and to produce the outputs. Attitude and mindset of each individual is also different.
Although the process is defined as clearly as it is, SLA (Service Level Agreement) or
SOR (Scope of Responsibility) is also written to ensure smooth, efficient and
productive operation. This also reflects a prison in real life. That’s why, in a sense, the
organization is also a psychic prison. Everybody in an organization is caged by rules,
regulations, processes, target settings, etc. in order to better the business performance
or to achieve organizational goals and fulfill vision and mission. It can also be a
reason why many people in organization always mention about “think-out-of-the-
box” in recent years.
The organization and human beings are not different. Human beings learn to
not touch fire because it can burn skin. Some people learn not to each spicy food
because it causes stomachache and the aftermath of having stomachache. The
organization “learns” as well. This is another metaphor of the organization, brain. It
learns from its mistakes and tries to make it better. Learning organization concept is
originated from this idea (Morgan, 2006, p.112). It is seen as a way to sustainably
47
grow the organization. In order to do that, the learning culture should be established
inside the organization (Yang, Watkins, & Marsick, 2004).
Culture is a significant part of society. Geert Hofstede’s Culture Dimension

(1980) described 5 dimensions of organization culture in organization. It is also a
concrete aspect that organization can be viewed as culture. Interaction among team
and individual, uniforms or dress-code, working style, for instances, are part of the
culture. The culture itself has a strong engagement to organization level and employee
level. It also creates an impact on the performance of business (Shahzad, 2012). It is
seen that the culture can be used as a tool to drive the organization to a planned
direction. Either conflicts or resistance can be populated to the surface because it
creates impacts to people in the organization. A group with the same goal can be
formed to negotiate, resist or demand because of the change to protect their authority
in every aspect. This is a view of the organization as a political system, which is all
about benefits; all the changes occur for the sake of survival of an organization.
From what was described since the beginning, it is clearly seen that people in
the organization are dominated by rules, processes, profit, etc. Many of them have to
be in the work just for money. It is a reflection of domination. It’s even obvious
nowadays that organization is used as an instrument of domination.
To create, maintain, reduce or even improve anything in the organization, this

basic understanding about organization can tremendously help to approach the topic
more appropriately and effectively because there are several aspects even in one topic.
It is, therefore, important to understand and then framework to approach the issue can
be done.
2.1.2 Organizational Development

The fast pace of change in technology, economy, environment, society and
even human’s mind creates chaos and conflicts in the world ecology. Charles
Darwin’s classic quote taken from the Theory of Evolution, “It is not the strongest of
the species that survives, nor the most intelligent, but the one most responsive to
change.” (Darwin, 1859), can always be applied even today. Changes occurs everyday
and in every level. Abolishment of Nepalese monarchy in 2008, the Arab spring
48
started in 2010 until now, the U.S.’s subprime mortgage crisis in 2008, the
Bankruptcy of Enron Corporation in 2001, the Occupy Wall Street in 2011, and so on
are results of unplanned change, which damages are left as a memoir.
Richard Beckhard (1969) defined OD as an effort to alleviate or to add to the

effectiveness and health condition of organization by using OD interventions and
behavioral science knowledge. The effort is planned and managed from the top. For
Burke and Bradford proposed their definition in 2005 as a process of planned change
which results to increment of effectiveness in several areas such as strategy, vision,
mission, culture, leadership, information, reward system, structure, work policy and
external environment. The process is based on behavioral science and open system
theory including to a set of value (Burke & Bradford, 2005). Peter Senge offered
another definition as a process to surge and grow effectiveness within organization
and at the same time accommodate change in both organizational and personal levels
via social and behavioral science (Senge, 1990).
From the above definitions by various theorists as well as life experience, it

can be understood that, “Organization Development is a process for organization,
from the world, country, institute, company down to home and a person, to use as a
tool for change, transition and transformation by applying knowledge in social
psychology, behavioral science and management to accommodate and smoothen the
process.”
Organization development is a cross functional process and it does not belong

to any specific party. There are some organizations which have established the
organizational development office such as OD’s Georgia Institute of Technology,
ODS’s State of California, etc. For OD, there are five main focused areas; strategic
direction, structure, process, people and culture (Suchart Otaivites, organization
development & management fundamentals, August, 2012). In business field,
organization development has been directly and indirectly implemented regularly in
order to maintain, to increase or even to develop organization performance.
It is crucial that every organization is strongly suggested to implement

organizational development activities from time to time, not only when the problems
49
arise. It is also required that all departments in the organization take responsibility and
ownership to implement it because that creates sustainability within the organization.
2.1.3 Change Management

“Uncertainty is the only certainty there is, and knowing how to live and
insecurity is the only security.” – John Allen Paulos
“Certainty is illusion.” – Anonymous
“More important than the quest for certainty is the quest for clarity.” -
Francois Gautier
Everything changes everyday. We all change everyday. “Change is constant”

is a reality supported by Buddhism’s Tripitaka, Quantum physics’s Uncertainty
Principle, etc. The classical acclaim Theory of Evolution by Charles Darwin also
highlight the idea of “the fittest” and adaptability. An organization is the same if it
wants to survive.
Kurt Lewin (1951) proposed Theory of Change and Three Step Change
model, Unfreeze-Change-Refreeze. The model starts by reducing resistant and the
current mindset of people by presenting the issues required change and solution for
them, Unfreeze. The stage is to introduce new habit, mindset, view, attitude through
several tools such as reorganization, process change, etc. It is called Change.
Frustration and confusion are more likely to occur in this phase. The last phase,
Refreeze, is a turning point. The new adaptation must be reinforced throughout the
organization to prevent the former to come back. The work of Lewin has become a
strong building block for many theorists in order to develop new theorem regarding to
change. The Lippitt’s Phases of Change Theory was introduced in 1958 by Ronald
Lippitt, Jeanne Watson and Bruce Wesley (Lippitt, Watson, & Wesley, 1958). It
expanded the Three Step Change model by breaking them into seven phases which
are Development of a need for change, Establishment of a change relationship,
Working toward change, Diagnose the problem, Examine routes; establish goals and
intention of action, Transformation of intention into action, Generalization and
stabilization and Achievement a terminal relationship. The first step, Development of
a needs for change, can be mapped to Unfreeze phase of the Three Step Change
50
theory, while the third and the sixth, Working toward change and Generalization and
stabilization of change, are mapped to Change phase and Refreeze phase respectively.
The other model worth discussion is Kotter’s 8 Step Change model (Kotter,
2001). The model was created in respond to a concern of successful or failed change
project. John Kotter proposed the eight steps process to increase chances of success.
The process can be grouped into three phases, creating climate for change, engaging
and enabling the whole organization and implementing and sustaining change (see
figure 2.2). By observing the 3 phases of the process, it can be linked and related to
Kurt Lewin’s Three Step Change model. However the strongest element of the
Kotter’s is to create a sense of urgency.
Figure 2.2: Kotter’s 8 Steps Change model
In the work of Malcom Gladwell published in year 2000 called “The Tipping
Point” (Gladwell, 2000), it defines a term tipping point as a crucial moment that
everything around a person, group of people or even the world conclude to a point
that something must be changed. This is a thing implied in the first process of
Kotter’s 8 Steps Change model, increase urgency. The tipping point is a key to
change. Richard Beckhard spoke about change that people are not afraid of change,
they are willing to, but what makes them resist is being forced to change (Beckhard,
1977).
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From the above theorem, it can be seen that change can occur if these three
elements are strongly aligned, emotion, situation and future benefit. Additionally
change will continue without a high effort of management once future benefits grow
and create positive impact on a person who implements change. Once the positive
future benefit is grown and seen, a level of positive emotion can then be increased as
well as the situation can be positive. However those three elements that create change
are positive and maintained in a certain period of time until any of the elements start
declining. Then the new change will need to be formed and continued with the same
process.
2.1.4 Tardiness and Absenteeism of Employees

Tardiness and absenteeism of employees are crucial issues for many
organizations nowadays. The financial impact generated by absenteeism solely cost
36% of payroll according to the survey report by Mercer (“The total financial impact
of employee absences”, 2008). Tardiness is excluded. Many organizations include
the topics in the attendance section of employee handbook.
Tardiness and absenteeism are two out of four forms of withdrawal behaviors,
which also include early departure, turnover (Beehr & Gupta, 1978; Deery & Iverson,
2001). They can be seen as a sign of organizational disengagement (“13.Withdrawal
Behaviors”, 2013). There are two classical concepts widely used to explain the
behavior absence proneness (Froggatt, 1970) and emotional instability (Porter &
Steers, 1973).
Not only the employees, those two issues create strong impacts to
organization; expenses, resentment, productivity, and presenteeism (Saez, n.d.), which
productivity is a dependent variable of this study. It is also supported by several case
studies, which say that motivation creates a direct impact to productivity in different
degrees (Shepperd, 1993; Barmola & Srivastaka, 2011; Mawoii, 2011;). The classical
theory’s motivation hygiene of Federick Herzberg (1966) is the strongest support of
this prove.
2.1.5 Employee and Organization Relationship
Business organization is a social entity established by one or more persons and
driven by one or more purposes to generate financially growth and productivity
52
growth toward the entity. The group of people in organization is a key element to
drive the organization to its objective. Employees and organization have a
relationship to each other (Joshi, Liao & Martocchio, 2012). There are both external
and internal contexts linked to the relationship (see figure 2.3).
There have been several researches in EOR shows strong linkage between
offered inducements and expected contributions (Audenaert, Vanderstraeten, &
Buyens, 2012, p.3). They are also in relation to job level. The inducements and
rewards can be in many forms to show recognition to employees, which can motivate
employees to act towards the expected contributions.
Figure 2.3: Employee-Organization Relationship (EOR)
From the model, there is intersected area where the external context and
internal context of an organization should be common and that is an implication of the
right balance between life outside the company and inside the company. In national
culture context, family/leisure context, labor market context and occupational context,
the context external to the organization, contributes to employees’ state of mind. So
are the contexts internal to the organization. The relationship of employees towards an
organization and in the opposite direction can be formed according to the context
elements. The linkage between both, therefore, will be established once some certain
context elements are met.
53
2.1.6 Motivation and Behavior
Motivation is a driver of behavior in human beings. However observed
behaviors cannot be presumed as a true self of individuals. The observed behavior has
been assumed by the external, which may not be true for a person observed (Kumar,
2010). Even oneself who expresses that behaviors might either intentionally or
unintentionally act and has already been presumed by the third parties.
In this study, the target system has expressed many signs pointed to
motivation related issues (Kanfer, Chen, & Pritchard, 2008) and supported by
preliminary source of data of the focal organization revealed by the internals.
Behavior is the actions viewed and perhaps judged by externals. It is driven by
beliefs, values, and attitudes (Freud, 1911) (See figure 2.4). However it can be
interpreted based on the context of the situation. It is undeniable that motivation is a
key behavior. It has been defined as a process that intensity and persistence of
individual to achieve the goal (Robbins & Judge, 2008).
To be motivated, there must be a goal that can be anything. The goal (see
figure 2.5) can reflect needs and values of the individual (Locke, 1960). When human
beings feel hungry, they have to go out and look for food to fulfill their needs. Goal is
to find food where hungriness motivates one to look for food. Eating is basic need of
everyone while types of food can be value hold and developed according to the
background.
Figure 2.4: Iceberg Model
54
Abraham Maslow (1943) describes needs of human beings and categorizes
them into five levels (see figure 2.6). The basic needs of human beings are for
surviving. It, then, is later developed to fulfill their dreams. The needs become one of
the main factors that drive motivation while values are reflected in goals.
Figure 2.5: Goal Setting Theory
Figure 2.6: Hierarchical of Needs
It is important that to achieve the goal, staying focus and putting high effort
are the required behaviors. Those kinds of behavior are associated with individual
beliefs, attitudes and behaviors (Ajzen, 1991) while the incentives toward the goal is a
driving force (McClelland, 1988). Human beings act on one thing with reasons and
those reasons are varied. However prediction of behavior can be done.
55
Martin Fishbein and Icek Ajzen (1975, 1980) proposed the Theory of
Reasoned Action and later Ajzen (1985) extended the theory to the Theory of Planned
Behavior. In this theory, it was written that, “According to the theory of reasoned
action, if people evaluate the suggested behavior as positive (attitude), and if they
think their significant others want them to perform the behavior (subjective norm),
this results in a higher intention (motivation) and they are more likely to do so.”
(Ajzen & Fishbein, 1975). It is clearly seen that behavior has a strong linkage to the
intention or it can be viewed as motivation. The theory proposes that there are 3
factors that have an impact to intention, which activates people to carry out behavior,
Attitude Toward the Behavior, Subjective Norm and Perceived Behavioral Control
while Actual Behavior Control is running along the period behavior carried out (see
figure 2.7).
Figure 2.7: Theory of Planned Behavior
To support understanding of behaviors, which is an output, the needs are one

of the factors that motivation. David McClelland (1988) describes in the Acquired
Needs Theory that the needs can be developed over time and life experience that
individual goes through and it was categorized as Achievement, Affiliation and Power
(see figure 2.8). To reach the goal, people with high need of achievement may choose
the difficult path to show their real ability of success. For people who value
affiliation, they incline to enjoy interacting with people. They want to feel
harmonized with the group and be accepted by the others; lastly, people who have
high needs for power, tend to take control of the environment to achieve the goal. In
56
this theory, power can be divided into 2 types. One is individual power and the other
is institutional power. The former type tends to direct the others as well as the
environment towards his individual goal while the latter looks at overall achievement
of the institution; he will try to organize the effort in order to the support goal of the
organization.
Figure 2.8: The Acquired Needs Theory
It is clear that to shift behavior of human beings requires a clear goal and
benefit. Either positive or negative outcomes produced. They can generate internal
forces of individuals to create “observed behavior” due to that, individuals would like
to achieve the acquired benefit. However if the momentum of behavioral shift lasts
long enough, it can add new perspectives to a person and form a new attitude later.
2.1.7 Thai Culture

It is learnt that behavior itself occurs due to an influence of normative belief
(Ajzen, 1985), where culture is part of it. People express their behavior towards one
particular event or thing differently depending on the culture in the region they belong
to. Culture varies according to the region (anonymous, 2010), which has impact to
value (Reber, 1995).
Thailand is one of the countries that, has a strong culture and is rooted in
society. The culture has also an influence on the personality of Thais. The work of
Dr.Juri Vichit-Vadakarn was posted in a website, Pantip.com, titled The Analysis of
57
Thai Personality: Root Causes of Development and Problems in Thailand
(anonymous, 2008). It is supported by previous work of Herbert P. Phillips (1965) in
a book called Thai Peasant Personality: The Patterning of Interpersonal Behavior in
the Village of Bang Chan. It describes Thai personalities as having high flexibility,
not to follow the regulation, high individualism, high compromise and low
commitment. The advantages of these types of personality are high survival skills and
high social integration. However, the drawbacks also exist (anonymous, 2012).
Additionally Thai society is hierarchical structure. Paying respect to a person who has
higher seniority is very important through actions such as listening to the senior
without expressing opinion if not asked, bending body forward when walking past
senior persons who are respected, etc. Thai culture has appeared in all aspects of Thai
organization and influences to behavior of Thais in the organization
(Preudhikulpradab, 2011).
In a professional environment, Thai personality, Sabai-Sabai (easy going),

cannot fit well as seriousness is required to create credibility of individuals and
productivity to reflect in performance. The idea of “family-like” environment is good
in personal interaction because Thais tend to avoid confrontation and confliction.
Somehow it causes low productivity in several organizations in Thailand as people
are “Sabai-Sabai”, which includes non-respect to company regulations.
It is very interesting and challenging to combine Thai culture and Thai

personality to the professionalism and create new Thai professional manners. It can be
a unique culture and can be applied in professional environment in all levels.
2.1.8 Positive Change Management

In order to move organization forward, instead of focusing on faultfindings,
individual strength should be priority of the development of behavior (Cooperrider,
1987). It comes from belief that human beings are a combination of the good and the
bad. No one is perfect. They possess both (Eaton, 2010) as well as strength and
weakness. If strengths are the main focus and combined, they create imaginations,
passions and hopes (Cooperrider & Srivastva, 1987). To discover individual strength,
it is important to understand and accept oneself.
58
In Appreciative Inquiry, the 4D model (Cooperrider & Whitney, 2001) can
helps organizations and individuals to discover self-strengths, to dream of the future
goal, to design the path to the dream and to destine oneself what should be defined for
a milestone check (see figure 2.9).
Figure 2.9: 4D Model
Deep listening can be the starting point of self-discovery. It is a process to

listen to oneself and perhaps the others (Martin and Rome, 2010). It can also help one
to improve his consciousness. Once a person lives consciously and is aware of things
that happens around him, the difficulties and challenges in life can be clearer. To
understand the challenges or difficulties are, to search the root causes of those, to
understand results of reducing or eliminating the root cause and to act on the path of
root cause termination or reduction, the Four Noble Truths has been clearly described
(Sumedho, 2011) and can be applied from an individual to an organizational level.
59
Figure 2.10: U Model
The U model describes change process in a similar manner to the Four Noble
Truths (Schamer, 2009) by starting from suspending, redirecting, letting-go, letting-
come, enacting to embodying. There are 7 steps that guide through the process
according to the model (see figure 2.10). However in the Four Noble Truth, it goes
beyond the steps in the model, which are to leave and follow the path to terminate the
root causes.
2.1.9 Whole Brain Literacy

Whole brain literacy (WBL) can be viewed as a framework and methodology
to look at things in a complete and holistic manner. WBL is a circulation of human
beings’ brain divided into four logical corners (see figure 2.11). The corners were
represented by four different thinking profiles.
To manage and to develop individual behaviors in the planned direction,

understanding of target group’s thinking style or personality trait is very helpful. The
BrainMap can facilitate the needs of understanding and group thinking profiles of
individual (Lynch, 2003). It categories the basic profile and provides some guidelines
to shift or to add new profiles to an individual. This will help to understand the basic
individual thinking and potential personalities as well as behavior.
60
Figure 2.11: Thinking Profile
It is quite clear that some behavior are required for people to achieve the goal.
The pre-defined set of preferred behaviors can be used as a guideline to shift the
current one to the preferred area (McGregor, 1960).
2.1.10 Behavioral Change

As discussed in many change management theorem, creating a tipping point is
the first process required because a sense of urgency is strongly needed. The sense is
raised because awareness. In the Transtheoretical model (Prochaska & DiClemente,
1977), there are 6 steps described the change (see figure 2.12).
Figure 2.12: Transtheoretical model
In the first step, Precontemplation, people are unaware about the needs of
change. There can be negative reaction in addition to resistance toward the change.
61
The Contemplation, the second step, is a stage when people start to be aware of the
needs of change but not confine in yet. Weighting between pros and cons are common
situation when people reach this stage. In the third step, preparation, it is a stage
when the change is about to occur. People at this stage are fully aware about the needs
for change and start looking for data to support the upcoming change activities that
might occur sooner or later. It can be defined as a pre-change stage.
The Action, which is the fourth step, is the stage when people take real action
on change of their behaviors. This stage is very crucial because it is a go/no go stage
for people who are in the stage. The willpower of them is there. Strong support from
people around them, some reward and any kinds of motivation are needed to keep this
momentum. There can be pressure or frustration along the way. It is the reason that
strong support and positive motivation are needed there. After the action complete,
the Maintenance stage is the other crucial one. People who reach at this stage need to
remind themselves about the good move that have occurred to their lives as well as to
avoid all temptation because they might revert to the prior habit. However the risk of
reversion can be less comparing to the previous one.
An absolute stage, which cannot be often applied, is Termination. People who

have gone through 5 stages of change have no longer desire to fall back to the
previous behavior and at the same time they would like to share their path to the
others.
In this model, there are some disadvanges in the aspect of time spent in each
stage, unclear criteria of each stage, and social and cultural context where the change
occurred. However this model can be used as a guideline to apply behavioral change
activity and consider the limitation of the model during a design of change plan.
2.1.11 Measurement of Motivation

The famous model for measuring the learning and application of learning is
the Kirkpatrick’s Learning Evaluation model (Kirkpatrick, 1959). It was proposed
that evaluation of training could be measured at four levels, reaction, learning,
behavior and results (see figure 2.13)
62
Figure 2.13: Kirkpatrick’s Learning Evaluation Model
Reaction is a foundation level of evaluation. It measures the feeling after the

trainee completed the training. Level of satisfaction and thoughts is included. To
evaluate the learning, that will be the second layer. Result of evaluation will
demonstrate ability of learning before and after the training. It is important to
understand training and teaching have different purposes. Teaching is simplex and
result is expected in a long-term while training is focusing on gaining capability to
operate daily tasks. In level three of the model, transfer is a key element, which
informs that behavior of improvement and implementation shall be demonstrated or
application from learning; at the end it should result in the business improvement
from trainee’s capability.
The model has been widely applied to several evaluation models. Jack Phillips
(1970s) was developed the Return on Investment based on Kirkpatrick’s Learning
Evaluation model (see figure 2.14) and it is famously used to prove value of training
program (Phillips, 2003). The additional layers are business impact and return on
investment, which sit on top of the pyramid.
63
Figure 2.14: ROI Pyramid
It is known that motivation cannot be directly measured but through behavior.

The Learning Evaluation model can also be applied to assess motivation level of
learning (Clark, 1995).
Figure 2.15: Revised Learning Evaluation model
According to the new application of Kirspatrick’s model for motivation

measurement (see figure 2.15), reaction is replaced by motivation and learning is the
same while transfer is defined more specifically to performance. And the results are
on the top of the pyramid still.
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2.1.12 Employee Utilization
Employee utilization is a process where an organization could manage
employees to deliver given assignments based on a scope of role and responsibility in
efficient manner in a given time. It is defined by time that employees spend to
complete given assignment and the quality of the deliverables. The damage of
inefficient work and low quality of deliverables cause the organization in form of
financial cost and reputation of organization (2013). It is suggested that (Seal. S.,
2013) there were four ways to improve utilization of employees. Those are a realistic
target of employee utilization, efficient allocation process for resources, client
expectation management, and instant visibility of employee utilization.
The measurement of
2.2 Theoretical Framework
Issues Theorem of Motivation

Withdrawal Behavior (Tardiness, Absenteeism, Defense Mechanism – Sigmund Freud (1894, 1896
Turnover)
A theory of Human Motivation – Abraham Maslow
(1943)
Maslow’s Hierarchy of Needs – Abraham Maslow

(1943)
Cognitive Dissonance Theory – Leon Festinger
(1957)
Goal Setting Theory – Edwin E. Locke (1963
Motivation Hygiene Theory – Federick Harzberg

(1977)
Theory of Planned Behavior – Icek Ajzen (1985))
Social Learning Theory – Albert Bandura (1977))
Cultural Dimension Theory – Geert Hofstede (1980))
Utilization Hierarchy of Needs Theory - Abraham Maslow

(1943)
Motivation Theory - Morris S. Viteles (1953)
Scientific Management - Frederick W. Taylor (1911)
Theory X and Theory Y - Douglas McGregor (1960)
Incentive Theory of Motivation
Drive Theory of Motivation
Arousal Theory of Motivation
Expectancy Theory of Motivation
Table 2.1: Summary of Related Theorem toward Focal Issues
65
To build a foundation to the research, there are several theorem applied and
utilized in order to create to the conceptual framework of the study (see table 2.1) and
also the organization development process. It is elaborated repetitively in several
aspects that productivity has a direct linkage to motivation. Moreover levels of
engagement and commitment can directly support the high level of productivity by
improving attitude and behavior that can potentially cause it (see figure 2.16).
Figure 2.16: Theoretical Framework
2.3 Conceptual Framework
Figure 2.17: Conceptual Framework
66
In the research, the assumption is to identify the impact of the negative
observed behaviors, tardiness and absenteeism, toward employee utilization as well as
identify the motivation factors that cause the negative observed behaviors in order to
use them as a tool to change their behavior.
The variables, dependent and independent, are assigned KPIs in order to

measure and to track the change of behaviors of the target group. Employee
utilization will be measured by the numbers of work assigned compared to the time
given, actual submission time and some specific KPIs defined on each particular role
of the focal group members. For tardiness and absenteeism, there is a time stamp
recorded in the HR system of TravelPal Thailand Co., Ltd.
2.4 Action Research Framework

The action research framework composes of three phases, Pre-ODI, ODI and
Post-ODI. The Pre-ODI describes the current situation related to the research focal
issue according to high-level discussion prior to when the research starts. The ODI
describes a potential ODI process and activities to bring the target audience to the
desired stage elaborated in the Post-ODI (see figure 2.18). However the ODI can be
changed according to the newly discovered data and results from further activities.
67
Figure 2.18: Action Research Framework
68
Chapter 3
Research Methodology
This chapter elaborates the methodology deployed in this research. The topics
covered activities involved in the actual delivery. It started from the action research
model and goes up to the project delivery plan.
3.1 Action Research Model

The action research model was divided into 3 main phases, Pre-ODI, ODI and
Post-ODI. Different process steps were defined in each phase based on Eric Hoffer’s
the eight steps consultancy process developed from Peter Block’s Flawless
Consulting (see figure 3.1).
Figure 3.1: Action Research Model
3.1.1 Pre-ODI
There were five steps defined in Pre-ODI phase. Mutual agreement between
the focal organization and researcher regarding to research corroboration was reached
and agreement of research scope was defined and approved. These two processes
were defined in contact and contract steps. In data collection & analysis step,
69
employee data, and the employee tardiness and absenteeism record (ETA Record)
from human resources department of TravelPal Thailand Co., Ltd. provided as a
background and evidence of the focal issues. The primary data collection was
collected through the Employee Utilization Survey (EUS) and the Face-to-Face
interview (F2F Interview) for both Pre-ODI and Post-ODI stage. The questions items
and interview topics were planned and structured in order to fetch and cross check
responds of the participants of both activities. The EUS was rolled out to all
employees of TravelPal Thailand Co., Ltd. in order to identify perception of
employees regarding their own utilization. For the F2F Interview, it was conducted to
15-20 employees involved in tardiness and absenteeism issues both positive and
negative manner. Toward the end of this step, the analysis result was produced from
the gathered data as well as analysis process. Diagnosis of the current situation was
performed based on the analysis of data and, as well, the result was presented to the
stakeholders, sponsors and power sponsors of the research study to agree way to
move forward. These activities were a merger of two process steps, data feedback &
analysis and ODI Agreement.
3.1.2 ODI
Intervention design and implementation were two main steps in ODI phase.
After data collection and analysis process, the intervention was designed according to
objectives of the study as well as baseline data. The designed intervention was
required an agreement and approval from a sponsor of target organization. Due to the
nature of the intervention was related to behavioral change by shaping up through
organizational wide activities, it was crucial that the involvement from the
management was required since the beginning in order to understand the objectives
and expected results of the intervention as well as the process of implementation
phase. Internal communication regarding the project was conducted by HR team to
align understanding through organization. There was an activity launched in this
study, a new tardiness rule, in August 2013.
3.1.3 Post-ODI
The Employee Utilization Survey and the F2F interview was conducted at the
end of the study period to identify the gap between Pre-ODI and Post-ODI. In this
stage, the numbers of participants were reduced due to the turnover of employees.
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3.2 OD Activities
In this study, the motivation tool was created and used to enhance the
situations of tardiness and absenteeism in addition to a new activity introduced by the
organization, a change of new tardiness rule. The motivation tool was deployed to
strengthen, enhance and improve motivation level. From many studies, the results
showed that the issues were highly related to motivation issues, which contribute to
engagement and commitment of employees toward organization. According to the
preliminary discussion with the general manager and human resource manager of
TravelPal Thailand Co., Ltd. as well as direct feedback from the employees who
participated in the other project reflected their wishes to organization, it showed that
reward, recognition, challenge and curiosity are dominant motivation factors. In this
research, reward was not mainly used as a tool due to financial limitations. There
were four types of tools designed to manage the motivation factors in order to shape
the target employees’ behavior to reduce tardiness and absenteeism rate.
3.2.1 Recognition Tool

The tool is designed to increase motivation of employee through recognition.
It allows team or individual good practice to be publically communicated and inspired
the community within organization.
Good Wednesday Breakfast (GWB)

It purposes to bring management and staffs to discuss about ongoing issues or
any staff requests in professional manner but yet family-like feel over the breakfast. It
is intended to create a space for employee to “raise their voices” to management
directly. Simultaneously management will have an opportunity to discuss with
employees the topics attention needed. The key activity of the GWB is “to show
recognition” from the management towards employees at meetings and the breakfast
represents a small celebration before starting a new day.
Appreciative Inquiry (A.I.) will be used as an approach to conduct the

meeting. Although professionalism is required during discussion over the breakfast,
A.I. will give a sense of generosity, friendship and goodwill in the session. Invitation
will be created and delivered by HR department. Agenda will be set planned ahead
71
among responsible management team members who will conduct the session in that
particular week. At least three recognition topics will be needed to include. Each
session will take around 30 minutes before office hours started at 9 a.m. Meeting
facility and breakfast will be sponsored and organized by human resource
department.
The activity is designed to reflect appreciation and recognition within

organization between management and staffs since it is believed that it will be one of
the ways to create employee engagement and commitment of employees towards the
organization, which can potentially reduce the rate of tardiness and absenteeism.
Ring It When We Come

It is a game designed to encourage and to incentivize any team in TravelPal
Thailand Co., Ltd. that arrives the office by 9 a.m. They will be competing against
each other in the league. The bell will be provided to each team and must be rung at
nine a.m. on the working day if all team members appear in the office. Management
team members will go to the area of the team and give applause to daily winning
team. Photo of daily winner will be taken and published in company’s Facebook and
score will be kept on a public scoreboard. The league will be lasted for two months
and at the end, the winner will be rewarded by a certification and prize from the
management.
There are two levels of corroboration reflected in this activity, management

team members and the team themselves. A strong commitment to activity is required
by management team members because they have to be presented in the office by
nine a.m. every morning as an example in addition to a visit the winning team. For the
team, corroboration among team members is a major requirement. The team leader
needs to show commitment toward the win as well as convince the team members
benefits of being achieved in term of personal life and career.
3.2.2 Goal Settings Tool

The goal settings tool is used for motivating people to achieve the objectives
or goals agreed, committed and planned by them.
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Additional Personal Goal Settings in Objective Settings & Performance
Evaluation
Personal goal settings of individual employees will be requested to add during
the Objective Settings process and reviewed in the Performance Evaluation process.
A personal goal towards the role or organization can be proposed and agreed on the
timeline and follow-up.
3.2.3 Self-motivation Tool

A sustainable solution to create lifetime motivation is the own self. Self-
motivation is used as a tool for individual to create self-learning and self-motivation
process, which can be later transferred to the others.
Self-Service Champion
The self-service champion is an activity to create personal mastery and share it
to the others. At the same time it create self-esteem, self-respect and self-confidence
of a person entitled as a champion. In the process of self-champion, a person will be
entitled as champion in any defined categories and hold the title for a given period.
During the period, that person has to demonstrate that he/she deserves the title as well
as needs to create any kind of knowledge or skill transfer to others in organization.
Management team of TravelPal Thailand will define champion’s categories

and select staffs, who belong to those. “The champions” need to demonstrate area of
championship and are required to create the program to transfer their expertise
through out the organization with a support from HR department. There will be a
board to show photos of monthly champions. At the end of the given period, new
champions will be selected and continued. The participation of the champions in the
program will be a part of their performance evaluation review.
3.2.4 KPI Change
Additional OD activity was initiated by the organization in order to provide
convenience and to reduce the stress of employees in order to catch up with the office
hour during the uncontrollable Bangkok’s traffic and other situations. The new
tardiness and absenteeism rule was introduced as a result by loosening the late time
allowed from 15 minutes to 30 minutes with unlimited time.
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3.3 Table of Respondents
The participants of this study were divided into two phases, Pre-ODI stage and
Post-ODI stage, due a change of numbers of participants during the study. The
following tables show the total participants who attended the Pre-ODI (Table 3.1) and
Post-ODI (Table 3.2).
Table 3.1: Numbers of Participants in Pre-ODI
Pre-ODI
Male Female
Team Service Service Service Service Service Service Total
Year 7++ Year 3 - 7 Year 0 - 3 Year 7++ Year 3 - 7 Year 0 - 3
HOD 1 1 4 2 2 10
ACCT 2 1 2 1 6
BD 1 1
CTR 1 4 5
DP 2 2 4
HR 1 1 1 3
IT 1 1 1 2 5
MKT 2 2
RSVN 1 1 3 5
TA 1 4 1 6
TK 1 1 2
Total 3 3 8 13 7 15 49
Table 3.2: Numbers of Participants in Pre-ODI
Post-ODI
Male Female
Team Service Service Service Service Service Service Total
Year 7++ Year 3 - 7 Year 0 - 3 Year 7++ Year 3 - 7 Year 0 - 3
HOD 1 1 4 2 8
ACCT 2 2 1 5
BD 1 1
CTR 1 3 4
DP 2 2 4
HR 1 1 1 3
IT 1 2 2 5
MKT 1 1 2
RSVN 1 1 2
TA 1 2 1 4
TK 1 1 2
Total 3 3 6 12 5 11 40
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3.4 Instruments
The instruments were designed to support the OD activities from Pre-ODI
throughout Post-ODI processes as follows:
Figure 3.2: Instruments for Data Collection
3.4.1 Qualitative Instrument – Interview Guide

The interview guide was provided as a guideline to the interviewees during the
Face-to-Face interview session. It allowed the interviewees, who were the selected
employees from the focal organization, and the researcher to interact in a professional
manner in order to retrieve detail data regarding to the scope of the study. The
purpose of the interview guide was to create common understanding regarding to the
purpose and the common ground during the interview.
3.4.2 Questionnaire
The questionnaire was used for the Employee Utilization Survey (EUS
Survey). The structure of the design questionnaire based on the motivation
measurement model applied from Kirkpatrick’s (see figure 2.15). The model applied
this survey was also modified to support the data required for the study (see figure
3.3). According to the model, the survey was intended to measure three levels,
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motivation, attitude and behavior that were resulted to utilization of employees. The
behaviors related to the study were defined as focal issues, tardiness and absenteeism.
Figure 3.3: Application of Kirkpartick’s Learning Evaluation Model to Measurement

of Employee Utilization
3.4.3 Service Description

There were four activities in the ODI phase including Good Wednesday
Breakfast, Ring It When You Come, Additional Personal Goal Settings in Objective
Settings & Performance Evaluation, and Self-Service Champion. The description
included objectives of the activity, target audience, delivery methodology, number of
participants, facilities and environment preparation. However there was an additional
OD activity, KPI change, proposed by the organization, which the description was not
available for.
3.5 Data Collection Techniques

Due to the activities described in the OD processes, two types of data
collection techniques were used, qualitative data collection technique and quantitative
data collection technique.
For quantitative data collection technique, there were two activities required,
the employee utilization survey, and the employee tardiness and absenteeism record
from TravelPal Thailand Co., Ltd.’s HR,. For the qualitative data collection
76
technique, the Face-to-Face interview was used in order to conduct personal
interactions with the selected employees to dig down into (see figure 3.4).
Figure 3.4: Data Collection Techniques
3.5.1 Qualitative Data Collection Techniques
Face-to-Face Interview
The technique was used in several OD activities for both Pre-ODI and Post-
ODI stages as one of sources for data collection activates. As a primary source, the
F2F Interview was conducted with the open probing questions according to the list of
the questions (see table 3.3) based on the application of Kirkpatrick’s model shown in
figure 3.4. There were some rooms for immediate topics to discuss, however, if
required to better visualization of the situation.
Table 3.3: List of Interview Questions
Question No. Question Items

Q1 Do you agree with current tardiness and absenteeism policy?
Does the tardiness and absenteeism policy increase your motivation
Q2 level?
Q3 What make you arrive before office hours?
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From the designed structure, motivation factors and engagement factors were
the key probing topics that contribute to tardiness and absenteeism issues.
3.5.2 Quantitative Data Collection Techniques
Survey
It served as a tool for quantitative data collection from the target organization.
It was used in 2 occasions, Pre-ODI stage and Post-ODI stage. The survey in this
study was delivered in a format of the Employee Utilization Survey. The
questionnaire was designed to identify the perception or view of employees towards
their own utilization based on components built such perception of utilization (see
figure 3.4). The survey was distributed to all employees in TravelPal Thailand Co.,
Ltd. through HR team and return the survey paper with the respond directly to HR
(see in Appendix 1).
In figure 3.5, it showed the factors of employee utilization defined in this

study based on the application of Kirkpatrick’s Learning Evaluation Model to
Measurement of Employee Utilization (see figure 3.3). There
Figure 3.5: Factors of Employee Utilization
78
The questionnaire or the Employee Utilization Survey (EUS Survey), the
actual name used during the study, was designed to collect employees’ perception
regarding to their own utilization and effort in work. The potential factors of
utilization were captured via this instrument. The factors were defined into two
groups, hard factors and soft factors. The hard factors were a group of factors that
created measurable impact directly from utilization while the soft factors were the one
that were subjective and measurement could be done through observation of
behaviors and attitudes.
Hard Factors
Competence – Knowledge and skills of employees to perform assigned tasks
or assignment in a particular role.
Numbers of Assignment – The numbers of tasks or assignment given to
employees to complete according to the role.
Types of Assignment – Types of assignment such as administration, coaching,
management, etc. and those given tasks or assignment matched to the responsible
role.
Challenge of Assignment – Level of challenge of the tasks or assignment
assigned to the responsible role.
Given Time – Time given to complete given tasks or assignment.
Soft Factors
Attitude towards Tardiness – An attitude of individual employee towards the
given tasks or assignments whether they are time dependent as well as awareness of
tardiness.
Behavior – Tardiness – Tardiness behavior of employees
Behavior – Absenteeism – Absenteeism behavior of employees
Behavior – Planning – Work planning behavior of employees
Behavior – Work Delivery – Behavior of employees related to delivery of
assignments
Motivation on Assignment – Level of feeling to drive and to achieve the given
tasks or assignment. It composes of:
Positive Motivation – Level of positive feeling to drive and to perform the
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Negative Motivation – Level of negative feeling to drive and to perform the
Understanding of Scope and Responsibility – Understanding of the given tasks
or assignment matched to the responsible role.
Table 3.4: List of Survey Questions and their Motivation Driver
Question
No. Question Item Related Motivation Drivers
Q1 I have competence required by the Competence V.S. Given Time/self-confidence, self-
position to complete my assignment respect, responsibility, ownership, accountability,
effectively in a given time. accountability, involvement
Q2 The challenge of assignments is Competence V.S. Challenge/self-confidence, self-respect,
appropriate to my competence required responsibility, ownership, accountability, accountability,
by the position. involvement, challenge, curious, passion
Q3 My competence required by the Competence V.S. Types of Given Assignment/self-
position is matched to types of given confidence, self-respect, responsibility, ownership,
assignments. accountability, accountability, involvement, challenge,
curious, passion
Q4 The number of the given assignments Competence V.S. Amount of Given Assignment/self-
is matched to my competence required confidence, self-respect, responsibility, ownership,
by the position. accountability, accountability, involvement, challenge,
curious, passion
Q5 The given time is matched to the Given Time V.S. Challenge/self-confidence, self-respect,
challenge of given assignments. responsibility, ownership, accountability, accountability,
involvement, challenge, curious, passion
Q6 The given time is appropriate to the Given Time V.S. Types of Assignment/self-confidence,
types of given assignments. self-respect, responsibility, ownership, accountability,
accountability, involvement, challenge, curious, passion
Q7 The given time is appropriate to the Given Time V.S. Amount of Given Assignment/self-
number of given assignments. confidence, self-respect, responsibility, ownership,
accountability, accountability, involvement, challenge,
curious, passion
Q8 The challenge of given assignments is Challenge V.S. Types of Given Assignment/self-
appropriate to the types of them. confidence, self-respect, responsibility, ownership,
curious, passion
Q9 The challenge of given assignments is Challenge V.S. Amount of Given Assignment/self-
appropriate to the number of given confidence, self-respect, responsibility, ownership,
assignments. accountability, accountability, involvement, challenge,
curious, passion
Q10 Type of given assignments is Types of Given Assignment V.S. Amount of Given
appropriate to the number of them. Assignment/self-confidence, self-respect, responsibility,
ownership, accountability, accountability, involvement,
challenge, curious, passion
80
Table 3.4: List of Survey Questions and their Motivation Driver (Continue)
Question
No. Question Item Related Motivation Drivers
Q11 I arrive the office by 9 a.m. Responsibility, Commitment, Respect, Belonging/self-
confidence, self-respect, responsibility, ownership,
curious, passion
Q12 Whether I arrive on time or not, that Attitude, Respect/self-respect, responsibility, ownership,
doesn't have any impact to quality of accountability, accountability, involvement
my work.
Q13 I know late arrival at work is not a Attitude, Involvement/self-respect, responsibility,
good practice. ownership, accountability, accountability, involvement
Q14 I inform my supervisor every time I Attitude, Respect, Responsibility, Belonging,
plan to arrive office late. Commitment/self-confidence, self-respect, responsibility,
ownership, accountability, accountability, involvement
Q15 I leave office on time. Responsibility, Commitment, Respect, Belonging/self-
accountability, accountability, involvement, challenge
Q16 I spend all granted sick leaves. Responsibility, Commitment, Respect, Belonging/self-
curious, passion
Q17 I spend all granted vacation leave. Responsibility, Commitment, Respect, Belonging/self-
curious, passion
Q18 I delegate my work to the team before I Responsibility, Accountability, Ownership, Involvement,
take leave. Commitment, Respect, Belonging, Esteem,
Accomplishment
Q19 I plan my annual vacation. Responsibility, Accountability, Ownership, Involvement,
Commitment, Respect, Belonging, Esteem,
Accomplishment
Q20 I request for a sick leave in the Responsibility, Commitment, Respect, Belonging,
morning of the same day. Esteem, Ownership, Accountability
Q21 I'm responsible to my work 100%. Responsibility, Accountability, Ownership, Involvement,
Accomplishment
Q22 I work 100% efficiently. Commitment, Responsibility
Q23 I plan all my work. Responsibility, Accountability, Ownership, Involvement,
Accomplishment
Q24 I deliver my work on time. Responsibility, Accountability, Ownership, Involvement,
Accomplishment
Employee Tardiness and Absenteeism Record

The HR team of TravelPal Thailand Co., Ltd. created the employees’ absence
tool for internal usage. The researcher cooperated with the team to retrieve data for
analysis purposes. The tool was used for monitoring the employees including the
participants through out the project timeline to observe improvement in term of
tardiness and absenteeism rate.
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3.6 Data Analysis
To understand relationship between employee utilizations, and tardiness and
absenteeism, ODI was designed to prove the relationship including to data collection
throughout the processes in each phase. In the research, the content analysis will be
used to analyze qualitative data and the statistical analysis will be used for the
quantitative one. Application of Kirkpatrick’s model was deployed to create analysis
structure reflected in table 3.3.
Qualitative Data Analysis

Content Analysis
The motivation factors, attitude and self-reflection regarding to utilization of
target employees were the key findings of the process based the interview result. The
contents and contexts of the interview were used as an input according to the designed
structure of probing questions. Data were grouped according to the structure.
Quantitative Data Analysis

Results from the Employee Utilization Survey in the section of tardiness and
absenteeism topics were analyzed by using statistical mean to identify the relationship
among the variables.
Figure 3.6: Data Analysis
82
T-Test It was used for testing the statistical differences between two groups of
mean scores. It was used for testing the mean score of survey questions between Pre-
ODI stage and Post-ODI stage.
Correlation It was used for identifying the relationship between two or more
variables; it was used for testing the relationship two pairs of variables, utilization-
tardiness and utilization-absenteeism; the testing was conducted on both Pre-ODI
stage and Post-ODI stage.
Average Value An average value calculation is used to see the common
perception towards the defined topics in question of the item level, group of
motivation factors level and areas of the root cause level.
3.7 Project Plan

The ODI project plan is shown in table 3.5. The agreement of the research
project started in May 2013 and there was a series of OD activities rolled out. There
were many follow-up activities of the rollout. However it was decided to implement
one OD activity, the KPI change or launching a new tardiness rule, in August 2013.
Table 3.5: Activity Log
Date Types of Activity Activities Results

22-May-13 Meeting Agreement of ODI Implementation Agree
13-Jun-13 Meeting 1) Follow-up ODI Implementation Agree
2) Agreement of Employee Utilization
Survey rollout date
19-Jun-13 Survey Rollout Employee Utilization Survey Rollout Complete
22-Jun-13 Survey Rollout Collection of Employee Utilization Complete
Survey Rollout
11-Jul-13 Meeting 1) Survey Result Sharing 1) Complete
2) Follow-up ODI Implementation 2) Incomplete: Postpone
Date
24-Jul-13 Workshop Delivery ATN F2F Interview Complete
25-Jul-13 Workshop Delivery ATN F2F Interview Complete
02-Aug-13 Conference Call Follow-Up ODI Implementation Incomplete: Postpone
Date
14-Aug-13 Conference Call Follow-Up ODI Implementation Complete: New Tardiness
Rule (KPI Change)
20-Sep-13 Mail Exchange Request for the final Employee Agree
Utilization Survey Rollout
23-Sep-13 Survey Rollout Employee Utilization Survey Rollout Complete
28-Sep-13 Survey Rollout Collection of Employee Utilization Complete
Survey Rollout
01-Oct-13 Virtual Workshop Final Face-to-Face Interview Complete
Delivery
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CHAPTER 4
Research Findings and Analysis
In this chapter, the data was collected during the processes of Pre-ODI, ODI
and Post-ODI were presented including the analysis of them. The data and its
collection process were designed corresponding to the question statements, hypothesis
altogether with the conceptual framework defined in chapter one and chapter two
respectively. In addition to the OD activities, the methodology to conduct the study
was elaborated in chapter three. Those were allowed data related to tardiness,
absenteeism and utilization of employees to be collected as well as motivation related
data of TravelPal Thailand Co., Ltd. For the instruments of data collection, the survey
and the interview as well as the employee tardiness and absenteeism record were
used.
However, from the findings, the relationship and the impact were
insignificantly be reflected as there was an OD intervention implemented as business
priorities had taken place and strongly required the effort of the management team
and employees to fulfill.
4.1 Pre-ODI
The baseline data were collected through two sources, the Employee Tardiness
and Absenteeism Record (ETA Record), and the designed data collection instruments,
the Employee Utilization Survey (EUS Survey) and the Face-to-Face interview (F2F
Interview). The employee tardiness and absenteeism record was deployed as part of
employee performance evaluation and regulation control of TravelPal Thailand Co.,
Ltd. The record allowed “the fact” to be surfaced. The two instruments were arranged
to collect the perception of employees regarding to the focal issues, tardiness and
absenteeism of employees, and linked to the fact appeared in the record, which were
the EUS survey and the F2F interview. The EUS was rolled out to all employees of
TravelPal Thailand Co., Ltd. while F2F Interview were conducted with selected group
of employees.
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4.1.1 Employee Tardiness and Absenteeism Record (ETA Record) Results
The ETA Record contained tardiness and absenteeism data of employees
during January 2013 to June 2013. The tardiness policy, used during the period, was
allowed four times a month and in total fifteen minutes maximum. The departmental
view of data was shown in table 4.1 shown in two different periods, Q1/2013 was
between January to March 2013 and Q2/2013 was between April to June 2013
respectively.
Table 4.1: Tardiness of Employees Record in Departmental View – All Employees
Department Q1/2013 Q2/2013 Change Summary
Min Times No. of Min Times No. of

Offense Offense
AC 281 44 1 368 39 4   
BD 0 0 0 0 0 0 = = =
CTR 241 44 5 77 24 2   
DP 84 20 1 109 27 0   
HK 0 0 0 0 0 0 = = =
HOD 38 10 0 93 12 2   
HR 58 12 1 68 8 1   =
IT 194 36 2 62 13 0   
MKT 18 3 0 25 4 0   =
RSVN 109 18 1 23 7 0   
TA 280 37 4 306 54 6   
TK 79 13 1 99 16 2   
Total 1382 237 16 1230 204 17   
Average 115.17 19.75 1.33 102.50 17.00 1.42   
Notes:
Minutes = Minutes of lateness
Times = Numbers of lateness
Numbers of Offense = Numbers of times employees break policy
Overall picture of the minutes and the time of tardiness were decreased during
the first two quarters while the numbers of offenses were increased. However there
were seven departments where the total number of minutes of being late increased,
two were the same and three had decreased. Late coming in minutes was at 21.42%
85
according to gap comparison between Q1/2013 and Q2/2013 while the increment of
the lateness minutes was at 16.64% from seven departments. The average gap values
of minutes, times and numbers of offense were -152.0 minutes, -33 times and +1
numbers of offense in the same comparison period.
From the data, it shows that the figures were decreased significantly but the
behavior of employees moved to opposite direction. The behavior can be explained by
HR manager of TravelPal Co, Ltd that, “It was beginning of the year and we
promoted the policy. People were excited and active. The line managers looked into
their team and emphasized about their policy, but some of employees were back to the
usual behavior after the time went by.”
When looking into statistical data of the ETA Record by gender in each
department (see table 4.2 and 4.3), the Minutes values of female employees were
decreased in six departments in Q2 while four departments were increased and two
remained the same level. IT department, RSVN department and MKT department
hold the top three spots of decrement. Additionally there were seven departments that
the Times value decreased (see table 4.2)
However it went into different direction in male employees. In Q2/2013, the

Minutes values were increased in seven departments as well as the numbers of
Offense values were raised in two departments and decreased in one department. The
rest remained the same (see table 4.3). The AC, TA and HOD hold the top spots of
highest increment gap of Minutes values, 57, 56 and 53 minutes; in terms of
incremental percentage, MKT, HOD and TA were 2400 percent, 353.33 percent and
103.70 percent respectively.
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Table 4.2: Tardiness of Employees Record in Departmental View by Gender –
Female
Department Change
Q1/2013 Q2/2013 Summary
Numbers of Numbers of
Min Times Offense Min Times Offense
AC 203 25 1 233 15 1   =
BD 0 0 0 0 0 0 ===
CTR 90 25 2 35 13 0   
DP 84 20 1 109 27 0   
HK 0 0 0 0 0 0 ===
HOD 23 6 0 25 6 0  = =
HR 17 2 0 1 1 0   =
IT 169 32 2 62 13 0   
MKT 17 2 0 0 0 0   =
RSVN 109 18 2 23 7 0   
TA 308 33 4 285 19 3   
TK 79 13 1 95 13 2  = 
Total 1099 176 13 868 114 6   
Average 91.58 14.67 1.08 72.33 9.50 0.50   
Table 4.3: Tardiness of Employees Record in Departmental View by Gender – Male
Department Q1/2013 Q2/2013 Change

Numbers of Numbers of Summary
Min Times Offense Min Times Offense
AC 78 60 0 135 24 3   
CTR 151 94 3 42 11 2   
HOD 15 12 0 68 6 0   =
HR 41 29 1 68 8 1   =
IT 25 20 0 0 0 0   =
MKT 1 1 0 25 4 0   =
RSVN 0 0 0 0 0 0 = = =
TA 54 44 0 110 35 0   =
TK 0 0 0 4 3 0   =
Total 365 260 4 452 91 6   
Average 40.56 28.89 0.44 50.22 10.11 0.67   
87
The overall picture shows male employees contributed to the change of
tardiness rate in Q2 more than female employees. The Minutes value was 23.84
percent higher compared to Q1 for male and 21.02 percent lower for female
employees.
Table 4.4: Tardiness of Employees Record in Departmental View by Gender
Q1/2013 Q2/2013
Department Numbers of Numbers of Change Summary
Min Times Min Times
Offense Offense
Male 365 260 4 452 91 6   
Female 1099 176 13 868 114 6   
All 1382 237 16 1230 204 17
Employees   
Table 4.5: Absenteeism of Employees Record in Departmental View – All Employees
88
Table 4.6: Absenteeism of Employees Record in Departmental View by Gender –
Female

Male
89
Table 4.8: Absenteeism of Employees Record in Departmental View by Gender
4.1.2 Employee Utilization Survey (EUS) Results

The employee utilization survey was conducted to collect data related to
perception of employees related to their own utilization based on four perspectives;
assignment, attitude related to tardiness, working related behavior, and scope and
responsibility.
Respondent demographic Profiles

To understand various perspectives of the study and implication, the target
audience was grouped according to service year, gender and job function.
Additionally the group of audience is also distinguished based on organizational
structure, management level (HOD) and staff level.
Figure 4.1: Total respondents of the survey
90
The total number of employees who participated in the survey were 49 that include 36
of females and 13 of males (See figure 4.1). The group also was categorized into the
level of employees, which was 10 employees in the management level and the rest, 39
were staff. In terms of percentage it can be seen that 20 percent of employees were in
the management (See figure 4.2).
Figure 4.2: Total respondents of the survey in organizational level
Figure 4.3: Total respondents of the survey in organizational

level distinguished by gender
91
It shows that there are female employees more than male employees in all
levels. In the management team, there is only one male appointed there; almost 70
percent of employees were female staff in the staff level.
Figure 4.4: Total respondents of the survey in service year
TravelPal Thailand Co.,Ltd has been established for more than 17 years.
Range of employees’ service year was categorized into three ranges; 0-3 years, 3-7
years and 7 years onward, which represents junior, sophomore and senior. In the
junior level, there are 26 employees in total composed of 18 female employees and 8
male employees. There are nine employees in sophomore level, which are six female
employees and three male employees. The senior level composes of 35 female
employees and three male employees, which has 14 employees in total (See figure
4.4). The employees’ service year in organizational level is shown in figure 4.5 and
figure 4.6.
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Figure 4.5: Numbers of management team in service year view
Figure 4.6: Numbers of employees in staff level by department in service year view
The Results
The EUS survey was designed in order to understand perception of employees
in TravelPal Thailand Co.,Ltd. toward themselves in terms of self-utilization. There
were 49 employees participated in the survey. The overall average respond of
employees is shown in table 4.9.
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Table 4.9: Overall Average Perception Value of EUS by All Employees
Std.
Mean N Deviation Min Max Variance
4.45 49 0.97 1 6 1.03
The overall average utilization score perceived by all employees was 4.45
points (see table 4.9) with standard deviation 0.97. In gender perspective, male
employees rated their own utilization in average of 4.67 points while female
employees rated 4.37 points (see table 4.10). However, as seen, both considered
themselves to be fairly utilized. For service year view, employees with service year
more than seven years rated themselves the lowest among three groups (see table
4.11). The junior or employees with service year zero to three years rated themselves
highest. They were anyhow in the same range. Standard deviation values in all views
showed that the perception about their utilization among employees were not much
different.
Table 4.10: Overall Average Perception Value of EUS by Gender
Gender Std.
Male 4.67 14 0.91 2 6 0.96
Female 4.37 35 0.96 1 6 1.01
Table 4.11: Overall Average Perception Value of EUS by Service Year
Std.
Service Year Mean N Deviation Min Max Variance
7 Years ++ 4.35 14 1.16 2 6 1.42
3 - 7 Years 4.40 9 0.94 3 6 1.03
0 - 3 Years 4.53 25 0.81 2 6 0.80
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Table 4.12: Overall Average Perception Value of EUS by Department
Std.
Department Mean N Deviation Min Max Variance
HOD 4.60 10 0.92 3 6 1.02
Account 4.42 6 1.03 3 6 1.22
BD 4.40 5 0.99 3 6 1.24
CTR 4.40 5 0.99 3 6 1.24
DP 4.28 4 0.72 3 5 0.69
HR 4.44 3 0.67 3 6 0.82
IT 4.58 5 0.88 3 6 1.01
MKT 4.38 2 0.59 3 5 1.08
RSVN 4.17 5 0.84 3 5 0.79
TA 4.63 6 0.89 3 6 1.20
TK 4.40 2 0.50 4 5 1.15
The EUS survey was composed of 24 questions shown in table 4.19 for all
employees view. As mentioned earlier that the questions were designed to cover both
hard factors and soft factors contributed to utilization of employees shown in table
4.20 and 4.21 for male employees and female employees respectively. Looking into
the perception rating given by all employees, the top three scores were in the areas of
awareness, responsibility and efficiency portrayed in questions number 13, 21 and 22
with MEAN score, 5.41 points, 5.33 points and 5.22 points respectively (see table
4.13).
Table 4.13: Top Three Average Perception Value of All Employees
Question Std.
No. Question Items Mean N Deviation Min Max Variance
I know late arrival at work is
Q13 not a good practice. 5.41 49 0.81 2 6 0.66
I'm responsible to my work
Q21 100%. 5.33 49 0.66 3 6 0.43
Q22 I work 100% efficiently. 5.60 10 0.70 4 6 0.49
The bottom three score rated by all employees ranged from 1.81 to 3.69 in
area of sick leave request and relationship of tardiness and work performance (see
95
table 4.14). The low rating in sick leave areas, question number 16 and question
number 20 yielded a good sign, which means most of employees rarely sent a sick
leave request in the morning of the same day as well as spent all sick leave. It shows
that responsibility existed still among employees and also abusing leave did not
seriously take place in the organization.
Table 4.14: Bottom Three Average Perception Value of All Employees
Question Std.
I request for a sick leave in the
Q20 morning of the same day. 1.81 48 1.16 1 6 1.35
Q16 I spend all granted sick leaves. 2.44 48 1.43 1 6 2.04
Whether I arrive on time or not,
that doesn't have any impact to
Q12 quality of my work. 3.69 49 1.62 1 6 2.63
For male employee’s perspective, the top three questions were in Q13, Q3 and
Q22. It covers the area of tardiness awareness, competence level of employees and
efficiency to deliver the work (see table 4.15). For the bottom three, it was shown in
table 4.16.
Table 4.15: Top Three Average Perception Value – Male
Questions Std. Varianc

No. Question Items Mean N Deviation Min Max e
My competence required by the
position is matched to types of
Q3 given assignments. 5.21 14 0.43 5 6 0.18
96
Table 4.16: Bottom Three Average Perception Value – Male
Questions Std.
For female employee’s perspective, the top three questions were in Q21, Q13
and Q12. It covers the area of responsibility, awareness of tardiness and planning
behavior the work (see table 4.17). For the bottom three, it was shown in table 4.18.
Table 4.17: Top Three Average Perception Value – Female
Questions Std.
Q21 100%. 5.40 35 0.65 3 6 0.42
I inform my supervisor every
Q14 time I plan to arrive office late. 5.26 35 0.95 2 6 0.90
Table 4.18: Bottom Three Average Perception Value – Female
Questions Std.
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Table 4.19: Overall EUS Result of All Employees
Question Std.
I have competence required by the
position to complete my assignment
Q01 effectively in a given time. 4.84 49 0.55 4 6 0.31
The challenge of assignments is
appropriate to my competence
Q02 required by the position. 4.82 49 0.70 2 6 0.49
position is matched to types of given
Q03 assignments. 4.73 49 0.67 3 6 0.45
The number of the given assignments
is matched to my competence required
Q04 by the position. 4.53 49 0.79 2 6 0.63
The given time is matched to the
Q05 challenge of given assignments. 4.45 49 0.84 2 6 0.71
The given time is appropriate to the
Q06 types of given assignments. 4.41 49 0.86 2 6 0.75
Q07 number of given assignments. 4.20 49 0.96 1 6 0.92
The challenge of given assignments is
Q08 appropriate to the types of them. 4.55 49 0.71 3 6 0.50
appropriate to the number of given
Q09 assignments. 4.49 49 0.89 1 6 0.80
Type of given assignments is
Q10 appropriate to the number of them. 4.51 49 0.92 1 6 0.84
Q11 I arrive the office by 9 a.m. 4.61 49 1.15 1 6 1.33
Whether I arrive on time or not, that
doesn't have any impact to quality of
Q12 my work. 3.69 49 1.62 1 6 2.63
I know late arrival at work is not a
Q13 good practice. 5.41 49 0.81 2 6 0.66
I inform my supervisor every time I
Q14 plan to arrive office late. 5.10 49 1.08 2 6 1.18
Q15 I leave office on time. 3.88 49 1.52 1 6 2.32
Q17 I spend all granted vacation leave. 4.31 48 1.60 1 6 2.56
I delegate my work to the team before
Q18 I take leave. 4.75 48 1.08 2 6 1.17
Q19 I plan my annual vacation. 4.96 48 0.92 2 6 0.85
Q21 I'm responsible to my work 100%. 5.33 49 0.66 3 6 0.43
Q23 I plan all my work. 4.94 49 0.72 3 6 0.52
Q24 I deliver my work on time. 4.90 49 0.94 2 6 0.89
98
Table 4.20: Overall EUS Result of Male Employees
Questions Std.
Q3 assignments. 5.21 14 0.43 5 6 0.18
Q4 by the position. 4.86 14 0.66 4 6 0.44
Q9 assignments. 4.93 14 0.83 3 6 0.69
Q12 my work. 3.86 14 1.70 1 6 2.90
Q13 good practice. 5.64 14 0.50 5 6 0.25
Q18 I take leave. 4.79 14 0.97 3 6 0.95
99
Table 4.21: Overall EUS Result of Female Level
Questions Std.
appropriate to my competence required
Q2 by the position. 4.71 35 0.71 2 6 0.50
My competence required by the position
is matched to types of given
Q3 assignments. 4.54 35 0.66 3 5 0.43
The number of the given assignments is
matched to my competence required by
Q4 the position. 4.40 35 0.81 2 6 0.66
Q9 assignments. 4.31 35 0.87 1 5 0.75
doesn't have any impact to quality of my
Q12 work. 3.63 35 1.61 1 6 2.59
I know late arrival at work is not a good
Q13 practice. 5.31 35 0.90 2 6 0.81
I inform my supervisor every time I plan
Q14 to arrive office late. 5.26 35 0.95 2 6 0.90
I delegate my work to the team before I
Q18 take leave. 4.74 34 1.14 2 6 1.29
I request for a sick leave in the morning
Q20 of the same day. 1.79 34 1.20 1 6 1.44
100
Table 4.22: Overall EUS Result of Service Year 0-3
Questions Std.
Q2 by the position. 4.88 26 0.43 4 6 0.19
My competence required by the position
is matched to types of given
Q3 assignments. 4.85 26 0.46 3 5 0.22
The number of the given assignments is
Q4 the position. 4.62 26 0.64 3 5 0.41
Q9 assignments. 4.73 26 0.60 3 6 0.37
doesn't have any impact to quality of my
Q12 work. 3.69 26 1.54 1 6 2.38
I know late arrival at work is not a good
Q13 practice. 5.50 26 0.51 5 6 0.26
I inform my supervisor every time I plan
Q14 to arrive office late. 5.12 26 0.82 3 6 0.67
I delegate my work to the team before I
Q18 take leave. 4.64 25 0.95 2 6 0.91
I request for a sick leave in the morning
Q20 of the same day. 1.80 25 1.08 1 5 1.17
101
Table 4.23: Overall EUS Result of Service Year 3-7
Questions Std.
Q3 assignments. 4.89 9 0.60 4 6 0.36
is matched to my competence
Q9 assignments. 4.33 9 0.71 3 5 0.50
Q12 my work. 3.56 9 1.74 2 6 3.03
Q13 good practice. 5.22 9 1.09 3 6 1.19
Q18 I take leave. 4.89 9 1.27 2 6 1.61
102
Table 4.24: Overall EUS Result of Service Year 7++
Questions Std.
Q3 assignments. 4.43 14 0.94 3 6 0.88
is matched to my competence
Q9 assignments. 4.14 14 1.29 1 6 1.67
Q12 my work. 3.79 14 1.81 1 6 3.26
Q13 good practice. 5.36 14 1.08 2 6 1.17
Q18 I take leave. 4.86 14 1.23 2 6 1.52
103
Table 4.25: Questions Item for Hard Factors
Competence
No. Question Item
I have competence required by the position to complete my assignment
1
effectively in a given time.
The challenge of assignments is appropriate to my competence required
2
by the position.
My competence required by the position is matched to types of given
3
assignments.
The number of the given assignments is matched to my competence
4
required by the position.
Numbers of Assignment
The number of the given assignments is matched to my competence
4
required by the position.
7 The given time is appropriate to the number of given assignments.
The challenge of given assignments is appropriate to the number of given
9
assignments.
10 Type of given assignments is appropriate to the number of them.
Types of Assignment
My competence required by the position is matched to types of given
3
assignments.
6 The given time is appropriate to the types of given assignments.
8 The challenge of given assignments is appropriate to the types of them.
10 Type of given assignments is appropriate to the number of them.
Challenge of Assignment
The challenge of assignments is appropriate to my competence required
2
by the position.
8 The challenge of given assignments is appropriate to the types of them.
The challenge of given assignments is appropriate to the number of given
9
assignments.
Given Time
I have competence required by the position to complete my assignment
1
5 The given time is matched to the challenge of given assignments.
6 The given time is appropriate to the types of given assignments.
7 The given time is appropriate to the number of given assignments.
104
Table 4.26: Questions Item for Soft Factors
Attitude
12 Whether I arrive on time or not, that doesn't have any impact to quality of my work.
13 I know late arrival at work is not a good practice.
Behavior - Tardiness
11 I arrive the office by 9 a.m.
15 I leave office on time.
Behavior - Absenteeism
16 I spend all granted sick leaves.
17 I spend all granted vacation leave.
Behavior - Planning
14 I inform my supervisor every time I plan to arrive office late.
18 I delegate my work to the team before I take leave.
19 I plan my annual vacation.
Behavior – Work Delivery
22 I work 100% efficiently.

23 I plan all my work.
24 I deliver my work on time.
Positive Motivation
18 I delegate my work to the team before I take leave.
21 I'm responsible to my work 100%.
Negative motivation
20 I request for a sick leave in the morning of the same day.
Understanding of Scope and Responsibility
12 Whether I arrive on time or not, that doesn't have any impact to quality of my work.
21 I'm responsible to my work 100%.
105
4.1.2.1 Competence
The average perception value of own competence among all employees was at
4.73 out of 6 points with the standard deviation 0.69 (see table 4.27). In gender
perspective, The male employees’ perception was 5.05 points which was 0.22 higher
than average value of all employees while female employees rated themselves lower
than the average score 0.13 points (see table 4.28). In general all employees perceived
their competence were fairly good level compared to the position, the challenge of
assignments in the position, the numbers of assignment and the time given to
complete assignments. It shows that competence to perform tasks in each job role
effectively required to be developed further.
Table 4.27: Average Perception Value on Own Competence by All Employees
Std.
Means N Deviation Min Max Variance
4.73 49 0.69 2 6 0.47
Table 4.28: Average Perception Value on Own Competence by Gender
Std.
Gender Mean N Deviation Min Max Variance
Female 4.60 35 0.69 2 6 0.48
Male 5.05 14 0.55 4 6 0.31
Total 4.73 49 0.69 2 6 0.47
Table 4.29: Average Perception Value on Own Competence by Service Year
Std.
0-3 Year 4.81 26 0.49 3 6 0.25
3-7 Year 4.81 9 0.70 3 6 0.50
7++ year 4.54 14 0.92 2 6 0.87
Total 4.73 49 0.69 2 6 0.47
106
Table 4.30: Average Perception Value on Own Competence by Department
Std.
HOD 4.68 10 0.82 3 6 0.68
Accounting 4.67 6 0.92 3 6 0.88
Business Development 5.00 1 5 5
Contracting 4.50 5 1.00 2 5 1.13
DP 4.63 4 0.45 3 5 0.29
HR 4.92 3 0.14 4 5 0.08
IT 4.80 5 0.43 4 6 0.25
Marketing 4.88 2 0.18 4 5 0.13
RSVN 4.45 5 0.63 3 5 0.43
TA 5.04 6 0.26 3 6 0.14
TK 5.00 2 0.00 5 5 0.00
Total 4.73 49 0.68 2 6 0.47
4.1.2.2 The Numbers of Assignment

Overall the number of assignments given to employees were fairly
appropriate, 4.43 points with standard deviation at 0.81. In gender perspective, male
employees rated this factor higher than female employees approximately 0.69 points.
The results displayed in service year perspective were also not different. They were in
the same range.
Table 4.31: Average Perception Value on The Numbers of Assignment by All

Employees
Mean N Std. Deviation Min Max Variance

4.43 49 0.81 1 6 0.66
Table 4.32: Average Perception Value on The Numbers of Assignment by Gender
Gender Mean N Std. Deviation Min Max Variance

Female 4.24 35 0.81 1 6 0.65
Male 4.93 14 0.62 3 6 0.38
Total 4.43 49 0.81 1 6 0.66
107
Table 4.33: Average Perception Value on The Numbers of Assignment by Service
Year
Service Year Mean N Std. Deviation Min Max Variance

0-3 Year 4.61 26 0.56 3 6 0.32
3-7 Year 4.39 9 0.66 3 6 0.44
7++ year 4.14 14 1.19 1 6 1.42
Total 4.43 49 0.81 1 6 0.66
Table 4.34: Average Perception Value on The Numbers of Assignment by

Department
Std.
HOD 4.48 10 0.83 3 6 0.69
Accounting 4.50 6 1.08 3 6 1.18
Business
Development 5.00 1 . 5 5 .
Contracting 3.75 5 1.61 1 5 2.59
DP 3.94 4 0.31 3 5 0.10
HR 4.75 3 0.25 4 5 0.06
IT 4.35 5 0.70 3 5 0.49
Marketing 4.75 2 0.00 4 5 0.00
RSVN 4.40 5 0.58 3 5 0.33
TA 4.79 6 0.25 4 5 0.06
TK 4.88 2 0.18 4 5 0.03
Total 4.43 49 0.81 1 6 0.66
4.1.2.3 Types of Assignment

Overall average perception value of appropriateness of types of assignment
given to all employees was fairly good, which means the assignment was fairly and
appropriately given to employees. The mean score in all employees’ perspective (see
table 4.35) was at 4.55, which was higher than mean score in female perspective but
lower than male score, 0.49 points. From standard deviation value, it showed that the
employees mostly given a mark in the same range. The results from the rest of
perspectives were also in the same trend.
108
Table 4.35: Average Perception Value on Types of Assignment by All Employees
Std.
4.55 49 0.79 2 6 0.63
Table 4.36: Average Perception Value on Types of Assignment by Gender

Female 4.36 35 0.69 2 5 0.48
Male 5.04 14 0.50 3 6 0.25
Total 4.55 49 0.71 2 6 0.50
Table 4.37: Average Perception Value on Types of Assignment by Service Year

0-3 Year 4.73 26 0.50 2 6 0.25
3-7 Year 4.56 9 0.45 3 5 0.20
7++ year 4.21 14 1.03 2 6 1.07
Total 4.55 49 0.71 2 6 0.50
Table 4.38: Average Perception Value on Types of Assignment by Department
Department Mean N Std. Deviation Min Max Variance

HOD 4.48 10 0.81 3 6 0.66
Accounting 4.58 6 0.98 3 6 0.97
Business
Contracting 4.05 5 1.24 2 5 1.54
DP 4.38 4 0.32 3 5 0.10
HR 4.75 3 0.43 3 5 0.19
IT 4.50 5 0.59 3 6 0.34
Marketing 5.00 2 0.00 5 5 0.00
RSVN 4.35 5 0.60 3 5 0.36
TA 4.92 6 0.13 3 5 0.02
TK 5.00 2 0.00 5 5 0.00
Total 4.55 49 0.71 2 6 0.50
109
4.1.2.4 Challenge of Assignment
The challenge of assignment was perceived as fairly adequate by all
employees at rate 4.62 points (see table 4.39). The mean score of male employees was
at 4.95 while the score of female employees was at 4.49 (see table 4.40). In service
year perspective, employees who worked for zero to three years rated highest among
three groups (see table 4.41).
Table 4.39: Average Perception Value on Challenge of Assignment by All Employees
Std.
4.62 49 0.77 2 6 0.60
Table 4.40: Average Perception Value on Challenge of Assignment by Gender

Female 4.49 35 0.68 1 6 0.47
Male 4.95 14 0.68 3 6 0.46
Total 4.62 49 0.71 1 6 0.50
Table 4.41: Average Perception Value on Challenge of Assignment by Service Year

0-3 Year 4.81 26 0.40 3 6 0.16
3-7 Year 4.56 9 0.65 3 6 0.42
7++ year 4.31 14 1.05 1 6 1.10
Total 4.62 49 0.71 1 6 0.50
110
Table 4.42: Average Perception Value on Challenge of Assignment by Department

HOD 4.57 10 0.75 3 6 0.57
Accounting 4.61 6 1.10 3 6 1.22
Business
Contracting 4.27 5 1.30 1 5 1.69
DP 4.42 4 0.32 4 5 0.10
HR 4.89 3 0.19 4 5 0.04
IT 4.53 5 0.73 3 5 0.53
Marketing 5.00 2 0.00 5 5 0.00
RSVN 4.47 5 0.38 4 5 0.14
TA 4.89 6 0.34 4 6 0.12
TK 5.00 2 0.00 5 5 0.00
Total 4.62 49 0.71 1 6 0.50
4.1.2.5 Given Time

Average perception of all employees on the given time to each assignment
was fairly appropriate. The overall average perception of all employees was at 4.56
points (table 4.43). Male employees rated the score higher than female employees,
0.57 points (see table 4.44) but they both fairly agreed that the time given to complete
the assignment was appropriate. In service year perspective, employees worked more
than seven years rated the score the lowest among three groups, 4.25 points, while the
employees with zero to three service years rated the highest (see table 4.45).
Table 4.43: Average Perception Value on Given Time by All Employees

4.5 46 0.72 2 6 0.51
111
Table 4.44: Average Perception Value on Given Time by Gender
Std.
Female 4.31 35 0.67 2 6 0.44
Male 4.88 14 0.65 2 6 0.42
Total 4.47 49 0.70 2 6 0.49
Table 4.45: Average Perception Value on Given Time by Service Year
Std.
0-3 Year 4.63 26 0.51 2 6 0.26
3-7 Year 4.39 9 0.67 2 6 0.46
7++ year 4.25 14 0.97 2 6 0.94
Total 4.47 49 0.70 2 6 0.49
Table 4.46: Average Perception Value on Given Time by Department
Std.
HOD 4.48 10 0.85 2 6 0.72
Accounting 4.67 6 0.70 3 6 0.49
Business
Contracting 3.90 5 1.14 1 5 1.30
DP 4.25 4 0.41 3 5 0.17
HR 4.83 3 0.29 4 5 0.08
IT 4.35 5 0.70 3 5 0.49
Marketing 4.63 2 0.18 4 5 0.03
RSVN 4.30 5 0.67 3 5 0.45
TA 4.71 6 0.53 2 6 0.29
TK 4.88 2 0.18 4 5 0.03
Total 4.47 49 0.70 1 6 0.49
112
4.1.2.6 Attitude
The average perception value on attitude of employees related to their own
work and tardiness was at fairly good level for all employees, 4.55 points, with
standard distribution value of 1.22 (see table 4.47). The attitude related to the
tardiness issue for male was higher than female, 4.75 points and 4.47 points
respectively (see table 4.48). For the service year perspective, employees who worked
zero up to three years ranked the highest in this area, 4.60 points (see table 4.49). The
second highest was employees with more than seven years experience, 4.57 points,
and the last one was the three-to-seven year group.
Table 4.47: Average Perception Value on Attitude by All Employees

Std.
4.55 49 1.22 1 6 1.65
Table 4.48: Average Perception Value on Attitude by Gender

Female 4.47 35 0.92 2 6 0.85
Male 4.75 14 0.98 3 6 0.95
Total 4.55 49 0.94 2 6 0.88
Table 4.49: Average Perception Value on Attitude by Service Year

0-3 Year 4.60 26 0.94 3 6 0.88
3-7 Year 4.39 9 1.02 2.5 6 1.05
7++ year 4.57 14 0.94 3 6 0.88
Total 4.55 49 0.94 2.5 6 0.88
113
Table 4.50: Average Perception Value on Attitude Toward Assignment by
Department

HOD 4.55 10 0.90 3.5 6 0.80
Accounting 4.50 6 0.89 3 5.5 0.80
Business
Development 4.50 1 . 4.5 4.5 .
Contracting 4.50 5 0.94 3.5 5.5 0.88
DP 4.38 4 1.44 2.5 5.5 2.06
HR 4.67 3 1.04 3.5 5.5 1.08
IT 4.80 5 0.76 4 5.5 0.58
Marketing 4.25 2 1.77 3 5.5 3.13
RSVN 4.10 5 0.89 3.5 5.5 0.80
TA 5.17 6 1.03 3.5 6 1.07
TK 4.00 2 0.71 3.5 4.5 0.50
Total 4.55 49 0.94 2.5 6 0.88
4.1.2.7 Behavior - Tardiness

Overall picture of the awareness of tardiness was moderately aware and rated
with the mean score, 4.24 points, in all employees view (see table 4.51). Male
employees rated higher than female employees, 4.43 points and 4.17 points
respectively. However they both were in the same range, which was fairly agreed that
there were some tardiness behavior existed (see table 4.53). For service year
perspective, the junior employees (0-3 years) rated the highest score in this area
followed by the sophomore and the senior respectively (see table 4.54).
Table 4.51: Average Perception Value on Behavior – Tardiness by All Employees
Std.
4.24 49 1.34 1 6 1.82
114
Table 4.52: Average Perception Value on Behavior – Tardiness by Gender

Female 4.17 35 1.15 1 6 1.32
Male 4.43 14 1.19 2 6 1.42
Total 4.24 49 1.16 1 6 1.34
Table 4.53: Average Perception Value on Behavior – Tardiness by Service Year

0-3 Year 4.23 26 1.24 1 6 1.55
3-7 Year 4.44 9 1.18 2 6 1.40
7++ year 4.14 14 1.03 2 6 1.06
Total 4.24 49 1.16 1 6 1.34
Table 4.54: Average Perception Value on Behavior – Tardiness by Department

HOD 4.25 10 1.09 2 6 1.18
Accounting 4.42 6 1.59 1 6 2.54
Business
Contracting 4.40 5 0.65 3 5 0.43
DP 4.00 4 0.91 3 5 0.83
HR 4.83 3 0.58 4 6 0.33
IT 4.80 5 0.76 4 6 0.58
Marketing 4.00 2 1.41 3 5 2.00
RSVN 4.30 5 1.04 3 6 1.08
TA 4.08 6 1.63 2 6 2.64
TK 3.50 2 1.41 2 4 2.00
Total 4.24 49 1.16 1 6 1.34
4.1.2.8 Behavior – Absenteeism

An average perception value on absenteeism behavior was rated by all
employees at 4.53 points (table 4.55), which was in a fairly good level. Male
employees rated higher than female employees, 3.75 points and 3.22 points (see table
4.56). For service year point of view, the employees with service year more than 7
years rated the highest while the service year 3 -7 group rated lowest, 3.57 points,
115
3.36 points and 3.11 points respectively (see table 4.57). From the results, it showed
that they were fairly disagreed that absenteeism related behavior existed among them.
Table 4.55: Average Perception Value on Behavior – Absenteeism by All Employees
Std.
4.53 48 1.34 1 6 1.87
Table 4.56: Average Perception Value on Behavior – Absenteeism by Gender

Female 3.22 34 1.12 1 6 1.25
Male 3.75 14 1.33 1 5 1.76
Total 3.38 48 1.19 1 6 1.42
Table 4.57: Average Perception Value on Behavior – Absenteeism by Service Year

0-3 Year 3.36 25 1.32 1 5 1.74
3-7 Year 3.11 9 0.86 1 4 0.74
7++ year 3.57 14 1.17 1 6 1.38
Total 3.38 48 1.19 1 6 1.42
4.1.2.9 Behavior – Planning

Leave plan is one of key behaviors that help to manage daily operation while
employees are on leave because the rest can plan all the works. The average
perception value from all employees on leave planning behavior was fairly agreed at
4.94 points (see table 4.58). Male employees rated this topic below female, 4.95
points and 4.88 points (see table 4.59). For service year view, the senior rated the
highest one, 5.05 points (see table 4.60), which means they perceived that they agreed
that their work planning related behavior was at a good level.
Table 4.58: Average Perception Value on Behavior – Planning by All Employees

Means N Std. Deviation Min Max Variance
4.94 49 1.03 2 6 1.07
116
Table 4.59: Average Perception Value on Behavior – Planning by Gender

Female 4.95 35 0.90 2 6 0.81
Male 4.88 14 0.81 3 6 0.66
Total 4.93 49 0.87 2 6 0.76
Table 4.60: Average Perception Value on Behavior – Planning by Service Year

0-3 Year 4.88 26 0.73 3 6 0.53
3-7 Year 4.89 9 1.00 3 6 1.00
7++ year 5.05 14 1.06 2 6 1.13
Total 4.93 49 0.87 2 6 0.76
Table 4.61: Average Perception Value on Behavior – Planning by Department

HOD 5.67 10 0.35 5 6 0.12
Accounting 4.50 6 0.91 3 6 0.83
Business
Contracting 5.07 5 0.37 4 6 0.13
DP 4.67 4 0.98 3 6 0.96
HR 4.78 3 1.02 3 6 1.04
IT 5.13 5 0.80 4 6 0.64
Marketing 4.50 2 1.18 3 6 1.39
RSVN 4.07 5 1.01 2 5 1.02
TA 5.17 6 0.86 3 6 0.74
TK 5.00 2 0.00 5 5 0.00
Total 4.93 49 0.87 2 6 0.76
117
4.1.2.10 Behavior – Work Delivery
The overall average perception value behavior related to work delivery was
fairly good. The average perception value was 5.02 points (see table 4.62). In this
area, female employees rated higher than male, 5.03 points and 5.00 points
respectively (see table 4.63). The group of employees with seven year plus experience
was also ranked the lowest one, 4.86 points (see table 4.64). From the result, all
employees viewed their own responsibility and effectiveness in delivering their own
work in a fairly good level up to good level.
Table 4.62: Average Perception Value on Behavior – Work Delivery by All

Employees
Std.
5.02 49 0.76 2 6 0.60
Table 4.63: Average Perception Value on Behavior – Work Delivery by Gender

Female 5.03 35 0.62 3 6 0.38
Male 5.00 14 0.69 3 6 0.48
Total 5.02 49 0.63 3 6 0.40
Table 4.64: Average Perception Value on Behavior – Work Delivery by Service Year

0-3 Year 5.10 26 0.50 4 6 0.25
3-7 Year 5.04 9 0.68 3 6 0.46
7++ year 4.86 14 0.82 3 6 0.68
Total 5.02 49 0.63 3 6 0.40
118
Table 4.65: Average Perception Value on Behavior – Work Delivery by Department

HOD 5.23 10 0.61 4 6 0.37
Accounting 5.11 6 0.50 4 6 0.25
Business
5.00 1 . 5 5 .
Development
Contracting 5.40 5 0.60 4 6 0.36
DP 5.25 4 0.42 4 6 0.18
HR 4.33 3 0.58 4 5 0.33
IT 5.00 5 0.24 4 6 0.06
Marketing 5.00 2 0.00 5 5 0.00
RSVN 4.47 5 0.87 3 5 0.76
TA 5.11 6 0.86 3 6 0.74
TK 4.50 2 0.24 4 5 0.06
Total 5.02 49 0.63 3 6 0.40
4.1.2.11 Positive Motivation

Motivation is a driving force to perform something and can be reflected
through behavior. Overall positive motivation through behaviors of all employees was
fairly good level with score 4.77 points out of 6.0 points (see table 4.66). From the
gender perspective, male employees rated higher than female employees, 4.86 points
and 4.76 points (see table 4.67) although they were in the same range, which was
agreed that their positive motivation level was fairly good. In the service year view
(see table 4.68), the group of employees with service year three to seven years rated
this area the highest, 4.85 points, while the senior rated the lowest one, 4.73 points
(see table 4.69).
Table 4.66: Average Perception Value on Positive Motivation by All Employees
Std.
4.77 49 1.00 2 6 1.07
119
Table 4.67: Average Perception Value on Positive Motivation by Gender

Female 4.76 35 0.71 3 6 0.50
Male 4.86 14 0.61 3 6 0.37
Total 4.79 49 0.68 3 6 0.46
Table 4.68: Average Perception Value on Positive Motivation by Service Year

0-3 Year 4.80 26 0.52 3 6 0.28
3-7 Year 4.85 9 0.82 3 6 0.67
7++ year 4.73 14 0.86 3 6 0.74
Total 4.79 49 0.68 3 6 0.46
Table 4.69: Average Perception Value on Positive Motivation by Department

HOD 5.10 10 0.65 4 6 0.43
Accounting 4.67 6 0.67 3 6 0.46
Business
Contracting 4.95 5 0.49 4 6 0.24
DP 4.75 4 0.74 3 6 0.55
HR 4.56 3 0.54 4 6 0.29
IT 5.10 5 0.32 4 6 0.11
Marketing 4.42 2 0.59 4 5 0.35
RSVN 4.20 5 0.89 3 5 0.80
TA 4.97 6 0.88 3 6 0.78
TK 4.42 2 0.35 4 5 0.13
Total 4.79 49 0.68 3 6 0.46
4.1.2.12 Negative Motivation

The overall average perception value of all employees on negative motivation
was low. For all employees view (see table 4.70), it was rated at 2.85 points, which
means the negative motivation was not really existed. In gender perspective, male
employees rated higher than female employees, 3.12 points and 2.75 points (see table
120
4.71). For the service year point of view, the group of senior rated highest among
three groups (see table 4.72).
Table 4.70: Average Perception Value on Negative Motivation by All Employees
Means N Std. Deviation Min Max Variance

2.85 48 1.40 1 6 1.98
Table 4.71: Average Perception Value on Negative Motivation by Gender

Female 2.75 34 1.03 1 6 1.06
Male 3.12 14 1.10 1 5 1.21
Total 2.85 48 1.05 1 6 1.11
Table 4.72: Average Perception Value on Negative Motivation by Service Year

0-3 Year 2.84 25 1.12 1 5 1.25
3-7 Year 2.56 9 0.71 1 4 0.50
7++ year 3.07 14 1.13 1 6 1.27
Total 2.85 48 1.05 1 6 1.11
Table 4.73: Average Perception Value on Negative Motivation by Department

HOD 2.97 10 1.21 1 6 1.47
Accounting 2.78 6 1.07 1 4 1.14
Business
Contracting 3.25 4 0.50 2 4 0.25
DP 2.58 4 0.57 2 4 0.32
HR 2.33 3 1.33 1 4 1.78
IT 3.33 5 0.97 2 5 0.94
Marketing 2.17 2 1.18 1 3 1.39
RSVN 3.07 5 0.68 2 4 0.47
TA 2.67 6 1.52 1 5 2.31
TK 2.50 2 2.12 1 4 4.50
Total 2.85 48 1.05 1 6 1.11
121
4.1.2.13 Understanding Scope and Responsibility
Scope and responsibility do not cover only job function but responsibility as
employees of organization. The overall average perception value was fairly good by
4.63 points (see table 4.74). In gender view, female employees rated themselves
higher than male employees, 4.64 points and 4.61 points respectively (see table 4.75).
In service year point of view, the group of employees with more than seven years
experience and rated themselves highest among the rest, 4.70 points (see table 4.76).
Table 4.74: Average Perception Value on Scope and Responsibility by All Employees
Std.
4.63 49 1.11 2 6 1.41
Table 4.75: Average Perception Value on Scope and Responsibility by Gender

Female 4.64 35 0.74 3 6 0.55
Male 4.61 14 0.77 3 6 0.59
Total 4.63 49 0.74 3 6 0.55
Table 4.76: Average Perception Value on Scope and Responsibility by Service Year

0-3 Year 4.58 26 0.69 3 6 0.47
3-7 Year 4.69 9 0.82 3 6 0.67
7++ year 4.70 14 0.84 3 6 0.71
Total 4.63 49 0.74 3 6 0.55
122
Table 4.77: Average Perception Value on Scope and Responsibility by Department

HOD 4.88 10 0.71 4 6 0.50
Accounting 4.60 6 0.61 4 6 0.37
Business
Contracting 4.81 5 0.72 4 6 0.53
DP 4.85 4 0.66 4 6 0.44
HR 4.00 3 0.60 3 5 0.36
IT 4.96 5 0.62 4 6 0.39
Marketing 4.40 2 1.13 3 6 1.28
RSVN 4.16 5 0.65 3 5 0.43
TA 4.70 6 1.09 3 6 1.20
TK 3.90 2 0.71 3 5 0.50
Total 4.63 49 0.74 3 6 0.55
Summary
In the overall picture, the employees fairly agreed with their own utilization, which
was at fairly good level. That was also applied to those factors of employee utilization
(see table 4.78). The behavior of work delivery was rated highest among other factors.
It was at a good level; the lowest one was negative motivation.
Table 4.78: Summary of Average Perception Value – All Employees

Std.
Utilization Factors Means N Deviation Min Max Variance
Competence 4.73 49 0.68 2 6 0.47
Numbers of Assignment 4.51 49 0.85 1 6 0.72
Types of Assignment 4.55 49 0.79 2 6 0.63
Challenge of Assignment 4.62 49 0.77 2 6 0.60
Given Time 4.56 49 0.75 2 6 0.59
Attitude 4.55 49 1.22 1 6 1.65
Behavior - Tardiness 4.24 49 1.34 1 6 1.82
Behavior - Absenteeism 4.53 48 1.34 1 6 1.87
Behavior - Planning 4.94 49 1.03 2 6 1.07
Behavior – Work Delivery 5.02 49 0.76 2 6 0.60
Positive Motivation 4.77 49 1.00 2 6 1.07
Negative Motivation 2.85 48 1.40 1 6 1.98
Understanding of Scope and
Responsibility 4.63 49 1.11 2 6 1.41
123
4.1.3 Face-to-Face Interview (F2F Interview)
The Face-to-Face interview was conducted on 20 participants. The objective
of the questions was to understand the perception of employees about tardiness,
absenteeism and utilization including motivation drivers of tardiness. The numbers of
interviewees participated is shown in figure 4.7.
7
Male
Female
13
Figure 4.7: Numbers of Interviewees
In this interview, there were three main questions were asked in order to
collect the answers according to the objective outlined above.
Table 4.79: Summary of F2F Interview Respond

Question Items Pre-ODI
Do you agree with current tardiness
and absenteeism policy? Yes = 60%, No = 40%
Does the tardiness and absenteeism
policy increase your motivation level? Yes = 0%, No = 100%
90% Responsibility,
Commitment and Self-Respect
What make you arrive before office
hours? 10% Responsibility
From the results, there were 60 percent of employees agreed with the current
tardiness rule because they thought that it was defined since the first day of the
company established and agreed between company and each employee before
contract signing. The 40 percent of employees thought that it was very challenging
win the current situation of Bangkok and the office such as the traffic, the building
renovation, rain, etc.
124
Toward the question of impact of tardiness policy to motivation level, they all
agreed that there was no impact in terms of increase or decrease but rather something
else that demotivated them, which was not a scope of this study.
However all interviewees agreed that arriving at the office on time was needed
and there were three reasons to do it, responsibility, commitment and self-respect.
There were 90 percent of interviewees mentioned about those three elements and 10
percent of interviewees mentioned only responsibility as if they had to come and
nothing else.
4.2 Post-ODI
Although all OD activities were not conducted as planned due to business
priority, the Post-ODI activities were continued in order to understand the
circumstance after adjusting the tardiness rule within organization. Additionally it
could allow organization to have concrete feedback in order to explore possibility of
any future OD implementation.
4.2.1 Employee Tardiness and Absenteeism Record (ETA Record) Results
From the record, the TA (TA Center) team possessed the highest level of the
record, 192 minutes in Q3/2013 (see table 4.80) followed by IT team and AC
(Accounting) team. The lowest tardiness record was with BD (Business
Development) team and HK (Housekeeping) team, zero. The number of offences was
zero in all departments except IT team and TA team.
In gender view, IT team, AC team and TK team were on the top of highest
tardiness rate for female employees in Q3/2013 (see table 4.81) while among male
employees, TA team, AC team and HR team owned the highest tardiness rate.
125
Table 4.80: Tardiness of Employees Record in Departmental View – All Employees
Department Q3/2013
Minutes Times Numbers of
Offense
AC 138 25 0
BD 0 0 0
CTR 52 19 0
DP 79 18 0
HK 0 0 0
HOD 32 9 0
HR 75 18 0
IT 164 35 1
MKT 2 1 0
RSVN 54 11 0
TA 192 50 0
TK 92 12 2
Total 880 198 3
Average 73.33 16.50 0.25
Table 4.81: Tardiness of Employees Record in Departmental View by Gender –

Female
Department Q3/2013
Minutes Times Numbers of
Offense
AC 94 18 0
BD 0 0 0
CTR 52 19 0
DP 79 18 0
HK 0 0 0
HOD 11 5 0
HR 36 6 0
IT 126 31 1
MKT 2 1 0
RSVN 39 9 0
TA 36 7 0
TK 86 9 2
Total 561 123 3
Average 46.75 10.25 0.25
126
Table 4.82: Tardiness of Employees Record in Departmental View by Gender – Male
Q3/2013
Department Minutes Times Numbers of
Offense
AC 44 7 0
CTR 0 0 0
HOD 21 4 0
HR 39 12 0
IT 38 4 0
MKT 0 0 0
RSVN 15 2 0
TA 156 43 0
TK 6 3 0
Total 319 75 0
Average 35.44 8.33 0.00
For absenteeism issue in Q3/2013, it was seen that TA team, IT team and AC
team owned the highest absenteeism record while BD team HK team and MKT team
were the lowest one (see table 4.83) among all employees. In female employees’
perspective, AC team, CTR team and IT team are the highest one (see table 4.84)
while TA team, HOD team and HR team were the highest among male employees
(see table 4.85). For CTR team and MKT team, there was no records appeared in
male employees’ absenteeism record due to there was no male employees.
127
Table 4.83: Q3/2013 Absenteeism of Employees Record in Departmental View – All
Employees
Q3/2013
P (hrs)
S V P last Ad Q3/2013
Department (Day) (Day) (Day) min. vance Comp Sum
AC 20.0 6.5 19.5 19.0 2.0 - 67.0
BD 0.5 2.0 0.5 2.0 - - 5.0
CTR 11.0 7.0 10.0 8.0 5.0 - 41.0
DP 13.5 5.0 1.0 11.0 1.0 0.3 31.8
HK 3.0 4.0 1.0 - - - 8.0
HOD 14.5 10.5 5.5 1.0 12.0 1.0 44.5
HR 10.5 1.5 11.5 4.0 4.0 - 31.5
IT 9.0 1.5 2.0 22.0 14.0 0.1 48.6
MKT 7.0 2.5 4.5 3.0 2.0 - 19.0
RSVN 12.5 2.0 11.5 7.0 3.0 4.1 40.1
TA 13.0 4.0 13.5 25.0 14.0 0.5 70.0
TK 2.5 1.5 3.5 12.0 2.0 0.6 22.1
Total 117.0 48.0 84.0 114.0 59.0 6.6 428.6
Average 9.8 4.0 7.0 9.5 4.9 0.6 35.7
128
Female
Q3/2013
S V P P (hrs) Comp Q3/2013 Sum

Department
(Day) (Day) (Day) last min. Advance
AC 17 4 18 15 2 - 56
BD 0.5 2 0.5 2 - - 5
CTR 11 7 10 8 5 - 41
DP 13.5 5 1 11 1 0.3 31.8
HK 3 4 1 - - - 8
HOD 7.5 5 3.5 - 10 1 27
HR 10 1.5 3.5 - 4 - 19
IT 7.5 1.5 2 18 10 - 39
MKT 7 2.5 4.5 3 2 - 19
RSVN 11 1 11.5 7 3 4.1 37.6
TA - 2 - 4 1 - 7
TK 1.5 1.5 1.5 7 2 0.5 14
Total 89.5 37 57 75 40 5.9 304.4
Average 7.5 3.1 4.8 6.3 3.3 0.5 25.4
129
Table 4.85: Q3/2013 Absenteeism of Employees Record in Departmental View by
Gender – Male
Q3/2013
P (hrs)
S V P last Ad Q1/2013
Department (Day) (Day) (Day) min. vance Comp Sum
AC 3.0 2.5 1.5 4.0 - - 11.0
CTR - - - - - - -
HOD 7.0 5.5 2.0 1.0 2.0 - 17.5
HR 0.5 - 8.0 4.0 - - 12.5
IT 1.5 - - 4.0 4.0 0.1 9.6
MKT - - - - - - -
RSVN 1.5 1.0 - - - - 2.5
TA 13.0 2.0 13.5 21.0 13.0 0.5 63.0
TK 1.0 - 2.0 5.0 - 0.1 8.1
Total 27.5 11.0 27.0 39.0 19.0 0.7 124.2
Average 3.1 1.2 3.0 4.3 2.1 0.1 13.8
4.2.2 Employee Utilization Survey (EUS) Results

The EUS survey was conducted the second time after completing a period of
study. The overall result showed that employees perceived that they were fairly
utilized. The average perception value was 4.46 points out of 6.0 points (see table
4.86).
Table 4.86: Overall Average Perception Value of EUS by All Employees
Std.
Group of Employees Mean N Deviation Min Max Variance
All Employees 4.46 40 0.95 1 6 1.00
130
Table 4.87: Overall Average Perception Value of EUS by Gender
Std.
Male 4.65 12 0.87 2 6 0.88
Female 4.38 28 0.95 2 6 1.04
The overall average perception in gender view showed that female employees
rated their own utilization lower than male employees by 0.17 points. Male
employees rated themselves 4.65 points while female employees rated themselves
4.38 points out of 6.0 points (see table 4.87). As seen from the score, both groups
perceived themselves were fairly utilized.
The service year of employees also yielded the result in a similar way based
on the average perception value. The employees with service year zero to three years
rated their own utilization highest while the lowest belonged to the employees with
service year more than seven years (see table 4.88).
Table 4.88: Overall Average Perception Value of EUS by Service Year
Std.
7 Year ++ 4.46 40 0.95 1 6 1.00
3 - 7 Years 4.47 8 0.91 2 6 1.02
0 - 3 Years 4.53 17 0.80 2 6 0.77
131
Table 4.89: Overall Average Perception Value of EUS by Department
Std.
Department Mean N Min Max Variance
Deviation
HOD 4.57 8 0.93 1 6 1.10
Account 4.45 5 0.90 1 6 1.14
BD 4.42 1 1 5
CTR 4.35 4 0.79 1 6 1.02
DP 4.28 4 0.79 1 6 0.84
HR 4.57 3 0.68 2 6 0.86
IT 4.62 5 0.62 1 6 0.65
MKT 4.29 2 0.47 1 6 0.88
RSVN 4.27 2 0.85 2 6 1.19
TA 4.60 4 0.78 1 6 0.97
TK 4.15 2 0.95 1 6 1.72
For the top three questions rated by all employees were question numbers 13,
14 and 21 (see table 4.90) while the bottom three belonged to question number 20,
question number 19 and question number 12. Looking at question number 11,
question number 13, question number 14 and question number 20 (see table 4.91),
there were some common grounds, which were responsibility, awareness,
commitment and planning.
Table 4.90: Top Three Average Perception Value of All Employees
Question Std.
Q21 100%. 5.28 40 0.55 4 6 0.31
132
Table 4.91: Bottom Three Average Perception Value of All Employees
Question Std.

133
Table 4.92: Overall EUS Result of All Employees
Question Std.
Q03 assignments. 4.58 40 0.87 2 6 0.76
Q04 by the position. 4.45 40 0.81 2 6 0.66
Q09 assignments. 4.50 40 0.96 1 6 0.92
Q12 my work. 3.85 39 1.66 1 6 2.77
Q13 good practice. 5.38 40 0.90 1 6 0.80
Q18 I take leave. 4.80 40 0.99 2 6 0.98
134
Table 4.93: Overall EUS Result of Male Employees
Question Std.
No. Question Items Means N Deviation Min Max Variance
Q03 assignments. 5.00 12 0.74 3 6 0.55
Q04 by the position. 4.75 12 0.62 4 6 0.39
Q09 assignments. 4.92 12 0.51 4 6 0.27
Q12 my work. 4.17 12 0.83 2 5 0.70
Q13 good practice. 5.50 12 0.67 4 6 0.45
Q18 I take leave. 4.92 12 1.08 2 6 1.17
135
Table 4.94: Overall EUS Result of Female Employees
Question Std. Varianc

No. Question Items Means N Deviation Min Max e
I have competence required by
the position to complete my
assignment effectively in a
Q01 given time. 4.89 28 0.69 2 6 0.47
The number of the given
assignments is matched to my
competence required by the
Q04 position. 4.32 28 0.86 2 5 0.74
The given time is matched to
the challenge of given
Q05 assignments. 4.25 28 0.93 2 5 0.86
The given time is appropriate to
Q06 the types of given assignments. 4.39 28 0.88 2 5 0.77
the number of given
Q07 assignments. 3.96 28 1.10 2 5 1.22
The challenge of given
assignments is appropriate to
Q08 the types of them. 4.57 28 0.74 2 5 0.55
the number of given
Q09 assignments. 4.32 28 1.06 1 5 1.12
appropriate to the number of
Q10 them. 4.25 28 1.08 1 5 1.16
I spend all granted vacation
Q17 leave. 4.54 28 1.53 1 6 2.33
I delegate my work to the team
Q18 before I take leave. 4.75 28 0.97 2 6 0.94
Q21 100%. 5.29 28 0.46 5 6 0.21
136
Table 4.95: Overall EUS Result of Service Year 0 - 3
Question Std.
Q04 position. 4.59 17 0.62 3 5 0.38
The challenge of given assignments
Q08 is appropriate to the types of them. 4.82 17 0.39 4 5 0.15
The challenge of given assignments
is appropriate to the number of
doesn't have any impact to quality
Q12 of my work. 4.12 17 1.54 1 6 2.36
Q13 good practice. 5.47 17 0.51 5 6 0.26
137
Table 4.96: Overall EUS Result of Service Year 3 – 7
Question Std.
Q01 given time. 5.38 8 0.52 5 6 0.27
Q04 position. 4.38 8 0.74 3 5 0.55
Q05 assignments. 4.38 8 0.74 3 5 0.55
the number of given
Q07 assignments. 4.25 8 0.89 3 5 0.79
the number of given
Q09 assignments. 4.75 8 0.46 4 5 0.21
Q10 them. 4.75 8 0.46 4 5 0.21
Q17 leave. 4.63 8 1.30 2 6 1.70
Q21 100%. 5.63 8 0.52 5 6 0.27
138
Table 4.97: Overall EUS Result of Service Year 7++
Question Std.
Q01 given time. 4.95 40 0.68 2 6 0.46
Q04 position. 4.45 40 0.81 2 6 0.66
Q05 assignments. 4.38 40 0.87 2 6 0.75
the number of given
Q07 assignments. 4.18 40 1.03 2 6 1.07
the number of given
Q09 assignments. 4.50 40 0.96 1 6 0.92
Q10 them. 4.46 39 1.00 1 6 0.99
Q17 leave. 4.53 40 1.50 1 6 2.26
Q21 100%. 5.28 40 0.55 4 6 0.31
139
4.2.2.1 Competence
The overall average perception value of competence was at 4.68 points with
standard deviation 0.73 in all employees view (see table 4.98). In gender view, male
employees rated their own competence higher than female employees, 0.37 points.
Male employees rated themselves at 4.94 points while female employees rated at 4.57
points (see table 4.99). It showed that they perceived themselves in the same rage,
which was their competence was fairly appropriate. For the service year, employees
with year zero to three years service rated themselves highest among three groups.
The lowest one was a group of employees with service year more than seven years
(see table 4.100). The scores were 4.67 points, 4.66 points and 4.60 points
respectively.
Table 4.98: Average Perception Value on Competence by All Employees
Std.
4.68 40 0.73 2 6 0.55
Table 4.99: Average Perception Value on Competence by Gender

Female 4.57 28 0.59 2 6 0.35
Male 4.94 12 0.41 4 6 0.17
Total 4.68 40 0.57 2 6 0.32
Table 4.100: Average Perception Value on Competence by Service Year

0-3 Year 4.76 17 0.29 4 5 0.08
3-7 Year 4.66 8 0.58 3 6 0.34
7++ year 4.60 15 0.78 2 6 0.61
Total 4.68 40 0.57 2 6 0.32
140
Table 4.101: Average Perception Value on Competence by Department

HOD 4.72 8 0.73 3 6 0.53
Accounting 4.75 5 0.35 4 5 0.13
Business
Contracting 3.94 4 1.01 2 5 1.02
DP 4.44 4 0.66 3 5 0.43
HR 4.83 3 0.29 4 5 0.08
IT 4.80 5 0.27 4 5 0.08
Marketing 4.75 2 0.00 4 5 0.00
RSVN 4.75 2 0.35 4 5 0.13
TA 5.00 4 0.20 4 5 0.04
TK 4.88 2 0.18 4 5 0.03
Total 4.68 40 0.57 2 6 0.32
4.2.2.2 Numbers of Assignment

Overall average perception value rated by all employees was at 4.40 points,
which showed that they perceived that the numbers of assignment were given in a
fairly appropriate amount (see table 4.102). Male employees rated the numbers of
assignment given at 4.82 points, which was higher than female employees rated
themselves at 4.21 points (see table 4.103). It showed that they perceived that the
number of assignments given were at fairly good level. The same trend was also
reflected in the service year view. The junior employees rated this area highest and
the senior was the lowest one (see table 4.104).
Table 4.102: Average Perception Value on Numbers of Assignment by All

Employees

4.40 40 0.81 2 6 0.65
141
Table 4.103: Average Perception Value on Numbers of Assignment by Gender

Female 4.21 28 0.86 2 5 0.74
Male 4.82 12 0.46 4 6 0.21
Total 4.40 40 0.81 2 6 0.65
Table 4.104: Average Perception Value on Numbers of Assignment by Service Year

0-3 Year 4.59 17 0.63 2 5 0.40
3-7 Year 4.53 8 0.53 3 5 0.28
7++ year 4.10 15 1.03 2 6 1.07
Total 4.40 40 0.81 2 6 0.65
Table 4.105: Average Perception Value on Numbers of Assignment by Department
Std.
HOD 4.13 8 1.27 2 6 1.63
Accounting 4.50 5 0.73 3 5 0.53
Business
Contracting 4.44 4 0.80 3 5 0.64
DP 3.44 4 0.52 2 4 0.27
HR 4.78 3 0.38 4 5 0.15
IT 4.85 5 0.22 4 5 0.05
Marketing 4.38 2 0.18 4 5 0.03
RSVN 4.25 2 1.06 3 5 1.13
TA 4.75 4 0.35 4 5 0.13
TK 4.50 2 0.71 4 5 0.50
Total 4.40 40 0.81 2 6 0.65
142
4.2.2.3 Types of Assignment
Employees perceived that types of assignment given to them were fairly
appropriate. The score was rated at 4.57 points (see table 4.106). In gender view, male
employees rated this area higher than female employees 0.58 points. Female
employees rated at 4.40 points while male employees rated at 4.98 points (see table
4.107). The group of employees with service year more than seven years rated their
opinion regarding to types of assignment the lowest among the group, 4.37 points
while the junior rated highest, 4.76 points (see table 4.108).
Table 4.106: Average Perception Value on Types of Assignment by All Employees
Std.
4.57 40 0.84 1 6 0.72
Table 4.107: Average Perception Value on Types of Assignment by Gender

Female 4.40 28 0.62 3 5 0.39
Male 4.98 12 0.46 4 6 0.21
Total 4.58 40 0.63 3 6 0.40
Table 4.108: Average Perception Value on Types of Assignment by Service Year

0-3 Year 4.76 17 0.37 4 5 0.14
3-7 Year 4.56 8 0.65 3 6 0.42
7++ year 4.37 15 0.81 3 6 0.66
Total 4.58 40 0.63 3 6 0.40
143
Table 4.109: Average Perception Value on Types of Assignment by Department

HOD 4.53 8 0.89 3 6 0.79
Accounting 4.55 5 0.87 3 5 0.76
Business
Contracting 4.25 4 0.54 3 5 0.29
DP 3.94 4 0.52 3 5 0.27
HR 5.00 3 0.00 5 5 0.00
IT 4.70 5 0.45 4 5 0.20
Marketing 5.00 2 0.00 5 5 0.00
RSVN 4.50 2 0.71 4 5 0.50
TA 4.88 4 0.25 4 5 0.06
TK 4.63 2 0.53 4 5 0.28
Total 4.58 40 0.63 3 6 0.40
4.2.2.4 Challenges of Assignments

Challenges of assignments were one of the factors that created impact on
employee utilization in different perspectives. Overall average perception by all
employees showed that they perceived that challenge of assignment given was fairly
appropriate with rating 4.64 points (see table 4.110). In gender perspective, male
employees rated higher than female employees, 4.92 points and 4.52 points
respectively (see table 4.111). For the service year point of view, employees with
service year more than seven years perceived this area lowest compared to the rest of
the groups at 4.47 points while the junior rated 4.76 points and 4.71 points for the
sophomore.
Table 4.110: Average Perception Value on Challenge of Assignment by All

Employees

4.64 40 0.73 2 6 0.57
144
Table 4.111: Average Perception Value on Challenge of Assignment by Gender

Female 4.52 28 0.60 3 5 0.36
Male 4.92 12 0.45 4 6 0.21
Total 4.64 40 0.58 3 6 0.34
Table 4.112: Average Perception Value on Challenge of Assignment by Service Year

0-3 Year 4.76 17 0.39 3 5 0.15
3-7 Year 4.71 8 0.45 4 5 0.20
7++ year 4.47 15 0.78 3 6 0.62
Total 4.64 40 0.58 3 6 0.34
Table 4.113: Average Perception Value on Challenge of Assignment by Department

HOD 4.50 8 0.96 3 6 0.92
Accounting 4.73 5 0.60 3 5 0.36
Business
Contracting 4.75 4 0.32 4 5 0.10
DP 4.17 4 0.58 3 5 0.33
HR 4.89 3 0.19 4 5 0.04
IT 4.73 5 0.43 4 5 0.19
Marketing 4.83 2 0.24 4 5 0.06
RSVN 4.17 2 0.71 3 5 0.50
TA 4.92 4 0.17 4 5 0.03
TK 4.67 2 0.47 4 5 0.22
Total 4.64 40 0.58 3 6 0.34
4.2.2.5 Given Time

Overall score of employees rated the given time at 4.52 points out of 6.0
points. They perceived that the given time was fairly appropriate (see table 4.114). In
gender perspective, male employees rated higher than female employees, 4.85 points
and 4.38 points respectively. For the service year view, the highest score was rated by
the employees with service year zero to three years with rating 4.69 points. The
145
employees with service year three to seven years rated at 4.63 points and 4.27 points
for senior employees.
Table 4.114: Average Perception Value on Given Time by All Employees

4.52 40 0.72 2 6 0.52
Table 4.115: Average Perception Value on Given Time by Gender

Female 4.38 28 0.78 2 6 0.60
Male 4.85 12 0.45 4 6 0.20
Total 4.52 40 0.72 2 6 0.52
Table 4.116: Average Perception Value on Given Time by Service Year

0-3 Year 4.69 17 0.38 3 5 0.15
3-7 Year 4.63 8 0.63 3 6 0.39
7++ year 4.27 15 0.99 2 6 0.99
Total 4.52 40 0.72 2 6 0.52
Table 4.117: Average Perception Value on Given Time by Department

HOD 4.63 8 0.87 3 6 0.75
Accounting 4.45 5 0.96 2 5 0.92
Business
Contracting 4.06 4 1.39 2 5 1.93
DP 3.81 4 0.24 3 4 0.06
HR 4.83 3 0.29 4 5 0.08
IT 4.75 5 0.35 4 5 0.13
Marketing 4.50 2 0.00 4 5 0.00
RSVN 4.50 2 0.00 4 5 0.00
TA 4.88 4 0.32 4 6 0.10
TK 4.63 2 0.53 4 6 0.28
Total 4.52 40 0.72 2 6 0.52
146
4.2.2.6 Attitude
The attitude towards tardiness and assignment was rated at 4.61 points in all
employees view (see table 4.118). It showed that they perceived their attitude towards
work and assignment at a fairly good level. For gender view, male employees rated at
4.83 points while female employees rated at 4.55 points, which was lower than the
former 0.28 points (see table 4.119). From the service in number of years, employees
with more than seven year rated lowest. The top two were the junior, 4.79 points and
4.69 points for the sophomore (see table 4.120).
Table 4.118: Average Perception Value on Attitude by All Employees

4.61 40 1.28 2 6 1.78
Table 4.119: Average Perception Value on Attitude by Gender

Female 4.55 28 1.16 1 6 1.34
Male 4.83 12 0.54 1 6 0.29
Total 4.64 40 1.01 1 6 1.03
Table 4.120: Average Perception Value on Attitude by Service Year

0-3 Year 4.79 17 0.79 1 6 0.63
3-7 Year 4.69 8 0.96 2 6 0.92
7++ year 4.43 15 1.27 1 6 1.60
Total 4.64 40 1.01 1 6 1.03
147
Table 4.121: Average Perception Value on Attitude by Department

HOD 4.69 8 1.07 1 6 1.14
Accounting 4.60 5 0.65 1 6 0.43
Business
Contracting 4.63 4 0.85 2 6 0.73
DP 4.75 4 1.19 2 6 1.42
HR 4.83 3 1.26 1 6 1.58
IT 5.10 5 0.65 2 6 0.43
Marketing 4.25 2 1.06 1 5 1.13
RSVN 4.25 2 1.06 2 5 1.13
TA 5.00 4 0.58 2 6 0.33
TK 2.75 2 2.47 2 5 6.13
Total 4.64 40 1.01 1 6 1.03
4.2.2.7 Behavior – Tardiness

Behavior related to tardiness was rated fairly appropriate with score 4.38
points for all employees (see table 4.122). In the gender perspective, female
employees rated lower than male employees, 0.16 points (see table 4.113). They both
were in the same rage however. For service year point of view, the senior employees
rated at 4.37 points, 4.38 points for sophomore and 4.41 points for the junior.
Table 4.122: Average Perception Value on Behavior - Tardiness by All Employees

4.38 40 1.26 1 6 1.62
Table 4.123: Average Perception Value on Behavior - Tardiness by Gender

Female 4.34 28 0.99 1 6 0.98
Male 4.50 12 1.07 1 6 1.14
Total 4.39 40 1.00 1 6 1.01
148
Table 4.124: Average Perception Value on Behavior - Tardiness by Service Year

0-3 Year 4.41 17 0.94 1 6 0.88
3-7 Year 4.38 8 1.30 2 6 1.70
7++ year 4.37 15 0.97 1 6 0.95
Total 4.39 40 1.00 1 6 1.01
Table 4.125: Average Perception Value on Behavior - Tardiness by Department

HOD 4.75 8 0.60 1 6 0.36
Accounting 4.30 5 1.25 1 6 1.58
Business
Contracting 4.88 4 0.48 3 6 0.23
DP 4.63 4 0.48 3 5 0.23
HR 4.67 3 1.04 4 6 1.08
IT 4.60 5 0.65 3 6 0.43
Marketing 4.50 2 0.71 2 6 0.50
RSVN 3.50 2 1.41 2 6 2.00
TA 3.88 4 1.60 1 6 2.56
TK 3.75 2 1.77 1 5 3.13
Total 4.39 40 1.00 1 6 1.01
4.2.2.8 Behavior – Absenteeism

Overall rating for behavior related to absenteeism scored by all employees was
at 3.49 points. The employees perceived that their behavior in this area was fairly
appropriate (see table 4.126). Male employees rated higher than female employees,
3.79 points and 3.36 points respectively. They perceived that their own absenteeism
behavior was fairly acceptable (see table 4.127). From the service in number of years,
employees with three to seven years was the lowest one. The highest one was
employees who worked more than seven years.
Table 4.126: Average Perception Value on Behavior - Absenteeism by All Employees

3.49 40 1.50 1 6 2.25
149
Table 4.127: Average Perception Value on Behavior - Absenteeism by Gender

Female 3.36 28 1.17 1 6 1.37
Male 3.79 12 1.39 1 5 1.93
Total 3.49 40 1.24 1 6 1.53
Table 4.128: Average Perception Value on Behavior - Absenteeism by Service Year

0-3 Year 3.68 17 1.26 1 6 1.59
3-7 Year 3.19 8 0.92 1 6 0.85
7++ year 3.43 15 1.39 1 6 1.92
Total 3.49 40 1.24 1 6 1.53
Table 4.129: Average Perception Value on Behavior - Absenteeism by Department

HOD 3.63 8 1.19 1 5 1.41
Accounting 3.50 5 1.90 1 6 3.63
Business
Contracting 4.00 4 0.91 3 5 0.83
DP 3.38 4 0.75 3 5 0.56
HR 3.67 3 0.76 3 5 0.58
IT 3.70 5 0.91 2 5 0.83
Marketing 2.25 2 1.77 1 4 3.13
RSVN 3.50 2 1.41 2 5 2.00
TA 3.38 4 1.65 1 5 2.73
TK 3.00 2 2.83 1 5 8.00
Total 3.49 40 1.24 1 6 1.53
4.2.2.9 Behavior – Planning

Overall employees rated the behavior related to planning at 4.97 points, which
means they fairly posses this planning behavior in the work place (see table 4.130).
Male employees and female employees perceived their planning behavior in the same
level, fair level. Female employees rated at 4.98 points while male employees rated at
4.94 points (see table 4.131). From service in number of years, employees with
experience more than seven years rated themselves highest, followed by employees
150
with three to seven years of experience and employees with service year with zero to
three years respectively (see table 4.133).
Table 4.130: Average Perception Value on Behavior - Planning by All Employees

4.97 40 1.08 1 6 1.19
Table 4.131: Average Perception Value on Behavior - Planning by Gender

Female 4.98 28 0.65 1 6 0.43
Male 4.94 12 0.87 1 6 0.76
Total 4.97 40 0.72 1 6 0.51
Table 4.132: Average Perception Value on Behavior - Planning by Service Year

0-3 Year 4.84 17 0.67 2 6 0.45
3-7 Year 4.96 8 0.95 2 6 0.90
7++ year 5.11 15 0.65 2 6 0.42
Total 4.97 40 0.72 2 6 0.51
Table 4.133: Average Perception Value on Behavior - Planning by Department

HOD 5.58 8 0.53 4 6 0.28
Accounting 4.80 5 0.51 2 6 0.26
Business
4.67 1 . 3 4 .
Development
Contracting 4.58 4 0.69 3 6 0.47
DP 5.08 4 1.03 2 6 1.07
HR 4.44 3 1.26 3 6 1.59
IT 4.67 5 0.58 2 6 0.33
Marketing 4.67 2 0.47 3 6 0.22
RSVN 4.50 2 0.71 2 5 0.50
TA 5.25 4 0.42 2 6 0.18
TK 5.33 2 0.47 5 5 0.22
Total 4.97 40 0.72 2 6 0.51
151
4.2.2.10 Behavior – Work Delivery
Behavior related to work delivery in term of quality, efficiency and
responsibility was rated by all employees at 4.97 points (see table 4.134), which was
fairly good. Male employees rated this area lower than female employees, 0.11 points
(see table 4.135). From the service in number of years, employees with seven years
rated this area highest, 5.04 points, followed by the employees with service year more
than seven years at 5.00 points and the last one was the employees with service year
zero to three years (see table 4.136).
Table 4.134: Average Perception Value on Behavior – Work Delivery by All

Employees

4.97 40 0.66 2 6 0.44
Table 4.135: Average Perception Value on Behavior – Work Delivery by Gender

Female 5.00 28 0.38 2 6 0.15
Male 4.89 12 0.76 2 6 0.57
Total 4.97 40 0.52 2 6 0.27
Table 4.136: Average Perception Value on Behavior – Work Delivery by Service

Year

0-3 Year 4.90 17 0.51 3 6 0.26
3-7 Year 5.04 8 0.77 2 6 0.59
7++ year 5.00 15 0.38 2 6 0.14
Total 4.97 40 0.52 2 6 0.27
152
Table 4.137: Average Perception Value on Behavior – Work Delivery by Department

HOD 5.04 8 0.52 4 6 0.27
Accounting 5.00 5 0.47 4 6 0.22
Business
Contracting 4.92 4 0.17 2 5 0.03
DP 5.42 4 0.42 4 6 0.18
HR 4.67 3 0.33 4 5 0.11
IT 5.07 5 0.15 4 6 0.02
Marketing 4.83 2 0.24 5 5 0.06
RSVN 4.83 2 0.24 3 5 0.06
TA 4.92 4 1.20 2 6 1.44
TK 4.33 2 0.47 4 5 0.22
Total 4.97 40 0.52 2 6 0.27
4.2.2.11 Positive Motivation

Overall positive motivation level of all employees was perceived as fairly
good with the score, 4.79 points (see table 4.138). In gender perspective, male
employees and female employees rated the same level, fairly good. It was scored at
4.79 points (see table 4.139). For the service in number of years, the employees with
service year three to seven year was rated highest among the group, 4.94 points. The
employees with service year more than seven years rated their positive motivation at
4.83 points and 4.68 points for the junior group. However they agreed that they were
fairly positively motivated.
Table 4.138: Average Perception Value on Positive Motivation by All Employees

4.79 40 0.91 1 6 0.91
Table 4.139: Average Perception Value on Positive Motivation by Gender

Female 4.79 28 0.43 1 6 0.19
Male 4.79 12 0.70 1 6 0.49
Total 4.79 40 0.52 1 6 0.27
153
Table 4.140: Average Perception Value on Positive Motivation by Service Year

0-3 Year 4.68 17 0.54 1 6 0.30
3-7 Year 4.94 8 0.69 1 6 0.48
7++ year 4.83 15 0.37 1 6 0.14
Total 4.79 40 0.52 1 6 0.27
Table 4.141: Average Perception Value on Positive Motivation by Department

HOD 5.00 8 0.46 1 6 0.21
Accounting 4.57 5 0.58 1 6 0.34
Business
Contracting 4.83 4 0.24 2 6 0.06
DP 5.13 4 0.25 2 6 0.06
HR 4.39 3 0.59 3 6 0.34
IT 5.00 5 0.20 4 6 0.04
Marketing 4.17 2 0.47 3 6 0.22
RSVN 4.58 2 0.12 2 5 0.01
TA 4.96 4 0.99 1 6 0.99
TK 4.50 2 0.00 1 5 0.00
Total 4.79 40 0.52 1 6 0.27
4.2.2.12 Negative Motivation

Overall score rated in negative motivation area was at 2.85 points for all
employees (see table 4.142) and 2.75 points for female employees in addition to 3.11
points for male employees (see table 4.143). It showed that female employees did not
agree that negative motivation existed that much in them while male employees was
higher. In service year perspective, the employees with three to seven years service
rated at 2.54 points, which was the same range with the employees with service year
more than seven years, 2.89 points (see table 4.144). The employees who had between
zero to three years service was the highest one, 2.96 points.
154
Table 4.142: Average Perception Value on Negative Motivation by All Employees

2.85 40 1.24 1 6 1.67
Table 4.143: Average Perception Value on Negative Motivation by Gender

Female 2.74 28 0.82 1 6 0.68
Male 3.11 12 1.08 1 6 1.16
Total 2.85 40 0.91 1 6 0.83
Table 4.144: Average Perception Value on Negative Motivation by Service Year

0-3 Year 2.96 17 0.91 1 6 0.83
3-7 Year 2.54 8 0.69 1 6 0.47
7++ year 2.89 15 1.02 1 6 1.04
Total 2.85 40 0.91 1 6 0.83
Table 4.145: Average Perception Value on Negative Motivation by Department

HOD 2.92 8 0.89 1 6 0.79
Accounting 2.87 5 1.39 1 5 1.92
Business
Contracting 3.17 4 0.58 1 4 0.33
DP 2.58 4 0.50 1 6 0.25
HR 3.33 3 0.33 1 5 0.11
IT 3.07 5 0.64 1 6 0.41
Marketing 1.83 2 1.18 1 6 1.39
RSVN 3.00 2 0.94 2 5 0.89
TA 2.67 4 1.22 1 6 1.48
TK 2.50 2 2.12 1 5 4.50
Total 2.85 40 0.91 1 6 0.83
155
4.2.2.13 Understanding Scope and Responsibility
Overall score rated by all employees on understanding scope and
responsibility was at 4.68 points (see table 4.146). In gender perspective, female
employees rated higher male employees 0.01 points. It showed that both fairly
understood their scope and responsibility of their work. For service year point of
view, the sophomore rated this area at 4.78 points, 4.67 points for junior and 4.65
points for senior level.
Table 4.146: Average Perception Value on Understanding Scope and Responsibility

by All Employees

4.68 40 1.02 1 6 1.26

by Gender

Female 4.69 28 0.60 1 6 0.36
Male 4.68 12 0.73 1 6 0.53
Total 4.69 40 0.63 1 6 0.40

by Service Year

0-3 Year 4.67 17 0.59 1 6 0.35
3-7 Year 4.78 8 0.73 1 6 0.53
7++ year 4.65 15 0.67 1 6 0.44
Total 4.69 40 0.63 1 6 0.40
156
by Department

HOD 4.73 8 0.58 1 6 0.33
Accounting 4.68 5 0.46 1 6 0.21
Business
Contracting 4.70 4 0.48 2 6 0.23
DP 5.10 4 0.60 2 6 0.36
HR 4.53 3 0.23 1 5 0.05
IT 5.04 5 0.54 2 6 0.29
Marketing 3.90 2 0.14 1 6 0.02
RSVN 4.40 2 0.57 2 5 0.32
TA 4.80 4 1.10 1 6 1.20
TK 3.70 2 0.71 1 5 0.50
Total 4.69 40 0.63 1 6 0.40
4.2.3 Face-to-Face Interview

Due to the proposed ODI was not implemented by the organization as
described earlier, the interview was via email distributed to the selected group of 20
participants. Based on the same objectives of the questions in Pre-ODI phase, they
focused on the opinion and the feeling of employees after a change of new tardiness
policy and also the impact of this change toward their motivation to work. The
questions are shown in the table below.
Table 4.150: Summary of F2F Interview Respond
Question Items Post-ODI

and absenteeism policy? Yes = 75%, No = 25%
policy increase your motivation level? Yes = 25%, No = 75%
What make you arrive before office 100% Responsibility,
hours? Commitment and self-respect
From the results, it showed that 75 percent of responders agreed with the new
tardiness and absenteeism rule because it reduced stress and made them feel more
157
comfortable to come to work while the rest did not agree with the reason that it was
agreement between company and employees before signing the contract. With this
new rule, there were 25 percent of responders agreed that it uplifted motivation level
of them. For arrival at office on time, they insisted that same answers that it was about
responsibility, commitment and self-respect.
4.3 Analysis of Results

There were three types of instruments deployed as sources of data collection,
the Employee Tardiness and Absenteeism record (ETA Record), the Employee
Utilization Survey (EUS) and the interview sessions composed of the Face-to-Face
Interview (F2F Interview) for Pre-ODI phase and Post-ODI phase. The results were
shown that there were improvements in the ETA record for tardiness not absenteeism,
and the insignificant change in EUS results compared between Pre-ODI and Post
ODI. Furthermore, according to the PS interview, 25 percent of employees who
responded agreed that there was an improvement of motivation level but the rest did
not agree.
4.3.1 Employee Tardiness and Absenteeism Record (ETA Record)

Tardiness
Based on the tardiness policy applied during year 2012 to August 2013,
employees were allowed to be late four times a month or 20 minutes a month. The
total number of minutes employees were late in Q4/2012 were 1109 minutes and 219
times. It was increased in Q1/2013 to 1382 minutes and 237 times, which was nearly
24 percent higher compared to Q4/2012. The number went down approximately 10
percent in Q2/2013 due to an enforcement of HR in correlation with team managers.
The significant reduction of tardiness rate was in Q3/2103 (see table 4.151 and 4.80).
Table 4.151: Employee tardiness Record: Q4/2012

Month/2012 Minutes Times
October 346 70
November 484 85
December 279 64
Total 1109 219
158
The study period was started at the beginning of Q2/2013. During the period there
were many concerns raised related to the tardiness rule not applicable in the current
situation of Bangkok especially the severe traffic condition, which made the commute
to the office located in the business challenging. The new tardiness rule was rolled out
in August 2013 contributed to significantly drop of tardiness rate in the quarter.
Total Employee Tardiness Rate during Q1-Q3/2013

1600
1400
1200
1000
800
Total Tardiness in
600 Minutes
400
200
0
Q1/2013 Q2/2013 Q3/2013
Figure 4.8: Employee Tardiness Rate during Q1-Q3/2013
Table 4.152: Employee Tardiness Record: Q1-Q3/2013

Department Q1/2013 Q2/2013 Q3/2013
Minutes Times Number Minutes Times Number Minutes Times Number
of of of
Offense Offense Offense
AC 281 44 1 368 39 4 138 25 0
BD 0 0 0 0 0 0 0 0 0
CTR 241 44 5 77 24 2 52 19 0
DP 84 20 1 109 27 0 79 18 0
HK 0 0 0 0 0 0 0 0 0
HOD 38 10 0 93 12 2 32 9 0
HR 58 12 1 68 8 1 75 18 0
IT 194 36 2 62 13 0 164 35 1
MKT 18 3 0 25 4 0 2 1 0
RSVN 109 18 1 23 7 0 54 11 0
TA 280 37 4 306 54 6 192 50 0
TK 79 13 1 99 16 2 92 12 2
Total 1382 237 16 1230 204 17 880 198 3
Average 115.17 19.75 1.33 102.50 17.00 1.42 73.33 16.50 0.25
159
The tardiness of employees was a serious issue of the organization due to the
nature of business. According to the graph (see figure 4.9), it showed non-linear
shape. The tardiness rate of overall employees went up and down. Based on
preliminary discussions with the HR manager, the graph was spike because
employees were lack of awareness and serious enforcement of the rule. Once the rule
was reinforced by HR in corporation with line managers, the rate went down for
awhile before it increased again. However during the period of the third quarter, the
rate was significantly low. There could be several reasons to it besides the new rule of
tardiness applied in August 2013. One was the turnover, which there were both
resignation of existing staffs and the new recruits who followed the rule strictly. The
second could be the enforcement of the issue through line managers.
In the department’s perspective, there were seven departments where the

tardiness record in minutes decreased, two remained the same and only one increased
(see table 4.153). And in gender perspective (see table 4.154 and table 4.155) the
absolute amount of tardiness rate of female employees went down dramatically in
Q3/2013 compared to the first two quarters and the rate was the decrease in
percentage which was higher than male. However positive sign was yielded due to the
reduction.
Employee Tardiness Rate During Jun-2012 to Sep-2013
900
800
700
600
500
400
300 Tardiness in Minutes
200
100
0
Figure 4.9: Tardiness Rate during January 2012 to September 2013
160
Table 4.153: Tardiness of Employees Record in Departmental View
Department Q1-Q2/2013 Q3/2013 Change Summary

Minutes Times Number of Minutes Times Number of
Offense Offense
AC 324.5 41.5 2.5 138 25 0   
BD 0 0 0 0 0 0 ===
CTR 159 34 3.5 52 19 0   
DP 96.5 23.5 0.5 79 18 0   
HK 0 0 0 0 0 0 ===
HOD 65.5 11 1 32 9 0   
HR 63 10 1 75 18 0   
IT 128 24.5 1 164 35 1   =
MKT 21.5 3.5 0 2 1 0   =

RSVN 66 12.5 0.5 54 11 0   
TA 293 45.5 5 192 50 0   
TK 89 14.5 1.5 92 12 2   
Total 1306 220.5 16.5 880 198 3   
Average 108.83 18.38 1.38 73.33 16.50 0.25   
Table 4.154: Tardiness of Employees Record in Departmental View by Gender -

Female
Department Q1-Q2/2013 Q3/2013 Change Summary
Minutes Times Number of Minutes Times Number of
Offense Offense
AC 218 20 1 94 18 0   
BD 0 0 0 0 0 0 ===
CTR 62.5 19 1 52 19 0  = 
DP 96.5 23.5 0.5 79 18 0   
HK 0 0 0 0 0 0 ===
HOD 24 6 0 11 5 0   =
HR 9 1.5 0 36 6 0   =
IT 115.5 22.5 1 126 31 1   =
MKT 8.5 1 0 2 1 0  = =
RSVN 66 12.5 1 39 9 0   
TA 296.5 26 3.5 36 7 0   
TK 87 13 1.5 86 9 2   
Total 983.5 145 9.5 561 123 3   
Average 81.96 12.08 0.79 46.75 10.25 0.25   
161
Table 4.155: Tardiness of Employees Record in Departmental View by Gender
- Male
Q1-Q2/2013 Q3/2013 Change Summary
Department Minutes Times Number of Minutes Times Number of
Offense Offense
AC 106.5 42 1.5 44 7 0   
CTR 96.5 52.5 2.5 0 0 0   
HOD 41.5 9 0 21 4 0   =
HR 54.5 18.5 1 39 12 0   
IT 12.5 10 0 38 4 0   =
MKT 13 2.5 0 0 0 0   =
RSVN 0 0 0 15 2 0   =
TA 82 39.5 0 156 43 0   =
TK 2 1.5 0 6 3 0   =
Total 408.5 175.5 5 319 75 0   

Average 45.39 19.50 0.56 35.44 8.33 0.00   
Interestingly there was a sign of increase in the rate in September 2013 which
was the second month the new rule applied. This could be assumed, based on the
graph pattern, that employees started to be unaware. According to opinion from HR
manager, the rate could went up higher if there was no new tardiness rule
implemented.
Absenteeism
While the tardiness rate was reduced in Q3/2013 significantly, the absenteeism
rate was in opposite direction (see figure 4.10). From the record shown in table 4.156,
total absenteeism rate in Q1/2013 was 267 days while Q2/2013 went down to 230.8.
In Q3/2013, the study period was increased to 255.6 days, which was around 10%
higher than the second quarter. There could be several reasons contributed to those.
162
Employee Absenteeism Rate during Q1-Q3/2013
270.0
260.0
250.0
240.0 Total Absenteeism
Rate in Days
230.0
220.0
210.0
Q1/2013 Q2/2013 Q3/2013
Figure 4.10: Employee Absenteeism Rate during Q1-Q3/2013
However figure 4.11 shows a pattern of absence among employees of

TravelPal Thailand, Co., Ltd. During July 2012 to September 2013, the graph was
spike up and down period after period. The overall absenteeism rate was extremely
different between 2012 and 2013 where the former was noticeably higher than the
latter. The reason could be the enforcement of the absenteeism rule. Once it was
reminded, awareness of employees was increased. Then it was omitted after a certain
period of time. The same pattern was shown during July to September 2013, which
the absenteeism rule of employees remained the same as 2012.
Total Employee Absenteeism Rate during July 2012-September

2013 in Days
160
140
120
100
80
60 Total Employee Absenteeism
40 Rate in Days
20
0
Jul-12
Aug-12
Sep-12
Oct-12
Nov-12
Dec-12
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Figure 4.11: Totally Employee Absenteeism Rate during July 2012 to September
2013 in Days
163
The top three departments with a high absenteeism rate during the study
period, Q3/2013, were HOD, CTR and AC with the average value 37.1 days, 33.7
days and 33.1 days respectively.
Employee Absenteeism Rate during Q1-Q3/2013

50.0
40.0
30.0
20.0
10.0
-
AC BD CTR DP HK HOD HR IT MKT RSVN TA TK
Q1/2013 Sum Q2/2013 Sum Q3/2013 Sum
Figure 4.12: Absenteeism of Employees Record in Departmental View
Table 4.156: Absenteeism of Employees Record in Comparison to Average Q1-

Q2/2013 and Q3/2013 : Departmental View – All Employee
164
Q2/2013 and Q3/2013 : Departmental View by Gender– Female

Q2/2013 and Q3/2013: Departmental View by Gender– Male
165
In gender aspects, both male and female employees contributed to the
increment of absenteeism rate. Although there were only five departments which
showed an increase, the increment rate was high among male employees compared to
the average value of Q1/2013 and Q2/2013 (see table 4.158). That also happened to
female employees (see table 4.157) that followed the same pattern.
4.3.2 Employee Utilization Survey (EUS)

The Employee Utilization Survey was conducted at Pre-ODI and Post-ODI
stage to find out if any differences were made by the ODI. The summary of the results
are shown in table 4.159. Based on the MEAN score, it was 0.01 point difference
between Pre-ODI and Post-ODI result. Employees viewed their own utilization at
fairly good level.
Table 4.159: Summary of Average Perception Value of EUS at Pre-ODI and Post-
ODI
Std.
Pre-ODI
Utilization
Perception 4.45 49 0.97 1 6 1.03
Post-ODI
Utilization
Perception 4.46 40 0.95 1 6 1.00
166
Figure 4.13: Mean Score of EUS Survey – Utilization Factors
The question items in the EUS were grouped based on the factors defined,
hard factors and soft factors. The linear graphs were generated from the results of the
mean score and were almost exactly the same (see figure 4.13). All factors were rated
at fairly good level (4.00 – 4.99 points). The perception regarding to tardiness and
absenteeism defined through factors, attitude toward tardiness and absenteeism,
behavior – tardiness and behavior – absenteeism, was fairly good for those three
factors.
Discovery of Hard Factors of Employee Utilization

There were five factors in this category considered as a core of employee
utilization.
Competence
Although the overall gap of mean score between Pre-ODI and Post-ODI was
negative, Pre-ODI: 4.73 and Post-ODI: 4.68, employees still viewed their competence
were at fairly appropriate level to complete the work effectively (see table 4.160).
Regardless of the competence level to complete the work with quality in effective
167
manner, the employees viewed that the amount of the given time, the challenge of
assignment, types of assignment and number of assignment given were less fairly
appropriate compared to a period before the research was conducted; although the gap
of decrement were not significantly vast, it provided implications.
Table 4.160: The EUS Result: Factorial View – Competence: All Employees
Std.
Phase Question Items Mean N Deviation Min Max Variance
Pre-ODI Competence 4.73 49 0.57 2 6 0.33
Post-ODI Competence 4.68 40 0.57 2 6 0.32
Q1 - I have competence required by
assignment effectively in a given
Pre-ODI time. 4.84 49 0.55 4 6 0.31
Post-ODI time. 4.95 40 0.68 2 6 0.46
Q2 - The challenge of assignments
is appropriate to my competence
Pre-ODI required by the position. 4.82 49 0.70 2 6 0.49
Post-ODI required by the position. 4.75 40 0.54 3 6 0.30
Q3 - My competence required by
the position is matched to types of
Pre-ODI given assignments. 4.73 49 0.67 3 6 0.45
Post-ODI given assignments. 4.58 40 0.87 2 6 0.76
Q4 - The number of the given
Pre-ODI position. 4.53 49 0.79 2 6 0.63
Post-ODI position. 4.45 40 0.82 2 6 0.66
168
By looking at the number of respondents at Post-ODI, it has reduced almost
by 20 percent from Pre-ODI. There were new employees joined TravelPal Thailand
Co., Ltd. during the study period. There were also somehow existing employees left.
That would create more workload and different types of workload distributed to
experienced employees.
Table 4.161: The EUS Result: Factorial View – Competence: Male Employees
Std.
Pre-ODI time. 5.07 14 0.48 4 6 0.23
Post-ODI time. 5.08 12 0.67 4 6 0.45
Pre-ODI position. 4.86 14 0.66 4 6 0.44
169
Table 4.162: The EUS Result: Factorial View – Competence: Female Employees
Std.
Pre-ODI time. 4.74 35 0.56 4 6 0.31
Post-ODI time. 4.89 28 0.69 2 6 0.47
Pre-ODI position. 4.40 35 0.81 2 6 0.66
170
Table 4.163: The EUS Result: Factorial View – Competence: Employees
Service Year 0 – 3
Std.
Pre-ODI time. 4.88 26 0.43 4 6 0.19
Post-ODI time. 4.94 17 0.43 4 6 0.18
Pre-ODI position. 4.62 26 0.64 3 5 0.41
171
Service Year 3 -7
Std.

Q1 - I have competence required
by the position to complete my
Pre-ODI time. 4.89 9 0.60 4 6 0.36
Post-ODI time. 5.38 8 0.52 5 6 0.27
Q2 - The challenge of
assignments is appropriate to my
Pre-ODI position. 5.00 9 0.71 4 6 0.50
Pre-ODI position. 4.44 9 0.88 3 6 0.78
172
Service Year 7++
Std.

Pre-ODI time. 4.71 14 0.73 4 6 0.53
Post-ODI time. 4.73 15 0.88 2 6 0.78
Pre-ODI position. 4.57 14 1.02 2 6 1.03
Pre-ODI position. 4.43 14 1.02 2 6 1.03
173
Number of Assignment
The number of given assignments created an impact on employee utilization.
The workload distribution was strongly required and should be realized by a
supervisor. Balancing the workload of employees was needed in order to create
efficiency of operation and management in addition to maximize manpower and other
resources.
From the result, the number of assignments given to employees were

perceived by them as fairly appropriate. Result from Post-ODI was lower than Pre-
ODI, 0.03 points (see table 4.166). The number of given assignments matched the
competence of employees, the given time, and types of assignments were rated fairly
appropriate but the rating from Post-ODI was lower than Pre-ODI. Only the challenge
of assignments matched to the number of given assignments was rated higher than
Pre-ODI.
174
Table 4.166: The EUS Result: Factorial View – Number of Assignments: All
Employees
Std.
Pre-ODI Number of Assignment 4.43 49 0.81 1 6 0.66
Post-ODI Number of Assignment 4.40 40 0.81 1 6 0.65
Pre-ODI position. 4.53 49 0.79 2 6 0.63
Q7 - The given time is
Q9 - The challenge of given
assignments is appropriate to the
Pre-ODI number of given assignments. 4.49 49 0.89 1 6 0.80
Post-ODI number of given assignments. 4.50 40 0.96 1 6 0.92
Q10 - Type of given assignments
Pre-ODI them. 4.51 49 0.92 1 6 0.84
Post-ODI them. 4.46 39 1.00 1 6 0.99
The above evidence showed that there was some imbalance among the number
of assignments, challenges or difficulty of given assignments, types of assignments
and the time given. It was also noticed via the reduction of participant numbers
between Pre-ODI and Post-ODI stage although it was known that there were many
new employees who attended during the research period. However that could also
imply about level of workload distribution for the experienced staffs to be in charge
of the works while grooming the new one was ongoing.
175
Table 4.167: The EUS Result: Factorial View – Number of Assignments:
Male Employees
Std.
Pre-ODI Number of Given Assignment 4.93 14 0.62 3 6 0.38
Post-ODI Number of Given Assignment 4.82 12 0.46 4 6 0.21
Pre-ODI position. 4.86 14 0.66 4 6 0.44
Pre-ODI them. 5.14 14 0.54 4 6 0.29
Post-ODI them. 5.00 11 0.45 4 6 0.20
The trend of Post-ODI’s average perception score of EUS was also reflected
in male and female profiles (See table 4.167 and table 4.168). However from the
service year perspective, employees who worked between three to seven years rated
the number of assignments after the ODI was fairly appropriate and better than the
Pre-ODI. The challenge of assignment, the time given and the competence were fairly
matched.
176
Female
Std.
Pre-ODI position. 4.40 35 0.81 2 6 0.66
Pre-ODI them. 4.26 35 0.92 1 5 0.84
Post-ODI them. 4.25 28 1.08 1 5 1.16
177
Service Year 0 -3
Std.
Pre-ODI position. 4.62 26 0.64 3 5 0.41
Pre-ODI them. 4.73 26 0.72 2 6 0.53
Post-ODI them. 4.69 16 0.70 3 5 0.50
178
Service Year 3 – 7
Std.
Pre-ODI position. 4.44 9 0.88 3 6 0.78
Pre-ODI them. 4.56 9 0.53 4 5 0.28
Post-ODI them. 4.75 8 0.46 4 5 0.21
179
Service Year 7++
Std.
Pre-ODI position. 4.43 14 1.02 2 6 1.03
Pre-ODI them. 4.07 14 1.27 1 6 1.61
Post-ODI them. 4.07 15 1.34 1 6 1.78
Types of Assignment
The overall rating score in this topic had increased 0.03 points after the ODI
(see table 4.172). The scores in all areas of competence of employees and the number
of assignments were lower comparing to Pre-ODI but the challenge and the given
time were higher. That means a matching of types of assignment given to the
challenge of them as well as given time was slightly better after the ODI while the
180
rest were slightly lower. The workload distribution to employees was at a fair level.
However there were different opinions between male and female employees.
Table 4.172: The EUS Result: Factorial View – Types of Assignments: All
Employees
Std.
Pre-ODI Types of Assignment 4.55 49 0.71 1 6 0.50
Post-ODI Types of Assignment 4.58 40 0.63 1 6 0.40
appropriate to the types of given
Pre-ODI assignments. 4.41 49 0.86 2 6 0.75
Post-ODI assignments. 4.58 40 0.81 2 6 0.66
Pre-ODI types of them. 4.55 49 0.71 3 6 0.50
Post-ODI types of them. 4.68 40 0.69 2 6 0.48
Pre-ODI them. 4.51 49 0.92 1 6 0.84
Post-ODI them. 4.46 39 1.00 1 6 0.99
181
Table 4.173: The EUS Result: Factorial View – Types of Assignments: Male
Employees
Std.
Pre-ODI them. 5.14 14 0.54 4 6 0.29
Post-ODI them. 5.00 11 0.45 4 6 0.20
182
Table 4.174: The EUS Result: Factorial View – Types of Assignments: Female
Employees
Std.
Pre-ODI them. 4.26 35 0.92 1 5 0.84
Post-ODI them. 4.25 28 1.08 1 5 1.16
183
Table 4.175: The EUS Result: Factorial View – Types of Assignments:
Service Year 0 - 3
Std.
Pre-ODI them. 4.73 26 0.72 2 6 0.53
Post-ODI them. 4.69 16 0.70 3 5 0.50
184
Table 4.176: The EUS Result: Factorial View – Types of Assignments:
Service Year 3 - 7
Std.
Pre-ODI them. 4.56 9 0.53 4 5 0.28
Post-ODI them. 4.75 8 0.46 4 5 0.21
185
Table 4.177: The EUS Result: Factorial View – Types of Assignments: Service Year
7++
Std.
Pre-ODI them. 4.07 14 1.27 1 6 1.61
Post-ODI them. 4.07 15 1.34 1 6 1.78
Challenge of Assignment
Challenge or difficulty of assignment had an impact toward utilization of
employees. It was the same as, “putting the right man on the right job”. Overall
feedback from employees showed that the challenged of assignment was 0.02 points
increased after the ODI (see table 4.178). From the result, employees perceived that
their competence were fairly matched to the challenge of assignment and it was
decreased after the ODI conducted while types of the assignments given and the
number of them were higher. This could be from the additional assignments given or
workload of during the study period and the ramping up period of new employees.
186
Table 4.178: The EUS Result: Factorial View – Challenge of Assignments: All
Employees
Std.
Pre-ODI Challenge of Assignment 4.62 49 0.71 2 6 0.50
Post-ODI Challenge of Assignment 4.64 40 0.58 3 6 0.34
Pre-ODI position. 4.82 49 0.70 2 6 0.49
187
Table 4.179: The EUS Result: Factorial View – Challenge of Assignments: Male
Std.
Pre-ODI position. 5.07 14 0.62 4 6 0.38
188
Table 4.180: The EUS Result: Factorial View – Challenge of Assignments: Female
Std.
Pre-ODI Challenge of Assignment 4.49 35 0.68 2 5.33 0.47
Pre-ODI position. 4.71 35 0.71 2 6 0.50
189
Table 4.181: The EUS Result: Factorial View – Challenge of Assignments: Service
Year 0 – 3
Std.
Pre-ODI position. 4.88 26 0.43 4 6 0.19
190
Year 3 – 7
Std.
Pre-ODI position. 5.00 9 0.71 4 6 0.50
191
Year 7++
Std.
Pre-ODI position. 4.57 14 1.02 2 6 1.03
Given Time
Overall perception about given time to the assignment after the ODI was
higher than the Pre-ODI stage. The responders perceived that, at the Post-ODI stage,
their own competence was fairly matched to complete the assignments effectively and
the time given to complete each different type of assignments was fairly appropriate
while the challenge of the assignment and the number of assignments were lesser
matched comparing to Pre-ODI stage (See table 4.184).
192
Table 4.184: The EUS Result: Factorial View – Given Time: All Employees
Std.
Pre-ODI Given Time 4.47 49 0.70 1 6 0.49
Post-ODI Given Time 4.52 40 0.72 2 6 0.52
Pre-ODI time. 4.84 49 0.55 4 6 0.31
Post-ODI time. 4.95 40 0.68 2 6 0.46
Q5 - The given time is matched to
193
Table 4.185: The EUS Result: Factorial View – Given Time: Male
Std.
Pre-ODI time. 5.07 14 0.48 4 6 0.23
Post-ODI time. 5.08 12 0.67 4 6 0.45
194
Table 4.186: The EUS Result: Factorial View – Given Time: Female
Std.
Pre-ODI time. 4.74 35 0.56 4 6 0.31
Post-ODI time. 4.89 28 0.69 2 6 0.47
195
Table 4.187: The EUS Result: Factorial View – Given Time: Service Year 0 – 3
Std.
Pre-ODI time. 4.88 26 0.43 4 6 0.19
Post-ODI time. 4.94 17 0.43 4 6 0.18
196
Table 4.188: The EUS Result: Factorial View – Given Time: Service Year 3 – 7
Std.
Pre-ODI time. 4.89 9 0.60 4 6 0.36
Post-ODI time. 5.38 8 0.52 5 6 0.27
197
Table 4.189: The EUS Result: Factorial View – Given Time: Service Year 7++
Std.
Pre-ODI time. 4.71 14 0.73 4 6 0.53
Post-ODI time. 4.73 15 0.88 2 6 0.78
198
Table 4.190: The EUS Result: Summary of Change in Hard Factors
Pre-ODI
Number of Types of Challenge of
Hard Factors Competence Assignments Assignments Assignments Given Time
Competence     
Numbers of
Assignments     
Types of
Post-ODI
Assignments     
Challenge of
Assignments     
Given Time     
From the summary table (see table 4.190), the top three areas of downward
change after the ODI implemented were competence of employees, number of
assignments, and the challenge of assignments given to employees. Although they
were perceived at a fairly good level, it somehow yielded signs to look into them for
the organization.
Discovery of Soft Factors of Employee Utilization

The soft factors were related behaviors, attitudes and beliefs related to self-
utilization, tardiness and absenteeism. These were the factors that supported the hard
factors to create a complete view of utilization.
Attitude
The difference of EUS result regarding attitude towards assignment between
Pre-ODI and Post-ODI showed a positive changed occurred (see table 4.191). The
employees fairly disagreed that being punctual did not affected to their work. A
majority of them realized that being late at work was unacceptable behavior. It
showed that they were aware of tardiness which reflected to their attitude. It also
implied that they were aware of their responsibilities and commitment to their work in
addition to accountability and self-respect.
199
Table 4.191: The EUS Result: Factorial View: Attitude: All Employees
Std.
Pre-ODI Attitude 4.55 49 0.94 1 6 0.88
Post-ODI Attitude 4.64 40 1.01 1 6 1.03
Q12 - Whether I arrive on time
or not, that doesn't have any
Pre-ODI impact to quality of my work. 3.69 49 1.62 1 6 2.63
Post-ODI impact to quality of my work. 3.85 39 1.66 1 6 2.77
Q13 - I know late arrival at
Pre-ODI work is not a good practice. 5.41 49 0.81 2 6 0.66
Post-ODI work is not a good practice. 5.38 40 0.90 1 6 0.80
Table 4.192: The EUS Result: Factorial View: Attitude towards Tardiness: Male
Std.
Pre-ODI Attitude 4.75 14 0.98 1 6 0.95
200
Table 4.193: The EUS Result: Factorial View: Attitude: Female
Std.
Pre-ODI Attitude 4.47 35 0.92 1 6 0.85
Table 4.194: The EUS Result: Factorial View: Attitude: Service Year 0 - 3
Std.
Pre-ODI Attitude 4.60 26 0.94 1 6 0.88
201
Table 4.195: The EUS Result: Factorial View: Attitude: Service Year 3 – 7
Std.
Pre-ODI Attitude 4.39 9 1.02 2 6 1.05
Post-ODI Attitude towards 4.69 8 0.96 1 6 0.92
Table 4.196: The EUS Result: Factorial View: Attitude: Service Year 7++
Std.
Pre-ODI Attitude 4.57 14 0.94 1 6 0.88
Behavior – Tardiness
A positive change could be seen after the ODI in terms of employees’
perception regarding to their own tardiness and behavior. The incremental rate of
arriving the office by 9 a.m. was 0.18 points after the study period (see table 4.197).
For leaving office on-time, the employees fairly disagreed; majority of them left
202
office after the office hours. This trend applied to all demographic profiles except a
group of employees who worked between three to seven years. There was a drop after
the study period.
From the result, it implied that responsibility, accountability, commitment and

self-respect among employees existed still through their behavior by trying not to
arrive the office after 9 a.m. However there were some who still had the same
behavior. The survey result pointed out that the group of employees who worked for
between three to seven years should be looked into.
Table 4.197: The EUS Result: Factorial View: Behavior - Tardiness: All Employees
Std.
Pre-ODI Behavior - Tardiness 4.24 49 1.16 1 6 1.34
Post-ODI Behavior - Tardiness 4.39 40 1.00 1 6 1.01
Q11 - I arrive the office by 9
Pre-ODI a.m. 4.61 49 1.15 1 6 1.33
Post-ODI a.m. 4.79 39 1.08 2 6 1.17
Pre-ODI Q15 - I leave office on time. 3.88 49 1.52 1 6 2.32
Post-ODI Q15 - I leave office on time. 3.98 40 1.44 1 6 2.08
Table 4.198: The EUS Result: Factorial View: Behavior – Tardiness: Male
Std.
Q11 - I arrive the office by
Pre-ODI 9 a.m. 4.57 14 1.09 2 6 1.19
Q11 - I arrive the office by
Post-ODI 9 a.m. 4.82 11 1.17 2 6 1.36
Q15 - I leave office on
Pre-ODI time. 4.29 14 1.49 1 6 2.22
Q15 - I leave office on
Post-ODI time. 4.17 12 1.47 1 6 2.15
203
Table 4.199: The EUS Result: Factorial View: Behavior Tardiness: - Female
Std.
Pre-ODI a.m. 4.63 35 1.19 1 6 1.42
Post-ODI a.m. 4.79 28 1.07 2 6 1.14
Table 4.200: The EUS Result: Factorial View: Behavior - Tardiness: Service Year 0 –
3
Std.
Pre-ODI a.m. 4.58 26 1.27 1 6 1.61
Post-ODI a.m. 4.69 16 1.01 2 6 1.03
Table 4.201: The EUS Result: Factorial View: Behavior - Tardiness: Service Year 3 –
7
Std.
Pre-ODI a.m. 4.78 9 1.30 2 6 1.69
Post-ODI a.m. 4.75 8 1.39 2 6 1.93
204
Table 4.202: The EUS Result: Factorial View: Behavior – tardiness: Service Year
7++
Std.
Pre-ODI a.m. 4.57 14 0.85 3 6 0.73
Post-ODI a.m. 4.93 15 1.03 3 6 1.07
Behavior – Absenteeism
The result showed that perception regarding their own absenteeism behavior
among employees had increased but employees fairly disagreed with such a behavior
(see table 4.203). Spending sick leave slightly increased but employees rarely used it
based on the results of the survey; however, they tended to spend their own granted
vacation leave.
From overall picture of absenteeism behavior, employees did not abuse their
right for leave by spending all the leave but rather spent them appropriately. It showed
that a sense of responsibility, commitment and self-respect as well as sense of
accountability still existed among employees. This could be seen by the sick leave
rate. However, as mentioned earlier, there were only some employees who tended to
use up all the leave granted.
205
Table 4.203: The EUS Result: Factorial View: Behavior – Absenteeism: All
Employees
Std.
Pre-ODI Behavior - Absenteeism 3.38 48 1.19 1 6 1.42
Post-ODI Behavior - Absenteeism 3.49 40 1.24 1 6 1.53
Pre-ODI Q16 - I spend all granted sick leaves. 2.44 48 1.43 1 6 2.04
Post-ODI Q16 - I spend all granted sick leaves. 2.45 40 1.50 1 6 2.25
Q17 - I spend all granted vacation
Pre-ODI leave. 4.31 48 1.60 1 6 2.56
Post-ODI leave. 4.52 40 1.50 1 6 2.26
Table 4.204: The EUS Result: Factorial View: Behavior – Absenteeism: Male
Std.
Pre-ODI leave. 4.29 14 1.59 1 6 2.53
Post-ODI leave. 4.50 12 1.51 1 6 2.27
Table 4.205: The EUS Result: Factorial View: Behavior – Absenteeism: Female
Std.
Pre-ODI leave. 4.32 34 1.63 1 6 2.65
Post-ODI leave. 4.54 28 1.53 1 6 2.33
206
Table 4.206: The EUS Result: Factorial View: Behavior – Absenteeism: Service Year
0–3
Std.
Q16 - I spend all granted sick
Pre-ODI leaves. 2.92 25 1.41 1 5 1.99
Post-ODI leaves. 2.94 17 1.48 1 5 2.18
Pre-ODI leave. 3.80 25 1.53 1 6 2.33
Post-ODI leave. 4.41 17 1.46 1 6 2.13
3–7
Std.
Pre-ODI leaves. 1.44 9 0.53 1 2 0.28
Post-ODI leaves. 1.75 8 0.89 1 3 0.79
Q17 - I spend all granted
Pre-ODI vacation leave. 4.78 9 1.56 1 6 2.44
Post-ODI vacation leave. 4.62 8 1.30 2 6 1.70
207
7++
Std.
Pre-ODI leaves. 2.21 14 1.53 1 6 2.34
Post-ODI leaves. 2.27 15 1.67 1 6 2.78
Behavior – Planning
The planning is behavior that shows a sense of responsibility, commitment,
accountability, sharing, involvement and self-respect. From the result, employees
fairly agreed that such a behavior should be aware to every single employee. The rate
after the ODI was slightly higher but still in the same range (see table 4.209).
Interestingly the annual vacation planning rate was dropped. There could be several
reasons such as workload, which cannot be planned such as personal reasons, etc; the
same trend showed in all demographic profiles.
208
Table 4.209: The EUS Result: Factorial View: Behavior – Planning: All Employees
Std.
Pre-ODI Behavior - Planning 4.93 49 0.87 2 6 0.76
Post-ODI Behavior - Planning 4.97 40 0.72 1 6 0.51
Q14 - I inform my supervisor
every time I plan to arrive office
Pre-ODI late. 5.10 49 1.09 2 6 1.18
Post-ODI late. 5.18 40 1.30 1 6 1.69
Q18 - I delegate my work to the
Pre-ODI team before I take leave 4.75 48 1.08 2 6 1.17
Post-ODI team before I take leave 4.80 40 0.99 2 6 0.99
Pre-ODI Q19 - I plan my annual vacation. 4.96 48 0.92 2 6 0.85
Post-ODI Q19 - I plan my annual vacation. 4.92 40 0.94 2 6 0.89
Table 4.210: The EUS Result: Factorial View: Behavior – Planning: Male
Std.
Pre-ODI late. 4.71 14 1.33 2 6 1.76
Post-ODI late. 5.00 12 1.41 1 6 2.00
209
Table 4.211: The EUS Result: Factorial View: Behavior – Planning: Female
Std.
every time I plan to arrive
Pre-ODI office late. 5.26 35 0.95 2 6 0.90
Post-ODI office late. 5.25 28 1.27 1 6 1.60
Q19 - I plan my annual
Pre-ODI vacation. 4.88 34 1.01 2 6 1.02
Post-ODI vacation. 4.93 28 0.90 2 6 0.81
Table 4.212: The EUS Result: Factorial View: Behavior – Planning: Service Year 0 –
3
Std.
Pre-ODI vacation. 4.92 25 0.81 3 6 0.66
210
Table 4.213: The EUS Result: Factorial View: Behavior – Planning: Service Year 3 –
7
Std.
Pre-ODI vacation. 5.00 9 0.71 4 6 0.50
Table 4.214: The EUS Result: Factorial View: Behavior – Planning: Service Year 7
++
Std.
Pre-ODI vacation. 5.00 14 1.24 2 6 1.54
211
Behavior – Work Delivery
Work delivery is another behavior, which implies utilization of employees.
Here employees perceived delivery of their work was fairly good and it was rated
higher after the ODI. They agreed fairly that they planned their work but not for all.
Efficiency at work was rated at good level but lower than the Pre-ODI stage, which
was the same as on-time work delivery (see table 4.215). This could be another
reflection of workload distribution. The employees perceived that they worked
efficiently but the submission of work was not aligned with effectiveness. The
increment of rating was shown across all demographic profiles.
From the result, a sense of responsibility, commitment, accountability and self-respect

was shown and that could be seen that it was at a fairly good level.
Table 4.215: The EUS Result: Factorial View: Behavior – Work Delivery: All
Employees
Std.
Pre-ODI Behavior – Work Delivery 4.46 49 0.55 2 6 0.31
Post-ODI Behavior – Work Delivery 4.97 40 0.52 2 6 0.27
Pre-ODI Q22 - I work 100% efficiently. 5.22 49 0.62 3 6 0.39
Post-ODI Q22 - I work 100% efficiently. 5.15 40 0.58 4 6 0.34
Pre-ODI Q23 - I plan all my work. 4.94 49 0.72 3 6 0.52
Post-ODI Q23 - I plan all my work. 4.98 40 0.62 3 6 0.38
Pre-ODI Q24 - I deliver my work on time. 4.90 49 0.94 2 6 0.89
Post-ODI Q24 - I deliver my work on time. 4.78 40 0.77 2 6 0.59
212
Table 4.216: The EUS Result: Factorial View: Behavior – Work Delivery: Male
Std.
Pre-ODI Behavior - Work Delivery 4.67 14 0.56 2 6 0.32
Post-ODI Behavior - Work Delivery 4.89 12 0.76 2 6 0.57
Q22 - I work 100%
Pre-ODI efficiently. 5.21 14 0.58 4 6 0.34
Q22 - I work 100%
Post-ODI efficiently. 5.17 12 0.84 4 6 0.70
Q24 - I deliver my work on
Pre-ODI time. 4.86 14 1.03 2 6 1.06
Post-ODI time. 4.67 12 1.16 2 6 1.33
Table 4.217: The EUS Result: Factorial View: Behavior – Work Delivery: Female
Std.
Pre-ODI time. 4.91 35 0.92 2 6 0.85
Post-ODI time. 4.82 28 0.55 4 6 0.30
213
Table 4.218: The EUS Result: Factorial View: Behavior – Work Delivery: Service
Year 0 - 3
Std.
Pre-ODI time. 5.08 26 0.63 4 6 0.39
Post-ODI time. 4.71 17 0.69 4 6 0.47
Year 3 – 7
Std.
Pre-ODI time. 5.00 9 1.23 2 6 1.50
Post-ODI time. 4.75 8 1.28 2 6 1.64
214
Year 7++
Std.
Pre-ODI time. 4.50 14 1.16 2 6 1.35
Post-ODI time. 4.87 15 0.52 4 6 0.27
Positive Motivation
Motivation is a driver for human beings to act. Positive motivation allows
human beings to act on positive things. The results from EUS showed that positive
motivation level was not different between Pre-ODI and Post-ODI (see table 4.221).
Utilization in positive motivation view is to ensure that daily operation runs
efficiently by putting efforts through planning and being responsible for work. The
implication of behaviors such as work delegation, planning and delivering the work
on time can be interpreted as responsibility, commitment, accountability,
involvement, and self-respect. They employees perceived their responsibility level as
good. However it dropped in male employees but was still in the same range of value.
215
Table 4.221: The EUS Result: Factorial View: Positive Motivation - All Employees
Std.
Pre-ODI Positive Motivation 4.79 49 0.68 3 6 0.46
Post-ODI Positive Motivation 4.79 40 0.52 1 6 0.27
Q21 - I'm responsible to my
Pre-ODI work 100%. 5.33 49 0.66 3 6 0.43
Post-ODI work 100%. 5.28 40 0.55 4 6 0.31
Pre-ODI time. 4.90 49 0.94 2 6 0.89
Post-ODI time. 4.78 40 0.77 2 6 0.59
216
Table 4.222: The EUS Result: Factorial View: Positive Motivation – Male
Std.
Pre-ODI vacation. 5.14 14 0.66 4 6 0.44
Pre-ODI work 100%. 5.14 14 0.66 4 6 0.44
Post-ODI work 100%. 5.25 12 0.75 4 6 0.57
Pre-ODI time. 4.86 14 1.03 2 6 1.06
Post-ODI time. 4.67 12 1.16 2 6 1.33
217
Table 4.223: The EUS Result: Factorial View: Positive Motivation – Female
Std.
Q18 - I delegate my work to
Pre-ODI the team before I take leave 4.74 34 1.14 2 6 1.29
Post-ODI the team before I take leave 4.75 28 0.97 2 6 0.94
Pre-ODI vacation. 4.88 34 1.01 2 6 1.02
Pre-ODI work 100%. 5.40 35 0.65 3 6 0.42
Post-ODI work 100%. 5.29 28 0.46 5 6 0.21
Pre-ODI time. 4.91 35 0.92 2 6 0.85
Post-ODI time. 4.82 28 0.55 4 6 0.30
218
Table 4.224 The EUS Result: Factorial View: Positive Motivation - Service Year 0 -3
Std.
Pre-ODI vacation. 4.92 25 0.81 3 6 0.66
Pre-ODI work 100%. 5.35 26 0.56 4 6 0.32
Post-ODI work 100%. 5.12 17 0.60 4 6 0.36
Pre-ODI time. 5.08 26 0.63 4 6 0.39
Post-ODI time. 4.71 17 0.69 4 6 0.47
219
Table 4.225: The EUS Result: Factorial View: Positive Motivation - Service Year 3 -
7
Std.
Pre-ODI vacation. 5.00 9 0.71 4 6 0.50
Pre-ODI work 100%. 5.33 9 0.71 4 6 0.50
Post-ODI work 100%. 5.62 8 0.52 5 6 0.27
Pre-ODI time. 5.00 9 1.23 2 6 1.50
Post-ODI time. 4.75 8 1.28 2 6 1.64
220
Table 4.226: The EUS Result: Factorial View: Positive Motivation - Service Year
7++
Std.
Pre-ODI vacation. 5.00 14 1.24 2 6 1.54
Pre-ODI work 100%. 5.29 14 0.83 3 6 0.68
Post-ODI work 100%. 5.27 15 0.46 5 6 0.21
Pre-ODI time. 4.50 14 1.16 2 6 1.35
Post-ODI time. 4.87 15 0.52 4 6 0.27
Negative Motivation
Negative motivation was categorized based on the types of the questions
written in a negative direction. From the result (see table 4.227), it showed that this
type of motivation was rated low among employees. This negative motivation can be
shown in work attendance aspect. If there was high absenteeism rate, it could be an
implication of low motivation at work, which was not in this case. It means
employees were motivated still but may not be 100 percent; the trend of the result was
in the same direction across all demographic profiles.
221
Table 4.227: The EUS Result: Factorial View: Negative Motivation - All Employees
Std.
Pre-ODI Negative Motivation 2.85 48 1.05 1 6 1.11
Post-ODI Negative Motivation 2.85 40 0.91 1 6 0.83
Pre-ODI sick leaves. 2.44 48 1.43 1 6 2.04
Post-ODI sick leaves. 2.45 40 1.50 1 6 2.25
Q20 - I request for a sick
leave in the morning of the
Pre-ODI same day. 1.81 48 1.16 1 6 1.35
Post-ODI same day. 1.58 40 0.71 1 4 0.51
Table 4.228: The EUS Result: Factorial View: Negative Motivation – Male
Std.
Pre-ODI leaves. 3.21 14 1.53 1 5 2.34
Post-ODI leaves. 3.08 12 1.68 1 5 2.81
Q20 - I request for a sick leave
in the morning of the same
Pre-ODI day. 1.86 14 1.10 1 5 1.21
Post-ODI day. 1.75 12 0.62 1 3 0.39
222
Table 4.229: The EUS Result: Factorial View: Negative Motivation – Female
Std.
Pre-ODI leaves. 2.12 34 1.27 1 6 1.62
Post-ODI leaves. 2.18 28 1.36 1 6 1.86
Pre-ODI same day. 1.79 34 1.20 1 6 1.44
Post-ODI same day. 1.50 28 0.75 1 4 0.56
Table 4.230: The EUS Result: Factorial View: Negative Motivation - Service Year 0
–3
Std.
Pre-ODI leaves. 2.92 25 1.41 1 5 1.99
Post-ODI leaves. 2.94 17 1.48 1 5 2.18
Pre-ODI same day. 1.80 25 1.08 1 5 1.17
Post-ODI same day. 1.53 17 0.51 1 2 0.27
223
Table 4.231: The EUS Result: Factorial View: Negative Motivation - Service Year 3
–7
Std.
Pre-ODI leaves. 1.44 9 0.53 1 2 0.28
Post-ODI leaves. 1.75 8 0.89 1 3 0.79
Pre-ODI day. 1.44 9 0.73 1 3 0.53
Post-ODI day. 1.25 8 0.46 1 2 0.21
Table 4.232: The EUS Result: Factorial View: Negative Motivation - Service Year
7++
Std.
Pre-ODI leaves. 2.21 14 1.53 1 6 2.34
Post-ODI leaves. 2.27 15 1.67 1 6 2.78
Pre-ODI leave. 4.93 14 1.54 1 6 2.38
Post-ODI leave. 4.60 15 1.72 1 6 2.97
Q20 - I request for a sick leave in
Pre-ODI the morning of the same day. 2.07 14 1.49 1 6 2.23
Q20 - I request for a sick leave in
Post-ODI the morning of the same day. 1.80 15 0.94 1 4 0.89
224
Understanding of Scope and Responsibility
Understanding the scope and responsibility could be seen through the
behavior. If employees were aware, they would act according to the role requirements
such as arriving on time, planning the work, planning vacation leave, etc. in order to
ensure that they can deliver the work on agreed timeline. And with the scope of work,
it can help to plan for the utilization of employees.
From the result (see table 4.233), employees rated their understanding of
scope and responsibility at a fairly good level. They could judge if the nature of their
works required them to be at the office on time, when the vacation should be taken,
when the work should be delivered, etc. However, from the rating, there was some
room for improvement in order to increase utilization. The trend of rating went across
all demographic profiles except the group of employees who worked for more than
seven years.
The motivation implication could be interpreted as responsibility,

commitment, accountability and self-respect which were at a fairly good level among
employees; there was some room to grow
225
Table 4.233: The EUS Result: Factorial View: Understanding of Scope and
Responsibility - All Employees
Std.
Pre-ODI Responsibility 4.57 49 0.80 1 6 0.64
Post-ODI Responsibility 4.69 40 0.63 1 6 0.40
Q.21 - I'm responsible to my
Pre-ODI work 100%. 5.33 49 0.66 3 6 0.43
Post-ODI work 100%. 5.28 40 0.55 4 6 0.31
Pre-ODI Q.23 - I plan all my work. 4.94 49 0.72 3 6 0.52
Pre-ODI time. 4.90 49 0.94 2 6 0.89
Post-ODI time. 4.78 40 0.77 2 6 0.59
226
Responsibility – Male
Std.
Pre-ODI work 100%. 5.14 14 0.66 4 6 0.44
Post-ODI work 100%. 5.25 12 0.75 4 6 0.57
Pre-ODI time. 4.86 14 1.03 2 6 1.06
Post-ODI time. 4.67 12 1.16 2 6 1.33
227
Responsibility – Female
Std.
Q12 - Whether I arrive on
time or not, that doesn't have
any impact to quality of my
Pre-ODI work. 3.63 35 1.61 1 6 2.59
time or not, that doesn't have
any impact to quality of my
Post-ODI work. 3.70 27 1.92 1 6 3.68
Pre-ODI work 100%. 5.40 35 0.65 3 6 0.42
Post-ODI work 100%. 5.29 28 0.46 5 6 0.21
Pre-ODI time. 4.91 35 0.92 2 6 0.85
Post-ODI time. 4.82 28 0.55 4 6 0.30
228
Responsibility - Service Year 0 – 3
Std. Ma
Phase Question Items Mean N Deviation Min x Variance
Pre-ODI work 100%. 5.35 26 0.56 4 6 0.32
Post-ODI work 100%. 5.12 17 0.60 4 6 0.36
Pre-ODI time. 5.08 26 0.63 4 6 0.39
Post-ODI time. 4.71 17 0.69 4 6 0.47
229
Responsibility - Service Year 3 – 7
Std.
Pre-ODI work 100%. 5.33 9 0.71 4 6 0.50
Post-ODI work 100%. 5.62 8 0.52 5 6 0.27
Pre-ODI time. 5.00 9 1.23 2 6 1.50
Post-ODI time. 4.75 8 1.28 2 6 1.64
230
Responsibility - Service Year 7++
Std.
time or not, that doesn't
have any impact to quality
Pre-ODI of my work. 3.79 14 1.81 1 6 3.26
time or not, that doesn't
have any impact to quality
Post-ODI of my work. 3.50 14 1.79 1 6 3.19
Q.21 - I'm responsible to
Pre-ODI my work 100%. 5.29 14 0.83 3 6 0.68
Q.21 - I'm responsible to
Post-ODI my work 100%. 5.27 15 0.46 5 6 0.21
Pre-ODI time. 4.50 14 1.16 2 6 1.35
Post-ODI time. 4.87 15 0.52 4 6 0.27
231
Additional Side Analysis: Demographic Focus
The overall picture shows that there was no significant change between
average perception value or mean score of each factor (see table 4.239), which
showed that an input (ODI) could not be effective.
Table 4. 239: Summary of Employee Utilization Survey for All Employees -

Utilization Factor View
Std.
Phase Utilization Factors Mean N Deviation Min Max Variance
Pre-ODI Number of Assignment 4.43 49 0.81 1 6 0.66
Post-ODI Number of Assignment 4.40 40 0.81 1 6 0.65


Pre-ODI Attitude 4.55 49 0.94 1 6 0.88

Pre-ODI Positive motivation 4.79 49 0.68 2 6 0.46
Post-ODI Positive motivation 4.79 40 0.52 1 6 0.27
Understanding Scope and
232
From table 4.160 to 4.238, it could be observed that there was some pattern.
The following section is an observation based on gender and service year views.
Gender View Analysis

Table 4.240 shows that male employees tended to rate their own perception
higher than female employees. One reason may be the numbers of male employees
were less than female employees. So, a distribution of score of male employees can
be less than female employees.
Table 4.240: Summary of Average Perception of Utilization in Factorial Level by

Gender
Pre-ODI Post-ODI
Male Female Male Female
Overall Average Perception of
Utilization 4.67 4.37 4.65 4.38
Utilization Factors
Competence 5.05 4.60 4.94 4.57
Numbers of Assignment 5.04 4.36 4.82 4.21
Types of Assignment 5.04 4.36 4.98 4.40
Challenge of Assignment 4.95 4.49 4.92 4.52
Given Time 4.88 4.32 4.85 4.38
Attitude 4.75 4.47 4.83 4.55
Behavior - Tardiness 4.43 4.50 4.17 4.34
Behavior - Absenteeism 3.75 3.32 3.79 3.36
Behavior - Planning 4.88 4.95 4.94 4.98
Behavior - Work Delivery 4.67 4.37 4.89 5.00
Positive motivation 4.86 4.76 4.79 4.79
Negative Motivation 2.85 3.12 2.85 3.11
Responsibility 4.55 4.57 4.68 4.69
It could be seen that for all hard factors, male employees rated higher
than female employees. Perhaps their perception about work was more extreme than
female employees in term of their own competence level. Additionally
appropriateness of amount of assignment given, types of assignment given, challenge
of assignment and the given time were fairer to them compared to female employees.
If looking at positive motivation factors, it could be seen that male employees rated
higher than female employees in Pre-ODI stage but the same level in Post-ODI. The
negative motivation factor, female employees rated higher than male employees in
both stages. This could be a sign of attitude level which male employees were more
233
positive than female employees. This could also be confirmed by the score rating for
attitude factor, for which male employees rated higher than female employees.
There were some consistencies noticed from the result for female
employees. By looking at behavior area, it was clearly seen the scores in tardiness
behavior and planning behavior were higher than male including to understanding of
scope and responsibility. Additionally, by looking at result of soft factors, female
employees tended to get a higher rate of score than male employees because it was a
soft side of human beings. This type of sensitivity mostly happens in female more
than male.
Service Year View Analysis
The numbers of service year also had also an impact on employee
behavior and motivation. This also can be reflected through utilization behavior of
employees.
Table 4.241: Summary of Average Perception of Utilization in Factorial Level by

Service Year
Pre-ODI Post-ODI
Service Service Service Service Service Service
Year 0 - 3 Year 3 - 7 Year 7 ++ Year 0 - 3 Year 3 - 7 Year 7 ++
Overall Average
Perception of Utilization 4.53 4.40 4.35 4.53 4.47 4.46
Utilization Factors
Competence 4.81 4.81 4.54 4.76 4.66 4.60
Numbers of Assignment 4.61 4.39 4.10 4.59 4.53 4.10
Types of Assignment 4.73 4.56 4.21 4.76 4.56 4.37
Challenge of Assignment 4.81 4.56 4.31 4.76 4.71 4.47
Given Time 4.63 4.39 4.25 4.69 4.63 4.27
Attitude 4.60 4.39 4.57 4.79 4.69 4.43
Behavior - Tardiness 4.23 4.44 4.14 4.41 4.38 4.37
Behavior - Absenteeism 3.36 3.11 3.57 3.68 3.19 3.43
Behavior - Planning 4.88 4.89 5.05 4.84 4.96 5.11
Behavior - Work Delivery 4.53 4.40 4.35 4.90 5.04 5.00
Positive motivation 4.80 4.85 4.73 4.68 4.94 4.83
Negative Motivation 2.75 2.84 3.07 2.74 2.96 2.89
Responsibility 4.45 4.61 4.75 4.67 4.78 4.65
From table 4.241, it showed that employees with service year zero to three
years rated highest in all hard factors compared to the rest in both Pre-ODI and Post-
ODI, which employees with service year more than seven years rated the lowest. It
means the junior employees perceived that their competence was appropriate to the
234
given tasks compared to the other group of employees. This was also reflected in the
attitude factor. Their attitude about their work was more positive than employees with
service year three years to seven years and employees with service year more than
seven years. However it was interesting to see that positive motivation of the junior
was not outstanding. The trend also showed negative motivation while the sophomore
rated their positive motivation higher than both groups.
Some linkages could be seen here. Both sophomore and senior employees may
not see their assignment appropriately as inbalanced but they still managed to work on
it because of their responsibility. This showed clearly in planning behavior factor and
understanding of the scope and responsibility factor. While the junior may see that
their assignment was appropriate but the condition or environment of their work may
not motivate them to perform as the level they were supposed to be.
There was an interesting point, understanding of scope and responsibility

factor. There was an extreme shift, although it was in the same range still, of score
rated by employees for the service in number of years seven from the highest one in
Pre-ODI stage to the lowest one in Post-ODI stage. That could be correspondent to
the situation in the company during the three months period that there was no clear
scope of work, which might be contributed by the turnover and new business projects
that might require extra effort.
Tardiness and Absenteeism Awareness and Behavior

The main focus of the study was tardiness, absenteeism and utilization of
employees. Another perspective to understand perception of awareness and behavior
of employees in tardiness and absenteeism was to view from an aspect of frequency
of the respondents. It showed that a majority of employees rated themselves on the
positive side (4 – 6 points) and concentrated in 4-5 point area. In the area of
absenteeism, there was also some negative area populated (see table 4.242).
235
Table 4.242: Frequency of Respondents on Different Scale – All Employees View
Frequency Frequency Frequency Frequency Frequency Frequency

(SD) - All (D) - All (FD) - All (FA) - All (A) - All (SA) - All
Employees Employees Employees Employees Employees Employees
Pre-ODI 0 0 3 17 14 15
Post
Attitude ODI 1 0 0 13 13 13
Total 1 0 3 30 27 28
Pre-ODI 0 4 5 12 19 9
Behavior - Post
Tardiness ODI 0 2 3 8 21 6
Total 0 6 8 20 40 15
Pre-
ODI 0 2 8 6 21 12
Behavior - Post
Absenteeism ODI 4 1 10 12 12 1
Total 4 3 18 18 33 13
236
Table 4.243: Frequency of Respondents on Different Scale – Gender View
Frequency Frequency Frequency Frequency

(SD) - Frequency (FD) - (FA) - Frequency (SA) -
Male (D) - Male Male Male (A) - Male Male
Pre-ODI 0 0 1 4 4 5
Attitude Post ODI 0 0 0 2 7 3
Total 0 0 1 6 11 8
Pre-ODI 0 2 0 2 8 2
Behavior - Tardiness Post ODI 0 1 0 2 7 2
Total 0 3 0 4 15 4
Pre-ODI 2 0 1 6 5 0
Behavior - Absenteeism Post ODI 1 1 1 2 7 0
Total 3 1 2 8 12 0
(SD) - (D) - (FD) - (FA) - (A) - (SA) -
Female Female Female Female Female Female
Pre-ODI 0 0 2 13 10 10
Total 1 0 2 24 16 20
Pre-ODI 0 2 5 10 11 7
Behavior - Tardiness Post ODI 0 1 3 6 14 4
Total 0 3 8 16 25 11
Pre-ODI 2 5 7 15 4 1
Behavior - Absenteeism Post ODI 3 0 9 10 5 1
Total 5 5 16 25 9 2
From gender perspective, concentrated range of frequency was between 4.0 –

6.0 points for male and 3.0 - 5.0 points. From table 4.243, it showed that both male
and female employees were well aware of tardiness and absenteeism behavior, which
were not preferable in organization. Female employees tended to rate absenteeism
issue on the negative side while male employees were on the positive one. Female
employees also spent sick leave more than male employees (see table 4.204 and table
4.205). Interestingly they spent their vacation leaves lower than male employees.
There could be several reasons for sick leave such as sickness, using to protect late
arrival rule, or etc. Additionally the groups of employees who had worked for 3 – 7
years and more than 7 years also perceived the behavior related to absenteeism on the
negative side while a majority of employees worked during 0 – 3 year rated more on
positive side (see table 4.244).
237
Table 4.244: Frequency of Respondents on Different Scale – Service Year View

(SD) - (D) - (FD) - (FA) - (A) - (SA) -
Year 0-3 Year 0-3 Year 0-3 Year 0-3 Year 0-3 Year 0-3
Pre-ODI 0 0 1 9 7 9
Total 0 0 1 13 14 15
Behavior - Pre-ODI 0 3 3 3 13 4
Tardiness Post ODI 0 1 1 3 10 2
Total 0 4 4 6 23 6
Absenteeism Post ODI 2 0 3 4 8 0
Total 4 4 7 11 16 0
(SD) - (D) - (FD) - (FA) - (A) - (SA) -
Year 3-7 Year 3-7 Year 3-7 Year 3-7 Year 3-7 Year 3-7
Pre-ODI 0 0 1 4 2 2
Total 0 0 1 7 4 5
Total 0 2 0 5 5 5
Total 2 1 6 8 0 0
(SD) - (D) - (FD) - (FA) - (A) - (SA) -
Year 7 ++ Year 7 ++ Year 7 ++ Year 7 ++ Year 7 ++ Year 7 ++
Pre-ODI 0 0 1 4 5 4
Total 1 0 1 10 10 8
Total 0 0 4 9 13 4
Total 3 1 5 14 5 2
238
Based on the results described earlier, it was important to understand to the
context of those. In question number 16 (see table 4.203), most of employees
responded that they rarely spent their sick leave but awaited their vacation. Male
employees tended to spend their sick leaves more than female employees while
vacation leave was spent almost completely by both (see table 4.246). In service year
view (see table 4.245), both the service in number of years between zero to three and
the service in number of years more than seven spent their sick leave more than the
service in number of years between three to seven. For vacation leaves, all groups
consumed the days almost at the same level.
Behavior related to tardiness was reflected to question number 11 and 15.

From the respond, employees perceived themselves as fairly good both service-year
perspective and the gender one.
Table 4.245: Frequency of Respondents on Different Scale – Service Year View
239
Table 4.246: Question Items Related to Tardiness and Absenteeism Behaviors –
Gender View
When people are aware of tardiness rule, they put effort to catch the office
hour, spending sick leave once it is necessarily needed or spending all granted
vacation, it was implied about their commitment, responsibility, respect,
accountability, involvement, challenge, ownership and purpose. These were
motivation drivers that drive people to think and to act. What can be seen from the
EUS results for both Pre-ODI and Post-ODI was level of motivation among
employees didn’t change. They were in almost-fair and fair level among them.
240
Initial Impact of ODI and Relationship among Utilization, Tardiness and
Absenteeism
The EUS survey was used as a tool to collect perception of employees

regarding to their own utilization throughout different perspectives or factors
explained earlier. The result of the survey was analyzed statistically to understand the
initial impact of the ODI including to the relationship among three variables in the
study, utilization, tardiness and absenteeism between Pre-ODI and Post-ODI stages.
Initial Impact of the ODI
Table 4.247: Paired Sample Test between Pre-ODI and Post-ODI
Paired Samples Statistics

Mean N Std. Deviation Std. Error Mean
Pair 1 Pre_ODI_AVG 4.45 24 0.83 0.17
Post_ODI_AVG 4.46 24 0.85 0.17
Paired Samples Correlations

N Correlation Sig.
Pair 1 Pre_ODI_AVG & Post_ODI_AVG 24 0.991 0
Paired Samples Test

Paired Differences t df Sig.
(2-tailed)
Mean Std. Std. Error 95% Confidence
Deviation Mean Interval of the
Difference
Lower Upper
Pre_ODI_
AVG -
-0.01 0.11 0.02 -0.06 0.04 -0.39 23 0.70
Post_ODI
Pair 1 _AVG
From table 4.247, a paired-samples T-Test was conducted to compare the

overall employee utilization perception at pre-ODI stage (Pre_ODI-AVG) and post-
241
ODI stage (Post_ODI-AVG) through the survey questions (N=24). There was
insignificant difference in the score for Pre-ODI (M = 4.45, SD = 0.83) and Post-ODI
(M = 4.46, SD = 0.85) conditions; t(23) = -0.39, p = 0.70. The result was suggested
that the average perception value of employee utilization before and after the ODI
was not different. That means there was no initial impact of the ODI on tardiness and
absenteeism.
Relationship Among Utilization, Tardiness and Absenteeism

The following showed the relationship of three variables, utilization, tardiness
and absenteeism in both Pre-ODI stage and Post-ODI stage. There were three
perspectives discussed here, all employees view, gender view and service year view.
From table 4.248, overall there was a medium positive correlation between
perception of employee utilization for all employee aspect (Utilization) and
perception of employee tardiness for all employee aspect (Tardiness) at Pre-ODI
stage. A Pearson product-moment correlation coefficient was computed to assess the
relationship between perception of employee utilization for all employee aspect and
perception of employee tardiness for all employee aspect. There was a positive
correlation between the two variables, r = 0.697, n = 49, p = 0.0. The correlation is
significant at 0.01 level. Increases in the former was correlated to an increase in the
latter at Pre-ODI stage.
242
Table 4.248: Relationship between tardiness and utilization in Pre-ODI– All
Employees
Descriptive Statistics
Mean Std. Deviation N
Perception of Employee
Utilization - All
Employees 4.4555 0.5531 49
Tardiness - All
Employees 4.2449 1.15525 49
Correlations
Perception of Employee Perception of
Utilization - All Employee Tardiness
Employees - All Employees
Utilization - All
Employees Pearson Correlation 1 .697**
Sig. (2-tailed) 0
Sum of Squares and
Cross-products 14.684 21.382
Covariance 0.306 0.445
N 49 49
Tardiness - All
Employees Pearson Correlation .697** 1
Sig. (2-tailed) 0
Sum of Squares and
N 49 49
**. Correlation is significant at the 0.01 level (2-tailed).
243
Table 4.249: Relationship between tardiness and utilization in Post-ODI– All
Employees
Utilization - All
Employees 4.462908 0.4142633 40
All Employee Total
Tardiness 4.388 1.0031 40
Correlations
Perception of
Employee Utilization - All Employee Total
All Employees Tardiness
Utilization - All
Sig. (2-tailed) 0.001
Sum of Squares and
N 40 40
All Employee Total
Tardiness Pearson Correlation .504** 1
Sum of Squares and
N 40 40
perception of employee utilization for all employee aspect (Utilization) and
perception of employee tardiness for all employee aspect (Tardiness) at Post-ODI
relationship between perception of employee utilization for all employee aspect and
perception of employee tardiness for all employee aspects. There was a positive
244
significant at 0.01 level. Increases in the former were correlated to increases in the
latter at Post-ODI stage.
Table 4.250: Relationship between tardiness and utilization in Pre-ODI by Gender -

Male
Utilization - Male 4.669643 0.5622244 14
Tardiness - Male 4.429 1.1906 14
Correlations
Perception of Perception of
Employee Utilization - Employee
Male Tardiness - Male
Perception of Employee Pearson
Utilization - Male Correlation 1 .642*
Sum of Squares
and Cross-
products 4.109 5.586
N 14 14
Tardiness - Male Correlation .642* 1
Sum of Squares
and Cross-
products 5.586 18.429
N 14 14
*. Correlation is significant at the 0.05 level (2-tailed).
perception of employee utilization for male employee aspect (Utilization) and
perception of employee tardiness for male employee aspect (Tardiness) at Pre-ODI
relationship between perception of employee utilization for male employee aspect and
245
perception of employee tardiness for male employee aspect. There was a positive
perception of employee utilization for male employee aspect (Utilization) and
perception of employee tardiness for male employee aspect (Tardiness) at Post-ODI
relationship between perception of employee utilization for male employee aspect and
perception of employee tardiness for male employee aspect. There was a positive
246
Table 4.251: Relationship between tardiness and utilization in Post-ODI by Gender -
Male
Perception of
Employee
Perception of
Employee
Tardiness - Male 4.5 1.066 12
Correlations
Employee Utilization Employee Tardiness -
- Male Male
Perception of
Employee
Utilization - Male Pearson Correlation 1 .620*
Sum of Squares and
N 12 12
Perception of
Employee
Tardiness - Male Pearson Correlation .620* 1
Sum of Squares and
N 12 12
247
Table 4.252: Relationship between tardiness and utilization in Pre-ODI by Gender -
Female
Perception of
Employee
Utilization -
Female 4.369834 0.5334752 35
Perception of
Employee
Utilization -
Female 4.171 1.1501 35
Correlations
Employee Utilization - Employee Utilization -
Female Female
Perception of
Employee
Utilization -
Female Pearson Correlation 1 .720**
Sig. (2-tailed) 0
Sum of Squares and
N 35 35
Perception of
Employee
Utilization -
Female Pearson Correlation .720** 1
Sig. (2-tailed) 0
Sum of Squares and
N 35 35
perception of employee utilization for female employee aspect (Utilization) and
perception of employee tardiness for female employee aspect (Tardiness) at Pre-ODI
248
relationship between perception of employee utilization for female employee aspect
and perception of employee tardiness for female employee aspect. There was a
positive correlation between the two variables, r = 0.720, n = 35, p = 0.0. The
correlation is significant at 0.01 level. Increases in the former were correlated to
increases in the latter at Pre-ODI stage.
perception of employee utilization for female employee aspect (Utilization) and
perception of employee tardiness for female employee aspect (Tardiness) at Post-ODI
relationship between perception of employee utilization for female employee aspect
and perception of employee tardiness for female employee aspect. There was a
increases in the latter at Post-ODI stage.
249
Table 4.253: Relationship between tardiness and utilization in Post-ODI by Gender -
Female
Perception of
Employee Utilization -
Female 4.383087 0.385151 28
Perception of
Female 4.339 0.9912 28
Correlations
Perception of
Employee Utilization Utilization -
- Female Female
Perception of
Female Pearson Correlation 1 .450*
Sum of Squares and Cross-
N 28 28
Perception of
Female Pearson Correlation .450* 1
products 4.641 26.527
N 28 28
250
Table 4.254: Relationship between tardiness and utilization in Pre-ODI by Service
Year – 0-3 Year
Perception of
Employee
Utilization - Year
0-3 4.529905 0.4518253 26
Perception of
Employee
Tardiness - Year 0-
3 Tardiness 4.231 1.2428 26
Correlations
Perception of
Employee Utilization - Tardiness - Year 0-
Year 0-3 3
Perception of
Employee
Utilization - Year
0-3 Pearson Correlation 1 .714**
Sig. (2-tailed) 0
products 5.104 10.023
N 26 26
Perception of
Employee
Tardiness - Year 0-
3 Pearson Correlation .714** 1
Sig. (2-tailed) 0
products 10.023 38.615
N 26 26
perception of employee utilization for employees with service year 0-3 aspect
(Utilization) and perception of employee tardiness for employees with service years
0-3 aspect (Tardiness) at Pre-ODI stage. A Pearson product-moment correlation
251
coefficient was computed to assess the relationship between perception of employee
utilization for employees with service year 0-3 aspect and perception of employee
tardiness for employees with service year 0-3 aspect. There was a positive correlation
between the two variables, r = 0.714, n = 26, p = 0.0. The correlation was significant
at 0.01 level. Increases in the former were correlated to increases in the latter at Pre-
ODI stage.
perception of employee utilization for employee with service year 0-3 aspect
(Utilization) and perception of employee tardiness for employee with service year 0-3
aspect (Tardiness) at Post-ODI stage. A Pearson product-moment correlation
utilization for employee with service year 0-3 aspect and perception of employee
tardiness for employee with service year 0-3 aspect. There was a positive correlation
between the two variables, r = 0.427, n = 17, p = 0.056.
252
Table 4.255: Relationship between tardiness and utilization in Post-ODI by Service
Year – 0-3 Year
Perception of
Employee
Utilization - Year
0-3 4.526854 0.2210509 17
Perception of
Employee
Tardiness - Year 0-
3 4.412 0.9393 17
Correlations
Perception of
Employee Utilization Tardiness - Year 0-
- Year 0-3 3
Perception of
Employee
Utilization - Year
0-3 Pearson Correlation 1 0.472
N 17 17
Perception of
Employee
Tardiness - Year 0-
3 Pearson Correlation 0.472 1
products 1.567 14.118
N 17 17
253
Year – 3-7 Year
Perception of
Employee
Utilization - Year
3-7 4.398148 0.6081446 9
Perception of
Employee
Tardiness - Year 3-
7 4.444 1.1844 9
Correlations
Perception of
Employee Utilization Tardiness - Year 3-
- Year 3-7 7
Perception of
Employee
Utilization - Year
3-7 Pearson Correlation 1 .899**
N 9 9
Perception of
Employee
Tardiness - Year 3-
products 5.178 11.222
N 9 9
perception of employee utilization for employee with the service in number of year
between three to seven (Utilization) and perception of employee tardiness for
employee with the service in number of years between zero to three aspect
254
(Tardiness) at Pre-ODI stage. A Pearson product-moment correlation coefficient was
computed to assess the relationship between perception of employee utilization for
employee with service in number of years three to seven and perception of employee
tardiness for employee with the service in number of years between three to seven.
There was a positive correlation between the two variables, r = 0.899, n = 9, p =
0.001. The correlation is significant at 0.01 level. Increases in the former were
correlated to increases in the latter at Pre-ODI stage.
perception of employee utilization for employee with service in number of years
between three to seven (Utilization) and perception of employee tardiness for
employee with service year 0-3 aspect (Tardiness) at Post-ODI stage. A Pearson
product-moment correlation coefficient was computed to assess the relationship
between perception of employee utilization for employee with service in number of
years 3-7 aspect and perception of employee tardiness for employee with service in
number of year between three to seven. There was a positive correlation between the
two variables, r = 0.626, n = 8, p = 0.097 at Post-ODI.
255
Year – 3-7 Year
Perception of
Employee
Utilization - Year
3-7 4.473958 0.4771243 8
Perception of
Employee
Tardiness - Year 3-
7 4.375 1.3025 8
Correlations
Employee Employee
Utilization - Year Tardiness - Year 3-
3-7 7
Perception of
Employee
Utilization - Year
3-7 Pearson Correlation 1 0.626
N 8 8
Perception of
Employee
Tardiness - Year 3-
7 Pearson Correlation 0.626 1
products 2.724 11.875
N 8 8
256
Year – 7++ Year
Perception of
Employee
Utilization - Year
7++ 4.354167 0.6964022 14
Perception of
Employee Tardiness
- Year 7++ 4.143 1.0271 14
Correlations
Perception of
Employee Utilization Tardiness - Year
- Year 7++ 7++
Perception of
Employee
Utilization - Year
7++ Pearson Correlation 1 .663**
N 14 14
Perception of
Employee Tardiness
- Year 7++ Pearson Correlation .663** 1
products 6.167 13.714
N 14 14
perception of employee utilization for employee with service year 7++ aspect
(Utilization) and perception of employee tardiness for employees with service year
7++ aspect (Tardiness) at Pre-ODI stage. A Pearson product-moment correlation
257
utilization for employees with service year 7++ aspect and perception of employee
tardiness for employee with service year &++ aspect. There was a positive correlation
between the two variables, r = 0.663, n = 14, p = 0.01. The correlation was significant
at 0.01 level. Increases in the former were correlated to increases in the latter at Pre-
ODI stage.
perception of employee utilization for employee with service year 7++ aspect
(Utilization) and perception of employee tardiness for employee with service year
7++ aspect (Tardiness) at Post-ODI stage. A Pearson product-moment correlation
utilization for employee with service year 7++ aspect and perception of employee
tardiness for employee with service year &++ aspect. There was a positive correlation
between the two variables, r = 0.526, n = 16, p = 0.036. The correlation was
258
Year – 7++ Year
Perception of
Employee
Utilization - Year
7++ 4.401268 0.5305429 16
Perception of
Employee
Tardiness - Year
7++ 4.406 0.9525 16
Correlations
Perception of
Employee Perception of
Utilization - Year Employee Tardiness
7++ - Year 7++
Perception of
Employee
Utilization - Year
7++ Pearson Correlation 1 .526*
products 4.222 3.99
N 16 16
Perception of
Employee
Tardiness - Year
7++ Pearson Correlation .526* 1
N 16 16
259
Table 4.260: Relationship between absenteeism and utilization in Pre-ODI– All
Employees
Utilization - All
Employees 3.375 1.19173 48
Absenteeism - All
Employees 4.4555 0.5531 49
Correlations
Employee Employee
Absenteeism - Utilization - All
All Employees Employees
Absenteeism - All
Sig. (2-tailed) 0
Sum of Squares and
N 48 48
Utilization - All
Sig. (2-tailed) 0
Sum of Squares and
N 48 49
perception of employee utilization for all employees aspect (Utilization) and
perception of employee absenteeism for all employees aspect (Absenteeism) at Pre-
ODI stage. A Pearson product-moment correlation coefficient was computed to assess
the relationship between perception of employee utilization for all employees aspect
and perception of employee absenteeism for all employees aspect. There was a
260
perception of employee utilization for all employees aspect (Utilization) and
perception of employee absenteeism for all employees aspect (Absenteeism) at Post-
the relationship between perception of employee utilization for all employees aspect
and perception of employee absenteeism for all employees aspect. There was a
increases in the latter at Post-ODI stage.
261
Table 4.261: Relationship between absenteeism and utilization in Post-ODI– All
Employees
Utilization - All
Employees 4.462908 0.4142633 40
Absenteeism - All
Employees 3.488 1.2377 40
Correlations
Perception of
Employee Utilization Absenteeism -
- All Employees All Employees
Utilization - All
Sig. (2-tailed) 0
Sum of Squares and
N 40 40
Absenteeism - All
Sig. (2-tailed) 0
Sum of Squares and
N 40 40
262
Table 4.262: Relationship between absenteeism and utilization in Pre-ODI by
Gender– Male
Perception of
Employee
Perception of
Employee
Absenteeism -
Male 3.75 1.3265 14
Correlations
Perception of
- Male Male
Perception of
Employee
Utilization - Male Pearson Correlation 1 .796**
N 14 14
Perception of
Employee
Absenteeism -
Male Pearson Correlation .796** 1
products 7.719 22.875
N 14 14
perception of employee utilization for male employees aspect (Utilization) and
perception of employee absenteeism for male employees aspect (Absenteeism) at Pre-
the relationship between perception of employee utilization for male employees
263
aspect and perception of employee absenteeism for male employees aspect. There was
a positive correlation between the two variables, r = 0.796, n = 14, p = 0.001. The
Table 4.263: Relationship between absenteeism and utilization in Post-ODI by

Gender– Male
Perception of
Employee
Perception of
Employee
Absenteeism -
Male 3.792 1.3892 12
Correlations
Perception of
- Male Male
Perception of
Employee
Utilization - Male Pearson Correlation 1 .655*
N 12 12
Perception of
Employee
Absenteeism -
Male Pearson Correlation .655* 1
products 4.365 21.229
N 12 12
264
perception of employee utilization for male employees aspect (Utilization) and
perception of employee absenteeism for male employees aspect (Absenteeism) at
Post-ODI stage. A Pearson product-moment correlation coefficient was computed to
assess the relationship between perception of employee utilization for male
employees aspect and perception of employee absenteeism for male employees
aspect. There was a positive correlation between the two variables, r = 0.655, n = 12,
p = 0.021. The correlation is significant at 0.05 level. Increases in the former were
correlated to increases in the latter at Post-ODI stage.
perception of employee utilization for female employees aspect (Utilization) and
perception of employee absenteeism for female employees aspect (Absenteeism) at
Pre-ODI stage. A Pearson product-moment correlation coefficient was computed to
assess the relationship between perception of employee utilization for female
employees aspect and perception of employee absenteeism for female employees
correlated to increases in the latter at Pre-ODI stage.
265
Table 4.264: Relationship between absenteeism and utilization in Pre-ODI by
Gender– Female
Perception of
Employee
Utilization - Female 4.369834 0.5334752 35
Perception of
Employee
Absenteeism -
Female 3.221 1.1159 34
Correlations
Perception of
Employee Utilization Absenteeism
- Female - Female
Perception of
Employee
Utilization - Female Pearson Correlation 1 .579**
Sig. (2-tailed) 0
products 9.676 11.505
N 35 34
Perception of
Employee
Absenteeism -
Female Pearson Correlation .579** 1
Sig. (2-tailed) 0
products 11.505 41.096
N 34 34
266
Gender– Female
Perception of
Employee 4.383087 0.385151 28
Utilization - Female
Perception of
Employee
3.357 1.1695 28
Absenteeism -
Female
Correlations
Employee Utilization - Employee
Female Absenteeism -
Female
Perception of
Employee 1 .592**
Utilization - Female Pearson Correlation
Sum of Squares and
4.005 7.199
Cross-products
N 28 28
Perception of
Employee
.592** 1
Absenteeism -
Female Pearson Correlation
Sum of Squares and
7.199 36.929
Cross-products
N 28 28
perception of employee utilization for female employees aspect (Utilization) and
perception of employee absenteeism for female employees aspect (Absenteeism) at
267
assess the relationship between perception of employee utilization for female
employees aspect and perception of employee absenteeism for female employees
correlated to increases in the latter at Post-ODI stage.
Table 4.266: Relationship between absenteeism and utilization in Pre-ODI by Service

Year – 0-3 Year
Utilization - Year 0-3 4.529905 0.4518253 26
Absenteeism - Year 0-3 3.36 1.3191 25
Correlations
Perception of
Employee Utilization - Absenteeism -
Year 0-3 Year 0-3
Utilization - Year 0-3 Correlation 1 .806**
Sig. (2-tailed) 0
Sum of Squares
and Cross-
N 26 25
Absenteeism - Year 0-3 Correlation .806** 1
Sig. (2-tailed) 0
Sum of Squares
and Cross-
N 25 25
268
From table 4.266, overall there was a strong positive correlation between
perception of employee utilization for employees with service year 0 -3 aspect
(Utilization) and perception of employee absenteeism for employees with service year
0 -3 aspect (Absenteeism) at Pre-ODI stage. A Pearson product-moment correlation
utilization for employees with service year 0 -3 aspect and perception of employee
absenteeism for employees with service year 0 -3 aspect. There was a positive
perception of employee utilization for employees with service in number of years
between zero to three (Utilization) and perception of employee absenteeism for
employees with the service in number of years between zero to three aspect
(Absenteeism) at Post-ODI stage. A Pearson product-moment correlation coefficient
was computed to assess the relationship between perception of employee utilization
for employees with service year 0 -3 aspect and perception of employee absenteeism
for employees with service year 0 -3 aspect. There was a positive correlation between
the two variables, r = 0.634, n = 17, p = 0.006. The correlation is significant at 0.01
level. Increases in the former were correlated to increases in the latter at Post-ODI
stage.
269
Service Year – 0-3 Year
Perception of
Year 0-3 4.526854 0.2210509 17
Perception of
Employee
Absenteeism - Year 0-
3 3.676 1.2617 17
Correlations
Perception of
- Year 0-3 Year 0-3
Perception of
Year 0-3 Pearson Correlation 1 .634**
Sum of Squares and
N 17 17
Perception of
Employee
Absenteeism - Year 0-
Sum of Squares and
N 17 17
270
Year – 3-7 Year
Utilization - Year 3-7 4.398148 0.6081446 9
Absenteeism - Year 3-7 3.111 0.858 9
Correlations
Perception of
Employee Utilization Absenteeism - Year 3-
- Year 3-7 7
Utilization - Year 3-7 Correlation 1 0.658
Sum of Squares
and Cross-
N 9 9
Absenteeism - Year 3-7 Correlation 0.658 1
Sum of Squares
and Cross-
N 9 9
perception of employee utilization for employees with the service in number of years
between three to seven (Utilization) and perception of employee absenteeism for
employees with the service in number of years between three to seven aspect
(Absenteeism) at Pre-ODI stage. A Pearson product-moment correlation coefficient
was computed to assess the relationship between perception of employee utilization
for employees with service year 3 - 7 aspect and perception of employee absenteeism
271
for employees with service year 3 -7 aspect. There was a positive correlation between
the two variables, r = 0.658, n = 9, p = 0.054 at Pre-ODI.
Table 4.269: Relationship between absenteeism and utilization in Post-ODI by the
Service in Number of Year – 3-7 Year
Perception of
Employee Utilization
- Year 3-7 4.473958 0.4771243 8
Perception of
Employee
Absenteeism - Year
3-7 2.875 1.0264 8
Correlations
Perception of
- Year 3-7 Year 3-7
Perception of
- Year 3-7 Pearson Correlation 1 0.631
Sum of Squares and
N 8 8
Perception of
Employee
Absenteeism - Year
3-7 Pearson Correlation 0.631 1
Sum of Squares and
N 8 8
perception of employee utilization for employees with service in number of year three
to seven aspect (Utilization) and perception of employee absenteeism for employees
with the service in number of years between three to seven year aspect (Absenteeism)
272
at Post-ODI stage. A Pearson product-moment correlation coefficient was computed
to assess the relationship between perception of employee utilization for employees
with the service in number of years between three and seven and perception of
employee absenteeism for employees with service year 3 - 7 aspect. There was a
positive correlation between the two variables, r = 0.631, n = 8, p = 0.094 at Post-
ODI.
in Number of Years – 7++ Year
Perception of
- Year 7++ 4.354167 0.6964022 14
Perception of
Employee
Absenteeism - Year
7++ 3.571 1.1744 14
Correlations
Perception of
- Year 7++ Year 7++
Perception of
- Year 7++ Pearson Correlation 1 .625*
Sum of Squares and
N 14 14
Perception of
Employee
Absenteeism - Year
7++ Pearson Correlation .625* 1
Sum of Squares and
N 14 14
273
perception of employee utilization for employees with service year 7++ aspect
(Utilization) and perception of employee absenteeism for employees with the service
in number of years more than seven year aspect (Absenteeism) at Pre-ODI stage. A
Pearson product-moment correlation coefficient was computed to assess the
relationship between perception of employee utilization for employees with the
service in number of years more than seven aspect and perception of employee
absenteeism for employees with service in number of years more than seven. There
was a positive correlation between the two variables, r = 0.625, n = 14, p = 0.017. The
perception of employee utilization for employees with service in number of years
more than seven aspect (Utilization) and perception of employee absenteeism for
employees with the service in number of years more than seven (Absenteeism) at
assess the relationship between perception of employee utilization for employees with
in a service in number of years more than seven year aspect and perception of
employee absenteeism for employees with the service in number of years more than
seven year aspect. There was a positive correlation between the two variables, r =
0.709, n = 16, p = 0.002. The correlation is significant at 0.01 level. Increases in the
former were correlated to increases in the latter at Post-ODI stage.
274
Table 4.271: Relationship between absenteeism and utilization in Post-ODI by the
Service in Number of Years – 7++ Year
Perception of
- Year 7++ 4.401268 0.5305429 16
Year 7++
Absenteeism 3.531 1.3961 16
Correlations
Perception of
Employee Utilization Year 7++
- Year 7++ Absenteeism
Perception of
- Year 7++ Pearson Correlation 1 .709**
Sum of Squares and
N 16 16
Year 7++
Absenteeism Pearson Correlation .709** 1
Sum of Squares and
N 16 16
275
Table 4.272: Summary of Correlation
Pair of
Relationship Phase Demographic Profile r N p Sig. Level
Pre-ODI All Employees 0.697 49 0 0.01
Post ODI All Employees 0.504 40 0.001 0.01
Pre-ODI Male Employees 0.642 14 0.013 0.05
Post ODI Male Employees 0.62 12 0.0031 0.05
Pre-ODI Female Employees 0.72 35 0 0.01
Utilization - Post ODI Female Employees 0.45 28 0.016 0.05
Tardiness Pre-ODI Service Year 0 -3 0.714 26 0
Post ODI Service Year 0 -3 0.427 17 0.056
Pre-ODI Service Year 3-7 0.899 9 0.001
Post ODI Service Year 3-7 0.626 8 0.097
Pre-ODI Service Year 7++ 0.663 14 0.01 0.01
Post ODI Service Year 7++ 0.526 16 0.036 0.05
Pre-ODI All Employees 0.666 49 0 0.01
Post ODI All Employees 0.627 40 0 0.01
Pre-ODI Male Employees 0.796 14 0.001 0.01
Post ODI Male Employees 0.655 12 0.021 0.05
Pre-ODI Female Employees 0.579 34 0 0.01
Utilization - Post ODI Female Employees 0.592 28 0.001 0.01
Absenteeism Pre-ODI Service Year 0 -3 0.806 25 0 0.01
Post ODI Service Year 0 -3 0.634 17 0.006 0.01
Pre-ODI Service Year 3-7 0.658 9 0.054
Post ODI Service Year 3-7 0.631 8 0.094
Pre-ODI Service Year 7++ 0.625 14 0.017 0.05
Post ODI Service Year 7++ 0.709 16 0.002 0.01
4.3.3 Face-to-Face Interview (Pre-ODI & Post-ODI)

The two interviews were conducted in different occasions with the same
purposes, to understand deeper about the attitude and the motivation of the selected
employees as representatives of all TravelPal Thailand co., ltd.’s employees. The
Face-to-Face interview was conducted before and after the OD activities.
276
Table 4.273: Summary of Responds of Face-to-Face Interview
Question Items Pre-ODI Post-ODI

and absenteeism policy? Yes = 60%, No = 40% Yes = 75%, No = 25%
policy increase your motivation level? Yes = 0%, No = 100% Yes = 25%, No = 75%
90% Responsibility,
Commitment and Self-Respect
What make you arrive before office 100% Responsibility,
hours? 10% Responsibility Commitment and Self-Respect
From these questions and observation of the responders (see table 4.273), it
was clear that the interviewees were still motivated to work for the organization but
there was not much different between and after ODI. Although there was an
increment of agreement or satisfaction about the new tardiness policy but it didn’t
create any high impact to motivation. They could carry their work but there was
nothing to do with the motivation generated by the role.
In both occasions, it was confirmed that the reason to arrive office by the
office hour started was responsibility, commitment and self-respect. This confirmed
the level of responsibility of employees without considering their level of motivation.
277
Chapter 5
Summary, Conclusions and Recommendations
It was understood that TravelPal Thailand Co., Ltd. experienced business

performance issue in 2012 as the earnings in the inbound travel business dropped and
the cost was higher. Even though there were two positive signs, increment of the B2B
business line and outbound air ticket and accommodation, overall sales target still
missing.
There was no Q1-Q3/2013 financial result reported during the study from
TravelPal Thailand Co., Ltd. However a group level from TravelPal Holdings, a
mother company, in Singapore for Q1-Q2/2013 financial report was available.
There was an increment in terms of revenue in Q2/2013 from Q1/2013 but

lower 8.7 percept yoy. For the loss before tax, Q2/2013 was less than Q1/2013 but
the loss was higher 104.8 percent yoy. The trend could continue across the entire
group for Q3/2013 and based on unofficial forecast by the sources, the revenue after
expenses and tax of TravelPal Thailand Co.,Ltd. would be downward. Utilization of
employees was one of the key issues identified by management and tardiness and
absenteeism behaviors were assumed to be part of the utilization
The findings of the study were disclosed and analyzed. The discussion of
those was required in order to summarize and to draw conclusion about the study. The
recommendation for the focused organization as well as for further study were
described in this chapter.
5.1 Summary of Findings

It was clearly seen that the tardiness behavior, absenteeism behavior and
utilization of employees were not changed during the study period of three months.
5.1.1 Employee Tardiness and Absenteeism Record

From figure 4.8 in chapter 4, there was a decline in tardiness rate during July
2013 to September 2013 due to a change of tardiness rule as the only OD activity
278
implemented during the period of study. With the new rule, the employees could
arrive at the office without breaking the rule. That was the reason that the tardiness
rate decreased. At the same time, there was increment of absenteeism rate in the same
period (see figure 4.10), which this rule was applied to it.
It shows that the rule does not solve issue of tardiness and absenteeism
because tardiness behavior of employees exists still but the record was not occurred
due to loosen the rule.
5.1.2 Employee Utilization Survey Result

The result showed that there were only insignificantly changes in the score in
all areas. The own-self-perception values of employee utilization, tardiness behavior
and absenteeism behavior were not limitedly changed. Employees viewed themselves
more or less the same, for examples, average perception values of employee
utilization (mean score) shown in table 4.159 of chapter 4 showed that the perception
at Post-ODI was 0.01 point higher than Pre-ODI. This was also reflected in perception
of self-tardiness (see table 4.197 of chapter 4) and perception of self-absenteeism (see
table 4.203 of chapter 4), where there was no significant increment of perception
value.
From the analysis of the EUS survey, it showed in table 4.240 and table 4.241,
it could be seen that male employees were more positive than female employees. And
that positivity could also be affected to their utilization level based on their
perception. Female employees tended to be more sensitive as mention in chapter 4.
The positivity concept could also be linked to service year of employees.

Employees with service year between zero to three years were more positive than
employees with service year more than seven years; which could be supported by
observation during the F2F interview.
Understanding of relationship among variables of this study, utilization,

tardiness and absenteeism, was processed by statistical tool, correlation. There were
two pairs selected to indicate relationship, utilization-tardiness and utilization-
absenteeism. The result showed that P-values were less than 0.05 (see table 4.272).
279
5.1.3 Face-to-Face Interview
The interview results showed that there was slightly improvement based on
the questions. Additionally it could be noticed that the employees were hesitant to
agree if the new tardiness and absenteeism policy helped to increase the motivation
based on the final interview. It showed that ODI would not create any impact on
utilization, tardiness and absenteeism of employees in addition to motivation.
5.2 Conclusion of the Study
The results showed that the OD activity, the change of tardiness policy, did
not create any impact on employee perception regarding utilization or motivational
change on tardiness and absenteeism behavior; here is a summary of the responds to
hypothesis testing.
Table 5.1: Summary of Hypothesis Testing
Hypothesis Result
Ho1: There is no relationship between tardiness and utilization. Reject
Ha1: There is relationship between tardiness and utilization. Accept
Ho2: There is no relationship between absenteeism and utilization. Reject

Ha2: There is relationship between absenteeism and utilization. Accept
Ho3: There is no initial impact of motivation on tardiness Accept

Ha3: There is initial impact of motivation on tardiness Reject
Ho4: There is no initial impact of motivation on absenteeism Accept

Ha4: There is initial impact of motivation on absenteeism Reject
5.3 Recommendation for Organization
Utilization of employees is one of the key factors to increase utilization and

business performance of organization. Utilization of employees includes many
aspects as mentioned in chapter 4 (hard factors and soft factors). It is very crucial for
organization to understand all aspects and create a plan to manage the organization in
order to achieve the business target.
280
The change of tardiness policy implemented during the study period is not the
answer as seen from the result of the study. It doesn’t create any impact in all aspects
because the intervention itself focused in one aspect as shown in figure 5.1. As seen in
table 3.5 in Chapter 3, there were follow-up activities between the organization and
the researcher regarding to the OD activity implementation but there was one activity
chosen, the new tardiness and absenteeism rule.
Figure 5.1: OD Activity in BrainMap View
The new tardiness and absenteeism rule focuses on one area, which can be
mapped to i-Control. To change behavior in order to increase utilization, employees
have to be encouraged and guided to move out from the comfort zone or the same
habit. To change the behavior, it has to start from the attitude and understanding of
business as well as value of employee existence. This process takes a long time and it
requires a strong support from the management team of the organization to drive the
change.
The following is a set of recommendations to improve utilization levels of

employees to achieve business results.
281
1. Knowledge enhancement of current business situation of the company
Employees are required to understand the current business situation of the
company. It will create awareness of the employees on the way they work and the
way to contribute for business based on their role. The “Town Hall Meeting” can be
one of the good initiatives that the management team elaborates the current business
situation, plan of the company or strategy and also allows employees to be involved
by asking questions or expressing opinion. So they can be part of the decision and
understood what they have to or are required to do something.
2. Recognition of employee success

Motivation can be created or increased through recognition of individuals. The
“Good Wednesday Breakfast” proposed in this study or “Town Hall Meeting” can be
a model to allow employees to be recognized their existence as well as to encourage
them once they do something good and share their success to others. This can be
effective process to establish as well as cost effectiveness to increase motivation level
of employees.
3. Enhancement of personal management

To increase responsibility of individual, it has to allow those to manage
themselves as a practice. The “Self Service Champion” program proposed in this
study is suggested to implement in order to allow employees to create own
responsibility in order to be in charge of one project by transferring own good
practice to the other employees in organization. It wouldn’t be seen as a burden if a
strong support from management exists. Additionally, “Ring It When We Come”
program is also recommended.
4. Establishment of performance evaluation platform
In order to maximize utilization of employees to match with the business goal,
performance evaluation platform is required. The platform is required clear objectives
and strategy of organization. Then the execution plan can be created based on strategy
guideline. Each team later can derive the strategy into team and individual action
points aligned with strategy. The evaluation process can be started by creating KPIs
or measurement scheme for each role based on the action points or targets to achieve.
This platform can also allow employees to be involved during the KPIs setting
282
process. With this performance evaluation platform, employees can work with a clear
direction and meet expectation of role required.
5. Increment of motivation targeted to female employees with long service

year
Besides they should be specifically focus on female employees with a long
service year due to there was a trend of low positivity shown during the study, which
could affect to the performance of employees and growth development of the
company.
6. Establishment of High Performance Culture

One way to increase utilization in order to create positive impact on business
result is to grow the organizational culture. “High performance culture” is
recommended in order to create awareness and value inside organization about
performance.
Figure 5.2: Set of Recommended ODI in BrainMap View
283
5.4 Recommendation for Further Study
Attitude, motivation and behavior of employees are very interesting areas and
it is very much in demand to understand it deeper wider and deeper due to the
complexity of current business environment as well as the world. In order to achieve
high business performance while employees engaged to organization are fully
responsible and committed to the tasks has been a big challenge of many
organizations.
It is recommended for the further study that these three areas which this study
focuses on behavior should be continued. In this study, the findings showed that only
lowering the KPIs cannot increase utilization of employees without considering other
requirement or the actual context of the issue. Moreover detail of demographic profile
could be studied deeper based on the trend seen during the study such as gender,
service year in addition to functions and hierarchy of organization. The ODI proposed
in this study, recognition tool, goal settings tool, and self management tool, should be
implemented due to it was not rolled out during the period. It can be tested to solve
utilization issues by starting from behavioral change the area of tardiness and
absenteeism for this particular environment.
Figure 5.3: Proposed Conceptual Framework of Further Study
284
Moreover the detailed study of individual factors defined in this study of
utilization of employees such as competence of employees, workload distribution of
employees, etc. can be conducted (see figure 5.3).
285
The Epilogue
I have been through change, transition, transformation, development or

improvement on my entire life both personal life and career. I have been striving for
how to make things in the world better. And I do now experience total of sum is less
than “whole”.
In this study, my ultimate goal is to make employees satisfied with the current
situation existed and encourage them to work for their business goal and a better life
of employees. The project was designed to solve the issue of tardiness and
absenteeism by using motivation as a tool. A country manager and a human resource
manager of studied organization were involved through out the process. They
provided a strong support during the Pre-ODI phase. However it was known since the
beginning that the revenue decrement has been ongoing issue that management needs
to tackle. When it comes to rolling out the actual ODI, it was postponed due to
business priority. The organization finally proposed the new policy of tardiness in
order to support employees not to break the tardiness rule and reduced stress of
employees in order catch the office hour in the severe and uncontrollable commuting
environment of Bangkok.
The above incident did not surprise me rather confirmed the needs of
conducting Change Readiness Assessment (CRA) to the organization because it’s
very important for them before getting into the actual ODI because when the change
happens, it needs full support of all related functions in that organization as well as to
drive the change happens. Moreover I have seen a very potential company running by
moral and competent people but lacking off clear management direction.
All the learning occurred to me during this study really shape my experience
in working. It helps me to think thoroughly and practice me to see things as a
“whole”. I corrected chapter four of this study many times because when I focused
too much, I didn’t see the big picture. I kept going deeper and deeper until forgot the
context and big picture of the whole thing. This allowed me to stop, to step back, to
pause, to think, to decide and to take the action in order to move forward into the right
direction. That is why he process defined for OD is very crucial. It is needed to go
286
through step by step because it allows the OD practitioner to think carefully, to zoom
in and zoom out in order to perform change or transformation.
In term of project management for change project, support and commitment

from top management is needed. Otherwise the project could not be implemented
because it was required internal force mostly to drive and to make change occurred.
In personally level I have seen myself continuously growing mature. I have

seen myself calm and listen more to people. I have seen myself worked strategically
in order to achieve the goal. I have seen myself empathize and sympathize people
involved in unwanted situation. I love myself that I know I can make a change happen
by starting from myself.
My life has just started another new chapter. I do not expect if it is going to be
on a rosy road although I want it. I will just open my eyes and thought, and see what
possibility comes a long in my life. And I dare to grab it although I might need to
comfort zone but I do know that it is the route that I want to take.
287
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292
Appendix 1: Service Description: Good Wednesday
Breakfast
Activity: Good Wednesday Breakfast
Concept: Informal chat about work and life in general. Recognition of

performance of either team or individual must be done. Topics must be
define every week to add value and attract employees to join.
Objectives: 1. Strengthen relationship between management and staffs

2. Provide opportunity to employees to voice their opinions and
management to listen to theirs.
3. Share progress of business activities among each team directly to
management.
4. Show recognition among the peers within the team.
Delivery Face-to-Face meeting. Assigned management team members will

Methodology: facilitate the meeting and summarize minute of the meetings.
Reflection of staff and management team members is required in
every session.
Facilities: 1 meeting room
Whiteboard/Markers
Breakfast
Date &Time: Every Wednesday. 8:30 – 9:00 a.m.
293
Appendix 2: Service Description: Ring It When We Come
Details
Activity Ring It When We Come

Concept Every team in a target organization competes as league in
arriving office by 9 a.m. during Monday through Friday. Any
team that all members arrive by 9 a.m. will ring a bell given
before the league started. Management team will approach
team’s office area to congratulate. The score will be recorded in
a prepared scoreboard during the competition period.
Objectives 1. Create awareness of employees about tardiness and
absenteeism issues through game.
2. Strengthen teamwork.
3. Promote weekly planning to employees
Delivery Methodology Action Activity
Facilities 1. A bell for each team in the target organization
2. Scoreboard
Date & Time Monday to Friday
Before 09:00
Instructions
Preparation for delivery 1. Create a league scoreboard and put it in a visible place and
team easy to update.
Preparation for the team 1. Discuss and arrange weekly presence plan
2. Submit the weekly presence plan to the head of delivery team
Delivery 1. Each team ring the bell once all team members of each team
arrive by 9 a.m.
2. Management team approaches to the working area of the

winning teams and congratulate.
3. Delivery team member updates scoreboard.
Note: Weekly summary can be done and update through Facebook
Management should be fully committed and attend the activity

as a role model.
294
Appendix 3: Service Description: Additional Personal Goal-
Settings in Objective Settings and Performance Evaluation
Details
Activity Additional Personal Goal-Settings in Objective Settings and

Performance Evaluation
Concept Employee will be asked to create a personal work related
objective and propose measurement process as well as KPIs of
that activity. This can be additional agenda added during the
objective settings and reviewing during the performance
evaluation process.
Objectives 1. Create awareness and commitment of employees on job.
2. Increase level of motivation through personal selected goal.
3. Strengthen level of individual responsibility to committed
assignment.
Delivery Methodology Action Activity
Facilities 1. A personal goal settings form
2. Meeting room
Date & Time January, July
Instructions
Preparation for delivery 1. Create an additional form of the personal goal settings and
team distribute to line managers.
2. Communicate to employees a week before the objective
settings session begins to prepare the personal goals and
proposed measurement.
Delivery 1. Start discussion about the personal goal settings after the team
objective
2. Ask the employee about the personal about what and how it
can contribute to organization and team as well as value created
for employee himself/herself. Ask about progress monitoring
process and KPIs for progress and success measurement.
3. Agree on goal, KPIs and progress measurement process.
4. Store data in the HR system or repository
295
Appendix 4: Service Description: Face-to-Face Interview
Details
Activity Face-to-Face Interview

Concept In depth interview with the target employees to understand more
about their behaviors, attitudes and motivations toward
organization such as engagement or commitment in particular to
tardiness, absenteeism and employee utilization.
Objectives 1. Discover attitude and motivation of targeted employees
toward tardiness and absenteeism.
2. Identify attitude and motivation factors of targeted employees
on employee engagement
3. Take targeted employees’ concerned issues
Delivery Methodology Face-to-Face Interview
Facilities 1. A meeting room
2. A4 paper 1 pack
3. Pens and markers
4. Whiteboard
Date & Time July 2013
Instructions
Preparation for delivery 1. Select targeted employees, 15 – 20 employees, according to
team following criteria.
‐ 60% tardiness and absenteeism record free or very
less
‐ 40% high rate of tardiness and absenteeism records
‐ 10% from management and 90% from staff level
2. Draft communication package such as communication about
Face-to-Face Interview activity, an invitation email to targeted
participants
3. Send out invitation to the selected employees to participate the
interview
Delivery 1. Introduction of the interview will be conducted by the
interviewer by emphasizing that the interview is harmless to the
career.
2. Interview guide will be provided and explained to the
employees.
3. The interview closure will be done by the interviewer.
296
Appendix 5: Employee Utilization Survey (English Version)
Highest Educational Level:__________________

Sex: Age:
Service Year in Organization:______________________
Employee Utilization Survey

No. Question Item Strongly Disagree Moderate Moderate Agree Strongly
Disagree Disagree Agree Agree
1 I have competence required by the position to
complete my assignment effectively in a given
time.
2 The challenge of assignments is appropriate to
my competence required by the position.
3 My competence required by the position is
matched to types of given tasks.
4 The number of the given tasks is matched to
my competence required by the position.
5 The given time is matched to the challenge of
given tasks.
6 The given time is appropriate to the types of
given tasks.
7 The given time is appropriate to the number of
given tasks.
8 The challenge of given tasks is appropriate to
the types of them.
9 The challenge of given tasks is appropriate to
the number of given assignments.
10 Type of given tasks is appropirate to the
number of them.
12 Whether I arrive on time or not, that doesn't
have any impact to quaility of my work.
13 I know late arrival at work is not a good
practice.
14 I inform my supervisor everytime I plan to
arrive office late.
18 I delegate my work to the team before I take
leave.
20 I often was sick and unable to work in the
morning.
21 I'm responsible for my work 100%.
22 I work 100% efficiently based on department
standards
23 I plan all my work in advance.
297
Appendix 6: Employee Utilization Survey (Thai Version)
การศึกษาขั้นสูงสุด:________________
เพศ: อายุ:
ระยะเวลาที่ทำงานในองค์กร:______________________
แบบสำรวจการทำงานของพนักงาน
ข้อ คำถาม ไม่เห็นด้วย ไม่เห็น เกือบๆไม เกือบๆเห็น เห็นด้วย เห็นด้วย
ที่สุด ด้วย ่เห็นด้วย ด้วย อย่างยิ่ง
1 ฉันคิดว่าความสามารถของฉันต่อตำแหน่งงานที่ทำอยู่
สามารถจัดการงานให้เสร็จอย่างมีประสิทธิภาพตามเวลา
ที่กำหนดไว้
2 ฉันคิดว่างานที่ได้รับมอบหมายมีความยากง่ายเหมาะสม
กับความสามารถของฉันตามตำแหน่งงานที่ทำอยู่
3 ฉันคิดความสามารถของฉันต่อตำแหน่งงานที่ทำอยู
่เหมาะสมกับประเภทของงานทืี่ได้รับ
4 ฉันคิดว่าจำนวนงานที่ได้รับมอบหมายมีความเหมาะสม
กับความสามารถของฉันต่อตำแหน่งงานที่ทำอยู่
5 ฉันคิดว่าระยะเวลาที่กำหนดให้มีความเหมาะสมกับ
ความยากง่ายของงานนั้น
6 ฉันคิดว่าระยะเวลาที่กำหนดให้มีเหมาะสมกับประเภท
ของงานที่ได้รับ
7 ฉันคิดว่าเวลาที่กำหนดให้มีความเหมาะสมกับปริมาณ
งานที่ได้รับมอบหมาย
8 ฉันคิดว่าความยากง่ายของงานที่ให้ทำงานนั้นมีความ
เหมาะสมกับประเภทของงานที่ได้รับ
9 ฉันคิดว่าความยากง่ายของงานที่ให้ทำงานนั้นมีความ
เหมาะสมกับปริมาณงานที่ได้รับมอบหมาย
10 ฉันคิดว่าประเภทของงานที่ให้ทำงานนั้นมีความเหมาะ
สมกับปริมาณงานที่ได้รับมอบหมาย
11 ฉันมาทำงานทันเวลางานเข้าเสมอ
12 ฉันคิดว่าการมาถึงตรงเวลาหรือไม่ตรงเวลาเข้างานไม
่ได้ส่งผลต่อผลงานของฉัน
13 ฉันรู้ว่าการมาสาย เป็นสิ่งที่ไม่ควรทำ
14 ฉันแจ้งหัวหน้าทุกครั้งถ้ามาสาย
15 ฉันออกจากงานตรงเวลาเสมอ
16 ฉันใช้วันลาป่วยครบตามโควต้าที่ได้มา
17 ฉันใช้วันลาสำหรับพักร้อนครบตามโควต้าที่ได้มา
18 ฉันกระจายงานให้คนอื่นในทีมก่อนลางาน
19 ฉันวางแผนในการใช้วันลาพักร้อนล่วงหน้า
20 ฉันป่วยจนไม่สามารถมาทำงานในช่วงเช้าได้เป็นประจำ
21 ฉันรับผิดชอบงาน 100%
22 ฉันทำงานเต็มที่ 100%
23 ฉันเป็นคนวางแผนในการทำงาน
24 ฉันทำงานส่งตามเวลาที่กำหนดเสมอ
298
Appendix 7: Reliability Test Result of Employee Utilization
Survey
Item-Total Statistics
Question Question Items Scale Mean Scale Corrected Cronbach's
No. if Item Variance if Item-Total Alpha if
Deleted Item Correlatio Item
Deleted n Deleted
1 I have competence required by the 105.6 168.711 0.756 0.898
2 The challenge of assignments is 105.5 168.722 0.792 0.897
by the position.
3 My competence required by the 105.7 166.456 0.846 0.896
assignments.
4 The number of the given assignments is 105.7 170.233 0.664 0.899
the position.
5 The given time is matched to the 105.8 170.4 0.651 0.899
challenge of given assignments.
6 The given time is appropriate to the 105.9 168.544 0.745 0.898
types of given assignments.
7 The given time is appropriate to the 106 163.556 0.771 0.896
number of given assignments.
8 The challenge of given assignments is 105.9 172.1 0.577 0.901
appropriate to the types of them.
9 The challenge of given assignments is 105.8 170.4 0.651 0.899
assignments.
10 Type of given assignments is 105.8 170.4 0.651 0.899
appropriate to the number of them.
11 I arrive the office by 9 a.m. 105.1 178.1 0.419 0.904
12 Whether I arrive on time or not, that 107 148.667 0.784 0.895
my work.
13 I know late arrival at work is not a good 104.5 185.167 0.019 0.908
practice.
14 I inform my supervisor every time I 104.6 189.156 -0.288 0.911
plan to arrive office late.
15 I leave office on time. 107 160.667 0.486 0.906
16 I spend all granted sick leaves. 108.2 157.733 0.6 0.901
17 I spend all granted vacation leave. 105.2 182.622 0.022 0.917
18 I delegate my work to the team before I 104.6 178.933 0.495 0.904
take leave.
19 I plan my annual vacation. 104.7 176.233 0.476 0.903
20 I request for a sick leave in the morning 108.6 165.156 0.422 0.907
of the same day.
21 I'm responsible to my work 100%. 104.5 177.389 0.712 0.902
22 I work 100% efficiently. 104.8 176.844 0.602 0.902
23 I plan all my work. 105.2 167.289 0.773 0.897
24 I deliver my work on time. 105.2 173.511 0.592 0.901
299
Appendix 7: Reliability Test Result of Employee Utilization
Survey (Continue)
Case Processing Summary
N %
Valid 10 100
Cases Excludeda 0 0
Total 10 100
a. Listwise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach's
N of Items
Alpha
0.906 24
300

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Initial Impact of Motivation on Tardiness and Absenteeism: A Case

Study of TravelPal Thailand Co., Ltd.

Mr. Rach Wongwisidth

Action Research Thesis Submitted in Partial Fulfillment of the Requirement

In the research, there were three variables selected to study; tardiness,

Due to the implemented OD activity strongly focused on I-Control area, in

First of all I’d like to express my gratitude to all of my “Ajarns” (instructors)

Chapter 2 Review of Literature and Conceptual Framework

Chapter 3 Research Methodology

CHAPTER 4 Research Findings and Analysis

Figure 1.1: Direct contribution of travel & tourism to GDP 1

Table 1.1: The Top 20 of The Travel & Tourism

1.1 Global Context

WORLD: DIRECT CONTRIBUTION OF TRAVEL & TOURISM TO GDP

Constant 2012 USDbn % of whole economy GDP

Figure 1.1: Direct contribution of travel & tourism to GDP

WORLD: TOTAL CONTRIBUTION OF TRAVEL & TOURISM TO GDP

Constant 2012 USDbn % of whole economy GDP

Direct Indirect Induced Direct Indirect Induced

Figure 1.2: Total Contribution of travel & tourism to GDP

In term of competitiveness, the World Economic Forum’s the Travel &

1.2 ASEAN Context

Regarding to OTA business in Asia, CNN Money published the article in

1.3 Thailand Context

According to a strategy defined by Tourism Authority of Thailand (TAT) and

1.4 Company Background

Figure 1.4: An organizational structure of TravelPal Thailand Co., Ltd.

1.4.1 Current Situation

Additionally, although there was no official financial reports of business

Financial 1QFY13 1QFY12 2QFY13 2QFY12

Total Revenues 20,002 21,744 -8 21,934 24,030 -8.7

1.4.2 Focal Issues

Based on an observation and elaboration by the general manager, culture of

Either some wishes expressed during the presentation or absenteeism and

1.5 SWOT/SOAR Analysis

Strengths – The good management team with good governance is a strong

Weaknesses – Due to fierce competition in tourism industry in Thailand and

Opportunities – Several opportunities of TravelPal Thailand can be seen still.

Threats – As international company based in Thailand, currency fluctuation

Aspirations – The ultimate goal of the company is to provide end-to-end

1.6 Statement of the Research Problem

1.7 Research Objectives

1. To identify the relationship between tardiness and employee utilization at

Hence firstly the study is trying to identify whether there is a relationship

Ho1: There is no relationship between tardiness and employee utilization.

Ho2: There is no relationship between absenteeism and employee utilization.

Ho3: There is no initial impact of motivation on tardiness.

1.10 Definitions of Terms

1.11 Significance of the Study

This is the reason for the existence of the organization development.

1.12 Scope of Study

There were three demographic areas of population included in the study.

1.13 Limitation of Research

2.1 Review of Literature

It is unavoidably applied to an organization. Gareth Morgan described in his

The organization as a machine is well suited to describe business organization

When a business does not perform, re-organization is taken place. As mentioned,

Culture is a significant part of society. Geert Hofstede’s Culture Dimension

To create, maintain, reduce or even improve anything in the organization, this

2.1.2 Organizational Development