ความสัมพันธ์โครงสร้างเชิงเส้นผลการปฏิบัติงานองค์การภาครัฐ แรงจูงใจบริการสาธารณะและภาวะผู้นำการเปลี่ยนแปลงขององค์การการไฟฟ้าส่วนภูมิภาค

Abstract

The main objective of this study was to analyze linear structural relationships among public organizational performance, public service motivation and transformational leadership of the Provincial Electricity Authority. The sample group consisted of 300 operational level employees of the Provincial Electricity Authority, Southern Region 2 recruited through stratified sampling. The instrument was a questionnaire, and the statistics used were mean, standard deviation, maximum value, minimum value, skewness, kurtosis, correlation coefficient, t-test, f-test, and structural equation model analysis. The study found that employees' opinions on the public organizational performance and public service motivation were at the highest level while those on transformational leadership were at a high level. Comparison of levels of opinions, classified according to personal factors, on public organizational performance revealed that employees who were different in their parental status and position were significantly different in their opinions at the level of .05; employees with different positions were different in public service motivation at a statistically significant level of .05; and employees who were different in their parental status, marital status and position were significantly different in their opinions on transformational leadership at the level of .05. Regarding relationships between public organizational performance, public service motivation and transformational leadership and age and work experience, it was found that age and work experience had statistically significant relationships with transformational leadership at the level .05. Public organizational performance, public service motivation and transformational leadership had statistically significant relationships at the level .01. The analysis of the effects of public service motivation and transformational leadership on public organizational performance found that public service motivation and transformational leadership had direct effects on public organizational performance with the effect sizes of .31 and .51, respectively at the statistical significance level of .001. In addition, public organizational performance was indirectly affected by transformational leadership through public service motivation with the effect size of .11 at the statistical significance level of .001. Public service motivation and transformational leadership together could explain public organizational performance at 47.3 percent while transformational leadership could explain public motivation at only 12.9 percent.