Abstract摘要
本文的研究目的是探讨员工关系管理（ERM）对泰国旅游企业员工人际关系三个方面的影响：企业文化、员工沟通与合作。在对利益相关者理论、人本管理理论、企业风险管理和员工人际关系进行实证研究的基础上，构建了本研究的理论框架。基于实证主义的研究理念，对141名被调查者进行问卷调查，采用定量研究的方法对问卷数据进行分析。
The research aim of this thesis was to discuss the impact of employee relationship management (ERM) on the three aspects of interpersonal relationship of employees: corporate culture, communication and cooperation of employees of Thai tourism enterprises. It constructed the theoretical framework of this study based on the empirical research on stakeholder theory, humanistic management theory, ERM and employee interpersonal relationship. Based on the research philosophy of positivism, it conducted a questionnaire survey towards 141 respondents and analyzes the questionnaire data by using quantitative research method.
问卷调查结果表明，泰国旅游企业在企业风险管理方面仍需改进，受访者对企业风险管理不满意；员工工作满意度和积极性不高，对企业发展理念和核心价值认同度不高。因此，被调查公司的企业文化并不成功。问卷调查结果还表明，员工与同事沟通不畅，员工与同事的合作意愿不高。相关分析结果表明，被调查者对企业风险管理的满意度和人际关系的三个方面：企业文化、沟通和合作均呈正相关。泰国旅游公司在企业文化、沟通与合作三个方面的表现越好，员工的人际关系表现越好。最后，根据相关文献和问卷调查结果，从法律保护员工权益、尊重员工意见、引导员工融入企业、帮助员工与企业共同成长、为泰国人提供建议等方面进行分析。旅游企业如何提高企业风险管理水平。The questionnaire results indicated that the Thai travel companies surveyed still needed to improve a lot in their ERM, and the respondents were dissatisfied with the ERM of their companies’; the employees’ work satisfaction and enthusiasm were not high, have not high degree of agreement with the companies’ development concept and core values; thus the surveyed companies’ corporate culture was not successful. The questionnaire survey results also indicated that the employees did not have a smooth communication with their colleagues; the employees’ willingness of cooperation with their colleague was not high. The correlation analysis results showed that the satisfaction of the respondents surveyed with the ERM and three aspects of interpersonal relationship: corporate culture, communication and cooperation, were positively correlated. For Thai tourism companies, the better they did in ERM, the better performance of employees’ interpersonal relationship there would be in the three aspects of corporate culture, communication and cooperation. Finally, based on the related literatures and the results of the questionnaire survey, the author was from these aspects: legal protection for employee rights and interests, respect for the views from employees, guiding employees to integrate into their enterprise and helping employees and enterprises to grow up together to recommend for the Thai tourism enterprises on how to improve their ERM.
Keywords: Thai tourism companies; employee relationship management (ERM); employee interpersonal relationship; corporate culture; communication; cooperation
Table of content
Abstract 3
Chapter I Introduction 4
1.1 Background 4
1.2 Research motivation 6
1.3 Research aims and objectives 6
1.4 Framework of this thesis 7
Chapter II Literature Review 8
2.1 Introduction 8
2.2 Theoretical basis 8
2.2.1 Stakeholder theory 8
2.2.2 Humanistic management theory 9
2.2.3Summary 10
2.3 Employee relationship management 10
2.3.1 Definition and characteristics of employee relationship 10
2.3.2 Contents of ERM 11
2.3.3 Importance of ERM 12
2.3.4 ERM methods 13
2.4 Interpersonal relationships of employees 15
2.4.1 Definition of employee interpersonal relationship 15
2.4.2 Employee behavior caused by harmonious employee interpersonal relationship 15
2.4.3 Benefits of a harmonious employee interpersonal relationship 17
2.5 Mechanism of how ERMA affects employee interpersonal relationship 18
2.6 Empirical study on impact of ERM on interpersonal relationship of employees 20
2.6.1 Communication 20
2.6.2 Cooperation 21
2.6.3 Corporate culture 22
2.7 Critical analysis 23
Chapter III Methodology 24
3.1 Introduction 24
3.2 Research philosophy 24
3.2.1 Epistemology 24
3.2.2 Methodology 25
3.3 Research approach 25
3.4 Sampling and recruiting 26
3.5 Research hypothesis 26
3.6 Research tool 27
3.7 Data analysis 28
3.8 Research ethics 28
3.9 Limitations 29
Chapter IV Results 30
4.1 Introduction 30
4.2 Demographic information 30
4.3 Reliability and validity analysis 30
4.3.1 Reliability analysis 30
4.3.2 Validity analysis 31
4.4 Descriptive statistics 31
4.4.1 Descriptive statistical results of employee relationship management (ERM) 32
4.4.2 Descriptive statistical results of corporate culture 33
4.4.3 Descriptive statistical results of communication 34
4.4.4 Descriptive statistical results of cooperation 35
4.5 Correlation analysis results 36
4.5.1 Employee relationship management (ERM) and corporate culture 36
4.5.2 ERM and communication 37
4.5.3 ERM and cooperation 37
Chapter V Discussion and recommendation 39
5.1 Introduction 39
5.2 Analysis on ERM and employee interpersonal relationship 39
5.3 Analysis on ERM and corporate culture 40
5.4 Analysis on ERM and corporate employee communication 42
5.5 Analysis on ERM and corporate employee cooperation 44
5.6 Recommendation 46
Chapter VI Conclusion 49
6.1 Introduction 49
6.2 Main points 49
6.3 Limitations 50
6.4 Directions of further research 51
Reference 52
Appendix I Questionnaire 58
Appendix II Raw Data 61
Chapter I Introduction
1.1 Background
Figure 1 Numbers of tourists in Thailand
Currently, tourism industry is one of the most important industries in Thailand (Fernquest, 2012; Ponjan and Thirawat, 2016). Thailand is also one of the world's best tourist destinations with its beautiful natural scenery, good people, Buddhist culture and low travel costs (Chulaphan and Barahona, 2017). However, according to the 2010 Tourism and Tour Competitiveness Report, Thailand's tourism industry ranked 35th in the global competition and ranked 10th in the Asia-Pacific region. This ranking was lower than that of Singapore (11th) and Malaysia (25th) in international rankings (Choovanichchannon, 2015). The report analyzed that one of the Thai tourism has the problems in the following areas. With the arrival of tens of millions of people to Thailand to travel, complaints about tourism in Thailand are also rising, of which lots of the complaints are related to the services provided by employees of tourism companies, the complaints include relatively low efficiency of services provided, the provision of unprofessional services (such as: unauthorized changes in tourism routes), forced consumption and other related problems (Choovanichchannon, 2015, Sin and Minca, 2014; Fernquest, 2012). Causes of these problems are multifaceted, from the enterprise management point of view, these problems arise from a lack of high quality communication between employees, a lack of positive and healthy corporate culture, a lack of cooperation between employees and so on. For example, due to lack of communication between employees, drivers fail to pick up tourists on time, leading to that tourists need to spend a lot of time to wait for the arrival of tourist buses; due to the lack of cooperation awareness of staff of tourism companies, when tourists meet difficulties, such as the loss of documents, the staff fail to provide timely help; due to the lack of healthy corporate culture and the existence of malicious competition between employees of tourism companies, forced consumption towards tourists have occurred frequently, how to fundamentally solve these problems become a very troublesome problem for Thai tourism enterprise management (Fernquest, 2012; Choovanichchannon, 2015; Sin and Minca, 2014).
To this end, many tourism enterprises in Thailand have developed a strict management system and performance appraisal standards, but the effect is limited, the problems and complaints mentioned above were not significantly reduced. At present, some Thai tourism enterprises have adjusted and improved their management systems but failed to achieve the intended purpose, the reasons lie in the following aspects. First, employees of Thai travel companies deal with trivial work every day, they encounter many unexpected conditions daily, the developed systems and terms of the companies can not cover all tasks, rights and responsibility of all departments and employees, therefore, for those work that many systems fail to take into account, the employees may not actively perform their duties (Fernquest, 2012; Choovanichchannon, 2015; Sin and Minca, 2014). Second, the positive attitude and enthusiasm of the staff directly affect tourists’ service experience, although the Thai tourism enterprises want to strengthen management to enable employees to more actively provide quality services for tourists, but these companies rely on strict rules and regulations, which can not effectively improve employee satisfaction to fully mobilize the enthusiasm of the staff (Choovanichchannon, 2015; Sin and Minca, 2014). Finally, some Thai tourism companies always want to raise some wages or bonuses to encourage employees to improve staff’s enthusiasm at work, but a substantial increase in wages improves the management and operating costs, a small increase in salary can not achieve the incentive effect, making the enterprises be caught in a dilemma (Fernquest, 2012; Choovanichchannon, 2015; Sin and Minca, 2014).
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6.4 Directions of further research
In further research, improvement of the following three aspects can be carried out. First, from a more comprehensive perspective to evaluate the ERM of Thai tourism companies, so as to further understand their advantages of their ERM and the deficiencies existing. Second, it should be from more perspectives to evaluate the employee interpersonal relationship of Thai tourism companies to find out the good and poor performance. Finally, by using factor analysis and other methods, in addition to discuss the direct impact of ERM on employee interpersonal relationship, it can also explore the existence of mediating variables that makes ERM have a direct impact on employee interpersonal relationship.
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