งานวิจัยเรื่องความสัมพันธ์เชิงสาเหตุของรูปแบบภาวะผู้นำและความฉลาดทางสังคมที่มีอิทธิพลต่อรูปแบบ การจัดการความขัดแย้งของผู้บริหารบริาทที่จดทะเบียนในตลาดหลักทรัพย์แห่งประเทศไทย มีตถุประสงค์ของการวิจัยคือ 1) เพื่อพัฒนาโมเดลความสัมพันธ์เชิงสาเหตุของรูปแบบภาวะผู้นำแห่งการเปลี่ยนแปลงและความฉลาดทางอารมณ์ที่มีอิทธิพลต่อรูปแบบการจัดการความขัดแย้งของผู้บริหารบริษัทที่จดทะเบียน ในตลาดหลักทรัพย์แห่งประเทศไทย และ 2) เพื่อตรวจสอบความสอดคล้องของโมเดลที่พัฒนาขึ้นกับข้อมูลเชิงประจักษ์ ผลการวิจัยพบว่า โมเดลความสัมพันธ์เชิงสาเหตุของรูปแบบภาวะผู้นำแห่งการเปลี่ยนแปลงและความฉลาดทางอารมณ์ที่มีอิทธิพลต่อรูปแบบการจัดการความขัดแย้งของผู้บริหารบริษัทที่จดทะเบียนในตลาดหลักทรัพย์แห่งประเทศไทยไม่มีความสอดคล้องกับข้อมูลเชิงประจักษ์ อย่างไรก็ตามผลการวิจัยพบว่า รูปแบบภาวะผู้นำแห่งการเปลี่ยนแปลงมีอิทธิพลทางตรงเชิงบวกต่อความฉลาด ทางสังคมและรูปแบบการจัดการความขัดแย้ง รูปแบบภาวะผู้นำแห่งการเปลี่ยนแปลงมีอิทธิพลทางอ้อมเชิงบวกต่อรูปแบบการจัดการความขัดแย้งผ่านความฉลาดทางสังคม และความฉลาดทางสังคมมีอิทธิพลทางตรงเชิงบวกต่อรูปแบบการจัดการความขัดแย้ง

The objectives were to: study organization engagement of Kasikorn Bank employees; compare personal factors with organization engagement of Kasikorn Bank employees; and study job satisfaction of employees with relationship to organization engagement of Kasikorn Bank employees. The questionnaire and test were used for compiling data. The frequency percentage mean standard deviation one-way ANOVA and Pearson’s Pearsons correlation with statistical significance at the level of 0.01 to 0.05 were employed for data analysis. The findings indicated that the majority of respondents aged between 21 and 30 years; their working years ranged between 1 and 5 years; their marital status was married; their average monthly income was 40001 Baht or more; and their position was unit chief. The different ages and working years affected different organization engagement. Meanwhile different marital status average monthly income and position did not differently affect to organization engagement. In addition job satisfaction had intermediate correlation with organization engagement of Kasikorn Bank employees and was at the same direction.

The objectives of this research were (1) To study the influence of supervisor’s transformational leadership and organizational justice on job satisfaction of employees of BAAC head office; (2) To study the influence of supervisor’s transformational leadership organizational justice and job satisfaction on organizational commitment of employees of BAAC head office. (3) To validate the causal relationship model of supervisor’s transformational leadership and organizational justice on job satisfaction and the organizational commitment of employees of BAAC head office with empirical data. The variables in this investigation consisted of the following: supervisor’s transformational leadership and organizational justice consist as the independent variables; job satisfaction as mediating variable; and organizational commitment as dependent variable. The researcher used quantitative methods which involved empirical research. The instrument of research was a questionnaire used to collect data from 399 employees from BAAC head office. The statistics used in data analysis were frequency mean percentage and structural equation model analysis. It was found that the model was consistent with the empirical data. Goodness of fit measures were found to be Chi-square (2) = 122.230; Degree of freedom = 150; p-value = 0.952; Relative Chi-square (2/df) = 0.815; Goodness of Fit Index (GFI) = 0.980; Adjusted Goodness of Fit Index (AGFI) = 0.938; Comparative Fit Index (CFI) = 1.000; Standardized Root Mean Square Residual (SRMR) = 0.020 and Root Mean Square Error of Approximation (RMSEA) = 0.000. It was also found that: 1. Supervisor’s transformational leadership had positive and direct influence on employee’s job satisfaction. 2. Supervisor’s transformational leadership had positive and direct influence on organizational commitment. 3. Organizational justice in the dimension of distributive justice had positive and direct influence on job satisfaction. 4. Organizational justice in the dimension procedural justice had positive and direct influence on job satisfaction. 5. Organizational justice in the dimension of distributive justice had positive and direct influence on organizational commitment. 6. Job satisfaction had positive and direct influence on organizational commitment. Based on these findings the researcher recommends that BAAC head office more fully focus on supervisor’s transformational leadership organizational justice in the dimensions of distributive justice and procedural justice to deepen the job satisfaction and organizational commitment.

This study is to determine guideline to reduce carbon footprint for organization of medium and small hotels in Thailand using the Carbon Footprint for Organization (CFO) according to Thailand Greenhouse Gas Management Organization (Public Organization). Conducting with 2 represented medium and small hotels the results showed that the overall carbon footprint average of 2013 was 553t.Co2-e. Considering concentration index by number of guestrooms the carbon footprint was 18.81 kg.Co2e/room-night 221.16 kg.Co2-e/m2 by total floor area and 11.65kg.Co2- e/personby guest. The dominant source of carbon footprint was use of electricity 465t.Co2-e(83.06%). Base on this assessment to use of air conditioning was 60.09 % water heater 17.64 % lighting equipment 15.05 % and other 7.22 % of total electricity used. Therefore guidelines for carbon footprint reducing of the representative hotel were to use technology to reduce electricity consumption for air conditioning water heater and lighting respectively. Based Approach to Reducing Carbon Footprint found that small and medium sized hotels can reduce emissions per year 24.87 t.CO2-e representing the ability to reduce greenhouse gas emissions by up to 4.49% or financial projections be able to save money 171.202 baht per year.

The objective of this research were (1) To study the Influence of supervisor’s transformation leadership on job satisfaction; (2) To study the Influence of supervisor’s transformation leadership and job satisfaction on organizational commitment; (3) To study The Influence of transformation leadership job satisfaction and organizational commitment on employee’s job performance (4) To validate a causal relationship model of influence of supervisor’s transformation leadership on job satisfaction organizational commitment and employee’s job performance of Tisco Bank Public Company Limited. The variables in this investigation consisted of the following; supervisor’s transformation leadership as the independent variable; and job satisfaction on organizational commitment as mediating variables and employee’s job performance as dependent variable. The researcher used quantitative methods which involved empirical research. The instrument of research was a questionnaire used to collect data form 345 personnel of Tisco Bank Public Company Limited. The statistics used in data analysis were frequency mean percentage and structural equation model analysis. It was found that the model was consistent with the empirical data. Goodnessof fit measures were found to be Chi-square (2) = 198.935; Degree of freedom = 169; p–value = 0.057; Relative Chi-square (2/ df) = 1.177; Goodness of Fit Index (GFI) = 0.950; Adjusted Goodness of Fit Index ( AGFI) = 0.925; Comparative Fit Index (CFI) = 0.997; Standardized Root Mean Square Residual (SRMR) = 0.039; and root Mean Square Error of Approximation (RMSEA) = 0.023. It was also found that (1) supervisor’s transformation leadership had a positive direct effect on job satisfaction; (2) supervisor’s transformation leadership had a positive direct effect on organizational commitment; (3) job satisfaction had a positive direct effect on organizational commitment; (4) organizational commitment had a positive direct effect on employee’s job performance; and (5) supervisor’s transformation leadership had a positive direct effect on employee’s job performance. On the basis these findings the researcher recommends that Tisco Bank Public Company Limited more fully focus on transformation leadership to deepen job satisfaction and organizational commitment and employee’s job performance.