This research is a mixed-method research which is comprised of a quantitative research and a qualitative research. The Objectives of this research are all in the hotel business and are (1) to study the human resource management (2) to study the human resource management environment (3) to be a guideline for human resource management. This research project had a sample group of 100 personnel working in the hotel business in Bangkok along with interviews with 10 human resources department chiefs. The results of the research project: 1. Most of the respondents were female with a Bachelors degree single status Food & Beverage position and employment duration of working 1 - 5 years. Human resource management of hotel business in Bangkok was overall at a high level in areas of performance appraisal recruiting and selection training and development respectively. Guidelines for human resource management of hotel business in Bangkok was overall at a high level in areas of performance appraisal recruiting and selection compensation and welfare respectively. The personal data of the respondents having different levels of education affected the guidelines of human resource management of the hotel business in Bangkok. There were statistically significant differences at the 0.05 level in 2 aspects that are training/development and performance appraisal. 2. With regards to the human resource management environment of the hotel business the strength was that there was support for employees to promote career advancement. There were good human resource management strategies as well as profitable welfare strategies. The weaknesses were ineffective communication lack of good English language skills and third language skills as well as a high staff turnover rates. During the 2019 corona virus epidemic every hotel had to adjust its strategies for increasing revenues to be able to take care of personnel in its organization. The obstacle was that during the 2019 corona virus epidemic the country was shut down to control the spread of infection transmitted from tourists. As a result the hotels revenue had declined. Then there was a need to reduce the wage rate and to reduce employment for the hotel to survive.

The objective of this research was to study the relationship between working principles. human resource management practices and the learning organization of personnel in Rajamangala University of Technology Phra Nakhon by collecting data from a sample of 360 people by using a questionnaire using descriptive and inferential statistics. Personnel of Rajamangala University of Technology Phra Nakhon used in this research study. mostly female accounted for 67.80% aged between 36 - 45 years equivalent to 34.20% Single status accounting for 64.70% had a masters degree. 48.10% have work experience between 11-20 years representing 40.30 percent and most of them are support personnel accounting for 58.60% Analyzing the relationship of working principles and human resource management practices that affect the organization of learning. In summary the implementation of the working principles of His Majesty King Bhumibol Adulyadej the Great principles of human resource management practices and learning organizations It is a challenge for management in terms of the survival of the organization. which must be integrated and applied The university has to step into the learning organization. It must start with the importance of human resources in the organization. has been developed appropriately. Because the organization relies on human resources to develop the organization. Also it must make people learn to happen. It may be learning at the individual level group level connected to the organization level. through various methods including education development training and learning by creating a learning organization as one of the heart of organizational management. Knowledge ideas and experiences are mobilized from each employee in order to integrate them for maximum benefit. and knowledge management properly and appropriately The organization will surely achieve its goals.

The government of Thailand has endorsed “Thailand 4.0”as its new ploy and economic model for country development driven by innovation with the main focus on the importance and support to the startup business effectively. As a result the startups are becoming fully overwhelming attention with continuously unprecedented growth. At present many startup businesses are facing a potential future skills shortage in terms of talents creativity high-quality skills & services including capabilities in advanced technology. For this reason human resource managers need to change to the use of proactive strategies in order to upgrade employee performance and its competencies to cope with the market demand in startup businesses and be able to go strongly in international business growth. This article is aim to study on the academic documents relevant literatures and to combine its knowledge about Human Resource Management for Startup Business. Starting from the explanation of important core pillars of the Startup Businesses Sources of Finance from Investors the Difference between SME and Startup and Human Resource Management for Startup Business. The right bridge of proactive strategies is enacted into the implementation plan either in Recruitment and Selection screening for highly-skilled employees Human Resource Development for self-learning and creative. In particular Performance Appraisal as well as building inspiration according to individual needs are necessary for Employee Retention. Moreover popular software and/or relevant applications using widely-spread in startups are mentioned as examples too. In practical concrete it is applicable and useful for human resource managers’ determination.

The first purpose of this research is to study the using of personnel management system of Rajamagala University of Technology Phranakhon. Secondly the satisfaction in system using is suggested. The investigation and gathering information from university workers are done by questionnaire of satisfaction. The information is evaluated by using frequency percentage mean and standard deviation term. The reliability of two samples is tested by t-test using Alpha Coefficient of Cronbach and the reliability of more than two samples is tested by One Way Analysis of Variance. The results showed that the efficiency of using the personnel management system is the same as the system which is used in division of personnel management administration and division of general administration. The setting manual and log out of system which used in sub-system of each role are consistent with research hypothesis. The analysis of satisfaction of all workers between sexes (male and female) and between duties (support and academic staff) showed that the satisfaction in personnel management system is at high level. The university plan to develop the system continuously to face the changing and the present.

The purposes of this research were to: study performance efficiency of Kasikorn Bank employees; to compare personal characteristics and performance efficiency of Kasikorn Bank employees; and study correlation of employee competencies to performance efficiency of Kasikorn Bank employees. The questionnaire and test were employed for collecting data from the sample group comprising 287 cases of Kasikorn Bank employees at Ratburana head office. The sample group was derived from simple random sampling. The frequency percentage mean standard deviation T-test one-way ANOVA and Pearson’s correlation with statistical significance at the level of 0.01 to 0..05 were applied for data analysis. The findings revealed that the majority of participants were female; aged between 18-30 years; working years were five years or more; and their position was unit chief. The result of difference comparison found that different genders ages and working years had no different effect to performance efficiency. Moreover correlation between employee competencies and performance efficiency of Kasikorn Bank employees it was found that correlation was at high level and the same direction.