The research aimed at studying the relationship between change management process and the success of organizational development into learning organization of District Fisheries Offices in Roi Et Province. The sample was 66 officials determining sample size using Krejcie and Morgan table. The research instrument was a questionnaire. Statistical tools were percentage mean standard deviation one samples t-test and Pearson Product Moment Correlation. The research main findings revealed that; the success of organizational development into learning organization was at a high level change management process was at a high level and the relationship between change management process and the success of organizational development into learning organization was positive at the medium level (r= .53) which was statistically significant at the .01 level.

This article aims at reviewing literature and supposing the hypotheses that present a conceptual framework of a causal relationship model of factors influencing the development of local administrative organizations into high performance organizations in Thailand. From the literature reviews some important points to be tested were found as follows: 1. The compositions of local administrative organizations development into high performance organizations consisted of 6 factors: 1) Total Management Quality; 2) Openness and Action Orientation; 3) Long-term Orientation; 4) Local Innovation Continuous Improvement and Renewal; 5) Quality of Human Resource Management System and 6) Readiness for Change of local Personnel. 2. The causal relationship model of factors influencing the development of local administrative organizations into high performance organizations are as follows: 1) Transformational leadership has a positive direct effect on high performance local administrative organizations; 2) Organizational culture has a positive direct effect on high performance local administrative organizations; 3) Organizational structure and design have a positive direct effect on high performance local administrative organizations and 4) Transformational leadership has a positive indirect effect on high performance local administrative organizations through organizational culture and organizational structure and design. This framework can be used to study and test against empirical data.

The purpose of this study was to investigate the influence of job satisfaction concerning the work performance of Ayudhya Capital Auto Lease Public Company Limited (Krungsri Auto) employees after the merger. The sample consisted of 2468 employees of Ayudhya Capital Auto Lease Public Company Limited (Krungsri Auto Personnel Department 2016). According to Krejcie and Morgan (1970) the samples used in the study were 331 who were asked to provide data through a questionnaire developed by the researcher. Its reliability regarding the Alpha value was .939 and the analysis of the respondents’ data frequency and percentage mean and standard deviation were applied. The analysis of data on the job satisfaction and Krungsri Auto employees’ performance relied on the inferential statistics while the hypothesis was tested by using multiple regression analysis and the results were as follows. The analysis of general education data of the population showed that most respondents were females between 31-40 years old with bachelors’ degrees and were in the entry-level positions for 1-5 years earning 15000 – 30000 Baht. It was found that Krungsri Auto employees’ the work motivation in the overall staff was very high. The highest was the aspect of the work characteristics followed by work success work responsibility work atmosphere salary and welfare and good governance which were all in high levels. However the acceptance aspect was in the moderate level. As for Krungsri Auto employees’ job satisfaction it was found that the satisfaction of employees in terms of the career security work atmosphere good governance salary and welfare were at high level. The job satisfaction on the policy and administration (X6) leadership (X11) opportunities and advancement (X4) relationships with colleagues (X8) and personnel acceptance (X5) could be written as raw score (B) and standard score (Bata) of the multiple regression equation used to predict the satisfaction of the personnel performance that influences the performance of the employees. After the merger Bank of Ayudhya was selected by using the predictive equation as the following raw score. = (Y) 1.138+.201 (X6)+.155 (X11)+.106 (X4)+.142 (X8) + .087 (X5) Suggestions for further research are as follows. 1. Executives should have a clear salary management policy adequate to ensure a stable working atmosphere and organizational commitment. 2. The organization should foster the motivation for better work performance. 3. The organization should ensure the employees’ confidence that after the business merging the employees will also have the same work stability recognized good working conditions and appropriate welfare for the performance.

The research was aimed to investigate the extent of participation and factors affecting personnel participation in public organization development (group 2). The population in this study were 1917 personnel working in public organizations (group 2). The researcher determined the sample size using Craig and Morgan method. The samples used in the study were 321 persons. In this research a self-constructed questionnaire was used as the instrument to collect data which then were analyzed using percentage mean and standard deviation Two-way ANOVA and Multiple Regression analysis. The research results were as follows. 1. The study on factors affecting personnel participation in public organization development (group 2) revealed that factor regarding attitude towards work participation was at high level with the average of 3.97; environmental factor in the organization towards organizational participation was at high level with the average of 3.93; motivation factor was at high level with the average of 3.85; communication factor was at high level with the average of 3.80; communication factor was at high level with an average of 3.80; and organizational culture factor was at a high level with an average of 3.79 2. Differences in terms of experiences and workplaces were not statistically significant and had no influence on the participation in the organizational development of personnel in public organizations. 3. Attitude factors did not statistically influence the participation in organizational development of personnel in public organizations. 4. Motivation and communication factors influenced the participation in organizational environment and organizational development of personnel in public organization (group 2) at the .05 level of significance totally predicted the dependable variables by 4.6 percent.

The purposes of the study were to explore success of the organizations which applied Balanced Scorecard to assess the performance and also investigate factors affecting successful implementation of the balanced scorecard of companies in Bangkok metropolitan. The data were collected from the samples which were organizations in production industry registered with Federation of Thai Industries up to 2010 by means of 400 copies of the questionnaire and analyzed by the frequency distribution percentage distribution standard deviation Pearson Product Moment Correlation Coefficient and Multiple Regression Analysis. The result showed that factors that influenced the implementation of the balanced scorecard in the organizations were factors regarding working process organizational structure and conflicts respectively.