Next Generation Workforce’s Expectations and Motivations:
New Challenges of Human Capital Management and Development in
Thai Public Organizations
Anuruck Watanathawornwong
“The philosophy of the school room in one generation will be the philosophy of government in the next.”
(Abraham Lincoln)
Abstract:
Unsurprisingly, the current generation workforce, including Baby Boomer (born, 1946 - 1964) and Generation X (born, 1965 - 1979), will retire in the next two decades. Thus, both middle and top management positions within Thai public organizations will be replaced in large measure by the Next Generation workforce---those born after 1980. However, the different characteristics of each generation based on experiences and social contexts require different human capital management and developmental approaches. Therefore, it is very important to investigate and understand the current situation of human capital management and developmental approaches to the Next Generation workforce’s expectations and motivations in Thai public organizations. Clearly, we need to know how to improve organizational conditions in order to meet these future needs and requirements.
The purpose of the study is to evaluate in a comprehensive manner whether the current human capital management and developmental approaches are appropriate---and will be successful---when dealing with the Next Generation workforce in Thai public organizations. The goal is to find areas and ways to make organizational conditions congruent with the Next Generation workforce’s expectations and motivations in order to deliver better public service quality.
Are the current conditions of public organizations appropriate enough for the Next Generation workforce’s expectations and motivations? How can we assure that the current human capital management and developmental approaches to the Next Generation workforce’s expectations and motivations will lead to better public service quality delivery?
The above will be accomplished by reviewing the policies of the Office of the Civil Service Commission (OCSC) focusing on the concerns of the Next Generation workforce with regard to human capital management and developmental approaches compared to these generation’s expectations and motivations from literature reviews. Next will be an analysis of whether Thai public organizations are presently organized in a manner that will allow them to meet these expectations and motivations. Finally, the information gained will be summarized in a manner that will allow Thai public organizations to improve their conditions to meet the Next Generation workforce’s expectations and motivations---with the goal of an enhanced quality of public service delivery.
The main findings demonstrated the need for public organizations to change---really to improve---their internal structures and processes with regard to job design, training and development, and performance management. Such change will be necessary if public organizations are able to take full advantage of the Next Generation’s different values, practices, expectations, and motivations. The degree to which public organization can adapt and correspond to the realities and needs of the Next Generation will be the degree to which public organization will be able to enhance the quality of their public service quality.
Further study will explore influential factors of the Next Generation workforce’s expectations and motivations in Thai public organizations. Afterwards, strategic human capital management and developmental approaches can be developed to integrate all processes related with performance and to align the Next Generation workforce’s goals and public organization’s goals in order to ultimately provide better public service quality.
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