Creating an organizational climate to motivate high-potential employees in the public sector
Keywords:
organizational climate, high-potential employees, employee retention, public sector agencies, strategic human capitalAbstract
Organizational climate refers to the shared perceptions of organizational members regarding the psychological and social environment within their organization, which directly influences motivation, organizational commitment, and employees' decisions to stay or leave—particularly among high-potential employees, who command significantly greater options in the labor market than their peers. Examined through three theoretical frameworks—Lewin's Field Theory, which explains the dynamics of driving and restraining forces within the organizational environment; Herzberg's Two-Factor theory, which underscores the necessity of integrating hygiene factors with motivational factors; and Job Embeddedness Theory, which accounts for deeply rooted attachment through the dimensions of links, fit, and sacrifice—the findings reveal six key dimensions of organizational climate that influence employee retention in public sector agencies: 1. transformational leadership, 2. high-quality interpersonal relationships at work, 3. transparent two-way internal communication, 4. a fair recognition and reward system, 5. clear career advancement opportunities, and 6. a work environment conducive to learning and holistic well-being. Furthermore, a synthesis of both domestic and international research confirms that public sector organizations investing in a positive organizational climate achieve higher retention rates among high-potential employees, with consequent gains in public service quality and long-term strategic organizational capacity. This article proposes policy recommendations for the Thai public sector, encompassing the development of participatory leadership, the design of a recognition system that balances substantive and symbolic dimensions, the establishment of transparent career pathways within the AMO Model framework, and
the realignment of organizational climate to foster public service motivation —the intrinsic driving force distinctive to public sector personnel.
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