School's administrator's personnel management of secondary schools under Udon Thani Municipality

Abstract

     The purpose of this research is to study the level of personnel management and personnel development guidelines of school administrators in secondary schools under Udon Thani Municipality. The sample group used in the questionnaire consisted of 3 school administrators and 118 municipal school teachers, totaling 121 individuals. In addition, key individuals for interviews include the director of the Office of Education, 1 person, and school directors, 2 people, totaling 3 individuals. The research instruments included a questionnaire with 38 items measured on a 5-point Likert scale with IOC values ranging from 0.67 to 1.00 and interviews. The statistical analysis used for data analysis included frequency, percentage, mean, standard deviation, and content analysis for the interview data. The results of this research are as follows: 1. Overall, the level of personnel management by school administrators in secondary schools affiliated with Udon Thani Municipalities was high. When considering individual aspects, it was found to be high in all dimensions. The average scores in each dimension, from highest to lowest, were as follows: personnel recruitment, personnel development, termination of employment, team building, maintenance, and compensation. 2. School administrators in secondary schools affiliated with Udon Thani Municipalities made the following recommendations in their personnel management development guidelines: For personnel recruitment, there should be a plan of personnel requirements based on the school's mission. For personnel development, promoting training for teachers and staff is essential. Regarding compensation, additional incentives should be provided to motivate teachers and staff, as should the use of fairness principles in considering salary increments. For team building, activities that foster unity among teachers and staff should be organized continuously. Finally, for maintenance, continuous encouragement and support should be provided to teachers and staff, and there should be a fair process for assisting personnel leaving the job.