Holistic Intelligence and Change Management Affecting Human Resource Management of Directors at Sub-District Health Promoting Hospitals Under the Khon Kaen Provincial Administrative Organization
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Abstract
This cross-sectional descriptive study aimed to examine how holistic intelligence and change management affecting human resource management of directors at sub-district health promoting hospitals under the khon kaen provincial administrative organization. A total of 195 hospital directors were selected by using simple random sampling. Data were collected by employing a questionnaire with reliability: Cronbach’s alpha coefficients were 0.95 for holistic intelligence, 0.94 for change management, and 0.96 for human resource management. Data were analyzed using descriptive statistics, Pearson's correlation coefficient, and stepwise multiple regression analysis. Results showed high levels of holistic intelligence (Mean ± S.D. = 0.38), change management (4.27 ± 0.43), and human resource management (4.40 ± 0.45). Holistic intelligence and change management showed a strong correlation with human resource management (r = 0.707, p-value <0.001; r = 0.812, p-value <0.001, respectively). Six factors could predict human resource management variance (R² = 0.717, adjusted R² = 0.708): cultural change management, digital intelligence, physical change management, emotional intelligence, personnel change management, and social intelligence. These results offer practical implications for local administrative executives in developing strategic plans to enhance human resource management efficiency in sub-district health promoting hospitals following decentralization.
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