Personnel Administration Approach for Schools in Highland Area under Supervision of Chiang Rai Primary Educational Service Area Office 3

Abstract

The objectives of this study were: 1) to investigate the current personnel administration context of schools in highland area under supervision of Chiang Rai Primary Educational Service Area Office 3; 2) to examine the problems

affecting personnel administration of those schools in highland area; and 3) to discover the personnel administration guidelines for those schools in highland area.The population was 66 participants including principals,vice-principals, andheadsof personnel administration from schools in highland area under supervision of Chiang Rai Primary Educational Service Area Office 3. The questionnaire and focus-group discussion were used in data collection. The data was analyzed by mean, standard deviation, and content analysis. The findings showed that: 1) The current personnel administration situation of those schools in highland area, in overall, was found at the high level. For the individual aspects, the aspect holding the highest mean but only at the high level was discipline and discipline maintenance, followed by recruitment and appointment and empowering efficiency in job performance; however, manpower planning and position allocation and resignation was found at the moderate level 2) The problems affecting personnel administration of schools in highland area, in overall, was found at the high level. For the individual aspects, the aspects holding the highest mean but only at the high level was empowering efficiency in job performance, followed by recruitment and appointmentmanpower planning and position allocation, discipline and discipline maintenance, and resignation were found at the moderatelevel. 3) The personnel administration guidelines for schools in highland area were: 1) Manpower planning and position allocation should call on the meeting to determine appropriateness of the school context by giving the priority for individuals from the local area, and designing workload should carefully study the job responsibility before assigning the dutiestoteachers and personnel. 2)Recruitment and appointment should decentralize the authority for schools to recruit and appoint the personnel as their manpower allowance. The school principal should be able to independently recruit, appoint, receive the transfer, and transfer the teachers by drawing the participation from the local community for transparency and compliance with the law. 3) Empowering efficiency in job performance, the school administrators should create awareness in teacher professional, professional standards, code of conduct, discipline, and morality for teachers and personnel in the school. There should also be motivation support and building up good relationship among co-workers. 4) Discipline and discipline maintenance, the school administrators should act as the role model in code of conduct for the personnel. Thereshould be the training about discipline and discipline maintenance for the staff consistently. And, there should be an enforcement of discipline and regulation fairly and equally. 5) The process in resignation should be processed systematically and the school should facilitate on getting benefits and welfares for those who resign, dismissed and retired. There should be a staff in charge of overseeing the pension system for the retired teachers. And, there should be a gathering event or meeting for the retired teachers so they can meet and communicate each other regularly.