New Public Management from a Human Resource Perspective: The Case of Thailand

Abstract

This article examines twelve reformed agencies in Thailand, referred to as Autonomous Public Organizations, by focusing on human resource-related initiatives under New Public Management. Drawing upon qualitative data, an investigation on hands-on professional management and progressive human resource practices that are evolving within these organizations is conducted, focusing on management and employees with direct experiences.

Although respondents are generally positive about the reform, several unintended consequences resembling those found in other New Public Management contexts are emerging. The fragmentation of human resource practices and internal policies among the organizations, the lack of alignment between different human resource practices and the larger organizational strategy, and an increasing roll-back to bureaucracy provide a wake up call for policy makers and reformed agencies to reassess the reform approach and outcomes that they wish to obtain.