DEVELOPMENT OF STRESS MANAGEMENT MODEL OF AIRPORTS OF THAILAND PUBLIC COMPANY LIMITED (AOT)
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Abstract
The objectives of this research are (1) to study the current condition of stress management of the Airports of Thailand Public Company Limited (AOT) and (2) to propose the guidelines for development of the stress management model of the Airports of Thailand Public Company Limited (AOT). This study is a mixed-method research. In the documentary research, 100 data recording forms were used to record data from documents. In the quantitative research, the research population comprised 7,535 AOT personnel. A survey study was conducted with the use of a questionnaire to collect data from the research sample consisting of 384 AOT personnel. In the qualitative research, a semi-structured interview form was used for in-depth interviews of 15 key informants who were top executives purposively selected from the existing 152 top executives of AOT. Quantitative data were analyzed with descriptive statistics; while qualitative data were analyzed with content and thematic analysis. The results of the study show that AOT is an organization with the high performance model. It does not have standards of stress management system. AOT has 30 current stress management interventions (SMIs) out of the 37 ideal SMIs. The SMI at the organizational level is the social support system in the workplace; while at the individual level, they were (1) relaxation training, (2) biofeedback, (3) preventive counseling psychology, (4) cognitive and behavioral psychotherapy, (5) listening to problems with counseling psychologists, and (6) employee assistance program (EAP). In conclusion, the AOT healthy organization holistic stress management model is proposed. Developing a conceptual framework of AOT’s core values to all one team, AOT DNA for AOT’s SMIs integrating aspects of a man-airport environment ecosystem, i.e. the balance of a life airport which comprises (1) the leadership facilitating the open-mindedness for management of changes and the pride in organizational and human resource management; (2) team dynamic to build awareness of holistic health and human well-being, safety standard and services-mindedness; and (3) psychosocial safety climate, teamwork for individual and organizational performance.
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