Factors affecting high performance organizations within Bangkok's Metropolitan Administration (BMA) government offices

Abstract

This research study is concerned with the analysis of the Bangkok Metropolitan Administration's (BMA) District Offices using the Linear Structural Model (LEM) to determine the variables that affect governmental organizational performance. Three hundred and forty quantitative samples were drawn from all 50 of BMA's district offices using simple random sampling (Purposive Sampling) while using Partial Least Square (PLS-Graph) software to apply Structural Equation Modeling (SEM) analysis. The research found that key factors determining BMA's strategy include government marketing and government strategic marketing as well as transformational leadership. The first element, governmental marketing factors had a direct and positive influence on BMA's performance. The second element, government strategic marketing included Customer Relations Management (CRM) as well as Corporate Social Responsibility (CSR) while a third, transformational leadership was shown to have a positive although indirect effect through variables in BMA's organizational strategy. These factors were important in achieving the goals of satisfying the constituency and optimizing public sector resources. The qualitative findings of 12 key executives confirmed the quantitative findings that transformational leadership within Bangkok district offices is important in the management of public sector organizations. A high performance organization must embrace a strategy which keeps pace with the flow of change by modernizing public administration processes enabling an organization to achieve their goals along with the agility and efficiency to meet strategic goals.