“Clustering by Employee Personality”, Modern Working World

Perspectives on Work Efficiency in the Organizations

KRIT JARINTO1, LADDAWAN RIDSOMBOON2*

1KMITL Business School,

King Mongkut's Institute of Technology Ladkrabang,

1 Chalong Krung, 1 Alley, Lat Krabang, Bangkok, 10520,

THAILAND

2Faculty of Social Technology,

Rajamangala University of Technology Tawan-ok: Chantaburi Campus,

131 Moo 10 Pluang khao kitchagoot, Chanthaburi, 22210,

THAILAND

*Corresponding Author

Abstract: - The purpose of this study is to classify the employees of a multinational company with Thai

operations. A two-step cluster analysis technique is used in this quantitative study to analyze the data. Six

variables are used to group individuals: gender, education level, type of international firm, personality, length

of employment with the organization, and work efficiency. The research aims to help businesses build their

human resource strategies, and several areas, including hiring, placement, and personal growth. This study

distributed 446 questionnaire sets. Six clusters emerged from the two-step cluster analysis. Cluster 1 had the

lowest work efficiency and the shortest work time, as characterized by Conscientiousness personality. Cluster

2, which was also characterized by Conscientiousness, had the highest work efficiency and moderate work

duration of all groups. Cluster 3, which was distinguished by Emotional Stability, scored fourth in terms of job

efficiency, and had a relatively long working time. Cluster 4 (Agreeableness) ranked fifth in work efficiency

and had the longest work duration. Extraversion characterized Cluster 5, which ranked third in work efficiency

and had a rather long work time. Finally, Cluster 6, which is defined by Openness to Experience, came in

second in terms of work efficiency but had the lowest work length.

Key-Words: - Two-Step Cluster Analysis, Big five Personality Traits, Work Efficiency, Conscientiousness,

Emotional Stability, Agreeableness, Extraversion, and Open to Experience.

Received: June 4, 2023. Revised: October 5, 2023. Accepted: November 9, 2023. Available online: December 8, 2023.

1 Introduction

Personality is the single most essential characteristic

in terms of determining professional achievement.

This is because personality is the result of several

components that can be broadly classified into two

groups: the components that are present from birth,

such as physical appearance and brain abilities, and

the components that are acquired later in life

through socialization and environmental factors,

such as family and culture, [1]. These categories can

be further subdivided into several subcategories.

Researchers, [2], discovered that identical twins

who were brought up in the same family could yet

have very different personalities. After that, people

socialize the trait that includes three components:

first, consistency; second, stability; and third,

individual variances. According to these

characteristics will not alter with age and will

ultimately form the basis of a person's personality,

[3]. According to the previous study of an

individual's personality is the ultimate step that

leads to that person's success and effectiveness in

their profession, [4]. In addition, it may also be used

to determine a person's job, level of education, and

other factors. Psychologists have asserted that one's

personality can be modified and cultivated into a

form more suitable to the needs of a certain

organization.

Many studies in the past, reveal to compare

personality traits so clearly that conscientiousness

and agreeableness will have higher efficiency in

work efficiency than other types because of

responsibility, ability, discipline, and working well

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with others, [5], [6]. However, Openness to

experience, Extraversion, and Emotional Stability

personality can also be the average performance

members of an organization, [7], [8]. Therefore, the

relationship between the five personality

components and the performance of employees in

organizations has received attention. Moreover,

researchers have discussed a variety of relationships,

including linear, curvilinear, and other mathematical

patterns, [9], [10]. This is because the connection

between personality traits and employee

performance in organizations has received a great

deal of attention in recent years. On the other hand,

the accuracy of performance prediction can be

affected by a broad variety of criteria, such as a

person's vocation, capability, and organizational

commitment, to name just a few of these factors.

This research has an advantage over previous

ambiguous connection studies in that it groups

employees based on basic fundamental variables

that may affect performance in a variety of ways

such as years’ experience and education. The

conclusions of these ambiguous relationship studies

are inaccurate. If the person has a thorough

understanding of current personality features, it may

be highly helpful when it comes to managing human

resources in a variety of aspects, such as

recruitment, placement, and development. These are

all areas in which managing human resources is

important.

2 Research Objective

The purpose of this study is to group the personality

of employees in multinational corporations with

Thai subsidiaries to inform the development of

human resource management policies within the

organization.

3 Research Framework

4 Literature Review

4.1 Work Efficiency

Work can only be considered efficient if it is also

effective. Consequently, efficiency and effectiveness

are frequently inseparable. This implies that if work

is ineffective, it will not be productive and will not

accomplish its intended objectives. The previous

study provided a four-point summary of the

elements of efficacy, [11]. (1) Work Quality: This

refers to the required high-quality work standard,

which must be accurate, on-time, and error-free,

[12]. The correlation between quality and quantity is

also considered. Some employees may, for instance,

spend an excessive quantity of time perfecting their

work, resulting in below-average productivity. Other

employees, on the other hand, may place a greater

emphasis on meeting quantity requirements,

resulting in a decline in work quality. (2) Work

Quantity: This refers to the correct and anticipated

quantity of work that the organization should

produce, [13]. Depending on the requirements and

contentment of the organization. By comparing the

completed work to the anticipated workload,

organizations must manage time proportionally to

the quantity of work to achieve their objectives

promptly and on schedule. (3) Time: The time

devoted to work ought to be dedicated to applicable

principles. Organizations should develop techniques

for efficient work execution, ensuring the timely and

error-free completion of tasks by comparing the

actual time spent on work to the allotted time, [14].

It also entails taking into account issues of delay

caused by external factors beyond the control of

employees or planning and management

inefficiencies. (4) Costs: When it comes to costs,

businesses need to ensure that they have suitable

expenses and charges that are in line with the

advantages they receive. It is crucial to give top

priority to the utilization of resources in the most

cost-effective manner possible to minimize a variety

of costs and maximize revenue and profits, [15].

This involves efficiency concerning either

production costs or operational costs.

Therefore, the term "work efficiency" refers to

the outcome of employees' work, performance

within the context of the company. This

performance is a reflection of the capabilities and

readiness of people who make focused efforts in

their work with orderliness, guidelines, and mutual

relationships. The efficacy of an organization can

also be measured by looking at how efficiently its

employees do their jobs. They complete their task

on schedule, efficiently, accurately, and to high

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standards of quality, all while ensuring cost-

effectiveness in operational expenses. They are a

shining example of the organization's commitment

to excellence.

4.2 The Theory of the Big Five Personality

Traits

In the context of personality, means the overall

characteristics of an individual and the expression of

behavior that reveals the person's adaptability to the

environment, in addition to the qualities that

contribute to interpersonal relationships, [16], [17].

Examples of these characteristics include a person's

level of self-esteem, their abilities, their level of

motivation, their emotional reactions, and the

accumulated personality traits that are the result of

the experiences that they have had in their lifetime.

Scholar can added to the definition of personality by

stating that it is the total of all distinct behaviors that

are exclusive to each individual, [18]. This definition

is comparable to some academic one who defined

personality as the sum of a person's psychological

traits that have an impact on the numerous behaviors

that they demonstrate, [19]. These include both

personality traits that are visible from the outside

and those that are visible from the inside of the

object.

Every facet of the Big Five Personality Traits

can be used to describe the aspects of an individual's

personality that are most prevalent across a wide

range of age groups and cultural standards. This

applies to all of the components of the Big Five

Personality Traits. The Big Five Personality Traits

are a breakdown of an individual's personality into

five separate components that were established, [20].

The examination of personality traits has led

researchers to the discovery that the structure of

personality traits is made up of five components that

are, for the most part, universally applicable. The

five-factor model of personality testing, more

especially Costa and McCrae's Five-Factor Model,

has recently gained widespread acceptance as a

standard method of measurement. Specifically, the

personality attribute associated with consciousness

trait can predict an individual's success in

employment, this is true both in Western culture,

[21] , and in Thai society, [22]. According to human

resource management, the recruitment, selection,

training, and development of personnel are all areas

in which the five components of personality traits

play an essential and helpful role, [23]. As a result, it

is possible to say that personality traits are important

and advantageous. (1) The Openness to Experience

personality trait is comprised of six sub-dimensions:

Fantasy, Actions, Ideas, Aesthetics, Feelings, and

Values. High scorers on this characteristic are

characterized by having a vivid imagination, being

dreamers immersed in the beauty of art, appreciating

the value of different emotions, enjoying diversity,

exploring new things, employing reasoning from a

broad perspective, and being willing to examine

different values. (2) Conscientiousness in terms of

ethics and mindfulness is divided into six sub-facets,

which are as follows: competence, achievement

striving, deliberation, self-discipline, and order.

Individuals who score highly in this area exhibit

characteristics such as competence and efficiency,

organization, a sense of responsibility, making

attempts to achieve goals, focusing on finishing

tasks, and thinking carefully before acting. (3)

Extraversion is comprised of six sub-components:

warmth, excitement seeking, activity,

gregariousness, assertiveness, and positive emotions.

Individuals with a high score in this dimension are

friendly, sociable, approachable, enjoy socializing,

seek stimulation, are assertive, and have a positive

outlook on the world. They approach activities with

vivacity and enthusiasm. (4) Agreeableness is made

up of six element traits: modesty, altruism,

compliance, trust, directness, and tender-

mindedness. People who score high on

agreeableness see others as honest, well-intentioned,

real, willing to help others from the heart, willing to

follow rules, polite, sympathetic, and open to

change. (5) Emotional stability is a trait of calm

people, who take a long time to get angry, are hard

to upset, and do not get quickly overwhelmed by

outside stimuli. They can deal well with stress and

things that make them angry. They are strong when

making decisions, and their coworkers trust them.

People who do well in this area have a strong sense

of security, don't get upset easily, and are trusted by

their coworkers.

Personality traits are persistent qualities that

explain distinctive behaviors of individuals and can

be changed by learning and the environment. As a

result, the differences that exist between people are a

direct result of the distinct personality traits that

each person possesses, [24].

5 Research Methodology

A questionnaire was used in this study to gather

quantitative data. The companies chosen for the

study were from a range of manufacturing-related

industrial groups. The researcher established the

selection criteria to make sure that the respondents

filling out the questionnaires were full-time

employees and had been employed by the company

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for at least one year to find the appropriate

respondents.

6 Instrument

Three sections make up the questionnaire: Part 1 of

the survey asked respondents demographic

questions, Part 2 gauged respondents' opinions of

performance-related data, and Part 3 used the Big

Five personality traits model to evaluate personality

traits.

7 Testing for Validity and Reliability

Three experts advised using the index of item

objective congruence (IOC) technique to assess

validity. According to the standard every question

on the questionnaire had an IOC value greater than

0.5, [25]. Using pre-existing software and the alpha

coefficient (Cronbach's alpha), reliability testing was

carried out. The alpha coefficients for the entire

questionnaire and each variable were both higher

than 0.70, [26], [27]. Before data collection, the

questionnaire was additionally examined and

approved by the King Mongkut's Institute of

Technology Ladkrabang (KMITL) Human Research

Ethics Committee.

8 Sample Size

The sample group for this research consists of the

employees of a multinational corporation with

branches in Thailand. Due to the lack of pertinent

statistical data, the precise number of populations

which is the selected group cannot be determined.

By applying the formula devised by W.G. Cochran,

with a confidence level of 95% and an error margin

of 5% in case unknown population, [28]. It is

possible to determine the size of the sample group.

It is estimated that there was a total of 385

participants in the sample group. The inclusion of

additional sample groups and the fulfillment of

sample size thus, 115 additional questionnaires are

included to ensure accurate data processing and

reduce the likelihood of errors resulting from

insufficient survey responses. This study distributed

600 questionnaires in total, and 446 complete

questionnaire sets were collected.

9 Sampling Methods

This research employed a multi-stage sampling

strategy for data collection and analysis. In the

initial phase, a technique known as purposive

sampling is employed. The researcher decided to

concentrate on foreign companies with headquarters

in the central and eastern industrial estates. Each of

these companies must have more than 500

employees to be considered. In the second phase,

the researchers employ a technique known as

convenience sampling. Either the individuals who

filled out the questionnaire were willing to

cooperate with the researcher to expedite the data

collection process, or they were selected by the

researcher based on their availability through the

personnel department.

10 Analysis Technique

Cluster analysis is a method for classifying data

units, such as humans, animals, objects,

organizations, and so on, into at least two distinct

subgroups. This classification can be used to better

understand the data. According to cluster analysis,

[29], the goal of clustering is to either allocate units

with diverse qualities to various groups or to group

units that share similar or related traits. The Two-

Step Cluster Analysis was utilized in this study,

which offers several benefits, including the

following: (1) It enables the automatic selection of

the number of clusters. (2) It can be used with both

categorical and continuous variables, and (3) It can

handle a large number of cases (more than 200

cases). The following steps are an explanation of

how the findings of the Two-Step Cluster Analysis

are presented: (1) Use Schwarz's Bayesian Criterion

(BIC) to determine the optimal number of clusters to

use, to achieve the minimum amount of change

possible in the BIC value. Alternately, the Ratio of

Distance Measures can be utilized, to achieve the

maximum possible value, to establish the

appropriate number of clusters, [30]. (2) Present an

account of how many clusters there are and how

many people belong to each cluster. (3) Provide

names to the clusters that correspond with the

attribute of data that were discovered and describe

the traits that are unique to each cluster. (4) present

the overall quality of the model, [31].

11 Research Findings

11.1 Data analysis Results

Analysis of data in demography was accomplished

using descriptive statistics and their respective

analyses. This can be divided into two parts, which

are as follows: 1. An examination of the frequency

and percentage values, 2. the calculation of the

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mean and standard deviation, and 3. Inferential

statistics were also applied to the problem of

analyzing the results of Two-Step Cluster Analysis

in the second stage of the analysis.

Table 1. Descriptive statistics of the sample

Table 1 shows that 54.7% of the sample is made

up of females, which is more than half. 54.7% of

them graduated with a bachelor's degree, and the

highest number, 50.0%, work for Thai companies.

This study reveals the personality traits of the

sample, most of the people in the study group are

conscientious, extraverted, agreeable, emotionally

stable, and open to experiences respectively.

Table 2. Mean, Standard deviation, Skewness, and

Kurtosis

Table 2 shows that among the variables affecting

work efficiency, time has the greatest average value

(3.46), followed by cost variables (3.40), work

quality variable (3.28), and work quantity variables

(3.26). 5.19 years is the average years’ experience,

and the standard deviation is 4.45 years.

The first step of analysis is to find how many

clusters should be. Clustering Criterion, this

selection determines how the automatic clustering

algorithm determines the number of clusters. Either

the Bayesian Information Criterion can be specified.

Table 3. Schwarz's Bayesian Criterion and Ratio of

Distance Measures

Table 3 shows that there are significant changes

in the values of Schwarz's Bayesian Criterion

Changes and the Ratio of BIC Changes up until 6

groups. Meanwhile, the Ratio of BIC Changes

shows small changes until not significant. In

addition, the Ratio of Distance Measures is the

largest value (2.553) when there are 6 clusters. So,

we can conclude that 6 clusters are the best fit for

this model.

Fig. 1: Schwarz's Bayesian Criterion crosstab with

the number of clusters

Figure 1 shows the lowest point of Schwarz's

Bayesian criterion value located at the 6th cluster.

Fig. 2: Ratio of distance measures graph crosstab

with the number of clusters

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Figure 2 indicate that 6th cluster is maximizing

distance between clusters thus all cluster would be

distinctness.

The second step of analysis is to clarify the

number of cases which indicate the number of

member in each cluster.

Table 4. Clusters distribution shows the number of

cases in each cluster

Table 4 was sorted cluster, it was determined

that cluster 1 contains 140 cases, representing

31.40% of the total. Cluster 2 is composed of 114

cases or 25.60% of the total. Cluster 3 has 54

instances or 12.10% of the total. Cluster 4 consists

of 56 instances, or 12.60% of total cases. Cluster 5

consists of 58 instances, representing 13.01% of all

instances. Finally, cluster 6 consists of 24 cases, or

5.40% of the total.

The third step of analysis is to find the

attribute or characteristic of the cluster and try to

describe the distinctness of each cluster clearly.

Table 5. Frequencies of each personality and cluster

in the form of cross-tabulation

Table 5 reveals that cluster 1 possesses a

conscientious personality, whereas cluster 2

possesses a conscientious personality that is like

cluster 1 in terms of proportion. Cluster 3

demonstrates emotional stability, cluster 4

demonstrates agreeableness, cluster 5 demonstrates

extraversion, and cluster 6 demonstrates openness to

experience. The cluster frequency table by

personality further clarifies the properties of the

clusters.

Table 6. Mean and standard deviation of work

efficiency and years' experience in the form of cross-

tabulation

According to Table 6, Cluster 1, which consists

of people with a conscientious personality type, has

the lowest work efficiency and a relatively short

work length. Cluster 2, on the other hand, is

distinguished by a trait known as conscientiousness.

Members of this cluster have the highest work

efficiency and a somewhat long work length. Cluster

3, which is distinguished by emotional stability,

comes in at fourth rank in terms of job efficiency

and has a comparatively extended work time.

Cluster 4, which is distinguished by agreeableness,

is in fifth place in terms of work efficiency and has

the most drawn-out work schedule. Cluster 5, which

is characterized by extraversion, ranks third in job

efficiency and has a rather lengthy work duration.

Cluster 6, which is characterized by openness to

Experience, is in second place in terms of work

efficiency but has the shortest work duration of all

the clusters.

Table 7. Frequencies of education and cluster in the

form of cross-tabulation

L=Low work efficiency

H=High work efficiency

Table 7 reports that cluster 1, which contains

individuals with the conscientiousness personality

type, has a proportion of individuals with lower

levels of education than cluster 2, which also

contains with the same conscientiousness personality

type. Regarding other clusters, there is no significant

difference in education level distribution.

Table 8. Comparing mean of conscientiousness

personality between cluster 1 and cluster 2 by

Independent Samples t-test

*The dependent variable is work efficiency

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Table 8 reveals the difference in work efficiency

and also demonstrates that there is no significant

difference between the variances of the two groups

based on the results of the Levene test. The next

process is an independent sample t-test, which was

used to assess the level of the conscientiousness

personality trait. Despite this, it was observed that

cluster 1 and cluster 2 had different work efficiency

at the significant level of 0.05; moreover, the

statistical analysis discovered that cluster 2 had a

substantially higher level of work efficiency than

cluster 1.

The fourth step of analysis is to illustrate the

quality of analysis from an overall perspective.

Fig. 3: Model summary the result form

Figure 3 the result form program present that

two-step algorithm is applied. The input is

personality traits and work efficacy, in contrast the

output unveils 6 clusters.

Fig. 4: The quality of two-step Cluster Analysis

Figure 4 Based on the results of the analysis,

one can conclude that the clustering was of high

quality. This indicates that individuals with similar

characteristics (similarity) were clustered together;

meanwhile, the same characteristics were sorted into

the appropriate categories.

12 Summaries of Research Findings

and Discussion Results

Six distinct personality clusters can be derived from

research data. Because Conscientiousness

personality types are more appealing to

organizations than other personality types, clusters 1

and 2 are particularly significant. This is because

they take a lot of responsibility seriously, are

dependable, trustworthy, and perform the duties they

are given. Conscientiousness can be further broken

down into two different sorts, though. Additionally,

data for other personality types are intriguing and

compatible with existing hypotheses.

1.) Cluster 1, According to previous

research, [32], [33], [34], people with a

conscientiousness personality in this cluster should

be more productive at work than people with other

personality types but in this study they have the

lowest work efficiency and the shortest average

work hours. Furthermore, they have less schooling

than people in cluster 2, who also have a

conscientious personality. These results are in line

with studies, [35], [36] that suggest

conscientiousness personality types do not always

need to perform at the highest levels at work. The

effectiveness of work is influenced by a variety of

elements, including job qualities, organizational

commitment, and organizational culture, according

to more recent applied psychological research, [37].

2.) Cluster 2 possesses the

conscientiousness personality trait, which is

consistent with the theory that individuals in this

group have high abilities, are organized,

and responsible, and endeavor for performance and

efficiency at work. They exhibit self-discipline and

high productivity, and their other characteristics

include an average work tenure and higher levels of

education than cluster 1. This suggests that

individuals in this group possess knowledge and

skills and may not consider changing jobs due to

their advanced work experience, which is consistent

with the previous research, [38], [39], who found

that individuals with high conscientiousness tend to

perform well at work, demonstrating a linear

relationship. In addition, researchers, [40], [41],

[42], discovered that people with excessively high

levels of conscientiousness tend towards

perfectionism, which can lead to increased stress

and decreased performance, demonstrating a

curvilinear relationship.

3.) Cluster 3 has an emotional stability

personality trait that is consistent with the theory

that individuals in this group have a tranquil

demeanor, stress resilience, emotional stability, and

a high level of composure. They are resilient to

tension, prefer tranquility, and possess a solid sense

of stability. They have moderate work performance

and can work for extended periods in an

organization. According to academic studies, [43],

[44], the emotional stability personality trait is a

predictor of excellent performance and contributes

to professional success. In addition, some

investigation, [45], discovered that white-collar

office workers with the emotional stability

personality trait are more patient and dedicated to

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the organization than office workers with other

personality traits.

4.) Cluster 4 has the personality trait of

agreeableness, which is consistent with the theory.

that individuals in this group are trustworthy, well-

intentioned, sincere, wholehearted in their

willingness to help others, enjoy teamwork,

harmony, compliance, politeness, and gentle-

heartedness, and have relatively low work

efficiency, possibly due to their proclivity to help

others and long tenure with the organization. This is

congruent with research, [46], which shows that

people with agreeableness tend to be workaholics,

acting as mediators and indirectly impacting job

output. Individuals with high degrees of

agreeableness, in conclusion, are better suited for

collaboration than gauging individual work

efficiency.

5.) Cluster 5 has the extraversion

personality trait, which is consistent with the theory

that people in this group enjoy activities, seek

excitement, have positive emotions, are warm, enjoy

being with others, express themselves directly, have

relatively high work efficiency, and stay in the

organization for a relatively long time. According to

research, [47], extraversion is predictive of good

work efficiency. This may be attributed to the fact

that people in this group are social and interchange

ideas, making them strongly related to people and

organizational culture. Extraversion, according to

the study, [48], can contribute to individual isolation

and loss of interest in work (burnout), resulting in

low work efficiency.

6.) Cluster 6 members have the personality

trait of openness to experience, which is consistent

with the theory that members of this cluster value

diversity, trying new things, being rational, having a

broad perspective, being imaginative, appreciating

art and beauty, being open, and working efficiently.

They do, however, change occupations frequently,

maybe because individuals of this group enjoy

challenges and are continually growing. They have a

low attachment to the organization, which is

congruent with the findings, [49], discovered that

those with openness to experience have good work

efficacy, similar to those with conscientiousness,

and are not typically older. Moreover, some research

found, [50], these people are also more creative than

other personality types.

13 Recommendations and

Implementation

When describing the relationship between

personality traits and job success, there may be

other factors, both personal and behavioral, that act

as mediators or moderators and cannot be ignored.

When talking about how personality traits affect job

success, the relationship may not always be straight.

Some studies have shown that the relationship may

not be a straight line. But this study shows that

personality traits can affect how well an employee

does their job, depending on what those traits are.

Meanwhile, this is the clue for HR department to

recruit new coming employee or improve work

efficacy of employee after personality test. This

study propose the guideline to optimize work

performance, first priority is consciousness type

with high education background, second is openness

to experience type, the third is extraversion type, the

forth is emotional stability type, the fifth is

agreeableness, and the last personality is

consciousness type with low education.

Consequently, the following suggestions are put

forward:

1.) The subsequent research ought to

investigate the personalities of workers in addition

to the job patterns that can affect one another. This

is because different employees will have varied

personalities, and as a result, they will need to use

diverse techniques in human resource management

to produce good job outcomes and increase

employee performance. Because the manager is

aware of the features of the five distinct types of

personality, it is feasible to leverage and strengthen

the strengths of their employees according to the

requirements of individuals whose personalities are

different.

2.) It is an excellent decision to look for

strategies to modify the employees' personalities.

Over the long term, it is also beneficial thought to

implement these ways of thinking into the day-to-

day activities of the organization. This is because

one's personality is imprinted and requires

significant effort to alter. There have been many

studies that have focused on the difficulties

associated with altering one's personality, [51], [52],

[53]. As a result, businesses need to explain and set

up reward and punishment systems that are in line

with the behaviors they want their employees to

exhibit. Instead of raising employees' stress levels in

the hopes of coaxing them to better levels of

performance, it is preferable to implement

techniques that will, over time, positively change

their personalities.

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Acknowledgments:

This work is supported by KMITL. Business

School, King Mongkut’s Institute of Technology

Ladkrabang, Thailand [grant number 2564-02-12-

006].

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Contribution of Individual Authors to the

Creation of a Scientific Article (Ghostwriting

Policy)

- Krit Jarinto has organized and executed the

research model, carried out the literature review,

and presented the research conclusion.

- Laddawan Ridsomboon has preparation, creation

and/or presentation of the published work by those

from the original research group, specifically

critical review, commentary or revision.

Sources of Funding for Research Presented in a

Scientific Article or Scientific Article Itself

This work is supported by KMITL. Business

School, King Mongkut’s Institute of Technology

Ladkrabang, Thailand [grant number 2564-02-12-

006].

Conflict of Interest

The authors have no conflicts of interest to declare.

Creative Commons Attribution License 4.0

(Attribution 4.0 International, CC BY 4.0)

This article is published under the terms of the

Creative Commons Attribution License 4.0

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