รายงานวิจัยฉบับสมบูรณ์ เรื่อง การพัฒนาแผนปฏิบัติราชการด้านการบริหารทรัพยากรบุคคลของส่วนราชการสังกัดรัฐสภาโดยใช้เครื่องมือการวินิจฉัยสุขภาพองค์กรและเครื่องมือการมองอนาคตเชิงกลยุทธ์

This research had three overarching objectives. First, it sought to track the progress of the Thai Parliamentary Offices' third strategic plan on Human Resource Management (2561- 2566 B.E.). Second, the research attempted to analyze and develop alternative scenarios for the future of human resource management (HRM) in the Thai Parliamentary Offices. Third, based on the research findings from the first and second objectives, the research team proposed a set of new strategies to be included in the fourth strategic HRM plan. A policy evaluation model, organizational diagnostics, and future scenario analysis and. development constitute a research framework for this present study. Data collection included attitude survey, focus group discussion, and documentary research.
Key findings are as follows:
1. The Thai Parliamentary Offices have too many strategic plans covering many areas of organizational development. The third HRM strategic plan is consistent with the organizational strategic plans of the offices of the Senate and House of Representatitives, the Code of Ethics for the Thai parliamentary officials, the master plan on digital transformation. Yet, communicating these plans to the parliamentary staff was problematic due to the lack of coordination among responsible offices. Strategies included in these plans are also repetitive, making it difficult to acheive optimal efficiency and effectiveness. In terns of clarity, we have found that the third HRM plan is too broad for the employees to know what will be different when the vision is fully implemented.

2. The two main driving forces that will affect the Thai Parliamentary Offices' HRM in the next 5 years are: (1) the trend towards data-driven society and economy and (2) the agenda-based public sector management (as opposed to the current functionally-based/siloed public sector. Among the four resulting alternative HR scenarios, the most desirable scenario is a data-driven and agile organization in which internal work procedures are flexible and innovative, and executive decisions made based on data.
3. Several weaknesses need to be addressed before the parliamentary offices can reach the desirable future scenario. Organizational goal setting and communication must be revamped to appear more inclusive and effective. Individual employees' key performance indicators must be redesigned to encourage innovation. Finally, the human resource management (HRM) and human resource development (HRD) divisions must assume proactive