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PurposeThe purpose of the study is to explore the relationship between performance measurement systems (PMSs) and organizational learning (OL) and the impact on firm human capital building.Design/methodology/approachData were collected using a survey instrument. Then, a structural equation model (SEM) was used to test the proposed model.FindingsThe results reveal that PMS, which is designed with three main qualities – valid, comprehensive, and coherent with its environment – has an overall positive relationship with OL and firm's human capital (employee satisfaction and work‐related competencies). First, the validity of the individual performance measure is found to be positively linked to employee satisfaction. Second, the comprehensiveness of the PMS and work‐related competencies are positively associated. Third, the coherence of the PMS with its environment has a positive relationship with OL but not directly with the human capital indicators. Thus, OL, which is positively associated with both work‐related competencies and employee satisfaction, mediates the relationship between the coherence of the PMS and the work‐related competencies.Originality/valueThere are some linkages among these three concepts (PMS, OL and human capital) that have not been specifically explored in the existing relevant studies. Previous studies have asserted that human capital could not be utilized and nurtured without supporting infrastructure. Therefore, this study explores the relationships among the three constructs to uncover the additional benefits of PMS and OL for different purposes such as building firm's human capital. This could help firms to improve the utilization of their existing management tools and their competitiveness.

PurposeThis study aims to analyze the skills and competencies required of corporate social responsibility (CSR) managers through best case practice in Thailand. It attempts to define and identify how large companies use such attributes with regard to knowledge, attitudes, and practical skills. It also examines the organizational competency framework of strategy for integrating CSR and its associated skills into mainstream business.Design/methodology/approachAs a qualitative study, the methodology used for collecting data consisted of both open‐ended and focused interviews with managers, and consultations with staff who implement CSR in these large companies. Secondary data from annual reports, sustainability reports and CSR reports were also analyzed.FindingsThe interviews indicated that specific skills and competencies were needed for managing CSR, but these varied, and a competency framework for Thai corporations was developed.Research limitations/implicationsThe interviews were limited to only the CSR managers. Thus, the generalization of the findings to other industries should be done with caution.Practical implicationsA CSR competency framework for managers is provided, which can supply CSR skills and competencies model for other managers and practitioners.Originality/valueThe paper has value in that it provides an analysis of the CSR skills and competencies of the leading corporations in Thailand.

PurposeIn this research, the aim is to argue that "trust" is very important in all stages of technology management for human resource management efficiency and effectiveness to improve organizational performance. Therefore the purpose of this paper is to propose the concept and model of "HRIS‐trust" for human resource information system (HRIS) suppliers, who will approach HRIS potential customers.Design/methodology/approachThis is an exploratory study; hence, based on the relevant literature review and the authors' own analysis, six propositions were proposed for HRIS‐Trust model.FindingsHRIS‐Trust is one of the pivotal determinants to help managers make decisions to apply HRIS in the organization in order to achieve sustainable human resource management (HRM) performance. Accordingly, to achieve an effective level of HRIS deployment, HRIS‐suppliers and their customers need to have a clear understanding and definition of appropriate terminology of HRIS‐trust for operational management systems.Research limitations/implicationsAs yet this model is untested. Clearly, further research is necessary to test the propositions of the authors' model.Practical implicationsIn this paper, it is argued that HRIS‐trust is very important in relation to HRIS deployment. Therefore, HRIS suppliers need to have an understanding about the factors influencing trust in HRIS, especially how to increase customer trust in their HRIS products.Originality/valueAlthough many previous studies have demonstrated how an organization can initiate and implement human resource information system (HRIS) efficiently and effectively, very few have investigated factors influencing the trust in HRIS. Hence, this research is one of the first exploratory studies to explore such an issue. In addition, a definition and a model of HRIS‐Trust was proposed.

PurposeThe primary objectives of this paper are to: develop a multi‐attribute pattern of the corporate governance model in Thai state‐owned enterprises; assess the relative importance of different corporate governance practices; and provide detailed information of each corporate governance practice.Design/methodology/approachQualitative and quantitative approaches were used. A case study was conducted to gather information on specific corporate governance behaviors in Thai state‐owned enterprises. Then a questionnaire was developed and tested in 38 Thai state‐owned enterprises. Factor analysis was conducted to examine a common framework of corporate governance practices.FindingsThis research demonstrated the multi‐attribute nature of the corporate governance model in Thai state‐owned enterprises. According to this model, the most important corporate governance practice is strategic human resource management, followed by information technology, board of directors, risk management, internal control, and internal audit sequentially. Additionally, this study brings out insights into corporate governance practices that represent the specific characteristics of Thai state‐owned enterprises.Research limitations/implicationsThis study is limited by the fact that the sample represents only Thai state‐owned enterprises. Further studies should be conducted to better understand the complexity of the multi‐attribute nature of the corporate governance model in state‐owned enterprises in developing countries.Practical implicationsPolicy makers can utilize the multi‐attribute nature of the corporate governance model as a guideline for the further development of corporate governance practices in other state‐owned enterprises.Originality/valueThis study demonstrated the multi‐attribute nature of the corporate governance model in state‐owned enterprises in developing countries such as Thailand. This research confirms the broad principles of corporate governance as well as providing detailed information on corporate governance practices from a new perspective.