Levels of Quality of Work Life, Happiness at Work, and Organizational Commitment among Employees in Thai Higher Education: A Case Study of Nakhon Phanom University, Thailand

Abstract

This study examined quality of work life, happiness at work, and organizational commitment among Nakhon Phanom University personnel using a quantitative survey design. The population comprised 1,100 employees during fiscal year 2025. Sample size was determined using Krejcie and Morgan’s table at a 95% confidence level, followed by simple random sampling. A total of 290 personnel responded. Data was collected through a questionnaire reviewed for content validity by three experts. The Index of Item-Objective Congruence ranged from 0.67 to 1.00, and Cronbach’s alpha was 0.67. Data were analyzed using frequencies, percentages, means, and standard deviations. Overall quality of work life was high (𝑥̅ = 3.62, SD = 1.14). Respondents reported positive perceptions of professional development and work-life balance, although certain welfare benefits and overtime compensation received moderate ratings. Happiness at work was at the highest level (𝑥̅ = 4.23, SD = 0.87), reflecting dedication, professional pride, positive workplace relationships, and participation in organizational development. Organizational commitment was at the highest level (𝑥̅ = 4.27, SD = 0.89). Personnel expressed positive attitudes toward the university, acceptance of its values and vision, readiness to adapt to change, and willingness to contribute to its long-term development. The findings suggest that Nakhon Phanom University should strengthen human resource management strategies emphasizing work-life balance, equitable welfare benefits, career advancement, and essential skills development. Mentoring arrangements and a culture of collaborative learning should also be promoted to support sustained improvements in employees’ quality of work life, workplace happiness, and organizational commitment. These measures may help address comparatively weaker areas while maintaining existing organizational strengths across diverse university personnel groups.