The impact of public participation on the perception of service quality in local government in Southern Thailand

Local government in Thailand is facing many hindrances in providing service quality to the public. Among the critical factor noted is poor public participation in local government decision-making process. Therefore, this study evaluates the degree of public participation in the decision-making proce...

Full description

Saved in:
Bibliographic Details
Main Author: Suphattanakul, Onuma
Format: Thesis
Language:eng
eng
Published: 2014
Subjects:
Online Access:https://etd.uum.edu.my/5320/1/s92361.pdf
https://etd.uum.edu.my/5320/2/s92361_abstract.pdf
Tags: Add Tag
No Tags, Be the first to tag this record!
id my-uum-etd.5320
record_format uketd_dc
institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
advisor John Abdullah, Siti Alida
topic HD58.7 Organizational Behavior.
spellingShingle HD58.7 Organizational Behavior.
Suphattanakul, Onuma
The impact of public participation on the perception of service quality in local government in Southern Thailand
description Local government in Thailand is facing many hindrances in providing service quality to the public. Among the critical factor noted is poor public participation in local government decision-making process. Therefore, this study evaluates the degree of public participation in the decision-making process in local government in Southern Thailand. The impact of public participation on the perception of service quality in local government was also examined. In addition, this study also compares the differences in the perception of service quality between customers and local government officials. Lastly, the differences in customers’ perception of service quality between types of municipality and locations of the municipality is also reviewed. This research employs both quantitative and qualitative methods. The target population consisted of local government officials who were working as administrative officials, and customers who received the services of the local government. More than 600 questionnaires were collected from both customers and officials of over 200 municipalities in Southern Thailand. Twenty officials were interviewed to gather in-depth information. To analyse the data, independent t-test and ANOVA were used to test the differences between the groups while Pearson correlation analysis was used to test the relationship between the independent variables and the dependent variable. Linear regression analysis was used as appropriate statistical tool to test the hypotheses. The results showed that the degree of decision-making participation occurred at a high level in a goal setting process. There was a significant positive impact between public participation and the perception of service quality of the local government officials. In addition, it showed that the gap in the perception of service quality was higher for the customer group compared to that of the local government officials. Moreover, this study revealed that there were significant differences in customers’ perception of service quality between the types of municipality and the locations of the municipality. As such, in order to increase service quality, it is recommended for all types of municipalities to increase efforts to enhance public participation in their decision-making process. This study contributes to the existing body of knowledge by integrating together the public management and the customer–oriented approaches in relation to the perception of service quality, which is based on the marketing approach.
format Thesis
qualification_name Ph.D.
qualification_level Doctorate
author Suphattanakul, Onuma
author_facet Suphattanakul, Onuma
author_sort Suphattanakul, Onuma
title The impact of public participation on the perception of service quality in local government in Southern Thailand
title_short The impact of public participation on the perception of service quality in local government in Southern Thailand
title_full The impact of public participation on the perception of service quality in local government in Southern Thailand
title_fullStr The impact of public participation on the perception of service quality in local government in Southern Thailand
title_full_unstemmed The impact of public participation on the perception of service quality in local government in Southern Thailand
title_sort impact of public participation on the perception of service quality in local government in southern thailand
granting_institution Universiti Utara Malaysia
granting_department Ghazali Shafie Graduate School of Government
publishDate 2014
url https://etd.uum.edu.my/5320/1/s92361.pdf
https://etd.uum.edu.my/5320/2/s92361_abstract.pdf
_version_ 1804888206697562112
spelling my-uum-etd.53202024-05-29T00:30:35Z The impact of public participation on the perception of service quality in local government in Southern Thailand 2014 Suphattanakul, Onuma John Abdullah, Siti Alida Ghazali Shafie Graduate School of Government Ghazali Shafie Graduate School of Government HD58.7 Organizational Behavior. Local government in Thailand is facing many hindrances in providing service quality to the public. Among the critical factor noted is poor public participation in local government decision-making process. Therefore, this study evaluates the degree of public participation in the decision-making process in local government in Southern Thailand. The impact of public participation on the perception of service quality in local government was also examined. In addition, this study also compares the differences in the perception of service quality between customers and local government officials. Lastly, the differences in customers’ perception of service quality between types of municipality and locations of the municipality is also reviewed. This research employs both quantitative and qualitative methods. The target population consisted of local government officials who were working as administrative officials, and customers who received the services of the local government. More than 600 questionnaires were collected from both customers and officials of over 200 municipalities in Southern Thailand. Twenty officials were interviewed to gather in-depth information. To analyse the data, independent t-test and ANOVA were used to test the differences between the groups while Pearson correlation analysis was used to test the relationship between the independent variables and the dependent variable. Linear regression analysis was used as appropriate statistical tool to test the hypotheses. The results showed that the degree of decision-making participation occurred at a high level in a goal setting process. There was a significant positive impact between public participation and the perception of service quality of the local government officials. In addition, it showed that the gap in the perception of service quality was higher for the customer group compared to that of the local government officials. Moreover, this study revealed that there were significant differences in customers’ perception of service quality between the types of municipality and the locations of the municipality. As such, in order to increase service quality, it is recommended for all types of municipalities to increase efforts to enhance public participation in their decision-making process. This study contributes to the existing body of knowledge by integrating together the public management and the customer–oriented approaches in relation to the perception of service quality, which is based on the marketing approach. 2014 Thesis https://etd.uum.edu.my/5320/ https://etd.uum.edu.my/5320/1/s92361.pdf text eng public https://etd.uum.edu.my/5320/2/s92361_abstract.pdf text eng public Ph.D. doctoral Universiti Utara Malaysia Alford, J. (2002). Defining the client in the public sector: A social-exchange perspective. Public Administration Review, 62(3), 337-346. Anderson, rson, E. )1995(. Measuring service quality in an university health clinic. International Journal of Health Care Quality Assurance, 8(2), 32-37. Baird, K., Harrison, G., & Reeve, R. (2004). Adoption of activity management practices: A note on the extent of adoption and the influence of organizational and cultural factors. Management Accounting Research, 15(4), 383-399. Bakar, C., Akgun, S.H. & Al Assaf, A.F. )2008(. The role of expectations in patient assessments of hospital care: An example from a university hospital network, Turkey. International Journal of Health Care Quality Assurance, 21)4(,343-355. Beierle, T.C., & Cayford, J. (2002). Democracy in practice: Public participation in environmental decisions. Washington, D.C.: Resources for the Future. Bennett, A.J. (2000). Focus on research mediator and moderating variables in nursing research: Conceptual and statistical differences. Methods Research in Nursing & Health, 23, 415-420. Berry, L.L., Parasuraman, A., & Zeithaml, V.A. (1994). Improving service quality in America: Lessons learned. Academy of Management Executive, 8, 32-52. Bishop, P., & Davis, G. (2002). Mapping public participation in policy choices. Australian Journal of Public Administration, 61(1), 14-29. Blahna, D.J., & S.Yonts-Shepherd (1989). Public involvement in resource planning: Toward bridging the gap between policy and implementation. Society and Nature Resources, 2, 209-227. Bouckaert, G. and S. Van de Walle (2001). Government performance and trust in government. Paper for the Permanent Study Group of Productivity and Quality in the Public Sector at the EGPA Annual Conference, Vaasa, Finland, September, 5-8. Bourgon, J. (2008). The future of public service: A search for a new balance. The Australian Journal of Public Administration, 67(4), 390-404. Bovaird, T. (2007). Beyond engagement and participation: User and community coproduction of public services. Public Administration Review, 67(5), 846-860. Bovaird, T., & Downe, J. (2008). Innovation in public engagement and coproduction of services. Policy Paper to Department of Communities and Local Government. Cardiff: Cardiff Business School. Boyne, G. (2003). Sources of public service improvement: A critical review and research agenda. Journal of Public Administration Research and Theory, 13(2), 367-394. Brady, H., Verba, S., & Schlozman, K. (1995). Beyond SES: A resource model of political participation. APSR, 89(2), 271-294. Brysland, A., & Curry, A. (2001). Service improvements in public services using SERVQUAL. Managing Service Quality, 11, 389-401. Bunyanupong, S. (2004). Samattana Kong Ongkon Pokkrong Suantongtin Naikanpatibat Parakit Danpankmuang (Local administration’s capacity in urban planning). Chiangmai: Social Research Institute, Chiangmai University. Burgess, H., & Malek, C. (2005). Public participation. Retrieved from www.beyondintractability.org. Callahan, K. (2007). People, politics, participation, and place. Public Administration Review, 67(5), 950-954. Cameron, K. S., & Quinn R.E. (2005). Diagnosing and changing organizational culture: Based on the competing values framework. San Francisco. CA: Jossey-Bass. Carr, S., Penson, R., & Bendell, T. (1995). The quality gurus-their approaches described and considered. Managing Service Quality, 5(6), 44-48. Chambers, R. (1997). Editorial: Responsible wellbeing: a personal agenda for development. World Development, 25(11), 1743–1754. Chaowarat, P. (2010). Participatory planning in municipal development in Thailand. Unpublished doctoral dissertation. University Berlin, Germany. Charoenmuang, T. (1997). 100 Years of local government in Thailand 1897-1997 Bangkok: Kobfai's publishing work. Chatman, A.J., & Jehn, K.A. (1994). Assessing the relationship between industry characteristics and organizational culture: How different can you be? Academy of Management Journal, 37, 522-553. Chompunth, C., & Chomphan, S. (2012). Evaluating public participation process in development projects in Thailand: A case study of the Hin Krut Power Plant Project. American Journal of Applied Sciences, 9(6), 865-873. Choonhaklai, S., & Singsuriya, P. (2008). Thailand's approach to achieving effective leadership: Culture and outcomes. International Employment Relations Review, 14(2), 38-55. Claver, E., Llopis, J., Gasco, J.L., Molina, H., & Conca, F.J. (1999).Public administration: From bureaucratic culture to citizen-oriented culture. The International Journal of Public Sector Management, 12(5), 455–464. Cogan, A., Sharpe, S., & Hertzeberg, J. (1986). The practice of state and regional planning. Chicago: American Planning Association. Cohen, J., & Uphoff, D. )1980(. Rural development participation: Concept and measures for project design implementation and evaluation rural development center. New York: Cornell University. Cohen, J.W. (1988). Statistical power analysis for the behavioral sciences. Hillsdale, NJ: Lawrence Erlbaum. Coyler, S. (1997). The Relationship between organizational culture and organizational performance: An extension of a study of leadership and performance. Paper presented at Academy of Management. Boston, August 11. Creighton, J.L. (1981). The public involvement manual. Cambridge, MA: Abt Books. Cronin, J. & Taylor, R. (1992). Measuring service quality: A re-examination and extension. Journal of Marketing, 56(7), 55-68. Curristine, T., Lonti, Z., & Joumard, I. (2007). Improving Public Sector Efficiency: Challenges and Opportunities. OECD Journal on Budgeting, 7(1), 1-41. Czepiel, J.A. (1990). Service encounters and service relationship: implication for research. Journal of Business research, 20, 13-21. Dahl, A.R. (1989). Democracy and its critics. New Haven: Yale University Press. Davidson, M.C. (2003). Does organizational climate add to service quality in hotels? International Journal Temporary Hospital Management, 14(4), 206-215. Deming, W.E. (1986). Out of the crisis. Cambridge, MA: Massachusetts Institute of Technology, Center for Advanced Engineering Study. Denison, D.R. (1982). The climate, culture, and effectiveness of work organizations: A study of organizational behaviour and financial performance. Unpublished doctoral dissertation. University of Michigan, The United States of America. Denison, D.R. (1984). Bringing corporate culture to the bottom line. Organizational Dynamics, 13, 4-22. Denison, D.R. (1990). Corporate culture and organizational effectiveness. New York: John Wiley & Sons. Denison, D.R. (2000). Organizational culture: Can it be a key lever for driving organizational change. In S. Cartwright & C. Cooper (Eds.), The handbook of organizational culture. London: John Wiley & Sons. Denison, D.R., & Mishra, A.K. (1995). Toward a theory of organizational culture and effectiveness. Organization Science, 6(2), 204–223. Denison, D.R., & Neale, S.W. (1996). Denison organizational culture survey. Ann Arbor, MI: Aviat. Department of Local Administration. Number of Local Organizations. Retrieved June, 20, 2011, from www.thailocaladmin.go.th. Deshpande, R.J., & Webster, F.E. (1989). Organizational culture and marketing: defining the research agenda. Journal of Marketing, 53(1), 3-15. Dietz, H.A. (1998). Urban poverty, political participation, and the state: Lima, 1970-1990. Pittsburgh, PA: University of Pittsburgh Press. Donthu, N., & Yoo, B. (1988). Cultural influences on service quality expectations. Journal of Service Research, 1(2), 178-185. Dyer, L., & Reeves, T. (1995). Human resource strategies and firm performance: What do we know and where do we need to go? International Journal of Human Resource Management, 6(3), 656-670. Edvardsson, B. (2005). Service quality: Beyond cognitive assessment. Managing Service Quality, 15(2), 127–131. Farivar, F., Khanbashi, M., & Esmaeelinezhad, O. (2011). The analysis of different customers and employees’ perceptions from service quality in the insurance industry of Iran. International Journal of Business and Management, 6(2), 103-108. Fey, F.C., & Denison, D.R. (2003). Organizational culture and effectiveness: Can American theory be applied in Russia? Organization Science, 14)6(, 686-706. Finterbusch & Van Wicklin (1987). The contribution of beneficiary participation to development project effectiveness. Public Administration and Development, 7(1), 1-23. Flemming, P.L. (2009). A study of the relationship between transformational leadership traits and organizational culture types in improving performance in public sector organizations: A Caribbean perspective. Unpublished doctoral dissertation. Capella University, The United States of America. Fornell, C., Johnson, M.D. Anderson, E.W., Cha, J., & Bryant, B. (1996). The American customer satisfaction index: Description, findings, and implications. Journal of Marketing, 60(4), 7-8. Foster, P.D., Stine, A.R., & Waterman, P.R. (1998). Business analysis using regression. New York: Springer. Funnell, W. (2003). Enduring fundamentals: Constitutional accountability in the Reluctant State. Critical Perspectives on Accounting, 14, 107-132. Gholamzadeh, D., & Yazdanfar, K. (2012). Analysis organizational culture level in selected Iranian corporations using the denison model (Case study: Snova, Hayer, Lorch and Mana Co.). Interdisciplinary Journal of Contemporary Research in Business, 3, 791-798. Giannoccaro, R., Costantino, N., Ludovico, D.A., & Pietroforte, R. (2008). Measuring citizen satisfaction with aspects of public service fron a local authority and determining their importance: A case study. Public Organization Review, 8(1), 1-15. Giddens, A. (2000). The third way and its critics. Cambridge: Polity Press. Gowan, M., Seymour, J., Ibarreche, S., & Lackey, C. (2001). Service quality in public agency: same expectations but different perceptions by employees managers, and customers. Journal of Quality Management, 6, 275-291. Gronroos, C. (1984). A service quality model and its marketing implications. European Journal of Marketing, 18(4), 36-44. Hair, J.F., Andersson, R.E., Tatham, R.L., & Black, W.C. (2010). Multivariate data analysis. New Jersey: Prentice Hall International Inc. Hair, J. F., Money, A. H., Samouel, P., & Page, M. (2006). Research methods for business. New York: John Wiley & Son, Ltd. Halvorsen, E. K. (2003). Assessing the effects of public participation. Public Administration Review, 63(5), 535-542. Ham, C.L. (2003). Service quality, customer satisfaction and customer behavioral intentions in higher education. Unpublished doctoral dissertation. Nova Southeastern University, The United States of America. Hofstede, G., Bond, M.H., & Luk, C. (1993). Individual perceptions of organizational cultures: A methodological treatise on levels of analysis. Organization Studies, 14(4), 483-503. Hsiao, C., & Lin, J. (2008): A study of service quality in public sector, In: International Journal of Electronic Business Management, 6, 29-37. International Association for Public Participation (2007). The IAP2 public participation toolbox. Retrieved November 15, 2007, from http://www.iap2.org/associations/ 4748/files/toolbox.pdf. Ilhaamie, A.G. (2010). Service quality in Malaysia public service: Some findings. International Journal of Trade, Economics and Finance, 1(1), 40-45. Irvin Rene'e A., & Stansbury, J. (2004). Citizen participation in decision making: Is it worth the effort? Public Administration Review, 64(1), 55-63. Javier, F., (1997). Quality measurement in Spanish municipalities: Transferring private sector experiences. Public Productivity, 21(1), 44-55. Kaplan, R.S., & Norton, D.P. (1996). The balanced scorecard: Translating strategy into action. Boston: Harvard Business School Press. Kauzya, J.M. (2003). Local governance capacity-building for full-range participation: Concepts, frameworks and experiences in African countries. New York: United Nations. Kettl, F.D. (1998). Reinventing government: A fifth-year report card. Washington, D.C.: Brookings Institution. Kim, S. (2009). Management strategy for local governments to strengthen transparency in local governance. Seoul: United Nations Project Office on Governance. Kim, S. (2012). Citizen participation and transparency in local government: An empirical analysis. Paper Presented at the 2nd Global Conference on Transparency, Netherlands: Utrecht University. June 7-9. Kitchen, T., & Whitney, D. (2004). Achieving more effective public engagement with the English planning system. Planning Practice and Research, 19(4), 393-413. Kluvers, R. & Pillay, S. (2009). Participation in the budgetary process in local government. Australian Journal of Public Administration, 68, 220-230. Kotter, J. (2001). What leaders really do. Harvard Business Review, 79(11), 1-12. Kotter, J.P., & Heskett, J.I. (1992). Corporate culture and performance. New York: Free Press. Kotler, P. (2003). Marketing management. New Jersey: Prentice Hall. Krejcie, R.V. & Morgan, D.W. (1970).Determining sample size for research activities. Educational and Psychological Measurement, 30, 607-610. Krueathep, W. (2004). Local government initiatives in Thailand: Cases and lessons learned. Asia Pacific Journal of Public Administration, 26(6), 217-239. Kumar, A., & Lim, H. (2008). Age differences in mobile service perceptions: comparison of Generation Y and baby boomers. Journal of Services Marketing, 22(7), 568-577. Landrum, H., Prybutok, V.R., Kappelman, L.A., & Zhang, X. (2008). Service: A parsimonious instrument to measure service quality and information system successfully. The Quality Management Journal, 12, 17-25. Lashley (1997). Empowering service excellence : beyond the quick fix. London: Wellington House. Leedy, D.P. & Ormrod, E.J. (2001). Practical Research: Planning and Design. NJ: Merrill Prentice Hall. Lowndes,V., & Prachett, L. (2002). The locality effect: Local government and citizen participation. United Kingdom: Award. Mabry, E.S. (2008). Adopting a service -oriented architecture (SOA) strategy: The forces of organizational culture and the moderating role of senior managers. Unpublished doctoral dissertation. Capella University, The United States of America. McDonnell, J., Gatfield, T., & Brisbane, N. (2004). SERVQUAL as a cultural change agent in the Australian public sector. Marketing & Society, Queensland, 1528-1539. Mektrairat, N. Rathamarit, N., Waranyuwattana, S., Laowakul, D., Chatchawan, S., Wongpredee, A., & Leangprapath, W. (2009). The report of the progress of decentralization in Thailand and the proposals. Bangkok: Department of Local Administration. Michael, R.K., Sower,V.E., & Motwani, J. (1997). A comprehensive model for implementing total quality management in higher education. Benchmarking for Quality Management & Technology, 4(2), 104-120. Miller, K., & Monge, P. (1986). Participation, satisfaction, and productivity: A metaanalytic review. Academy of Management Journal, 29(4), 727-753. Mokhlis, S., Aleesa, Y., & Mamat, I. (2011). Municipal service quality and citizen satisfaction in Southern Thailand. Journal of Public Administration and Governance, 1(1), 122-137. Morgan, G. (1997). Images of organization. Thousand Oaks: Sage Publications. Munhurrun, R.P., Lea-Bhiwajee, D. S., & Naidoo, P. (2010). Service quality in the public service. International Journal of Management Research, 3, 37-48. Munhurrun, R.P., Lea-Bhiwajee, D.S., & Naidoo, P. (2010). Measuring service quality: Perceptions of employees. Global Journal of Business Research, 4, 47-58. Nagai, F., Mektrairat, N., & Funatsu, T. (2008). Local government in Thailand: Analysis of the local administrative organization survey. Japan: Institute of Developing Economies Japan External Trade Organization. Nakashima, Keiko, Putro, Sarjono, U., Mulyono, Budi, N., & Arai, T. (2010). Factor affecting customer’s perception of service quality: Comparing differences among countries. Case study: Beauty salons in Bandung and Tokyo. The Asian Journal of Technology Management, 3(2), 62-68. Nerdinger, F.W. (2008). Editorial: Employee participation and organisational culture. German Journal of Human Resource, 22(2), 107–110. Neir, L.S. (2008). The relationship between organizational culture and organizational performance in a large federal government agency. Unpublished doctoral dissertation. Walden University, The United States of America. O’Donnell, O., & Boyle, R. (2008).Understanding and managing organisational culture. Ireland: Institute of Public Administration. Office of Deputy Prime Minister of United Kingdom (2002). Public participation in local government. UK: Author. Office of the Public Sector Development Commission (2007). Good governance. Bangkok: Author. Office of the Public Sector Development Commission. (2009). Handbook of public sector quality management development. Bangkok: Author. O’Neill, M & Palmer, A. (2003). The effects of perceptual processes on the measurement of service quality. Journal of Services Marketing, 17(3), 254–274. Organ, D.W. (1997). Organizational citizenship behavior: It’s construct clean-up time. Human Performance, 10, 85–97. Organisation for Economic Co-operation and Development (1993). Public management developments: Survey 1993. Paris: Author. Organisation for Economic Co-operation and Development (2001). Citizens as partners: Information, consultation and public participation in policy-making. Paris: Author. Retrieved from http://www.ezd.si/fileadmin/doc/ 4_AKTIVNO_DRZAVLJANSTVO/Viri/Citizens_as_ partners_oecd.pdf. Organisation for Economic Co-operation and Development (2001). OECD annual report. Paris: Author. Ouchi, W.G. (1981). Theory Z: How American business can meet the Japaness management challenge. MA: Addison-Wesley Publishing. Overdevest, C. (2000). Participatory democracy, representative democracy, and the nature of diffuse and concentrated interests: A case study of public involvement on a national forest district. Society & Natural Resources, 13(7), 685-696. Paarlberg, L.E. (2007). The impact of customer orientation on government employee performance. International Public Management Journal, 10(2), 201-228. Parr, J., & Gates, C. (1989). Assessing community interest and gathering community support. In international city management association, eds., Partnerships in local governance: Effective council-manager relations. Washington, D.C.: International City Management Association. Parasuraman, A. (1988). SERVQUAL: A multiple-item scale for measuring customer perceptions of service quality. Journal of Retailing, 1, 12-40. Parasuraman, A., Zeithaml, V.A., & Berry, L.L. (1985). A conceptual model of service quality and its implications for future research. Journal of Marketing, 49, 41-50. Parasuraman, A., Zeithaml, V.A., & Berry, L.L. (1988). SERVQUAL: A multipleitem scale for measuring consumer perceptions of service quality. Journal of Retailing, 64(1), 12-40. Parasuraman, A., Zeithaml, V.A., & Berry, L.L. (1991). Refinement and reassessment of the SERVQUAL scale. Journal of Retailing, 67 (4), 420-50. Parasuraman, A., Berry, L.L., & Zeithaml, V.A. (1993). Research note: More on improving service quality measurement. Journal of Retailing, 69, 140-147. Parasuraman, A., Zeithaml, V.A., & Berry, L.L. (1994). Reassessment of expectations as a comparison standard in measuring service quality: Implications for further research. Journal of Marketing, 58, 111-124. Pateman, C. (1970).Participation and democratic theory. Cambridge: Cambridge University Press. Pateman, C. (2012). Participatory democracy revisited. Perspectives on Politics, 10(1), 7-19. Paul. H. & Alain, G. (1996). An examination of the cross-culture differences in service quality: the example of Mexico and the U.S.A. Journal of Consumer Marketing, 13(3), 43-53. Perry, J.L., & Wise, L. R. (1990). The motivational bases of public service. Public Administration Review, 50, 367-373. Petts, J. (1999). Public participation and environmental impact assessment. Handbook of Environmental Impact Assessment. Blackwells, UK: Oxford. Pretty, J.N. (1995) Participatory learning for sustainable agriculture. World Development, 23(8), 1247-1263. Putnam, R.D. (1993). Making democracy work: Civic traditions in modern Italy. Princeton: Princeton University Press. Ribori, M.K. (2005). The effectiveness of citizen participation in local governance: A case study of citizen advisory boards. Unpublished doctoral dissertation. University of Nevada, The United States of America. Rowe, G., & Frewer, L.J. (2005). A typology of public engagement mechanisms. Science Technology and Human Values, 30(2), 251-290. Rozelle, M. & Sarno, D.J. (2006). Final report: Training on public participation in Thailand. Retrieved from http://siteresources.worldbank. org/INTTHAILAND/Resources/CDPG/392030- 1163054967445/Martha_training_on_public_ participation_in_thailand.pdf. Ryzin, G.V. (2004). The measurement of overall citizen satisfaction. Public Performance and Management Review, 27(3), 9-28. Sanoff, H. (2000). Community participation methods in design and planning. New York: John Wiley & Sons, Inc. Sashkin, M. (1984). Participative management is an ethical imperative. Organizational Dynamics, 12(4), 5-22. Sattarifar, M. (2005). People's participation. Retrieved May 18, 2005, from http://web.archive. org/web/20060322175547/http://irandaily.com/ 1384/2277/html/focus.htm. Sawner, T.E. (2000). An empirical investigation of the relationship between organizational culture and organizational performance in a large of public sector organizations. Unpublished doctoral dissertation. The George Washington University, The United States of America. Schein, E.H. (2004). Organizational culture and leadership: A dynamic view. San Francisco: Jossey-Bass Publishers. Schlesinger, L.A., & Zornitsky, J. (1991). Job satisfaction, service capability, and customer satisfaction: An examination of linkages and management implications. Human Resource Planning, 14, 141-149. Schmit & Allscheid. (1995). Employee attitudes and customer satisfaction. Personnel Psychology, 521-536. Scott, D. & Vitartas, P. (2008). The role of involvement and attachment in satisfaction with local government services. International Journal of Public Sector Management, 21(1), 45-57. Singh, R., & Khanduja, D. (2010). SERVQUAL and model of service quality gaps: A framework for determining and prioritizing critical factors from faculty perspective in higher education. International Journal of Engineering Science and Technology, 2(7), 3297–3304. Sekaran, U. (2006). Research methods for business a skill building approach. New York: John Wiley & Sons, Inc. Sekaran, U., & Bougie, R. (2010). Research methods for business: A skill building approach. New York: John Wiley & Sons, Inc. Shakil, A.M. (2012). Impact of organizational culture on performance management practices in Pakistan. Business Intelligence Journal, 5, 50-55. Shytov, A. (2004). Public participation in environmental protection and Thai folk wisdom. Retrieved from http://asialaw.tripod.com/ articles/publicpart.html. Slater, S.F., & Narver, J.C. )1999(. Market-oriented is more than being customer-led. Strategic Management Journal, 20(12), 1165–1168. Smith, S.R., & Ingram, H. (2002). Policy tools and democracy in the tools of government: A guide to the new governance. New York: Oxford University Press. Smith, A.M., & Reynolds, L.N. (2001). Measuring cross-cultural service quality. International Marketing Review, 19(5), 450-480. Subramaniam, N., & Ashkanasy, M.N. (2001). The effect of organisational culture perceptions on the relationship between budgetary participation and managerial job-related outcomes. Australian Journal of Management, 26, 35-54. Tripathi, S., & Tripathi, N. (2009). Influence strategies & organizational success: moderating effect of organizational culture. Indian Journal of Industrial Relations, 36(3), 283-300. Uttal, B. (1983). The Corporate culture vultures. Fortune Magazine, 108(8), 66-72. United Nations (1981). Popular participation as a strategy for planning community level action and national development. New York: Author. United Nations (1998). Tools to support participatory urban decision making. New York: Author. United States Agency for International Development (2008). Citizen engagement and participatory governance: Challenges and opportunities to improve public service at the local level. Washington, D.C.: Author. Vella, P.J., Gountas, J., & Walker, R. (2009). Employee perspectives of service quality in the supermarket sector. Journal of Services Marketing, 23(6), 407–421. Verba, S., & Nie, N.H. (1987). Participation in America: Political democracy and social equality, University of Chicago Press. Verba, S., Schlozman, K., Brady, M., & Nie, N.H. (1995). Citizen activity: Who participates? What do they say? American Political Science Review, 87(2), 303-318. Wang, X. (2001). Assessing public participation in U.S. cities. Public Performance & Management Review, 24(4), 322-336. Wang, X., & Wart, W.M. (2007). When public participation in administration leads to trust: An empirical assessment of managers’ perceptions. Public Administration Review, 67(2), 265-267. Wagner, J.A. III., & Gooding, R.Z. (1987). Shared influence and organizational behavior: A meta-analysis of situational variables expected to moderate participation-outcome relationships. Academy of Management Journal, 30, 524-541. Walters, L., Aydelotte, J., & Miller, J. (2000). Putting more public in policy analysis. Public Administration Review, 60(4), 349-359. Witcher, B.J. (1990). Total marketing: Total quality and marketing concept. The Quarterly Review of Marketing, 15(2), 1-6. Wright, E.B. (2001). Public sector work motivation: Review of the current literature and a revised conceptual model. Journal of Public Administration and Theory, 11(4), 559–586. Wood, R. & Locke, E. (1990). Goal setting and strategy effects on complex tasks. Research in Organizational Behavior, 12, 73-109. World Bank (1996). World development report 1996: From plan to market. Washington, D.C.: Author. World Bank (2012). Improve service quality, Thailand: Public finance management report. Bangkok: Author. Yoo, D.K., & Park, L.A. (2007). Perceived service quality: Analyzing relationships among employees, customers and financial performance. International Journal of Quality & Reliability Management, 21(9), 908-926. Yunus, N.K.Y., Ismail, A., Juga, Z.R., & Ishak, S. (2009). Service quality dimensions, perceive value and customer satisfaction: Abc relationship model testing. International Business and Economic Journal, 2(1), 1-18.