This study examines the perceptions of Human Resource (HR) practitioners working within privately owned companies in Thailand, about their role as a strategic partner. To clarify the evolution of traditional transaction-based HR management to a proactive and strategic approach, the multiple meanings and dimensions of the HR strategic partnership are critically compared to determine the extent to which they might add value to the organization. The study also examines the perception of HR practitioners about what influences them in becoming strategic partners. In addition, the extent to which HR practitioners in Thailand perceive that the HR strategic planning process is linked to the overall organizational planning process is examined and analysed. This study and the corresponding assessment instrument were created as an extension of two previous investigations into the extent to which HR practitioners were becoming more strategic within their business, with additional material for the assessment developed by the researcher. The questionnaires were distributed to a sample of 800 HR professionals who are current members of the Personnel Management Association of Thailand (PMAT) during the period of May 15 to June 15, 2004. A total of 314 respondents were either in the position of the HR Manager or the head of HR of their respective company. / The findings of this research reveal that the HR practitioners in Thailand do not have a clear and defined conception of the interpretation and perception of their strategic partner role. It was found that there were similarities and differences between the roles of the strategic partner and business partner, and that the clarity of the differences in the concepts of these two roles was not clearly defined within the literature. According to the perceptions of the HR practitioners, some of the major forces influencing them in becoming strategic partners seem to be that there needs to be support from the senior management executive, acceptance from and partnership with line managers, as well as increased personal credibility of HR practitioners. Additionally, the HR practitioners appear to hold an illusion regarding the existence of what they believe they are doing strategically, which does not necessarily match the reality of their position as HR and/or strategic partner within the company. Thai culture also has a notable impact on the ability of the HR manager to be a strategic partner in personal and social traits which limits in having a proactive strategic role. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2005.

Thesis (MEd) -- University of South Australia, 1998

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2008. / Includes bibliographical references.

Thesis (M.S.)--Cornell University, January, 2009. / Includes bibliographical references. Print version also available.

Thesis (Ed.D.)--Murdoch University, 2007. / Thesis submitted to the Divison of Arts. Includes bibliographical references (leaves 175-191).

Thesis (PhD)--Montana State University--Bozeman, 2008. / Typescript. Chairperson, Graduate Committee: Edward L. Mooney. Includes bibliographical references (leaves 70-73).

Dissertation Helmut-Schmidt-Universität/Unversität der Bundeswehr Hamburg, 2008. / Includes bibliographical references.

Thesis (Ph.D.) - University of Glasgow, 1994. / Ph.D. thesis submitted to the Department of Management Studies, University of Glasgow, 1994. Includes bibliographical references. Print version also available.

Thesis (Ph. D.)--Ohio State University, 1976. / Includes bibliographical references (leaves 171-180). Available online via OhioLINK's ETD Center.

Thesis--University of Florida. / Description based on print version record. Typescript. Vita. Includes bibliographical references.