• Tidak ada hasil yang ditemukan

View of The Effects of Proactive Public Relations Strategy on the Image of Mahasarakham Business School

N/A
N/A
Protected

Academic year: 2024

Membagikan "View of The Effects of Proactive Public Relations Strategy on the Image of Mahasarakham Business School"

Copied!
11
0
0

Teks penuh

(1)

! "#$ %& '( ) ( !

The Effects of Proactive Public Relations Strategy on the Image of Mahasarakham Business School

* Unphisa Rarongkham *

"!&

!"#$%&#' ( '(#")& &+, %-(

.& $ / # &/ 0$2(3.%%% 4!"!2 4%%,35& $%

-- %-(.& $ 677#"2(32 /,35&8$3. / /'.%%/5 .& / $(/5 )& % &#' ( '(

$3 .&' ( '$3 !"!.&(# !" $3 3 !, 2 .&$3 $3 '.&)&#%(%% &+0$$ )53%/ %-(

.& $ / # &/ 2/3 -2!"&#' ( '($3 .&' ( '$3 !"!.&(# !" $3 3 !, 2 .&

$3 $3 !" 3 (!"!3 (!"3 &+(%2/3%

9:" ((%!"2/3:+ &!,3 :+ 2 %$:+ ,:

9:" ( '#"% 4 " 2 3 (!"!2/3$,: 22 ,)532(3% " ,: !"2

!+ + !#

: &#' ( '( &+ %-(.& $

* ( ' %-(.& $ / # &/

* Public Relationship Officer, Mahasarakham Business School, Mahasarakham University

(2)

2

Abstract

The purpose of this study is to study the effects of proactive public relations strategy on the image of students of Mahasarakham Business School, Mahasarakham University by collecting data from 233 students of Mahasarakham Business School and using a questionnaire as an instrument. The statistics used for analyzing the collected data were multiple correlation analysis and multiple regression analysis.

The findings revealed that proactive public relations strategy in the aspects of activity and public relations, tools and communication channels, networking, and creativity had positive relationships with and effects on the image of students of Mahasarakham Business School, Mahasarakham University as a whole.

Therefore, executive administrators of Mahasarakham Business School should emphasize, focus on, support and promote their school’s proactive public relations strategy in the following aspects: activity and public relations, tools and communication channels, networking, and creativity. They can implement this proactive public relations strategy to build credibility, a great reputation, and a positive corporate image for their school. This will help attract more students to Mahasarakham Business School because effective public relations can be one of the key success factors to create the good image in customers’ perception and the success of organization.

Keywords:

Proactive Public Relations Strategy, Image, Mahasarakham Business School

1. "+

&".&2$3 @#"$,: % 4)&#%#" - $ 5.& -%0 ,#: 4#"3%2/3#"3 8$3 $4 %$:+ 44/:"

#"52 #"3.,,!" 5$ (Survivability) :4/2/3 %$:+ 3( ' 2/34#"%.& # 2/3 %$:+ 4#"534#"((%.&$ 5

" %$:+ 3&#'2 ( '8&3 / !"D&#%

.& #, 6EEF: 159) !" ( '%#% # -#)53%/ #$%

# (#2: 43:$!J%2## $ ,3 2.& %532!" @ )53%/ 3%#% #2 /$0% .& .)&#'!"2/3 ( ' 4&&

3 / ,# .&%.) /&,.&/ 22/3$/3 88$3 #' (# #", 6EKL: 7)

&#' ( '(DProactive Public Relations Strategy) 4 3 '

$%)53",3 ( ..&2/3 53 ,3 2%&3 / 0$ 0$ .)83&/3

#"/!/ $,: !"2/3$ %53 % .&$ !2 @ D'+ 0$ , 2559 : 6) ( '4" 4 "2 $ ,$

#: $ ( '832.).&0% ,($2 $ , %$:+ 2/3%&3 / 3$ / !"# /3 #"( '(%

(3)

)& 4/!82$,: 5%0% .&.)&#',.& %$:+ 9:"&#' ( ' (%$3$3 0% $ ( '(Public Policy Implementation)$3 .&

' ( '(Activity and Public Relations)$3 !"!.&(# !" (Tools and Communication Channels)$3 3 !, 2 (Networking).&$3 $3 DCreativityX D&#%.& #,6EEF: 165-168) !" ( ' (3 (!"!3 (!"3 &+(%2/3% 9:" ((%!"2/3 :+ &!,3 :+ 2 %$:+ 9:" ( '#"% 4 "

2 3 (!"!2/3$,: 22,)532(3% " ,: !"@

&+ (The Image) - ( ' !" ( '4 #"

",3% &+.&4 #"3 &+/ %/!2/3 &+#"$

(Good Image) 53::$,)532(3% .&)&./(!" (!"#' ( (#"

/! % (( &&, 2540 : 81) 3 &+ 4.$#"' /: - 5 0$ ^ &#' 3 &+ 4%% $#" ( '4!"!

/& 4 .&)) &#' !" /& /& 5.%%0$2(3#' @ 4

!"% $ 53 / &+#":, &+ %$3$3 # 'DVision and Mission)$3 :+ DQuality of Education)$3 %/ $ #"$(Management) .&$3 %& (Personnel)9:" &+, (#32/3/4 2 $ , 32$!" 4,#"#' 5$4"#"#32/3/4:

2 %/ $ ,8$34 $ 3 .,,.& &".&

, .$&3# 2.& ,8$3 #' D($ 8( &,6EEK: 668) %-(.& $ (Mahasarakham Business School) 4 % :+ $%$:+

( #" 0$$$# $3 ^ .& 4&2 % ( # $3 %-(%/ '.&+{ 8$3$ ^ $3 /&5 % ( . # % &^'.&&5|.$"% ^ %&

#"$ .&'. .,4,&$ !"5 #"4/:"4#"%,& $)532(3 . %} / %}.&$+~%}0$#"8# ".&2/3 -% .) ( ',D %-(.& $ ,6E€: 489X!"#3: &+#"$

9:"4"#"53 ,: !"3 #%2 !"2/3$ (!"! .&5%

' ( 0$ ( '(4 3 &+#")# (Private) .&

' (Public) !"2/3$ &+ (Private Image) 0$#"2., 4 &+ ' )532(3% .&)53",3

/)&#"& )53:8$3:+ &#' ( '(#")& &+, %-(.& $ / # &/ 0$!"#$% &#' ( ' ()& &+, %-(.& $ / # &/ /!8 89:"# 4%

%,35& $%-- , %-(.& $ / # &/ )&&'#"8$3 82(340(.&4.# %/ $3 ( '()&

(4)

&+, %-(.& $ / # &/ # !" 8% $ .&^ &#' ( '!"2/3$0(5$. %-(.& $ / # &

/ 8

2. )%),$- )%

2 &#' ( '(8$35 /$2/34.#")&#%

&+ ,3 3 %.$2 8$3$

/ "'0

3& %& !, $4 $ &

2.1 (Proactive Public Relations Strategy)

&#' ( '(/ : 3 '$.&#(%%

)532(3% .&)53",3 ( ..&2/3 53 ,3 2%&3 / 0$ 0$ .) 83 &/3 #" /!0 @!"2/3$ % .& !0$.&

3 / !" ).,35&, &+.&%.& $ .0% , %-(.& $ %&$3 ).,35&, # 2.&

/ # &) !" @!"( '2/3&3 / %# %,35&, %3!"2/3

&3 / ##"$%.&$3 3 !%.&%0% ,)53%/

#" /$83 D&#%.& #, 6EEF: 165-168) %$3

2.1.1 $3 0% $ ( '(Public Policy Implementation) / : /$

## ( '#"4& &++03 %/ $3 ( '#" ($

.&%&3 / .&, %-(.& $ / # &/

2.1.2.$3 .&' ( '(Activity and Public Relations) / : 3 2/3$,: .&3 '%)532(3% .&)53",3!"2/3 ( '%

4%&3 / 9:"40()532(3% 3 #(%.& #%2 2/3$,: )532(3%

2.1.3 $3 !"!.&(# !" (Tools and Communication Channels) / : 2(3 (# #"/& /& .&#!"&" $,)532(3% 2/3$ .&4#"%

%-(.& $ / # &/

'(XPR)

‚X$3 0% $ ( '(PI) 6X$3 .&' ( '(AP) 7X$3 !"!.&(# !" (TC) KX$3 3 !, 2 (NW) EX$3 $3 DCTX

'(YTI)

‚X$3 #'DVA) 6X$3 :+ DQF) 7X$3 %/ $ #"$(MM) 4)$3 %& (PN)

(5)

5 2.1.4 $3 3 !, 2 (Networking) / : 3 ' / %)532(3% #" ",3%8$3% $ ,!"3 2/3$,: !"3.&+ (!", , ' (!"2/3 $ 8$3 %!"8$3% % ' (/!!, 4 $

2.1.5 $3 $3 DCreativityX/ : 2(3#' ( '#"

. .&0$$$ 3 4&.&3 #"/! 5.,,4&+

# 2/3&3 / $ .&53 ",:

$ &#' ( '(#")& &+, %-(.& $ / # &/ 4" 4 "2 $ ,$ #: $ ( '832.).&0% ,($2 $ , %$:+ 2/3%&

3 / 3$ / !"# /3 #"( '(%)& 4/!82$

,: 5%0% .&.)&#',.& %$:+ @ !" ( ' ( 3 (!"!3 (!"3 &+(%2/3% 9:" ((%

!"2/3:+ &!,3 :+ 2 %$:+ 9:" ( '#"% 4 " 2 .(! #"2/2,)532(3% " ,: !"@

2.2 (The Image)

&+ / :&+ ,#"$,: 22,)532(3% 4 #""(

/!848$3( #"%&.& …&… .& $& 4 /!"2$"/:"3 2/3$,: .2 )532(3% /! 4 #":3 !"# 2/3$ (!" 53:#"# 2/3$ #%2#")532(3%

"2$"/:" D($ 8( &,6EEK: 668) %$3

2.2.1$3 #'DVision and Mission) / : /$## .&3 / , 2(& & : .&!" 2/3# % .&#"# 2/385

$/ & # 8$3 8 (32/3 /)5 .&"J% # 4 !" 2/3 /!53 # '# %:%#% #.&2 )&$2/3%&3 /

2.2.2$3 :+ DQuality of Education) / :&+#": ' .& , $ :+ $%$:+ 0% ^ $:+ ,#&$' .&  2 $ :+ ,.& %

2.2.3$3 %/ $ #"$(Management) / : $ ,#"3 53.&&5|!"''0$" (2.&%% :+ ,(

2.2.4$3 %& (Personnel) / :)53%/ 3 /3 #"#"J%/3 #"2 0$ 53 %)$(% /3 #"#"8$3%%/ .&J% #' 0$2/3 -%)532(3% 4

:{ $

- )% : &#' ( '( '.&)&#%(%

&+, %-(.& $ / # &/

(6)

6

3. ) &+ )%

3.1 ") $) 8) ''

( DPopulation) #"2(32 8$3.$%-- %-(.& $ / # &/ 11,428 D )& 6EEL %-(.& $ ,2559 : 3)

!"!#"2(32 4%%,35&2 4.%%% DQuestionnaire)9:"$ $4%.%%%

0$ K€€0$2(3' .%%.%( 5DStratified Sampling).&8$3%.%%%

&% # 677 ($4.%%% #"53.&%3# /$$4 )&%&%3&EF†6E 9:"$&3% Aaker, Kumar, and Day (2001) 8$3 4%,35&.%%% 3 %&%

33&20:%8$3 , $,& / #" 8 /,35& &

2 4%,35&# €% .#"/ 6E€:& 6E€

3.2 )&!)$

&#' ( '(4.9:" .4E$3 ‚E,38$3.

1X$3 0% $ ( ' 7,30$%&! / "%0% $ .& /$## ( '03 %/ $3 ( '.& ( '#"

%&3 / .&,…2)$3 .&' ( ' 7,30$%&

! / "% 2 $!"( ' $ @ 3 #(%

.& #%22/3%)53",33)$3 !"!.&(# !" 7,30$%&

! / "% 2(3(# !" #"/& /& .&#2 ( ' 2(3(# !" #"$

&".$.&#,)532(3% 2/3$ ….& 2 &!2(3

!"!!" !"2(32 ( '2/34#"%KX$3 3 !, 2 7,30$%&! / "% 3 '/ …"%)532(3% ()53)53 3 !, !"3 2 2/3$,: .& 2 3.&+ (!"

,….&EX$3 $3 7,30$%&! / "% 2 2(3

#' ( '#" . .&0$$$ 3 4&.&3 $3 ( '#"/! 5.,, .& 4&+ .& # 2/3&3 / $ .&53 … ",:

&+4. .4K$3 ‚6,38$3.1)$3 #' 7,30$%&! / "% #"# 2/3…85$/ #" /$832

$3 &+#"$ /)5 .&"J%/3 #",!"3 (!"2/3%…

.& J%/3 #" ## .&3 / ,…$3 &+2(& #"… /$

2)$3 :+ 7,30$%&! / "% $ #"&+

#": ' .& , $ :+ $%$:+ 0% ^ $:+ ,

# )&%}8$348 % { ^ .& )&%}8$3 3 , 3 /!)53% 3X$3 %/ $ #"$ 7,30$%&! / "% $ ,…#" 53,5 !" &5|!"'' .& 2/3 -2 .&%#+# ( (% (# 2.&%% :+

(7)

7 .&4) $3 %& 7 ,30$%&! / "%%& ,… 53 2 J% #' %& ,… %)$(% /3 #"#"8$3%%/ .&

J% #' .&%& ,…2/3 -%)532(3% 4 3.3 ! !88)&

)538$3# #$% #" (!"" .& . ,3 0$# % #"(! / ) ,)53("( -.&/ (!"",!"! (Reliability) 0$2(3 #'Š.&‹ (Alpha Coefficient) '% (Cronbach) 9:"&#' ( '(

#'Š.&‹ 5/ €†LE7 – €†L‚ .& &+ #'Š.&‹ 5/ €†LE7 –

€†LEE 9:"$&3%Nunnally .&Berstein (1994) #"8$3 / (!""8$3 #'Š

.&‹ 52$% €†€4 #"%8$3 !"!#" / 82(34%,35&%

& 8$3 /% / .4 ,3(Discriminant Power) 2(3#Item – total Correlation 9:"&#' ( '( .(r) 5/ €†F‚ – €†L66 .& &+

.(r) 5/ €†F – €†L€K 9:"$&3%Nunnally (1987 : 12) 8$3 #$%

. €†K€4 #"%8$3 !"! / 82(34%,35& & 8$3 3.4 ;<,< )%

/% )538$32(3 //'.%%/5(Multiple Correlation Analysis) .& / $.%%/5(Multiple Regression Analysis) #$% '.&)&#%

&#' ( '( '.&)&#%(% &+, %-(.&

$ / # &/ .$25.%%, 8$3 $ ' YTI = ȕ0+ ȕ1 PI + ȕ 2 AP + ȕ 3 TC + ȕ 4 NW ȕ 5 CTH

0$ ȕ / : #'Š$

H / : & $&!", YTI / : &+0$

PI / : 0% $ ( ' AP / : .&' ( '

TC / : !"!.&(# !"

NW / : 3 !, 2 CT / : $3

(8)

8

4. )%$

''1 //'.%%/5,&#' ( '(% &+0$

, %-(.& $ / # &/

)$ YTI PI AP TC NW CT VIFs

;

4.03 3.51 3.70 3.83 3.74 3.84

S.D. 0.63 0.71 0.66 0.72 0.67 0.73 YTI 0.540* 0.604* 0.620* 0.593* 0.654*

PI 0.649* 0.598* 0.626* 0.544* 2.140

AP 0.624* 0.586* 0.563* 2.120

TC 0.626* 0.676* 2.371

NW 0.647* 2.241

CT 2.215

* -# #"$%€†€E

1 % ..&$3 '9:" $4-/ Multicollinearity

$ )53# #$% Multicollinearity 0$2(3 VIFs J VIFs ,.&#' ( '( .6†‚6€ – 6†7‚9:" 3 ‚€.$ . ' .8 -2$%#"2/3$-/ Multicollinearity (Black, 2006 : 585)

''2 #$% ',#'Š $% &+0$

, %-(.& $ / # &/

3&)

t p-value

>

;&;

!) ! &!8 -

#"(a) 1.055 ۠187 5.644* ۠000

$3 0% $ ( ' (PI) 0.045 ۠059 0.756 ۠450

$3 .&' ( ' (AP) ۠211 ۠063 3.369* ۠001

$3 !"!.&(# !" DTC)

$3 3 !, 2 (NW)

$3 $3 DCT)

۠142 0.126 0.266

۠061 0.064 0.058

2.329*

1.969*

4.588*

۠021 0.050 0.000 F = 53.291 p = 0.000 Adj R2 = 0.540

* -# #"$%€†€E

2 % &#' ( '( $3 .&' ( '

$3 !"!.&(# !" $3 3 !, 2 .&$3 $3

(9)

'.&)&#%(%% &+0$!" ( ' - 3 &+2/3%/ .) ( '83&/3 #"/!/

$,: $ %53 % .&$ !2 @$ #: $ ( '832.).&0% ,($2 $ , %$:+ 2/3%&

3 / 3$ / !"# /3 #"( ' $ 2$3 @2/3 5 ' ( ( ' (3 (!"!3 (!"3 &+

(%2/3% 9:" ((%!"2/3:+ &!,3 :+ 2 %$:+

9:" ( '#"% 4 " 2 .%# & $8$3

#' .&",: !"9:"$&3% ,#&D2550 :%#$X%

$ ( ',.#“ &/ # &2(3&#'(%4/&.&&#'(

40$ /$&#'%7&#'/&!&#' 2(3!"( '”&#' ( '.&&#' !# $3 &+,.# “ &

/ # &% 4 &+(%.& '% %53, "%.#

“ &/ # &.&$&3% ,($ 8D255L :%#$X% &#' !" , % & !"&(3 (!") !" @!"2/3

&3 / $ $ 3 (!"".&%$3 ). 4! ()& .&

@ !" 3 '%&3 /  &0$ &!"&( /%

.# 3 &+, % & !"&(% 3 3 '%&!"&(0$) !" # .%%4# .&84# .&

$&3% ,&#%.&& #(2558 : %#$X% &#' ( '(.& 4, ( '(, %$:+ ,5 237./8$3./ # &, #/ # & (J +~' .&/ # &/ $2/-

&#' ( '(,# 7/ # &!‚X0% $ ( '#"($

6X.&' ( '#"/& /& 3 / .&^'7X!"!.&(#

!" #"/& /& .&#KX 3 !, 2 $ ).( '.&

EX $"3 2(3#' ( '#". .&0$$$

?@',$+ (" )%< !$3 )%

5.1 ',$+ (" )%< !''

5.1.‚ :+ &#' ( '( '.&)&#%(%

&+2%%##", $2/-,: ($%/ # &)53% 3 OTOP!" &+

$ ,.. !"2/3 #' .& ,35&

82(32 $ 8$3 #' 3 / ",:

5.1.2 :+ )&#%/!$3 !"@#"%&#' ( '(!"

^ % 3 &+.& $ ,2/3% 4.&#' # 4,3#2 ^ .&3 8$3%2 .,,, %$:+ 2#8#

(10)

5.1.3 :+ .!" @#"/ $&3#"%2/3$)&#%

.& -/ 3, &#' ( '(, %$:+ 2#8#

!"2(34.# 2 ^ ,$ 2/3 % :+ #$# #

E†‚†K :+ 0$2(3' 4%%,35&25.%%!"@/! 2(3 .%%% ( + /,35&(&: &! #"2 4%,35&!"2/38$3,35&25.%%!"

#" /& /& .&40( ",:

5.2 3 )%

)& 82(34.# ^ &#' ( '(

9:")53%/ %-(.& $ 2/3 -2!"&#' ( '( $3 .&

' ( ' $3 !"!.&(# !" $3 3 !, 2 .& $3 $3 !" 4' #"# 2/3)53",3/: % (!"!.&%53:

.& %/ $ ,.&43 / 2 ^ ', %-(.& $ )53",32/3 &+#"$.&8$3% %2$3 (%/

$ $3 :+ &$ 2 )&%}8%2(3(( .&#( 8$3

#'

G@' )%

''''' &#' ( '($3 .&' ( '$3 !"!.&(#

!" $3 3 !, 2 .&$3 $3 '.&)&#%(

%% &+0$$ )53%/ %-(.& $ / # &/ 2/3 -2!"&#' ( '(( ' !" ( '%#% # -

# )53%/ #$%# (#2 %-(.& $ : 43:$!J%

2## $ ,3 2.& %532!" @)53%/ 3%#% #2 /$0%

.& .)&#'!"2/3 ( ' 4&& 3 / ,#

.&%.) ( ', %-(.& $ !"3 ((%.&

:+ &!,3 :+ ",: !"&$ 8$3% "83 2 .& % )532(3%}

.&)53 /48$3($

,

%-(.& $ / # & / † 3!"28 6E€, http://www.mbs.msu.ac.th

#&. D6EE€X† "#$% &'$()*

+), # '††#/ : “ &/ # &.

'+ 0$ . (2559). †3!"29 6E€, http://www.prd.go.th

(11)

11 ($ 8†D6EELX&#' !" !"3 &+, %

& !"&(.-/( #06D6X7L-K€.

# #". (2549). &'$()1 2* %()3 1 2* ()%()4 # '††,“ &/ # &.

%-(.& $ / # & / †$#(" †6EEL†

($ 8( &–, :-, 5&, #, 0# #', #',^(0$ &.&& ^ 5&(25EK). &+,/ # &,.

2,:+ $%-- † ( # / # &,.†

,$( % , ‚DX:F-F

( &&. (2540). 6" ( #" 8). #…:“ &/ # &.

&#%.& #†D6EEFX† 7)$()1 (*8' 7$ &"* &9 #. (J +~' 6D6X‚E-‚FD~ –' 6EEFX†

Aaker, D. A., Kumar, V., & Day, G. S. (2001). :;<=>?@AB<>C>;<DENew York : John Wiley & Son.

Black, K. (2006). FGC@A>CCC?;?@C?@DCHI<DIA?>JKI<;<LM>D@C@IAJ;=@AB USA : John Wiley & Son.

Nunnally, J. C. (1987).NCLDEIJ>?<@D?E>I<L(2nded.). New York :McGraw-Hill.

Nunnally, J. C, Bernstein, I. H. (1994).NCLDEIJ>?<@DOE>I<LP>QRI<=S:DT<;QUV@WW

Referensi

Dokumen terkait

Penelitian strategi komunikasi public relations yang menerapkan komunikasi antara perusahaan dengan masyarakat baik secara langsung maupun tidak langsung yang bertujuan

Furthermore, the application of Cyber Public Relations in Rifka Annisa WCC's advocacy activities had a significant impact on aspects of community literacy regarding

Should public relations personnel impose glo- bal understanding that the industry of public rela- tions has not reached the same level of develop- ment in each country, he might

Berdasarkan latar belakang masalah diatas agar pembahasan lebih rinci pada satu permasalahan maka penulis membatasi kajian ini pada strategi public relations

Public relations activities through a persuasive communication approach have not been carried out by public relations government agencies related to sharia economic policies or the

Risks to Public Relations Staff in Government Agencies Risk Risk Triggers Impact Error answering public questions regarding the latest regulations - Staff do not fully

According to the observations and interviews conducted by researchers, the accreditation of study programs at STAI Syekh Maulana Qori Bangko is one of the reasons why public relations

A good relationship between the institution's public relations and the media crew is important, because the press helps disseminate information from university public relations and also