Understanding the Perception Among Employees’ Transferring Employment Status: Case Study of PTT Oil and Retail Business Public Company Limited Transition
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Abstract
This qualitative case study explores how employees perceive and respond to changes in their employment status during organizational transformation. Using the privatization and spin-off of PTT Oil and Retail Business Public Company Limited (OR) from PTT Public Company Limited (PTT) as a focal case, the study investigates employees’ perceptions, decision-making processes, and satisfaction after the transition. Semi-structured interviews were conducted with five employees directly involved in the transfer to OR. Four main themes emerged from thematic analysis: (1) job security and perceived organizational stability, (2) extra benefits and financial incentives, (3) personal job fit and professional competence, and (4) the company’s image and reputation. These themes reveal how employees weigh both rational and emotional factors when deciding to transfer. The findings also highlight the interconnection between job security and organizational identity, showing that employees’ trust in the organization’s brand strongly influences their willingness to move. Grounded in the Theory of Reasoned Action and Driver’s Career Concepts, this study extends understanding of employee experiences during privatization in Southeast Asia. Following the recommendations of recent HRD research, the study emphasizes the human and contextual dimensions of career decision-making, contributing to both research and practice. Practical implications include enhancing transparent communication, aligning employees’ capabilities with new organizational roles, and sustaining corporate identity to support smooth transitions.
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