THE GUIDELINES FOR DEVELOPING PERSONNEL POTENTIAL IN ACCORDANCE WITH THE DIGITAL ARMY POLICY IN MILITARY EXPLOSIVES FACTORY, DEFENCE INDUSTRY DEPARTMENT, DEFENCE INDUSTRY AND ENERGY CENTER, MINISTRY OF DEFENSE

Abstract

This research article aims to study the problems and identify development approaches for enhancing the personnel capabilities under the Digital Army policy in the Military Explosives Factory, Department of Defence Industry, Defence and Energy Industry Center. It is a qualitative research employing the policy framework for transitioning toward a Digital Army. Key informants were 27 personnel from the Military Explosives Factory, including commissioned officers (Second Lieutenant to Colonel), non-commissioned officers (Sergeant to Staff Sergeant), government employees, and temporary staff, selected through purposive sampling. The research tools included (1) semi-structured interviews and (2) focus group discussions. Data were analyzed using content analysis and described through narrative interpretation.

The research found:

1. Problems in developing personnel capabilities under the Digital Army policy in the Military Explosives Factory fall into four main areas: (1) Human resources: lack of specialized personnel and insufficient training across all job positions; (2) Technology and information systems: unclear linkage between policy and practice, lack of motivation for learning, rigid bureaucracy, and organizational culture resistant to change; (3) Management and budget support: limitations in strategic planning and resource utilization, including insufficient understanding of digital dimensions among executives; (4) Governance: lack of comprehensive training programs, inadequate technological oversight skills, and absence of an effective monitoring system.
2. Development approaches for enhancing personnel capabilities in line with the Digital Army policy include: (1) Human resources: increasing specialized personnel, restructuring organizations and training systems to be more flexible, and appointing personnel based on competencies; (2) Technology and information systems: promoting the linkage of policy to practice, fostering digital skill development, adjusting bureaucratic systems and workload, and building a technology-embracing organizational culture; (3) Management and budget support: efficient resource management and enhancing digital literacy among executives; (4) Governance: developing training programs and oversight skills, fostering transparency, and integrating internal control data.

          Knowledge Contribution: The study highlights that developing personnel capacity in the digital era requires a holistic approach that integrates people, technology, management, and governance into a cohesive system.