Work behavior identity in production line of Workpoint entertainment Public Company Limited

Abstract

This research article aims to study 1) the general condition of the work behavior identity of the production line at Workpoint Entertainment Public Company Limited, 2) the process of creating this work behavior identity, and 3) the characteristics of the work behavior identity of the production line. This study employs a qualitative research methodology, targeting 15 key informants through in-depth interviews using a semi-structured format. The research findings reveal that 1) the general condition of the work behavior identity of the production line indicates that the adaptation of the production line must keep pace with online media trends and prepare for new broadcasting channels. The company should employ SWOT Analysis strategies to identify strengths, weaknesses, opportunities, and potential obstacles that contribute to the creation of the work behavior identity. 2) The process of creating the work behavior identity of the production line consists of six main components: (1) Raising awareness and understanding about identity creation, (2) Restructuring and adjusting policies regarding identity creation, (3) Modifying work processes through the use of information systems, (4) Improving personnel quality, (5) Enhancing learning resources that facilitate identity creation, and (6) Establishing development networks and conducting public relations. 3) The work behavior identity of the production line includes: (1) Leadership quality demonstrated through the establishment of a shared vision and values, guided by adherence to governance principles, (2) Teamwork cultivated through management fostering an environment that encourages friendliness and collaboration, (3) Skill development facilitated by management through policies that promote knowledge sharing and continuous learning in diverse areas, (4) Encouragement and morale reinforced by implementing guidelines designed to offer consistent support and motivation, (5) Personnel participation encouraged by executives who foster an atmosphere conducive to knowledge exchange, and (6) Empowerment achieved as management assigns responsibilities that enable personnel to rotate tasks and demonstrates trust in their potential.