THE BUDDHA’S CONDUCT IN HUMAN RESOURCES DEVELOPMENT

Abstract

The aims of this academic article are to 1) study the human resources characteristics in the organization that builds the competitive advantage, 2) study the human resource management guidelines in the organization for completive advantage, and 3) study Buddhist’s conduct in human development and the four Buddhist company in Buddhism. This is an academic article that integrated Buddhism with new sciences that referred to the documentary study from the Tipitaka and academic documents concerned. The study result showed that 1) The human resources in an organization that could build a competitive advantage had to be valuable, rare, inimitable, and well-trained human resources. 2) The administration that could build the competitive advantage should have different means e.g., changeable or urgent strategies, ability building in competition, and ability addition in competition to organizations. 3) The Buddhist’s conduct in human development and the four Buddhist company in Buddhism could be seen in different places with many styles in the Tipitaka that could be the model in Human Resources Development. For example, the Buddha developed the four assemblies to be valuable resources. The good-level products were the good Buddhists who firmly believed in the Triple Gem.  The high-level products were the holy persons, namely, the Stream Enterer, the Once Returner, the Non-Returner, and the Worthy One that could not find in other religions and could not be imitated. This was the systematic development process that had freely changeable and urgent strategies, namely, an acceptance of new members to an organization with the procedure of an ordination, teaching by elucidation and verification, incitement to take upon oneself; inspiration towards the goal, filling with enthusiasm, filling with delight and joy. He developed his followers to love learning so that they could be “The Learning Organization” that could build competitive ability. He also set the system of maintaining and inheritance of corporate culture in the building and development of an organization so that it could have harmony, sustainability, and additional competitive ability both in quantity and quality with a “social learning network”.