Introduction: Social enterprises refer to organizations that engage in business

not only togenerate profits but also to achieve social impacts. There has been
relatively little researchfocusing on the human resources aspects of social enterprises,
especially enterprises located indeveloping countries such as Thailand. Specifically, this
paper conducts a cross-case analysis offive social enterprises across different industries in
Thailand.

Objective
Social enterprises in Thailand are typically located in a variety of
industries,including food and beverages, printing and publishing, and hotels and
restaurants. .Two main theoretical perspectives are reviewed to develop the framework used
in this paper: social enterprises and strategic human resource management.
Methodology:
This paper used a qualitative approach because this study is exploratory and because it aims
to collect comprehensive and holistic data on the five social enterprises. This study should
also provide data for more extensive research and testing of hypotheses as part of ongoing
research on social enterprises and their management of human resources. Additionally, one
advantage of conducting case study research is that it allows researchers to collect data using
multiple enter methods, including semi-structured interviews, field observations and analysis
of archival documents and web-based resources. All the chosen social enterprises, however,
began their businesses from scratch and have implemented the proposed HR bundles for
some time in order to overcome the liability of smallness and manage two important types of
resources, i.e. financial and human resources, well enough to survive in the business arena.
Because the proposed HR bundles are quite informal and can be implemented at a low cost,
both small and large social enterprises can utilize these bundles to create firm-specific human
capital and compete with typical business enterprises in the labor market. Data in this paper
were collected in early 2016 and in April 2017; a total of approximately two months were
spent in the field. The research included 15 interviews with founders, managers and assigned
employees of the five social enterprises and 9 interviews with HR scholars in Thailand who
did not have any conflicts of interest with each of the five case studies. The author used the
same interview protocols for all five social enterprises.
Findings:
• Recruitment and selection via sub-stream
• Social enterprises and HRM have overlooked the under researched country of Thailand.
• Complement jigsaws regarding how social enterprises across countries attract, develop and
maintain employees.
• They may not have sufficient budgets to spend on their employees’ salaries and benefits
• Labor leaders and activists have typically been fired when they have attempted to organize
labor unions within the work place
• This research paper does not specifically discuss the HR practice of any other industry.
• Moreover, this paper does not specifically discuss job design and performance appraisal
Conclusion:
To conclude this paper is finding the age of bundles that are used by the social enterprises in
Thailand. they try to make differences between the HR bundles which am used in those social
Enterprises and the typical business environment. There were also some findings of the
Practical implication of the hr bundles.