scholarly journals Efficiency wage and work effort: Case study of a Brazilian multinational company

2021 ◽  
Vol 15 (1) ◽  
pp. 13-25
Author(s):  
Fritoli Marina ◽  
Laffin Nathália ◽  
Alberto Bonacim Carlos ◽  
Eduardo Gaio Luiz ◽  
Gatsios Rafael
Keyword(s):  
Multinational Company ◽  
Efficiency Wage ◽  
Work Effort

scholarly journals How Robot/human Orchestration Can Help in an HR Department: A Case Study From a Pilot Implementation

Organizacija ◽  
2019 ◽  
Vol 52 (3) ◽  
pp. 204-217 ◽  
Author(s):  
Dalibor Šimek ◽  
Roman Šperka
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Current Trend ◽  
Case Study Research ◽  
Multinational Company ◽  
Research Approach ◽  
Structured Interviews ◽  
Service Orchestration ◽  
Study Research

Abstract Background and Purpose: Motivation of this research is to explore the current trend in automating the business processes through software robots (Robotic Process Automation – RPA) and its managing within enterprise environment where most of the processes are executed by human workforce. As the RPA technology expands the demand for its coordinating grows as well. The possible solution to this challenge is shown in case study research in form of implementing orchestration platform to a concrete business process of onboarding in HR department of a multinational company. The aim of this paper is to explore the phases and activities of the pilot project implementation of Robotic Service Orchestration (RSO) in combination with RPA technology and to assess the potential benefits. Design/Methodology/Approach: Case study research approach was selected to explore the research phenomena, which is the implementation of RSO platform in combination with RPA technology and assessing incoming benefits. The case is formed with 2 companies – (1) multinational company with ongoing effort of automating onboarding process, (2) technology and consulting company delivering the automation solution. Data were collected through semi-structured interviews with respondents from two involved companies and by analysing internal documents. Results: The analysis of case provided in this paper revealed some key insights: (1) strategical position of RSO and tactical position of RPA towards the existing legacy systems, (2) need for increased focus on initial process modelling phase, (3) Application Programming Interface (API) integration is more viable solution for RPA, (4) the biggest benefit of RPA - its agility, (5) future potential of the RSO replacing the BPMS. Conclusions: First of all, there is a need of higher number of software robots adopted in a company before orchestration could pay off. On the other side, current Business Process Management Systems (BPMS) solutions don’t offer functionalities for managing human and software robots workforce altogether. RPA is expected to expand and without proper orchestration the effectivity will not grow constantly.

Implementation Failure of an Integrated Software Package

2011 ◽  
pp. 302-316
Author(s):  
S. Sarker
Keyword(s):  
Hong Kong ◽  
Software Package ◽  
Electronic Equipment ◽  
Multinational Company ◽  
Implementation Failure ◽  
Integrated Software

The case study describes the process of implementation of an integrated software package at the Thai subsidiary (SMTL) of a Hong Kong-based multinational company (SMHK) engaged in the manufacturing of electronic equipment.

Knowledge Retention in the Service Industry

2016 ◽  
Vol 12 (1) ◽  
pp. 45-59 ◽  
Author(s):  
Rodrigo Valio Dominguez Gonzalez
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Tacit Knowledge ◽  
Service Sector ◽  
Service Industry ◽  
Knowledge Retention ◽  
Research Strategy ◽  
Multinational Company ◽  
A Company

Currently, the challenge for researchers and managers in the area of knowledge management is to study methods and models that promote and facilitate the acquisition, retention, distribution and utilization of knowledge by individuals and groups of organizations. The main objective of this paper is to analyze how a company that operates in multi-site service sector is organized internally in order to retain the acquired knowledge. The research strategy used is the simple case study, applied in a large multinational company. The findings points out that the service providing organizations should focus their knowledge retention process in a specific department toward this goal. This department has the task of identifying and registering the best practices and learned lessons among all the employees working on different clients in databases, in addition, to promote the integration of these employees in order to promote the distribution of tacit knowledge.

Work Effort During and After Employment Probation: Evidence from German Personnel Data

2010 ◽  
Vol 230 (1) ◽  
Author(s):  
Christian Pfeifer
Keyword(s):  
Expected Utility ◽  
White Collar ◽  
Employment Protection ◽  
Efficiency Wage ◽  
Work Effort ◽  
German Company ◽  
Worker Absenteeism ◽  
White Collar Workers ◽  
Educational Groups ◽  
The Impact

SummaryThe degree of employment protection affects employment flows as well as work effort of employees. Whereas the former aspect has been analysed in many studies, the impact of employment protection on work effort has been analysed in few recent studies. Theory predicts that employment protection reduces work effort because employee shirking cannot be that easily punished by the firm, which decreases the separation probability and increases the expected utility for a shirker in efficiency wage models. Personnel records of a German company are used to assess the impact of lower employment protection during probation on worker absenteeism as a proxy for work effort. The main finding is that new white-collar workers are on average more than 50 percent less likely to be absent and have on average more than 60 percent fewer absent working days during the three months probation period compared to the nine months period afterwards. These relative effects differ only slightly between the genders and between different age and educational groups.

Leadership and Change Management: A Case Study of Pemancar

2012 ◽  
Vol 16 (01) ◽  
pp. 115-132
Author(s):  
Zarifah Abdullah ◽  
A. K. Siti-Nabiha
Keyword(s):  
Organizational Culture ◽  
Value Creation ◽  
Change Process ◽  
High Performance ◽  
Structural Changes ◽  
Multinational Company ◽  
The Past ◽  
Internalization Process ◽  
Leadership And Change

This case examines the implementation of a new organizational culture in a newly taken-over Malaysian subsidiary by a European-based multinational company. The new organizational culture is geared towards high performance, increased accountability, value creation, and high quality and better communication. However, organizational members who were very much accustomed to their prevailing organizational culture found it difficult to understand the need for them to change as they had done well in the past. The features of the new culture, the structural changes that have taken place and how the organizational members felt about the change process and their reactions towards the change are explicated in the case. The case also highlights the various issues and challenges that took place and which needed to be tackled in the management's effort to ensure the successful integration and internalization process of the change in organizational culture.

scholarly journals PEOPLE MANAGEMENT AS A STRATEGIC TOOL FOR ORGANIZATIONAL DEVELOPMENThttp://dx.doi.org/10.5585/riae.v9i1.1652

2010 ◽  
Vol 9 (1) ◽  
pp. 32-55
Author(s):  
Nildes Pitombo Leite ◽  
Lindolfo Galvão de Albuquerque
Keyword(s):  
Content Analysis ◽  
Organizational Development ◽  
Secondary Data ◽  
Multinational Company ◽  
Primary Data ◽  
Dynamic Interactions ◽  
Management Change ◽  
Top Executives ◽  
Carbon And Graphite

This article investigates the confluences and the dynamic interactions among people management, change strategy, and organizational development. It reports an exploratory, qualitative study: a case study involving a multinational company focused on the development and manufacture of carbon and graphite products. Primary data was collected through interviews involving five top executives, six managers, four sales/marketing persons, four staff, and seven representatives from operations. Secondary data was obtained from company documents. Based on content analysis from the interviews, it was concluded that the management of people in this organization was used as a tool for organizational development.

Sign in / Sign up

Export Citation Format

Share Document