Strategic Human Resource: Enhancing Performance With Six Sigma Approach

Human resource (HR) is the backbone of an organization and hence, there is need to build its underlying capabilities for effective service delivery. Six Sigma aims at improving the effectiveness of processes by collecting data and then using advanced statistical analysis tools to solve the problems. Six Sigma deployment in HR provides consistency in operations and leads to quality excellence by providing better services at lower costs. Six Sigma approach adds more science to the art of HR, which is used to measuring outcomes it can control, rather than those it can influence. Six Sigma deployment in HR transforms typical HR practices with a proactive approach and leads to better, faster and more cost-effective services; improve internal customer satisfaction and greater motivation and job satisfaction of employees. The research develops various framework for Six Sigma deployment in HR and provides case studies of successful Six Sigma deployment in various areas of HR.

No Team is an Island: How Leaders Shape Networked Ecosystems for Team Success

Today’s organizations rely on networks of dynamic systems of “agile” teams to get work done. Teams are distributed, transient, and loosely bounded in service of responsiveness and innovation. The key to this new way of doing work is managing the networked ecosystem in which teams are embedded. But in the context of leading multiple teams with fuzzy boundaries and shifting membership, the average overwhelmed manager quickly defaults to what is nearest in urgency: managing internal team dynamics and responding to internal customer demands. Drawn from field interviews with 100 top-performing team leaders, this article presents a framework-for-action to leaders who want to engage the networked ecosystem with intention and precision, including specific tactics for identifying and influencing high-leverage stakeholders.

ANÁLISIS DEL COMPROMISO Y LA SATISFACCIÓN DEL CLIENTE INTERNO DE LA UCB TARIJA MEDIANTE EL MODELO DE ECUACIONES ESTRUCTURALES (SEM

En el ámbito laboral, existen tres factores importantes que pueden influenciar directamente sobre los niveles de productividad de un equipo de trabajo (clientes internos) en una determinada institución: la motivación, la satisfacción y el compromiso. Una institución puede tener clientes internos (trabajadores) motivados pero insatisfechos y no comprometidos o, por el contrario, los niveles superiores de motivación y satisfacción darán como resultado altos niveles de compromiso, y contar con un equipo de trabajo altamente comprometido impactará de manera muy notable en la productividad de la institución. En ese sentido, el objetivo del presente trabajo fue conocer la situación de los clientes internos de la UCB Tarija, con respecto a los niveles de motivación, satisfacción y compromiso, para lo cual se realizaron análisis descriptivos, modelos multivariados (Modelos de ecuaciones estructurales, SEM-PLS) para comprender con mayor claridad el fenómeno estudiado, llegando a obtener como resultado un nivel de motivación-satisfacción medio, lo que está repercutiendo principalmente en el compromiso afectivo traducido en un bajo sentimiento de permanencia y pertenencia.Palabras clave: Compromiso, satisfacción, cliente interno, cliente externo, PLS-SEM AbstractIn the workplace, there are three important factors that can directly influence the productivity levels of a work team (internal clients) in a given institution: motivation, satisfaction and commitment. An institution may have motivated but dissatisfied and uncommitted internal clients (workers) or, conversely, higher levels of motivation and satisfaction will result in high levels of commitment, and having a highly committed work team will have a very noticeable impact. in the productivity of the institution. In this sense, the objective of the present work was to know the situation of the internal clients of the UCB Tarija, with respect to the levels of motivation, satisfaction and commitment, for which descriptive analyzes, multivariate models (Models of structural equations, SEM-PLS) to understand the studied phenomenon more clearly, obtaining as a result a medium level of motivation-satisfaction, which is mainly having an impact on affective commitment translated into a low feeling of permanence and belonging.Keywords: Engagement, satisfaction, internal customer, external customer, PLS-SEM

Analysis of Internal Customer Satisfaction Related to the Service of the Medical Record at Muhammadiyah Public Hospital Ponorogo

The medical record department is one of the most important parts in the hospital's effort to provide excellent service to patients. The medical records section is indeed a part that is not directly involved in patient care, but other health workers need a medical record section in order to serve patients. The purpose of this study was to analyze internal customer satisfaction related to the service of the medical records department at Muhammadiyah Hospital Ponorogo. The research design used a descriptive quantitative research design. The sampling technique used was snowball sampling. The results showed that several obstacles were found, namely the speed of providing medical records, the accuracy of providing medical records, the management of KLPCM (Incomplete Filling Of Medical Records) and medical record officers who had medical record competence were still very limited. Improved services provided by the medical record department can increase internal customer satisfaction, and of course will have a direct impact on service to patients. nurses and hospital BPJS healthcare officers.

UX at the Right Level

Usability and user experience maturity models are used to evaluate the capabilities of an organization in order to provide an assessment of their ability to develop usable products. But, as the main focus of such models is on an all-encompassing organizational level, they are difficult to implement in more complex organizations with a wide range of diverse and interlinked projects. This paper presents a project related UX maturity model, which was developed at DB Systel to address this issue: the PUXMM. It takes into account the nested internal customer relationships between departments and subcontractors and applies a human-centered design approach. There are two practical application scenarios for the PUXMM. It can be used to determine the UX maturity level of an ongoing project and as checklist to align a project to a desired maturity level from the outset.

Implementing Modern Human Resources Strategies in the Public Sector

The implementation of modern human resources concepts to public sector large organizations is still a relatively new topic for researchers and practitioners. Moreover, although branding has become more prominent in the public sector, its role with employees is under explored. By means of a multi-dimensional procedure, the authors have developed a scale of measurement of the internal branding antecedents and consequences in the public sector through 35 items grouped into six dimensions: (1) external customer orientation, (2) internal customer orientation, (3) internal service quality, (4) interdepartmental connectedness, (5) customer satisfaction, and (6) employee satisfaction. The importance of the proposed constructs was theoretically discussed and justified. Using a sample of 304 public sector employees, the constructs are then tested and validated. Amos 27 is used for this purpose. The overall results from the empirical assessment were positive, thus reflecting the appropriateness of the proposed constructs. This study provides new theoretical grounds for studying internal branding in the public sector. It also supplies public sector organizations with a number of operative factors that may be essential if they are to provide enhanced satisfaction to public needs. It is probably the first to provide an integrative perspective of internal branding constructs in the public sector.

Introducing a departmental branding model to improve the visibility and legitimacy of internal support functions

Branding for its part has experienced similar to marketing a broadening of the concept (Bastos and Levy 2012; Merz, He, and Vargo 2009). From being seen as a sub-discipline of marketing focusing only on product attributes (Louro and Cunha 2001), the relationship-focus era (Blackston 1992; Webster 2000) with its shift to brand value co-created by all stakeholders of the brand, has paved the way for branding to broaden in its own right (Ballantyne and Aitken 2007; Brodie, Glynn, and Little 2006). However, for the particular area in the organization – the department itself – only little research can be found on the application of branding in an inter-departmental context of a corporation (Beck 2010; Benson and Kinsella 2017; Cheskis 2012; Esser and Schelenz 2011; Jessl 2010; Rahman and Areni 2010; Siems and Lackus 2010). For instance, Siems and Lackus (2010, p. 32) observed: “what remains neglected is the understanding of internal customer-supplier relations and the relevance of branding in this relationship as an essential element of internal marketing (…). This is interesting – and important – because the sub-units themselves can represent the own brand and brand personalities: Internal services can be ‘internal brands’.” Within the organization, departments compete for scarce resources such as power, budget, personnel, top management awareness, recognition and legitimacy (Hybels 1995; Tyler 2006; Verhoef and Leeflang 2009; Webster Jr., Malter, and Ganesan 2005). In particular, internal support functions face challenges in their internal market for visibility and legitimacy e.g. due to their subordinate and “invisible” position in the value chain (Menon 2012; Park et al. 2012; Porter 1985; Rust et al. 2004). Despite there being a need for departments to position themselves in their own competing environment, there is no branding model with which such a sub-organization can address its market and business challenges. This thesis is a first attempt to close this research gap by proposing and discussing a model for departmental branding that can be applied to internal departments. The model shows what elements and stages comprise a departmental branding model and how it can contribute to improving visibility and legitimacy. Of particular note is next to the aspect of brand identity the central importance of employee branding as being a source of high influence on the brand equity for internal departments. Structural equation modeling (SEM) was used to identify the determinants of departmental brand equity. It could be revealed that departmental brand trust, predicted by communication and customer-supplier relationships, has the strongest effects on departmental brand equity. This allows to conclude that departmental brand equity is built through the internal customer’s social interactions and relations with the department’s employees. Finally, an action-oriented case study was conducted to provide practical insights into the application of departmental branding for the purpose of increasing the visibility and legitimacy of an internal support function. Learnings are discussed as well as facilitators and barriers derived for the successful adoption of the departmental branding model in future research.

Exploring Enablers of Value Co-Creation in the Healthcare Service Delivery

The paper identifies the enablers of value co-creation (VCC) in the healthcare context which in result enhances service delivery capability. A 45-item questionnaire was circulated among service providers in the healthcare system, including doctors, nurses, and system staff all over India. A cross-sectional research design was used to assess the research's framework. A total of 294 valid responses were received. Validity and reliability analyses were performed using SPSSv23 and AMOSv22, and the hypotheses were tested using structural equation modeling. Results reveal that organizational orientation, technology integration and internal service quality (ISQ) are the enablers of value co-creation in healthcare services context from the internal customer perspective. Future researchers may explore the inter-relationships among the enablers of VCC process. The study provides practitioners with suggestions to facilitate service delivery capability by leveraging organizational orientation, technology integration, and ISQ in the VCC process.

External and Internal Customer Perceptions on Quality of Health Services at the Dental and Oral Hospital of Mahasaraswati University Denpasar

Oral and dental health problems in Bali are still relatively high at 57.6%. As the only specialized dental hospital in Bali, RSGM needs to always maintain and improve the quality of health services, so as to increase people's desire for dental and oral care. This research was conducted to determine the quality of health services at the RSGM Mahasaraswati University Denpasar from the perspective of external and internal customers based on the five dimensions of Dabholkar, to find out the differences perceptions of external and internal customers based on the five dimensins of Dabholkar and their individual characteristics. This research is a cross sectional analytic. The sample was measured using a questionnaire with sample size of 112 external customers and 129 internal customers. The perception of external and internal customers on the quality of health services at the RSGM Mahasaraswati University Denpasar was mostly good: external customers (50.9%) and internal customers (52.0%). The results of statistical test analysis using chi-square (α=5%; p-value ≤0.05) found that there were differences in perception between external and internal customers in physical aspects (0.04) and policy (0.00); there were differences in perception of the age characteristics (0,00) and the level of education (0,03). External customer perceptions on the physical aspects, reliability, personal interaction, and problem solving were good, but in the policy dimension they had poor perceptions. Internal customers had good perceptions on the aspects of reliability, personal interaction, problem solving and policies, but on the physical aspects they had poor perceptions. Based on the age characteristics, there was a difference in perception; aged <28 years had a good perception, while those aged ≥28 years had less perception. RSGM Mahasaraswati Denpasar University needs to improve the quality of health services, especially in the physical and policy aspects so that can meet customer expectations. Key words: External and internal customer perception, quality of health services