The Role of Artificial Intelligence in the Automation of Human Resources

Organizational effectiveness is dependent on how resourcefully and effectively people, process, and technology unite and bring value at best cost. Artificial intelligence facilitates to automate most of the back office transactional effort in that way enabling rapid service delivery. AI competencies are scaling new heights and changing the way employee work in this ever-changing corporate world. AI has the power to change various employee skill through quick and accurate processing of a large amount of the data from recruitment to talent management.

Online-Based Hotel Information System

As with many occupations, computers and technology have become vital parts of working life. With hotel management, computers can be used to record, report and analyze the effectiveness of internal operations such as reservations, registration, guest history, guest accounting audit, and back-office accounting, thereby bringing a variety of benefits including ample amount of memory, advanced communication, advanced functioning among others. In view of these, this study design and develop an online-based hotel information system for University of Benin Guest House, Benin City, Edo State. The system is met to automate data entry methods; ensure efficient and reliable communication within the Guest House and enable fast and easy retrieval of guest records and data for fast reference activities. The Unified Modelling Language (UML) was used to model the system architecture and design, while the software was developed using PHP and MySQL. Also provided in this report is a description of the software design and implementation requirements.

MOTIVAÇÕES E RISCOS ASSOCIADOS A UM CENTRO DE SERVIÇOS COMPARTILHADOS, TIPOS E MODELOS ORGANIZACIONAIS EXISTENTES, E O CASO DE UMA EMPRESA DE TECNOLOGIA E SERVIÇOS

A criação de um Centro de Serviços Compartilhados (CSC) constitui uma estratégia amplamente adotada pelas organizações. O CSC faz parte da cadeia de valor da organização e pode ser definido como a concentração e compartilhamento das atividades de apoio na estrutura organizacional. O objetivo deste trabalho é discutir as motivações e riscos associados a um CSC, as estruturas organizacionais e modelos existentes de CSC na literatura e verificar no estudo de caso analisado o tipo escolhido, com as vantagens e desvantagens apontadas. Para tanto, realizou-se uma pesquisa bibliográfica, o estudo de caso com pesquisa documental, observação participante, entrevistas semiestruturadas, e a triangulação dos dados do estudo de caso com a literatura existente. No caso analisado, dentre os ganhos identificados após a implementação do CSC, estão: redução de custos; agilidade na prestação do serviço; otimização dos processos; padronização e conformidade das atividades. Já em termos de tipos/ modelos de CSC, a empresa A optou por um CSC do tipo intraorganizacional, back office e básico, e o modelo hierárquico baseado em departamento, sendo este vinculado à Gerência de Administração. Essa vinculação gerou problemas relacionados a autonomia que é um dos atributos de um CSC.

SISTEM PENDUKUNG KEPUTUSAN PEMBERIAN REWARD DAN PUNISHMENT KARYAWAN BANK BRI MENGGUNAKAN METODE ADDITIVE RATIO ASSESSMENT (ARAS)

Kualitas pelayanan sumber daya manusiadiperlukan untuk menjaga dan meningkat kualitas pelayanan perusahaan dan untuk memacu semangat kerja karyawan, perusahaan harus memenuhi beberapa kriteria melalui penerapan konsep dan teknik manajemen sumber daya manusia yang tepat, salah satunya melalui pemberian reward dan punishment. Reward dan Punishment sangat berpengaruh dalam meningkatkan kinerja karyawan dengan adanya penelitian kinerja untuk pemberian reward dan punishment akan membuat seseorang karyawan lebih disiplin terhadap waktu serta pertanggung jawab dengan tugas yang diberikan oleh perusahaan. Bank BRI Tarakan adalah salah satu Cabang Bank BRI yang ada di Indonesia, Bank BRI Tarakan setiap triwulan memberikan reward dan punishment kepada karyawan Front liner dan Back Office dalam memberikan kontribusi. Saat ini dalam menentukan keputusan pemberian reward dan punishment masih menggunakan Microsoft office excel dan masih membutuhkan waktu yang lama dalam proses penilaian. Penelitian ini menggunakan metode additive ratio assessment (ARAS) untuk ranking atau pengambilan keputusan karyawan yang mendapat reward dan mendapatkan punishment. Data yang digunakan sebanyak data 50 karyawan dengan 4 kriteria presensi bobot 20%, cross selling 40%, produk knowledge 10% stand layanan 30%. Hasil dari perhitungan menggunakan metode additive ratio assessment (ARAS) yaitu terdapat 3 karyawan yang akan mendapat reward berdasarkan 3 nilai tertinggi dan 3 karyawan yang mendapat punishment dari 3 nilai terendah selain itu tidak mendapatkan reward dan punishment.

Blockchain: an EOM approach to reconciliation in banking

PurposeThe study aim is to evaluate the contribution of Blockchain technology (Cryptobanking) using expected operating model (EOM) to address the pain points in reconciliation at middle and back-office operational levels in assessing the significance of this technology on return on investment.Design/methodology/approachA structured questionnaire was designed to collect primary data using a stratified sampling method from 120 respondents working in leading Investment banks operating in the geographical locality of urban Bangalore. Demographic variables, accounting variables, data reporting variables, approach variables, variables of EOM were considered to validate the hypothesis with the help of statistical tools, namely ANOVA, and Multiple Stepwise Regression Analysis.FindingsThe results obtained confirm that there is significant difference in reconciliation with implementation of an innovative business process. Financial analysis is the highest predictor of ROI when integrated with technology as the adapted Blockchain innovation in reconciliation is the most influencing factor in enhancing, improving ROI playing a pivotal role in the Investment banks.Originality/valueBlockchain technology (Cryptobanking) facilitates in transforming the reconciliation process of these banks with improved operational efficiency. Blockchain and settlement platforms offer inter-organization solutions facilitating in the reconciliation of various transactions in real-time through a trust-based network in the form of digital settlements with better consortiums.

Bringing all clients into the system – Professional digital discretion to enhance inclusion when services are automated

The increasing use of automated systems for decision-making and decision support in public administration is forming new practices and challenging public values since public services must be impartially accessible and designed for everyone. New robotistic process automation (RPA) systems are generally designed based on back-office structures. This requires clients to submit relevant data correctly in order for these services to function. However, not all potential or intended users of these services have the competence and the capacity to submit accurate data in the correct way. Front-line case workers at public agencies play critical roles in supporting those who have problems using the services due to the aforementioned accessibility requirements and thereby work in bridging digital divides. This article analyses strategies used by front-line case workers to complement RPA and improve the inclusion of all clients in the services. It builds on qualitative case studies at two Swedish authorities, including in-depth interviews and observations. The study shows that the discretion of the front-line case workers is limited by the RPA systems, and they also have limited discretion to support clients in their use of the digital services. Instead, they develop strategies in line with more service- and socially-oriented values; duty-oriented values are integrated into the RPA. The analysis shows the importance of forming new support structures for inclusion when public services are automated to maintain the core public values of inclusion and democratic legitimacy.

Covid-19 Disaster Management through Websites and Social Media Regency/City Government in the Special Region of Yogyakarta

The severity of criticism in handling the COVID-19 pandemic has made local governments turn to information and communication technology to back up various important information in mitigating the handling of COVID-19. Although the district/city government in Yogyakarta has taken advantage of digitalization in the operation of its government system, it is still a question mark whether the district/city local government can utilize websites and social media as a means and media for handling COVID -19 effectively and efficiently mapping COVID-19 data. And socialization of its handling to the community. The research method used is descriptive qualitative research to obtain comprehensive data related to disaster management through websites and social media by the district/city government in Yogyakarta. The results show that the use of websites and social media by the Sleman Regency Government and Yogyakarta City Government to mitigate the COVID-19 pandemic is utilizing online data sources for early detection of disease; in the form of notification of diagnosed cases, data visualization tools for decision support, namely the use of collecting public health data in real-time, as well as the use of public communications related to the mitigation of the covid-19 pandemic. The conclusion obtained is that the use of pages and social media used by the Sleman Regency Government and the Yogyakarta City Government has similarities in their use, both back office and front office. However, there are differences in information content both on the page and social media users.

PENGUATAN PENGELOLAAN BACK OFFICE E-COMMERCE UNTUK PENINGKATAN KAPASITAS UKM DI KOTA SAMARINDA

The low business capacity of SMEs is the result of the majority of SMEs (93.33%) still being managed traditionally. The limited capacity of SMEs can be overcome if SMEs are willing and able to change the way their business is managed, which is still traditionally replaced with web-based information technology, which is able to manage business and transaction processing without limits on space and time, such as the Prestashop back office application system. This application provides 2 types of modules, namely Back Office which consists of purchasing, sales, inventory, cash and bank modules, Front Office which functions as cash sales, so it is very easy to use by SMEs.