ABSTRACT
The main purpose of our study is to form a demonstration model of the main processes for introducing digital technologies into the human resources management system for engineering enterprises. Digital transformations are associated with management changes, which are based on the technologies of the Internet of Things, artificial intelligence, blockchain, machine learning, Industry 4.0, Big Data in all spheres of public life. Investing in human capital has always been considered a productive investment. The digital economy has increased the urgency of increasing labor productivity through the transformation of human governance mechanisms. The main and key processes of the introduction of digital technologies in the human resources management system of the engineering enterprise were considered. The digitalization of society has radically changed people's lives and opened up new opportunities in the field of human resources management. The digital transformation of the human resources system affects all types of businesses, from large corporations to small micro-firms. As a result, the key stages and processes of implementation of digital technologies in the human resources management system of the enterprise were presented. The research methodology consisted of the application of modeling and graphical display methods.
ABSTRACT
The crisis caused by the coronavirus pandemic affects the daily operation of organisations, which also brings changes in the life of their workforce. Managing organisational change has been a significant challenge for organisations for several decades. The aim of the research is to assess the behaviour of affected employees toward organisational change. It is examined how different groups of employee's experience change in general and what they think about organisational change. Furthermore, it is explored whether employees understand the motivation behind the change and how does the change impact their organisation. To answer the research questions, a comprehensive questionnaire survey of small and medium-sized enterprises in Hungary was conducted in autumn 2021. The suitability of the application of factor analysis evaluating the dependence of selected areas of the questionnaire was supported by Barlett test a Cronbach's alfa coefficient. For individual hypotheses two-sample t-test, contingency table analysis, and Pearson's Chi-squared test, were applied. The evaluation of the 215 questionnaires shows that the behaviour of employees toward organisational changes is different. The difference in attitudes to the benefit of organizational change for employees were identified, but not for enterprise. Furthermore, the difference in attitudes between employees who have undergone organizational change in the enterprise and those who have not undergone organizational change, were identified too. It is interesting that contingency between the extent to which managers play a role in change and the well-executed nature of change were detected. The practical usage of the research can be helpful for SME management, especially in the HR field. The management can consider that employees may be afraid of the changes if they are ahead of them, but if the change is handled well, people will think positively of it. © 2023, Technical University of Liberec. All rights reserved.
ABSTRACT
The Covid-19 global pandemic is a crisis like no other, forcing governments to implement prolonged national lockdowns in an effort to limit the spread of the disease. As organizations aim to adapt and remain operational, employers can suspend or reduce work activity for events related to Covid-19 and claim government support to subsidize employee wages. In this way, some employees are placed on furlough (i.e., temporary unemployment) as opposed to being made redundant. While the impact of such schemes on global economy attracted much attention, their micro-level impact on individual employees is still unknown. Building on the ability-motivation-opportunity (AMO) framework, this pilot study explores how employees' perceptions of abilities, motivation, and opportunities are affected as a result of furlough. Rapid ethnography including interviews, observations, and document analysis in a British organization provided insights into the perceptions and experiences of employees put on furlough and highlighted that all three elements of AMO are affected by the current situation, either positively or negatively. We identify theoretical contributions and suggest a number of AMO enhancing practices in the context of furlough.
ABSTRACT
The COVID-19 outbreak has posed unique challenges to the emergency department rostering. Additional infection control, the possibility of quarantine of staff and minimising contact among staff have significant impact on the work of doctors in the emergency department. Infection of a single healthcare worker may require quarantine of close contacts at work. This may thus affect a potentially large number of staff. As such, we developed an Outbreak Response Roster. This Outbreak Response Roster had fixed teams of doctors working in rotation, each team that staff the emergency department in turn. Members within teams remained constant and were near equally balanced in terms of manpower and seniority of doctors. Each team worked fixed 12 hours shifts with as no overlapping of staff or staggering of shifts. Handovers between shifts were kept as brief as possible. All these were measures to limit interactions among healthcare workers. With the implementation of the roster, measures were also taken to bolster the psychological wellness of healthcare workers. With face-to-face contact limited, we also had to maintain clear, open channels for communication through technology and continue educating residents through innovative means.