Wellbeing in a Multinational Company

2010 ◽  
Author(s):  
R. Gallo
Keyword(s):  
Multinational Company

EXPLORATORY STUDY OF EMPLOYEE ENGAGEMENT

2020 ◽  
Vol 4 (2) ◽  
pp. 102-106
Author(s):  
Tita Miawati ◽  
Widodo Sunaryo ◽  
Nancy Yusnita
Keyword(s):  
Employee Engagement ◽  
Exploratory Study ◽  
Research Method ◽  
Turnover Rate ◽  
Group Discussion ◽  
Multinational Company ◽  
Optimal Conditions ◽  
Implementation Program ◽  
Employee Groups ◽  
Company Growth

Employee engagement is now recognized as an important topic in the company because it relates with turnover rate, productivity of employee and finally to the company growth. A study conducted to describe the finding of an effort to increase the effectiveness of engagement implementation by company in order to increase level of employee engagement. The study used qualitative research method through exploratory study in a multinational company in Jakarta. Data obtained through interviews with key leaders of the company to find out how the implementation of engagement conducted by the company, and a Focus Group Discussion of employee groups to determine the condition of employee engagement. The researchers analyzed the data from both of company and employees to see if there is a gap between engagement implementation by the company and the conditions of employee engagement. To obtain the validity of the data, researchers used triangulation techniques carried out by experts in the HR field. The study found that the company's efforts to implement employee engagement had not been carried out optimally and equally on all engagement indicators. Likewise, the condition of employee engagement has not yet reached optimal conditions. The conclusion described that there is a gap between company’s engagement implementation program and the engagement conditions felt by employees. Thus, it is necessary to make efforts to improve the effectiveness of engagement implementation so that increasing the employee engagement bring contributes to the company's growth

EVALUATION AND PREDICTION MODELLING ON FINANCIAL AND TAX RISKS OF A MULTINATIONAL COMPANY

2021 ◽  
Vol 1 (3) ◽  
pp. 53-59
Author(s):  
Elena Mihailovna Grigorieva ◽  
Nasser Mohammed Lasloom
Keyword(s):  
Multinational Company ◽  
Prediction Modelling

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.

scholarly journals DISONANCIAS ENTRE EL ENTORNO LOCAL DE LOS NEGOCIOS Y LA CULTURA CORPORATIVA EN UN PAIS LATINOAMERICANO

1995 ◽  
pp. 27-39
Author(s):  
Margalit Berlin ◽  
Keyword(s):  
United States ◽  
Corporate Culture ◽  
The United States ◽  
Business Environment ◽  
The Other ◽  
Multinational Company ◽  
Structured Interviews ◽  
Top Managers ◽  
The Relationship ◽  
Rules Set

The article analyzes the relationship between the corporate culture of a multinational company headquartered in the United States, which enjoys great prestige worldwide, and the business environment and practices in Venezuela, where it has an operation. The prevailing culture in the corporation is North American and the top managers come from their country of origin. In Venezuela, on the other hand, most of the companies are family-owned, and personal contacts and influences prevail. The research is oriented to the elaboration of a qualitative diagnosis, through rigorous observation and semi-structured interviews. The results revealed that there is resistance on the part of Venezuelan managers to follow the culture of a strict company governed by rules set in a very different economic and political context. The ambiguity between acceptance and low identification with the values of the parent company leads to think of corporate culture as fragmented.

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