This document is a report on a study about workplace monitoring in India. It includes:
- An introduction describing the growth of workplace monitoring with increased IT usage.
- Types of monitoring used like cameras, email monitoring and social media blocking.
- Hypotheses that employee trust, commitment, efficiency and behavior are independent of monitoring.
- A survey analysis of 147 IT employees finding monitoring affects trust, efficiency and commitment but not behavior. Monitoring type and level impact these factors.
For many companies, agile work is seen as a savior in order to meet their market requirements in an increasingly complex environment. Some decision-makers expect quick solutions through standardized frameworks and processes in order to get the changeover to "agile working" behind them quickly. This demand is served by the market, e.g. by offering and selling scaling frameworks such as SAFe.
At Solarisbank we have learned that the countless methods, frameworks and tools do not lead to lasting change if we do not think them through people. That is why we apply "scale with people - not with frameworks".
The document discusses perspectives on the future of work from Sue Siegel, Chief Innovation Officer of GE. Three key points:
1. The pace of change is accelerating due to digital revolution transforming business models with customer experience as the core.
2. Productivity growth is slowing despite technologies like AI, robotics, and 3D printing transforming industries like manufacturing.
3. GE is positioned for growth by unlocking value across aviation, power, and renewable energy through digital technologies to drive productivity, enable workers, and transform manufacturing and design.
This document summarizes the key findings of the 2013 State of the CIO survey conducted by CIO magazine. It finds that while CIOs are more optimistic about their businesses and industries in the coming year than in previous years, many still express concerns about a global recession and growing security threats. The survey also shows that CIOs are increasingly focusing on relationship building and marketing IT to business stakeholders, and these efforts seem to be working as more CIOs report being viewed as business peers rather than just cost centers. Major initiatives and spending on areas like big data, mobile, and analytics are expected to increase sharply as CIOs seek to capitalize on growing data resources.
Ethan Yarbrough discusses how collaboration technology can be used as an engagement tool to address challenges in the next generation workplace. Highly engaged employees significantly outperform unengaged ones and reduce costs from lost productivity and turnover. Drivers of engagement include two-way communication, trust in leadership, career development, understanding an employee's role, and shared decision-making. Technologies like blogs, social networks, wikis and forums allow for improved communication, leadership feedback mechanisms, knowledge sharing, and input into decisions. Case studies demonstrate measurable gains in employee satisfaction and business metrics from implementing these collaboration tools.
This document discusses how unified communications and collaboration (UC&C) solutions can improve interdepartmental communication and collaboration. It notes that with trends like remote work, UC&C technologies have become mission-critical for enabling effective internal and external communication. These solutions provide flexibility by combining real-time and asynchronous collaboration tools. Research is cited showing UC&C can deliver significant benefits like increased customer retention, employee productivity, operational efficiency and sales cycle reduction. The article advocates that UC&C can empower different departments and workstyles, and is important for improving processes that require interdepartmental collaboration.
This is from a talk I gave to the members of Northeast Ohio SIM in September 2009. It focuses on the dilemma of profitable growth in a slow economy, and what CIOs can do about it.
You’ve seen the future for your organisation and it's unquestionably digital. But then the questions start: Who goes on the journey? How do you lead them along? What direction? How fast? What’s the path? Is the journey the same for everyone throughout the business?
Embarking on a Digital Transformation (DT) strategy can seem daunting enough. But when you apply that strategy to large teams, the numerous complexities and variables can make the whole project appear just too exhausting a proposition to even bother taking the first step, let alone all those steps that must inevitably follow if it is to succeed.
So how do you bring your team on the journey?
Membership Breakfast Club - Building the perfect digital teamEdo
The document discusses building a perfect digital team. It will cover recapping digital governance structures, members introducing challenges in their teams, and adjusting structures through planning rather than delivery. It also notes that Britain will need over 700,000 new digital workers in the next four years. When structuring teams, the document recommends focusing on strategic planning and commissioning work rather than internal delivery due to budget constraints. It suggests setting up an advisory board of specialists from different departments.
For many companies, agile work is seen as a savior in order to meet their market requirements in an increasingly complex environment. Some decision-makers expect quick solutions through standardized frameworks and processes in order to get the changeover to "agile working" behind them quickly. This demand is served by the market, e.g. by offering and selling scaling frameworks such as SAFe.
At Solarisbank we have learned that the countless methods, frameworks and tools do not lead to lasting change if we do not think them through people. That is why we apply "scale with people - not with frameworks".
The document discusses perspectives on the future of work from Sue Siegel, Chief Innovation Officer of GE. Three key points:
1. The pace of change is accelerating due to digital revolution transforming business models with customer experience as the core.
2. Productivity growth is slowing despite technologies like AI, robotics, and 3D printing transforming industries like manufacturing.
3. GE is positioned for growth by unlocking value across aviation, power, and renewable energy through digital technologies to drive productivity, enable workers, and transform manufacturing and design.
This document summarizes the key findings of the 2013 State of the CIO survey conducted by CIO magazine. It finds that while CIOs are more optimistic about their businesses and industries in the coming year than in previous years, many still express concerns about a global recession and growing security threats. The survey also shows that CIOs are increasingly focusing on relationship building and marketing IT to business stakeholders, and these efforts seem to be working as more CIOs report being viewed as business peers rather than just cost centers. Major initiatives and spending on areas like big data, mobile, and analytics are expected to increase sharply as CIOs seek to capitalize on growing data resources.
Ethan Yarbrough discusses how collaboration technology can be used as an engagement tool to address challenges in the next generation workplace. Highly engaged employees significantly outperform unengaged ones and reduce costs from lost productivity and turnover. Drivers of engagement include two-way communication, trust in leadership, career development, understanding an employee's role, and shared decision-making. Technologies like blogs, social networks, wikis and forums allow for improved communication, leadership feedback mechanisms, knowledge sharing, and input into decisions. Case studies demonstrate measurable gains in employee satisfaction and business metrics from implementing these collaboration tools.
This document discusses how unified communications and collaboration (UC&C) solutions can improve interdepartmental communication and collaboration. It notes that with trends like remote work, UC&C technologies have become mission-critical for enabling effective internal and external communication. These solutions provide flexibility by combining real-time and asynchronous collaboration tools. Research is cited showing UC&C can deliver significant benefits like increased customer retention, employee productivity, operational efficiency and sales cycle reduction. The article advocates that UC&C can empower different departments and workstyles, and is important for improving processes that require interdepartmental collaboration.
This is from a talk I gave to the members of Northeast Ohio SIM in September 2009. It focuses on the dilemma of profitable growth in a slow economy, and what CIOs can do about it.
You’ve seen the future for your organisation and it's unquestionably digital. But then the questions start: Who goes on the journey? How do you lead them along? What direction? How fast? What’s the path? Is the journey the same for everyone throughout the business?
Embarking on a Digital Transformation (DT) strategy can seem daunting enough. But when you apply that strategy to large teams, the numerous complexities and variables can make the whole project appear just too exhausting a proposition to even bother taking the first step, let alone all those steps that must inevitably follow if it is to succeed.
So how do you bring your team on the journey?
Membership Breakfast Club - Building the perfect digital teamEdo
The document discusses building a perfect digital team. It will cover recapping digital governance structures, members introducing challenges in their teams, and adjusting structures through planning rather than delivery. It also notes that Britain will need over 700,000 new digital workers in the next four years. When structuring teams, the document recommends focusing on strategic planning and commissioning work rather than internal delivery due to budget constraints. It suggests setting up an advisory board of specialists from different departments.
In this presentation, Shannon Tipton, Owner of Learning Rebels discuss how the digital divide is present in different technical skill levels of employees and why this divide may be the main reason of slowed or delayed productivity or upskilling.
How can L&D better partner with organizations to support employee’s emersion into the digital world, which can be at their disposal in any given situation? If a valued partnership is not created, are organizations at risk of experiencing an even larger gap?
Shannon discusses:
- Is technology bringing us together or driving us apart?
- How to focus on digital innovation and collaboration
- How does L&D help bridge the divide while partnering with the business?
This document discusses how people analytics and big data can transform human resources and the future of work. It notes that more data has been generated in the last few years than in all of human history, and that data is now being used by companies to make people decisions. The document outlines several key points about people analytics, including how data can help reduce attrition, develop leaders, and improve business performance. It also provides an example of how Google used people analytics research to determine the most important skills for managers to have engaged employees.
This document summarizes the key findings of the 2017 Harvey Nash/KPMG CIO Survey, which surveyed over 4,400 CIOs and technology leaders globally. The survey found that CIOs are helping their organizations navigate unprecedented levels of political, economic, and business uncertainty by focusing on stability and agility. Many CIOs are creating more nimble technology platforms and partnering with trusted organizations. The skills shortage continues to be a challenge, and digital strategies are becoming more common though change resistance remains an issue. CIO influence is growing as they help their organizations adapt to changing conditions.
Do organizations have the right skills for the digital age? How can they plug the digital skills gap? Assess your digital skills maturity with a quick DIY assessment
Mobile 2 Social - 21st Century Recruiting ToolsEcom Digital
Mobile 2 Social presents information on 21st century recruiting tools and strategies. It discusses how technology enables modern recruitment by focusing on people, content, dialogue and engagement. It emphasizes that recruitment is about candidate relationship management and defining the candidate experience. The document provides recommendations for career websites, applicant tracking systems, social media use, and mobile recruiting. It also explores themes for the future of work and recruitment, such as the use of video, big data, and developing recruiters as marketeers and content specialists in a changing landscape.
Plataformas colaborativas: ¿Cómo gestionar tus comunicaciones y proyectos con...IBM Digital Sales Colombia
Las nuevas plataformas “Enfocadas en Personas” ponen en su centro a sus empleados, integrando comunicaciones, conexiones a contenidos y proyectos con un enfoque laboral. Contar con un flujo de actividad personalizado permite a los empleados mantenerse al tanto de sus requerimientos, actualizaciones y notificaciones.
Empodera tu equipo a través de colaboración y redes sociales empresariales con IBM Connections y sus aplicaciones: XCC y Projexec.
The Ultimate Convergence of the Physical and Digital WorldsDoubleDutch
This document discusses the rise of live engagement marketing (LEM), which applies digital marketing techniques to live meetings and events. It notes that major companies are investing in machine learning, which will change industries by learning from patterns in data. Live events generate huge amounts of valuable data through activities like polling and apps. LEM aims to weave digital elements like these into live experiences to unlock this data's value. It outlines how companies can use LEM data today, from influencing attendees to creating new business models. The takeaways are that machine learning will impact everything, events contain the most valuable B2B data, and LEM integrates digital into live experiences to leverage this data.
You’ve experienced it first hand. The energy of a live event. The excitement is palpable, connections are formed, and deals are made. But... the way we approach events today is still analog — leaving an average 32% of marketing budgets in the stone age with no ability to demonstrate success with concrete data and insights.
It’s time for a revolution. Meeting and event owners need to think and act like marketers to own their destiny and move the industry forward. Defending your event spend has never been more crucial, and possible, than it is today through Live Engagement Marketing strategies.
In this session you will learn 4 key marketing and business trends that are illuminating a new path to event marketing nirvana. By harnessing the power of modern technology to electrify attendee engagement and energize attendees into action you will be able to supercharge your marketing programs and amplify business results like never before.
New-age HR in times of massive digitizationEdGE NetWorks
The document discusses how HR processes have become more digitized and efficient, moving away from traditional paper-intensive practices. It notes that HR now leads organizations' digital transformations and addresses issues like workforce optimization and talent development. It provides examples of how HR is using digital transformation in five key areas: developing user-friendly HR systems, bridging communication gaps between employees and managers, transforming learning and development with AI and analytics, improving performance reviews and feedback processes, and facilitating employee goal setting. The conclusion urges HR and learning professionals to embrace digital changes to meaningfully impact employees and business.
This document discusses the challenges and opportunities for human resource management in the context of digital business transformation. It summarizes preliminary findings from interviews conducted as part of a research project on using digital co-creation for business development. The interviews focused on how digitalization is impacting organizations and the role of leadership, culture, and HR practices. Key findings included the need to view digitalization as integral to business strategy, provide open communication about changes, offer close supervisor support, develop transferable skills, redesign work processes, and engage employees in the transformation. The role of HR is seen as increasingly intertwined with strategic leadership and business development to build capabilities around co-creation, customer understanding, and supporting knowledge workers in a digital environment.
On November 24, 2015, Tom Haak of the HR Trend Institute, conducted a workshop at Oracle Cloud Day South Africa. Karel Stanz (University of Pretoria) and Ronnie Toerien and Vance Kearny (both Oracle) were also part of the workshop. These are the pictures Tom Haak used in his introduction.
By 2017, 25% of organisations around the world will lose market position because of their failure to incorporate digital capabilities into their business or to respond to what employees want from their employers in a digital environment (Gartner). ORC International has taken on the challenge and defined ways for your organisation to win the war for digital talent.
We presented our view point on how to hire and retain digital talent in this day and age. Essentially our point of view is - they don't need to be digital, just smart and have the drive to learn.
On October 11, 2016, Tom Haak of the HR Trend Institute gave a lecture on HR Trends for the students of the minor Managing International Teams and Organisations of the University of Applied Sciences in Amsterdam. These are the slides he used.
A shift in organizational approach to digital over the past five years indicates that companies have become increasingly aware that they must eliminate structural barriers to realize the opportunities
The current state of corporate innovation in 2019Dan Toma
Read the full article: https://medium.com/the-corporate-startup/the-current-state-of-corporate-innovation-2019-b86928245a46
Companies understanding that R&D is the process of converting capital into ideas and that innovation is the process of converting ideas back into capital are the ones having an equal or higher position in the innovation top than the position they hold in the R&D spending top.
Why do Data and Analytics struggle in large organizations? This presentation explores the structural and causal issues at play through the lens of 'systems thinking' and 'business dynamics'.
The document reports the results of a survey of 2,550 developers, architects, and managers about their use of open source components. Some key findings:
- 52% of respondents were software developers/engineers working primarily in tech, ISV, and consulting companies.
- 49% said their organization standardizes on an open source infrastructure stack, up from 41% in 2011.
- 64% use a repository manager to improve build time and manage component usage.
- Java and .NET components are most important. Security, code quality, and project maturity are also priorities.
- 51% have no open source policy while 49% do, but only 23% require approval before using components.
This document discusses two subcultures in India - the Bihari subculture from the state of Bihar, and the Bengali subculture from West Bengal. It describes some key aspects of each subculture, including religious practices, festivals, cuisine, arts, and economic activities. For the Bihari subculture, it highlights the Chhath festival, popular foods like litti and thekua, handicrafts like Madhubani painting, and industries like silk production. For the Bengali subculture, it discusses Durga Puja celebrations, fish and rice-based cuisine, film industry, and jute production. The document examines how these subcultures shape consumer behavior in their respective regions through
Tata Consultancy Services - The Assembly Line of PeopleArgha Ray
Tata Consultancy Services (TCS) has a hybrid organizational structure that is both product-driven and matrix-based. It is divided into 12 Industry Solution Units aligned with key industry verticals. While focused on major markets, TCS is also expanding into new growth regions. It offers a wide range of IT solutions and services through horizontal business units. Though bureaucratic, TCS relies on relationships and flexible work culture over rigid processes and rules.
In this presentation, Shannon Tipton, Owner of Learning Rebels discuss how the digital divide is present in different technical skill levels of employees and why this divide may be the main reason of slowed or delayed productivity or upskilling.
How can L&D better partner with organizations to support employee’s emersion into the digital world, which can be at their disposal in any given situation? If a valued partnership is not created, are organizations at risk of experiencing an even larger gap?
Shannon discusses:
- Is technology bringing us together or driving us apart?
- How to focus on digital innovation and collaboration
- How does L&D help bridge the divide while partnering with the business?
This document discusses how people analytics and big data can transform human resources and the future of work. It notes that more data has been generated in the last few years than in all of human history, and that data is now being used by companies to make people decisions. The document outlines several key points about people analytics, including how data can help reduce attrition, develop leaders, and improve business performance. It also provides an example of how Google used people analytics research to determine the most important skills for managers to have engaged employees.
This document summarizes the key findings of the 2017 Harvey Nash/KPMG CIO Survey, which surveyed over 4,400 CIOs and technology leaders globally. The survey found that CIOs are helping their organizations navigate unprecedented levels of political, economic, and business uncertainty by focusing on stability and agility. Many CIOs are creating more nimble technology platforms and partnering with trusted organizations. The skills shortage continues to be a challenge, and digital strategies are becoming more common though change resistance remains an issue. CIO influence is growing as they help their organizations adapt to changing conditions.
Do organizations have the right skills for the digital age? How can they plug the digital skills gap? Assess your digital skills maturity with a quick DIY assessment
Mobile 2 Social - 21st Century Recruiting ToolsEcom Digital
Mobile 2 Social presents information on 21st century recruiting tools and strategies. It discusses how technology enables modern recruitment by focusing on people, content, dialogue and engagement. It emphasizes that recruitment is about candidate relationship management and defining the candidate experience. The document provides recommendations for career websites, applicant tracking systems, social media use, and mobile recruiting. It also explores themes for the future of work and recruitment, such as the use of video, big data, and developing recruiters as marketeers and content specialists in a changing landscape.
Plataformas colaborativas: ¿Cómo gestionar tus comunicaciones y proyectos con...IBM Digital Sales Colombia
Las nuevas plataformas “Enfocadas en Personas” ponen en su centro a sus empleados, integrando comunicaciones, conexiones a contenidos y proyectos con un enfoque laboral. Contar con un flujo de actividad personalizado permite a los empleados mantenerse al tanto de sus requerimientos, actualizaciones y notificaciones.
Empodera tu equipo a través de colaboración y redes sociales empresariales con IBM Connections y sus aplicaciones: XCC y Projexec.
The Ultimate Convergence of the Physical and Digital WorldsDoubleDutch
This document discusses the rise of live engagement marketing (LEM), which applies digital marketing techniques to live meetings and events. It notes that major companies are investing in machine learning, which will change industries by learning from patterns in data. Live events generate huge amounts of valuable data through activities like polling and apps. LEM aims to weave digital elements like these into live experiences to unlock this data's value. It outlines how companies can use LEM data today, from influencing attendees to creating new business models. The takeaways are that machine learning will impact everything, events contain the most valuable B2B data, and LEM integrates digital into live experiences to leverage this data.
You’ve experienced it first hand. The energy of a live event. The excitement is palpable, connections are formed, and deals are made. But... the way we approach events today is still analog — leaving an average 32% of marketing budgets in the stone age with no ability to demonstrate success with concrete data and insights.
It’s time for a revolution. Meeting and event owners need to think and act like marketers to own their destiny and move the industry forward. Defending your event spend has never been more crucial, and possible, than it is today through Live Engagement Marketing strategies.
In this session you will learn 4 key marketing and business trends that are illuminating a new path to event marketing nirvana. By harnessing the power of modern technology to electrify attendee engagement and energize attendees into action you will be able to supercharge your marketing programs and amplify business results like never before.
New-age HR in times of massive digitizationEdGE NetWorks
The document discusses how HR processes have become more digitized and efficient, moving away from traditional paper-intensive practices. It notes that HR now leads organizations' digital transformations and addresses issues like workforce optimization and talent development. It provides examples of how HR is using digital transformation in five key areas: developing user-friendly HR systems, bridging communication gaps between employees and managers, transforming learning and development with AI and analytics, improving performance reviews and feedback processes, and facilitating employee goal setting. The conclusion urges HR and learning professionals to embrace digital changes to meaningfully impact employees and business.
This document discusses the challenges and opportunities for human resource management in the context of digital business transformation. It summarizes preliminary findings from interviews conducted as part of a research project on using digital co-creation for business development. The interviews focused on how digitalization is impacting organizations and the role of leadership, culture, and HR practices. Key findings included the need to view digitalization as integral to business strategy, provide open communication about changes, offer close supervisor support, develop transferable skills, redesign work processes, and engage employees in the transformation. The role of HR is seen as increasingly intertwined with strategic leadership and business development to build capabilities around co-creation, customer understanding, and supporting knowledge workers in a digital environment.
On November 24, 2015, Tom Haak of the HR Trend Institute, conducted a workshop at Oracle Cloud Day South Africa. Karel Stanz (University of Pretoria) and Ronnie Toerien and Vance Kearny (both Oracle) were also part of the workshop. These are the pictures Tom Haak used in his introduction.
By 2017, 25% of organisations around the world will lose market position because of their failure to incorporate digital capabilities into their business or to respond to what employees want from their employers in a digital environment (Gartner). ORC International has taken on the challenge and defined ways for your organisation to win the war for digital talent.
We presented our view point on how to hire and retain digital talent in this day and age. Essentially our point of view is - they don't need to be digital, just smart and have the drive to learn.
On October 11, 2016, Tom Haak of the HR Trend Institute gave a lecture on HR Trends for the students of the minor Managing International Teams and Organisations of the University of Applied Sciences in Amsterdam. These are the slides he used.
A shift in organizational approach to digital over the past five years indicates that companies have become increasingly aware that they must eliminate structural barriers to realize the opportunities
The current state of corporate innovation in 2019Dan Toma
Read the full article: https://medium.com/the-corporate-startup/the-current-state-of-corporate-innovation-2019-b86928245a46
Companies understanding that R&D is the process of converting capital into ideas and that innovation is the process of converting ideas back into capital are the ones having an equal or higher position in the innovation top than the position they hold in the R&D spending top.
Why do Data and Analytics struggle in large organizations? This presentation explores the structural and causal issues at play through the lens of 'systems thinking' and 'business dynamics'.
The document reports the results of a survey of 2,550 developers, architects, and managers about their use of open source components. Some key findings:
- 52% of respondents were software developers/engineers working primarily in tech, ISV, and consulting companies.
- 49% said their organization standardizes on an open source infrastructure stack, up from 41% in 2011.
- 64% use a repository manager to improve build time and manage component usage.
- Java and .NET components are most important. Security, code quality, and project maturity are also priorities.
- 51% have no open source policy while 49% do, but only 23% require approval before using components.
This document discusses two subcultures in India - the Bihari subculture from the state of Bihar, and the Bengali subculture from West Bengal. It describes some key aspects of each subculture, including religious practices, festivals, cuisine, arts, and economic activities. For the Bihari subculture, it highlights the Chhath festival, popular foods like litti and thekua, handicrafts like Madhubani painting, and industries like silk production. For the Bengali subculture, it discusses Durga Puja celebrations, fish and rice-based cuisine, film industry, and jute production. The document examines how these subcultures shape consumer behavior in their respective regions through
Tata Consultancy Services - The Assembly Line of PeopleArgha Ray
Tata Consultancy Services (TCS) has a hybrid organizational structure that is both product-driven and matrix-based. It is divided into 12 Industry Solution Units aligned with key industry verticals. While focused on major markets, TCS is also expanding into new growth regions. It offers a wide range of IT solutions and services through horizontal business units. Though bureaucratic, TCS relies on relationships and flexible work culture over rigid processes and rules.
HAS is a global leader in payroll BPO services with over $3 billion in revenues and 25+ years of experience. It employs 20,000 people serving over 100,000 clients in 48 countries. HAS offers a wide range of HR, payroll, talent management, tax, and benefits administration solutions from a single source to help clients comply with regulatory changes. HAS also provides integrated computing solutions for automotive dealers worldwide.
Marketing Plan for Ultrasonic Washing MachinesArgha Ray
The document provides a marketing plan for launching an ultrasonic clothes washing machine. Key points:
1) The product will be targeted at both consumer and business markets, with 7kg and 35kg models respectively.
2) Competition in the consumer market is dominated by LG, Samsung, Videocon and Whirlpool. The plan aims to gain a 1% market share through differentiating the product based on its new ultrasonic technology.
3) Marketing strategies include an emphasis on technology benefits, price positioning targeting high-income consumers, and a promotion strategy utilizing television, online, and retail partnerships.
Узнайте, какие существуют способы добычи и транспортировки нефти, что такое upstream, downstream и midstream, а также кто добывает нефть в России. Мы рассмотрим кейсы Seneca Oil и Standard Oil. Презентация будет интересна неспециалистам в нефтегазовой сфере.
This document summarizes Elena Masolova's presentation on using virtual reality for corporate training. Some key points include:
- VR provides an immersive experience that allows trainees to learn skills in simulated real-life environments, similar to how NASA uses VR to train astronauts.
- Companies already using VR training include oil rigs to teach safety, orientations for new employees, military recruiting, and railroad recruiting.
- 3600 video may be better than programs like Unity for training because it provides more realistic immersive experiences, while graphics in programs can be less realistic.
- Common uses of VR training include facility tours, sales meetings, and customer service interactions. However, VR training also has limitations like high costs and
This document discusses the logistics operations of Flipkart and Snapdeal, two major e-commerce players in India. It describes Flipkart's logistics arm called eKart, which handles over 5 million shipments per month across 150 cities in India. The document also outlines Snapdeal's logistics partnership with Bluedart and how Snapdeal serves as a technology platform while not maintaining any inventory. It provides a comparison of the delivery vehicle fleets, shipment volumes, warehouse sizes and workforce of eKart and Bluedart in Delhi.
E-Commerce Models and Web 2.0 in Supply ChainArgha Ray
The document provides an analysis of the operations models of Amazon and Walmart. It discusses the evolution of Amazon from an online bookstore to expanding into multiple product categories and countries. It describes Amazon's business models as a seller, intermediary, and ecommerce service provider. It also outlines Amazon's inventory network and strategies used in different countries. For Walmart, it discusses the company's supply chain network components and traditional vs internet retail supply chain structures. It then analyzes key aspects of both companies' operations models including sourcing and procurement, production, planning and distribution, logistics, inventory management, and fulfillment and customer service. [END SUMMARY]
This document provides an overview of the marketing strategies of Flipkart, an Indian e-commerce company. It discusses how Flipkart started in 2007 selling only books and has since expanded its product selection while growing its revenues significantly through 2015. The document also notes that Flipkart has changed its business model from consignment to inventory to marketplace and has raised funding from investors to support its growth.
Flipkart was founded in 2007 by former Amazon employees with an initial investment of $9000. It is headquartered in Bangalore and has over 4500 employees. Flipkart sells a wide range of products across multiple categories through its website and mobile apps. It has over 15 million products listed and serves over 30,000 orders per day through its 25 warehouses and 60 delivery centers across India. Flipkart aims to maximize its profits through strategies such as stocking popular mid-priced products and providing discounts on older inventory. It also plans to generate additional revenue streams by becoming a distributor and logistics provider for other companies.
- Flipkart was founded in 2007 by IIT Delhi alumni Sachin Bansal and Binny Bansal and is now India's largest online retailer.
- It initially focused on selling books but has expanded into various product categories. Flipkart is funded by venture capital and is profitable.
- Flipkart's success is attributed to its focus on strong customer service, an easy-to-use website and payment options, and robust logistics and supply chain management. It aims to continue its rapid growth and expand into new categories.
- While increased competition from Amazon poses a threat, the growing Indian ecommerce market is large enough for multiple players, and Flipkart's strong brand and customer base
International Technology Adoption & Workforce Issues Study - India SummaryCompTIA
- International Technology Adoption & Workforce Issues Study conducted survey of over 1,200 executives across 10 countries including India to examine technology adoption, IT skills/gaps, and training.
- Key findings for India include that over 60% of Indian businesses plan to increase IT staff in 2013, 71% report some degree of IT skills gaps, and 97% of IT staff received training in the past year.
This document provides an overview and summary of a seminar report on how increased IT outsourcing affects unemployment, with a focus on India. Some key points:
- IT outsourcing refers to outsourcing of computer/internet work like programming to other companies. It is growing rapidly and estimated to be worth $163 billion in 2004.
- The report aims to analyze how IT outsourcing impacts employment and can increase unemployment as companies adopt new technologies.
- The outsourcing trend has become controversial as some see it as helping companies cut costs while others see it negatively impacting jobs in India. Rising unemployment is linked to more outsourcing of India jobs overseas.
This document provides an overview and summary of a seminar report on how increased IT outsourcing affects unemployment, with a focus on India. Some key points:
- IT outsourcing refers to outsourcing of computer/internet work like programming to other companies. It is growing rapidly and estimated to be worth $163 billion in 2004.
- The report aims to analyze how IT outsourcing impacts employment and can increase unemployment as companies adopt new technologies.
- The conclusion is that IT outsourcing is damaging India's economy by reducing jobs and increasing unemployment rates. When jobs are lost to outsourcing, spending decreases which impacts other businesses and incomes.
This document summarizes the results of a survey on the use of enterprise resource planning (ERP) systems in the textile and apparel industry. The key findings are:
1) The most commonly used ERP software packages in textiles are Datatex and SAP. Materials management, production control, and sales were the most common ERP functions.
2) The top barriers to ERP implementation in textiles are resistance to change, lack of top management support, and user training/education.
3) While ERP systems are integrated within companies, linkages are also being made to supply chain management, business intelligence, and demand forecasting software.
4) Electronic commerce applications like websites and
This power point pres will be useful for all the budding PhD aspirants who are preparing for their viva irrespective of their subject. Good Luck & All the Best !
The document provides an overview of the IT industry in India and Envision Financial Systems Inc. It discusses that the Indian IT sector has significantly contributed to the country's economic growth. Envision Financial Systems is an American company that provides financial software and services with offices in California and Maryland for client support and in Bangalore, India for software development. The author conducted a two-month internship in the HR department of Envision's Bangalore office to understand the company's functions and departments.
Auditing is the process of independently examining and evaluating records and activities. It helps management by providing suggestions to help an organization achieve its goals. There are two main types of auditing - internal auditing, which depends on management, and external auditing, which is done by individuals outside the company. Information system auditing evaluates whether a system safeguards assets and maintains data integrity. It is a serious process requiring experienced auditors to conduct reviews of areas like finances, operations, administration and information systems. Proper planning, work performance, reporting, and follow up are important parts of the auditing process.
A STUDY TO REDUCE EMPLOYEE ATTRITION IN IT INDUSTRIESIAEME Publication
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BIM Term Paper Proposal on Applications of ICT on Office Management santo BD
BIM Term Paper Proposal
Topics is "Applications of ICT on Office Management and organization Development"
Broader objective of the study :
? ? Main objective of this study- ICT applications how to help office management and
to develop organization.
Specific objectives: The specific objective of the study will be:
• Identify the ICT applications using for office management.
• To identify impact on employment productivity of using ICT applications.
• Cost benefit analysis of using ICT applications in the organization.
Bangladesh Institute of Management (BIM), Dhaka
IRJET- Contradicting the Hypothesis of Data Analytics with the Help of a Use-...IRJET Journal
This document discusses how data analytics techniques can be used to analyze manufacturing industry data and help with decision making. It presents a case study analyzing expenses data from a manufacturing company from 1950 to 2020. Descriptive analytics on the data show trends in number of employees, working hours, costs of raw materials, machinery, overhead, labor, and profit over time. Diagnostic analytics provide reasons for these trends, such as increases in employees and costs correlating with new technologies and production increases. Predictive analytics are not discussed in the summary. The document suggests prescriptive analytics using advanced Industry 4.0 technologies like ultrafast 3D printing could help maximize profit and minimize employees and costs.
The Organization Motivation on Employee Performance in an Engineering College...IRJET Journal
This document summarizes a study on the relationship between organizational motivation factors and employee performance among engineering college students. Questionnaires were administered to 157 students in mechanical and mechatronics engineering departments to determine the most important motivating factors. The top five motivating factors identified were: 1) satisfying goals, 2) support for learning and training, 3) feeling involved, 4) job satisfaction, and 5) opportunity for honest feedback. The study concluded that motivating employees is important for organizational success and surveys can help identify what motivates employees.
IJERD (www.ijerd.com) International Journal of Engineering Research and Devel...IJERD Editor
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This document summarizes a paper on a Human Resource Management System (HRMS). The HRMS aims to reduce the effort required by administrators to manage daily tasks like attendance tracking, projects, appointments, etc. It contains modules to store employee details, payroll information, training records, performance reviews, resignation details, and resume tracking. The system allows easy access and updating of employee data. It generates timely reports to help monitor employees and support tasks like performance appraisals and promotions. In conclusion, the HRMS automates manual HR processes, improving efficiency, transparency and data access for users.
IRJET- Psychometric Assessment using Software SimulationIRJET Journal
1. The document describes a proposed software system for conducting online psychometric assessments of job candidates to help companies make better hiring decisions.
2. The system would assess candidates' cognitive abilities as well as their personality traits through tests, and identify those best suited for specific job roles based on employers' required skills.
3. This could help reduce hiring mistakes by providing a more holistic view of each candidate's qualifications and personality, beyond just their education and experience.
Running Head: Research Proposal 1
Research Proposal 2
Research Proposal
December 3, 2017
ITS4099
Student
Research Proposal
Problem Statement
Organizational functions should be changed in line with changes in the business environment. The invention of new technologies is being a factor hindering organizational growth. On the other hand, organizations which accurately forecast these new innovations are better placed. Business intelligence analytics are majorly being used to enhance the efficiency of firm’s functions. However, there is substantial variation in the utilization. The application of new technologies into an institutions functions increases the returns, and consequently higher profitability is achieved. This research study aims at identifying BIA factors which enhance sophistication of enterprise functions. Furthermore, it will study factors which constrain the adoption of new technologies. This research will assess the factors which affect usage of business intelligence systems. It will therefore bridge the gap between innovation and usage of the new applications.
Purpose of Research
The aim of the research is to evaluate factors affecting optimal utilization of business information systems. The research will address, first, how intensity of competition influences business intelligence systems usage, secondly, the extent of sophistication of data infrastructure in affecting the extent of BIA usage, and lastly, the research will investigate how integration of organizational functions affect extensive use of business information systems. The research outcome will help organization to identify areas of improvement for them to maximize use of business intelligence systems.
Innovation Diffusion/Adoption
Companies navigate technology innovation through adoption. They take time to experience new inventions. Learning through assimilation is an enabler that aids in formation of concrete usage background (Marjanovic Olivera et al. 2017). Therefore, several studies have discovered that extensive utilization relies on adoption. An institution will hence take time to get used to Business intelligence technology. Adoption is embraced by the agencies to legitimize and ration resources. This experience helps an entity to plan for resources to be used by the innovations.
Business Intelligence and analytics
Business intelligence entails collection, collating, analysis and interpretation of data from diverse source to form essential insights. The focus of this activity is to create value addition strategies. The main use of Business intelligence analytics is to create dynamic capabilities (Sharda, Ramesh, et al 2017). For instance, IT strategies used by supply chain departments have been discovered to contribute positivel ...
IRJET- Design and Development of Recruitment Support System for Placemen...IRJET Journal
This document describes the design and development of a recruitment support system for placement activities. The system was created to provide students with a comprehensive understanding of various companies' recruitment processes in an integrated manner. It contains information on company profiles, packages, eligibility criteria, and allows students to access frequently asked questions through a chatbot feature. The system also provides past company performance data and a feedback system. It aims to automatically share candidate and company data between students and the training and placement cell to streamline the recruitment process. The proposed system was created to address the lack of a centralized resource for students to easily research recruitment processes and prepare for opportunities.
The document discusses standards that must be followed by Wright Aircraft Corp to enable an effective information security program, noting that compliance is mandatory though deviation is possible with approval. The standards define minimum baseline procedures, practices, and configurations for systems and related topics to provide a single reference point during various stages of development and contracting. However, the standards do not provide detailed instructions for how to meet the company's policies.
2008 Pioneering The Employment Services Audit In The Ontario College SectorNikhat Rasheed
The document summarizes Nikhat Rasheed's presentation on pioneering an employment services audit in the Ontario college sector. The presentation covers the history and purpose of the audit, defines auditing, discusses audit types and benefits, and compares different audit methodologies. It also includes information on developing an audit work plan and next steps.
2010 06 gartner avoiding audit fatigue in nine steps 1dGene Kim
Avoiding Audit Fatigue: Achieving Compliance In A Multi-compliance World In Nine Steps
Gartner Security/Risk Management Conference
July 2010
It's common for information security managers to be held responsible for failed audits where they had little control or influence in the rest of the organization. This presentation provides nine steps that information security managers can use to break the compliance blame cycle and build an information security program that more effectively mitigates security risk. By successfully executing these steps, the information security manager will no longer continually react to and
manage the audit preparation crisis du jour. Instead, the information security manager will institute and rely upon regular, defined activities to complete the heavy lifting of preparing for a successful audit long before the audit occurs.
This session also describes how IT security managers can achieve alignment among all stakeholders so that information security and compliance activities become integrated into daily business operations.
Completing the nine steps in this presentation requires business stakeholders, IT management, and information security management to all mutually support the same goal. This session describes how to gain this alignment and defines the various compliance roles so that information
security and compliance activities become integrated into daily
IDENTIFYING VIABILITY PARAMETERS OF ERP SOFTWARE FOR CONSTRUCTION COMPANIES I...IRJET Journal
The document discusses identifying viability parameters for implementing enterprise resource planning (ERP) software in construction companies in Ahmedabad, India. It conducted interviews with industry experts and a literature review to identify 25 viability parameters related to organizations, ERP software, and costs. A questionnaire was distributed to rate the importance of each parameter. The responses were analyzed using relative importance index and factor analysis methods to rank the parameters. The top parameters from each analysis were user-friendliness, acceptance of new technology, and availability of data from relative importance index. Factor analysis identified geographic spread, organizational strength, acceptance of new technology, maintenance cost, ERP software applicability, and software competency as most important. The significant viability parameters can help construction companies assess E
Similar to Impact of workplace monitoring in India (20)
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Air India - ERP Implementation Case StudyArgha Ray
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Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
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1. Workplace monitoring
in
India
RM Project
Under the guidance of Prof. C P Gupta
26NMP03
26NMP15
26NMP20
26NMP28
26NMP36
26NMP45
GROUP 8
Abhijeet Singh Tomar
Argha Ray
Bankim Sammadar
Khushal Malik
Pravin Sharma
Sanjay Prasad
Workplace monitoring of online and workplace activities is quite routine
in firms in India. What is the impact on this on morale, productivity and
loyalty of employees?
1|Page
2. Table of Contents
1. Introduction ........................................................................................................................................ 3
2. Types of workplace monitoring .......................................................................................................... 3
3. Rationale behind monitoring .............................................................................................................. 3
3.1 Employer perspective ................................................................................................................... 3
3.2 Employee responses ..................................................................................................................... 3
4. Objectives of the study ...................................................................................................................... 4
5. Methodology ....................................................................................................................................... 4
5.1 Hypothesis formulation .................................................................................................................... 4
6. Analysis ............................................................................................................................................... 5
6.1 Demographics of the survey respondents .................................................................................... 5
6.2 Work profile of the survey respondents ....................................................................................... 6
6.3 Types of monitoring used in the workplace ................................................................................. 7
6.4 Analysis by level of monitoring (ANOVA Test) .............................................................................. 7
6.4.1 Behaviour Index: .................................................................................................................... 7
6.4.2 Trust Index: ............................................................................................................................ 8
6.4.3 Efficiency Index: ................................................................................................................... 10
6.4.4 Commitment Index .............................................................................................................. 11
6.5 Impact on Age Groups ................................................................................................................ 12
6.5.1 Effect of different types of monitoring ................................................................................ 13
6.5.2 Do Men and Women see workplace monitoring differently? ............................................. 14
6.5.3 Impact of workplace monitoring on employee attrition. .................................................... 15
7. Reliability Analysis:............................................................................................................................ 16
7.1 Reliability Analysis for efficiency:................................................................................................ 16
7.2 Reliability Analysis for trust: ....................................................................................................... 17
7.3 Reliability Analysis for commitment: .......................................................................................... 17
7.4 Reliability Analysis for behaviour: ............................................................................................... 17
8. Limitations:........................................................................................................................................ 18
9. Conclusion: ........................................................................................................................................ 18
10. Appendix ......................................................................................................................................... 18
10.1 Appendix I: Interview Transcripts ............................................................................................. 18
10.2 Appendix II: Survey Questionnaire ............................................................................................ 21
11. Bibliography .................................................................................................................................... 27
2|Page
3. 1. Introduction
A recent survey describes that more than 40 % of corporations monitor their employees in
ways that could be called intrusive. Since the last decade there has been a huge shift in our GDP
contributions. It came as a decline of the agricultural industry & a steep growth in the services
industry. With the rise in services industry it was a huge boom in Information Technology. The
growth in IT affected not only services but every other business as well. IT was the key thing
and if one didn’t have a good IT infrastructure, the company lost its competitive position in the
market. Huge corporations were drawn to India setting up bases throughout the country. It led
to rise in IT parks and further boosted the service industry prospects. Competition became
even stronger. To get a competitive advantage companies had to reform their internal and
external process. One of the key things that refined internal processes was workplace
monitoring techniques. IT Corporations came up with strict electronic surveillance methods as
well as manual monitoring methods.
2. Types of workplace monitoring
Electronic surveillance methods included video surveillance, email monitoring and techniques
like blocking social websites. For some corporations there are audio monitors, monitoring of
phone and maintenance of logs. Manual modes included increasing monitoring by the superiors.
3. Rationale behind monitoring
3.1 Employer perspective
The main reasons to monitor the employees from the perspective of employers are
Safety and security for workers and customers
Knowledge management
To track the worker conduct in case of violation of human rights legislation
Information systems management
3.2 Employee responses
Although corporations claim increased level of productivity due to adherence of company
standard by employees post implementation of monitoring techniques; employees think
otherwise. However corporations reasoning were that these techniques resulted in increasing
levels of productivity as employees adhered to the company standards. However, the techniques
too had a downside where the employees had increasing level of distrust with the organization.
Workers at many workplaces have even resisted or expressed discontent about such work
processes. It also resulted in employees getting restricted in their work environment.
3|Page
4. 4. Objectives of the study
The overall objective of this case study is to analyse the impact of workplace monitoring on
employee morale, employee behaviour, employee faith in employer and his commitment
towards job.
The report analyses both the sides of surveillance & comes to a conclusion.
5. Methodology
The study exposes the facts based on survey method. The survey attempts to measure various
responses and reactions of IT employees with respect to workplace monitoring. A rigorous analysis is
performed on the collected responses by identifying a relationship between various parameters
affecting employee performance and workplace monitoring.
Sample Size
Sample Type
Sampling Unit
Survey Method
Type of Research
Tools Used
147
Simple Random Sampling
Employees of IT Organisation
An online questionnaire was designed for the employees of IT organisation
Empirical Research
Microsoft Excel 2010, IBM SPSS 18.0
5.1 Hypothesis formulation
The IT professional interviewed considered the following factors to be of great importance in
their jobs –
Freedom in job
Trust from employer
Commitment
Importance of data security
Efficiency in work
We have tried to identify some themes in the interviews [Appendix I] and have used these to
formulate our hypotheses from employee point of view.
a)
b)
c)
d)
Trust is not related to organizational monitoring.
Commitment is not related to organizational monitoring.
Efficiency is not related to organizational monitoring.
Behaviour is not related to organizational monitoring.
4|Page
5. Trust
Commitment
Organizational
Monitoring
Efficiency
Behaviour
6. Analysis
6.1 Demographics of the survey respondents
We collected survey responses (Appendix II) from 147 professionals who are involved in IT
related works in their respective organizations. Our survey respondents constituted 29.25 %
female and 70.75% male. Majority of the respondents (~69%) are aged between 21-26 years.
We collected survey responses from a broad range of companies which include Wipro, TCS,
Samsung, Bank of America, Infosys, Flipkart, KPMG, HSBC, Microsoft, Cognizant, IBM, JSPL,
Ericson, Birlasoft, Capgemini, Cognizant, L&T, Adobe etc.
5|Page
6. 6.2 Work profile of the survey respondents
Majority of our survey respondents are involved in engineering/technology role (55.10%),
which is basically a non-supervisor kind of a role. A total of 16.33% of the respondents are
involved in supervisor and managerial roles, constituted by Managers/admins (12.93%) and HR
(3.40%). Responses from persons with a bit different kinds of roles like Graphic designer, and
sales were also collected as a part of this study.
Role
Percentage
Engineering/Technology
55.10 %
Manager/Administration
12.93 %
Sales
11.56 %
Finance
6.80 %
HR
3.40 %
Others (Graphic Designer / Clerical Job /Team
10.20 %
lead/Project coordinator/CEO / etc.)
6|Page
7. 6.3 Types of monitoring used in the workplace
60.00%
50.00%
55.10%
48.98%
52.38%
48.30%
44.22%
44.90%
40.00%
30.00%
20.00%
10.00%
0.00%
Security
Camera
Computer
Monitoring
Social
Media
Blocking
Mobile Telephone
Restriction Tapping
Others
Blocking of networking and social media sites, computer monitoring system and security
cameras are the major technique of workplace monitoring as mentioned by the respondents.
6.4 Analysis by level of monitoring (ANOVA Test)
To test the validity of our hypothesis we have conducted ANOVA test, where the independent
variable was the level of monitoring in the organization, and the dependent variable was the
responses obtained from the survey to the statements shown in the tables respective to each
hypothesis. For performing ANNOVA an index was computed by adding up the values of that
particular area. ‘Compute Variable’ function of SPSS was used to calculate these indexes. Indexes
were calculated for Trust, Efficiency, Behaviour and Commitment. All these questions are on
likert scale.
6.4.1 Behaviour Index:
COMPUTE BEHAVIOUR_INDEX=q27_behaviour_3 + q18_behaviour_1.
EXECUTE.
The above response is the summation of the following question which was in likert scale:
1. I would behave differently when I know I am being monitored?
2. Workplace monitoring irritates you?
7|Page
8. Hypothesis Formulation:
H0: The behavior of employees is independent of organizational monitoring.
H1: The behavior of employees changes with organizational monitoring.
Oneway ANNOVA
Descriptives
BEHAVIOUR_INDEX
95% Confidence Interval
for Mean
Std.
N
Very High
Mean
Std.
Lower
Upper
Deviation
Error
Bound
Bound
Minimum Maximum
36
6.42
1.962
.327
5.75
7.08
2
10
High Monitoring
57
5.93
2.186
.290
5.35
6.51
2
10
Moderate
14
6.86
1.512
.404
5.98
7.73
4
9
Less Monitoring
28
5.61
1.912
.361
4.87
6.35
2
9
No Monitoring
12
7.17
2.552
.737
5.54
8.79
4
10
147
6.18
2.086
.172
5.84
6.52
2
10
Monitoring
Monitoring
Total
ANOVA
BEHAVIOUR_INDEX
Sum of Squares
Between Groups
df
Mean Square
32.873
4
8.218
Within Groups
602.529
142
635.401
1.937
Sig.
4.243
Total
F
.108
146
From the results obtained we can say that, Employee behaviour is not a function of Workplace
monitoring. (As the sig. is >0.05). So, Hypothesis is accepted based on the result.
6.4.2 Trust Index:
The above response is the summation of the following question which were in likert scale:
1. I have a strong sense of belonging to my organization?
2. I really feel as if this organization’s problems are my own?
3. Workplace monitoring affects the level of trust between me and my employer.
4. Workplace monitoring helps my organisation to achieve long term goals.
5. My organization trusts my capabilities and has given me decision making rights?
6. Workplace monitoring is to meet service level agreement and not for direct employee or
employee activity monitoring?
7. Monitoring the employees with or without their knowledge is a breach of trust?
8|Page
9. 8. To establish trust, company should tell the employees about all the ways in which they get
monitored?
9. If organization completely stops workplace monitoring is it going to increase your trust for
your organization?
Hypothesis Formulation:
H0: Employee trust is independent of organizational monitoring.
H1: Employee trust is dependent on organizational monitoring.
COMPUTE TRUST_INDEX=q9_trust_1 + q11_trust_2 + q12_trust_3 + q15_trust_4 + q17_trust_5 +
q20_trust_6 + q21_trust_7 + q22_trust_8 + q23_trust_9.
EXECUTE.
Oneway Annova:
Descriptives
TRUST_INDEX
95% Confidence Interval
for Mean
Std.
N
Very High
Mean
Std.
Lower
Upper
Deviation
Error
Bound
Bound
Minimum Maximum
36
24.31
5.350
.892
22.50
26.12
12
35
High Monitoring
57
25.02
5.933
.786
23.44
26.59
13
37
Moderate
14
28.43
2.954
.789
26.72
30.13
23
33
Less Monitoring
28
27.32
4.092
.773
25.73
28.91
19
36
No Monitoring
12
31.75
6.210
1.793
27.80
35.70
25
41
147
26.16
5.641
.465
25.24
27.08
12
41
Monitoring
Monitoring
Total
ANOVA
TRUST_INDEX
Sum of Squares
Between Groups
df
Mean Square
682.994
4
170.749
Within Groups
3962.407
142
4645.401
Sig.
27.904
Total
F
6.119
146
From the results obtained we can say that, Employee trust is a function of Workplace
monitoring. (As the sig. is <0.05). So, Hypothesis is rejected based on the result.
9|Page
.000
10. 6.4.3 Efficiency Index:
H0: Employee efficiency is independent of organizational monitoring.
H1: Employee efficiency is dependent on organizational monitoring.
COMPUTE EFFICINCY_INDEX = q29_efficiency_5 + q28_efficiency_4+ q19_efficiency_3+
q16_efficiency_2+ q13_efficiency_1.
EXECUTE.
The above response is the summation of the following question which were in likert scale:
1. I feel more comfortable in a work environment where no restrictions on using social
networking and personal email sites?
2. Social networking** at work-hours helps me relieve stress and improve concentration?
3. I will be more productive if there is no workplace monitoring in my organization?
4. I will spend more time at desk if I can access site relevant to my interest?
5. I am more innovative in my work without workplace monitoring in my organization?
Oneway
Descriptives
EFFICINCY_INDEX
95% Confidence Interval
for Mean
Std.
N
Very High
Mean
Std.
Lower
Upper
Deviation
Error
Bound
Bound
Minimum Maximum
36
12.81
4.070
.678
11.43
14.18
6
23
High Monitoring
57
15.77
4.404
.583
14.60
16.94
5
25
Moderate
14
13.43
4.702
1.257
10.71
16.14
6
25
Less Monitoring
28
14.93
4.055
.766
13.36
16.50
6
21
No Monitoring
12
16.42
4.621
1.334
13.48
19.35
7
23
147
14.71
4.446
.367
13.99
15.44
5
25
Monitoring
Monitoring
Total
ANOVA
EFFICINCY_INDEX
Sum of Squares
Between Groups
df
Mean Square
254.124
4
63.531
Within Groups
2631.876
142
2886.000
3.428
Sig.
18.534
Total
F
.010
146
From the results obtained we can say that, Employee efficiency is a function of Workplace
monitoring. (As the sig. is <0.05). So, Hypothesis is rejected based on the result.
10 | P a g e
11. 6.4.4 Commitment Index
H0: Employee commitment is independent of organizational monitoring.
H1: Employee commitment is dependent on organizational monitoring.
COMPUTE COMMITMENT_INDEX=q14_commitment_3 + q10_commitment_2 + q8_commitment_1.
EXECUTE.
The above response is the summation of the following question which were in likert scale:
1. Knowledge of constant monitoring but with undisclosed monitoring methods will hamper
my commitment for my organization?
2. It would be very hard for me to leave my organization right now, even if I wanted to?
3. I would be happy to spend rest of my career with this organization?
Oneway
Descriptives
COMMITMENT_INDEX
95% Confidence Interval
for Mean
Std.
N
Very High
Mean
Std.
Lower
Upper
Deviation
Error
Bound
Bound
Minimum Maximum
36
7.03
2.971
.495
6.02
8.03
3
13
High Monitoring
57
8.28
2.218
.294
7.69
8.87
3
13
Moderate
14
9.21
1.424
.381
8.39
10.04
7
12
Less Monitoring
28
10.11
2.061
.389
9.31
10.91
6
14
No Monitoring
12
12.58
1.379
.398
11.71
13.46
11
15
147
8.76
2.741
.226
8.32
9.21
3
15
Monitoring
Monitoring
Total
ANOVA
COMMITMENT_INDEX
Sum of Squares
df
Mean Square
Between Groups
350.233
4
87.558
Within Groups
746.433
142
146
Total
16.657
Sig.
5.257
1096.667
F
.000
From the results obtained we can say that, Employee Commitment is a function of Workplace
monitoring. (As the sig. is <0.05). So, Hypothesis is rejected based on the result.
11 | P a g e
12. 6.5 Impact on Age Groups
For establishing a correlation between Workplace Monitoring and different age groups we have
used Goodman and Kruskal Gamma Correlation Test.
Hypothesis Formulation
H0: There is no correlation between age of a person and level of monitoring.
H1: There is a correlation between age of a person and level of monitoring.
What is your age group? * What level of Workplace Monitoring do you experience in your organization?
Crosstabulation
Count
What level of Workplace Monitoring do you experience in your
organization?
Very High
group?
Less
No
Monitoring
Monitoring
Monitoring
Monitoring
0
3
0
0
0
3
30
49
12
6
4
101
6
5
2
0
0
13
0
0
0
22
8
30
36
less than 21
Moderate
Monitoring
What is your age
High
57
14
28
12
147
Total
years
21 to 26 years
old
26 to 35 years
old
greater than 35
years
Total
Symmetric Measures
Asymp. Std.
Value
Ordinal by Ordinal
Gamma
.657
Error
a
b
Approx. T
.083
6.054
Approx. Sig.
.000
N of Valid Cases
147
a. Not assuming the null hypothesis.
b. Using the asymptotic standard error assuming the null hypothesis.
From the results obtained we can say that, Younger employees (Age<26) are more likely to
affected by workplace monitoring while employees greater than 35 years old are less affected
by work place monitoring.
As the sig. is <0.05, So, Hypothesis is rejected based on the result.
12 | P a g e
13. Highlighted area in red indicates younger employees (age less than 26) feel there is high monitoring in there
organisations while employees greater than 35 years are less concerned about monitoring.
6.5.1 Effect of different types of monitoring
We have used Cochran Test to study the effects of different types of monitoring techniques used.
Hypothesis Formulation
H0: All respondents are equally exposed to different types of workplace monitoring.
H1: All respondents are not equally exposed to different types of workplace monitoring.
Descriptive Statistics
N
Mean
Std. Deviation
Minimum
Maximum
Security Camera monitoring
147
1.51
.502
1
2
Computer monitoring
147
1.45
.499
1
2
Blocking of social media
147
1.48
.501
1
2
Restriction on mobile
147
1.52
.501
1
2
Telephone tapping
147
1.56
.498
1
2
Other monitoring
147
1.55
.499
1
2
sites
13 | P a g e
14. Cochran Test
Frequencies
Value
1
2
Security Camera monitoring
72
75
Computer monitoring
81
66
Blocking of social media sites
77
70
Restriction on mobile
71
76
Telephone tapping
65
82
Other monitoring
66
81
Test Statistics
N
147
Cochran's Q
5.304
df
a
5
Asymp. Sig.
.380
a. 2 is treated as a success.
Hypothesis accepted. Employees are exposed equally to all types of workplace monitoring.
From the results obtained we can say that, employees are affected equally by all the workplace
monitoring techniques.
As the sig. is >0.05, So, Hypothesis is accepted and employees are affected equally by different
type of workplace monitoring techniques.
6.5.2 Do Men and Women see workplace monitoring differently?
We have used Mann-Whitney Test to identify whether perception to monitoring is same across the
gender divide.
Hypothesis Formulation
H0: Male and female have similar perception of workplace monitoring.
H1: Male and females have different perception of workplace monitoring.
Mann-Whitney Test
Ranks
Gender
What level of Workplace
Male
Monitoring do you experience
Female
in your organization?
Total
14 | P a g e
N
Mean Rank
Sum of Ranks
104
73.92
7688.00
43
74.19
3190.00
147
15. a
Test Statistics
What level of Workplace Monitoring do you
experience in your organization?
Mann-Whitney U
2228.000
Wilcoxon W
7688.000
Z
-.036
Asymp. Sig. (2-tailed)
.972
a. Grouping Variable: Gender
As the sig. is >0.05, So, Hypothesis is accepted
From the above analysis we can conclude that Workplace monitoring affects male and
female equally and they have similar attitude towards workplace monitoring.
6.5.3 Impact of workplace monitoring on employee attrition.
We have used Kruskal-Wallis Test to identify the impacts of workplace monitoring on employee
attrition.
Hypothesis Formulation
H0: Workplace monitoring has no effect on employee attrition.
H1: Workplace monitoring affects employee attrition.
Descriptive Statistics
N
What level of Workplace Monitoring
Mean
Std. Deviation
Minimum
Maximum
147
2.48
1.273
1
5
147
3.18
1.766
1
5
do you experience in your
organization?
Are you likely to leave your
organisation because of work place
monitoring?
Kruskal-Wallis Test
Ranks
Are you likely to leave your
organisation because of work
place monitoring?
What level of Workplace
51
55.52
Cant Say
32
68.97
No
64
91.24
dimension1
Total
15 | P a g e
Mean Rank
Yes
Monitoring do you experience
in your organization?
N
147
16. a,b
Test Statistics
What level of Workplace Monitoring do you experience in your
organization?
Chi-square
22.366
df
2
Asymp. Sig.
.000
a. Kruskal Wallis Test
b. Grouping Variable: Are you likely to leave your organisation because of work place monitoring?
As the sig. <0.05 we can reject the hypothesis and conclude that employee decision to stay in an
organisation depends on the level of monitoring he/she is subjected to.
7. Reliability Analysis:
A reliability analysis is performed on the various facets of employee attributes like trust,
efficincy etc. Cronbach's Alpha is used to test the reliability of these facets.
7.1 Reliability Analysis for efficiency:
RELIABILITY
/VARIABLES=q28_efficiency_4 q29_efficiency_5 q19_efficiency_3 q16_efficiency_2 q13_efficiency_1
/SCALE('ALL VARIABLES') ALL
/MODEL=ALPHA
/STATISTICS=DESCRIPTIVE SCALE CORR
/SUMMARY=TOTAL.
Reliability
Case Processing Summary
N
Cases
Valid
%
147
0
Total
.0
147
a
Excluded
100.0
100.0
a. Listwise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach's Alpha
Cronbach's Alpha Based on Standardized Items
.709
N of Items
.707
Reliability analysis suggests that Efficiency responses are reliable with 70.9% of accuracy.
16 | P a g e
5
17. 7.2 Reliability Analysis for trust:
Case Processing Summary
N
Cases
%
Valid
147
0
Total
.0
147
a
Excluded
100.0
100.0
a. Listwise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach's Alpha
Cronbach's Alpha Based on Standardized Items
.664
N of Items
.670
10
Reliability analysis suggests that responses for trust are reliable with 66.4% of accuracy.
7.3 Reliability Analysis for commitment:
Case Processing Summary
N
Cases
Valid
%
147
Total
.0
147
Excluded
100.0
0
a
100.0
a. Listwise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach's
Alpha
Cronbach's Alpha Based on Standardized Items
.641
N of Items
.641
4
Reliability analysis suggests that responses for commitment are reliable with 64.1% of accuracy.
7.4 Reliability Analysis for behaviour:
Case Processing Summary
N
Cases
Valid
a
Excluded
Total
a. Listwise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach's Alpha
.603
%
147
0
147
100.0
.0
100.0
Cronbach's Alpha Based on Standardized Items
N of Items
.621
Reliability analysis suggests that responses for Employee Behaviour are reliable with 60.3% of
accuracy.
17 | P a g e
3
18. 8. Limitations:
Few limitations of this study are listed below:
This study is conducted on a very small sample. If large number of respondents have
been considered the results might have differed.
Only one individual was interviewed for each industry type.
Responses were collected only through online survey.
9. Conclusion:
Initially when we started writing this paper based on initial few direct interviews it came out
that the individual employees does not give that much importance to workplace monitoring. But
after the end of research, it has been found that monitoring does affect the employee’s
productivity, efficiency and reduces his/her commitment and trust towards organisation. We
have also found out that while on a sub-ordinate level the employees feel that giving them
access to the social networking sites will increase their efficiency and concentration. Many of
the responses are dependent on the level and type of monitoring used by the organization. So,
based on the findings it can be concluded that while workplace monitoring takes a hit at
employees trust and commitment for the organization on an individual level. Employees may
find it harsh enough to leave the organization for the breach of privacy at workplace due to
monitoring.
10. Appendix
10.1 Appendix I: Interview Transcripts
Interview Transcript I
Name: Abhijeet Kulkarni
Company: Adobe
Sector: Product Based Company
Work Ex: 7 Year
Designation: Team Lead
Q. Are you aware about any workplace monitoring of online and workplace activities at
Adobe?
A. Adobe has a very open culture and there is no monitoring at all of any kind whether it is
related to workplace or online activity.
18 | P a g e
19. Q. What impact will it have if such policy is imposed?
A. Trust will be lost. The environment will like a School where you had to explain what you are
doing and why you are doing. Personal life will be impacted as well as I won’t be able to take my
private and personal email at workplace; this in turn may reduce my efficiency and commitment
as well.
Q. But many people might misuse such facility; they can share Adobe client/user data
with external world?
A. I agree there is always a security threat and it is forcing many companies to take stringent
action including blocking of websites and 24*7 monitoring. But my opinion is, instead of
monitoring there should be enough awareness on what we should do and what we shouldn’t do.
Let me give my example. When I joined Convergys, my first organization, I downloaded 500GB
data in 6 months. One day unknowingly I started 5-6 thread of download simultaneously and
the entire organization suffered bandwidth issue. So I think there should be IT policies that
specifies the “Do(s) and Don’t(s)”.
Q. Your final call on monitoring?
A. There should not be monitoring as it may create loss of trust, and it can also
reduce productivity. Freedom should be given to the employees with some sense of
responsibility.
Interview Transcript II
Name: Sonal Singh
Company: Tata Consultancy Services Ltd.
Sector: Services
Work Ex: 9 Months
Designation: Assistant Software Engineer
Q. Are you aware about any workplace monitoring of online and workplace activities at TCS?
A. Yes, most of the activities get monitored. If my action is found against TCS restriction policy it may
result in my termination.
Q. Do they track you through a camera?
A. Yes. The camera is just to monitor the activity of associates and other people.
Q. Site restriction?
A. All social and email sites are open, but adult sites are blocked.
Q. Email monitoring?
A. Yes they have email monitoring in place. We are not supposed to share programming
codes and project information outside of team/LOB.
19 | P a g e
20. Q. What if there is 24*7 monitoring of online activity and all social networking sites
are blocked?
A. Freedom will be lost. A small brake from work increases efficiency. So, with 24*7 monitoring I
may start taking longer brakes. I may also feel less committed to the organization.
Interview Transcript III
Name: Prasad Kalele
Company: Infosys India Pvt Ltd.
Work Ex: 8 years
Sector: Services
Q. Are you aware about any workplace monitoring of online and workplace activities
at Infosys?
A. Yes there are security camera installed in most of the Offshore Development Centre (ODC);
they are mainly for security and monitoring workplace activity. Our workstations are also
under IT surveillance to make sure activities are as per Infosys IT guidelines.
Q. Are social networking and email sites accessible?
A. No. all such sites are blocked because of data security.
Q. Should they be blocked?
A. Yes, they should be blocked as there are many associates who are just college pass outs.
They may spend majority of their time on social networking sites which may hamper the
competitive business position of Infosys. It may decrease efficiency; hence quality of work
may also get reduced.
Q. Don’t you think the social networking sites can improve your social
life?
A. I don’t think website like Facebook can increase my social life here in Infosys. We have more
than 1.5 Lakhs employees and I can chat & talk with them on my organization network any
time I want. And I will be happier to go on someone’s desk and talk to them to strengthen my
social life. I will be happier to play TT instead play on FB to refresh my mood.
Q. If your organization would have allowed all websites without monitoring, would that
improve your commitment or loyalty?
A. Commitment doesn’t come from what kind of monitoring company provides, but it comes
from what quality work you are doing and whether the work is aligned with your long term
personal and professional goal.
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21. 10.2 Appendix II: Survey Questionnaire
Welcome, thank you for participating in our survey. We are a student group from MDI Gurgaon
and this survey is a part of our academic project. The results of this survey are strictly for
academic purpose and the results won't be shared in any case. Please fill the survey. Thanking
you again.
*Required
* What is your age group?
<21
21-26
27-35
>35
* Gender
Male
Female
* Company Name
* Which department do you work in?
Admin
Finance
Sales
HR
Engineering/Technology
Other (Please Specify):
* How long are you working in the current organization ?
0-1years
1-2years
3-5years
>5 years
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22. * What level of Workplace Monitoring** do you experience in your organization?*
**Monitoring Indicates restriction on website usage, activity monitoring on your work station
and physical monitoring by surveillance systems etc.
No Monitoring
Less Monitoring
Moderate Monitoring
High Monitoring
Very High Monitored
* What kinds of monitoring are you exposed to?*(You may tick more than one choice)
Security cameras
Computer monitoring systems
Blocking of social networking and blogging sites
Restriction on mobile phone usage.
Telephone tapping devices
Other (Please Specify):
* I would be happy to spend rest of my career with this organization?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
* I have a strong sense of belonging to my organization?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
* It would be very hard for me to leave my organization right now, even if I wanted to?
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23. Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
* I really feel as if this organization’s problems are my own?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
* Workplace monitoring affects the level of trust between me and my employer.
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
* I feel more comfortable in a work environment where no restrictions on using social
networking and personal email sites?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
* Knowledge of constant monitoring but with undisclosed monitoring methods will
hamper my commitment for my organization?
Strongly Disagree
Disagree
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24. Neutral
Agree
Strongly Agree
* Workplace monitoring helps my organisation to achieve long term goals.
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
16* Social networking** at work-hours helps me relieve stress and improve concentration?
**Social networking means using website like Facebook, twitter, personal email etc.
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
*
My organization trusts my capabilities and has given me decision making rights?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
* I would behave differently when I know I am being monitored?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
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25. * I will be more productive if there is no workplace monitoring in my organization?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
* Workplace monitoring is to meet service level agreement and not for direct employee or
employee activity monitoring?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
* Monitoring the employees with or without their knowledge is a breach of trust?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
* To establish trust, company should tell the employees about all the ways in which they
get monitored?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
* If organization completely stops workplace monitoring is it going to increase your trust
for your organization?
Strongly Disagree
Disagree
Neutral
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26. Agree
Strongly Agree
* Are you likely to leave your organisation because of work place monitoring?
Yes
No
Can’t say
* Would you recommend this organisation for your friends/relatives etc. ?
Yes
No
* Have you recently visited any doctor for stress related issues?
Yes
No
* Workplace monitoring irritates you?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
* I will spend more time at desk if I can access site relevant to my interest?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
* I am more innovative in my work without workplace monitoring in my organization?
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
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27. 11. Bibliography
1. Trust and monitoring in the workplace. Weckert, J. s.l. : Technology and Society,
2000. University as a Bridge from Technology to Society. IEEE International
Symposium on, 2000. ISTAS.2000.915635.
2. Avner Levin, Mary Foster, Tony Hernandez, Mary Jo Nicholson. Office of the
privacy commissioner of Canada. [Online] 30 10 2012. [Cited: 23 03 2013.]
http://www.priv.gc.ca/resource/cp/2005-2006/p_200506_03_e.asp.
3. Electronic workplace monitoring: what employees think. Effy Oz, Richard Glass,
Robert Behling. 1999, Omega, Int. J. Mgmt Sci., Vol. 27, pp. 167-177.
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