This study aimed at examining the impact of E-HRM on organizational health. It focused on telecommunications companies operating in Jordan. Data were primarily gathered through self-reported questionnaires created in Google Forms and distributed to a purposive sample of senior managers via email. AMOSv24 was used to test the study hypotheses. The results of the study show that E-HRM has a positive impact on organizational health. Based on the obtained results, the researchers recommend managers and decision-makers of the telecommunications companies in Jordan to invest in electronic human resources systems, which can help them fully implement human resources practices electronically, to obtain economic savings and to be able to attract talents. The study also highlights the importance of focusing more on the electronic training and development process in order to raise individuals’ practical capabilities, which is reflected in their creativity.
The use of real-time collaboration and exception management solutions can help you optimally leverage the investments made on real-time operation centers (RTOCs) and data management systems and maximize utilization of scattered experts and resources to handle more critical situations from anywhere and anytime. These solutions leveraging modern web 2.0 technologies will help you optimize the overall exploration and drilling operations by reducing rig downtime, mitigating risk, improving asset utilization, maximizing reservoir contact and increasing economic production. This paper discusses the prerequisites, implementation considerations, lessons learned and benefits of real-time collaboration and alert management systems and the opportunities such systems offer to bring operational innovation in E&P community and to find effective ways to address the new age energy industry challenges. Introduction Over the coming years, we will go from a fundamentally closed value creation system to a fundamentally open one. Companies that embrace the community and collaboration will harness vast amounts of community value at almost no explicit cost. The firms that get there first and with the greatest depth stand to profit wildly, while those that do not embrace this change will be stuck with a slower pace of innovation and industrial revolution-era economics and resource constraints1. This fundamental shift in the way business is done, where companies working in loosely coupled business networks with a focus on core competencies emphasizing outsourcing, joint ventures and partnerships is bringing huge transformation and operational innovation opportunities2. Operational innovation, the invention and deployment of new ways of doing work, should not be confused with operational improvement or operational excellence that refer to achieving high performance via existing modes of operation: ensuring that work is done as it ought to be to reduce errors, costs, and delays but without fundamentally changing how that work gets accomplished3. The E&P industry is heading towards collaborative partnerships between service companies and operators. Operators are seeing service companies more as solutions providers and less as just a product manufacturer, supplier or a labor force4. This is mainly driven by the harsher environments they're working in, cost increases they are dealing with, adoption of new value added technology opportunities and desire to reduce nonproductive time. This new collaborative approach is driving the need for innovative real-time collaboration and alert management solutions. Nevertheless, the lack of collaboration among various E&P industry personnel in the field, offices and RTOCs, their inability for sharing information effectively between systems scattered across geographical and departmental boundaries, their need to log in to multiple disconnected systems with inconsistent user experience, mostly manual and inefficient processes between field and office and poor visibility and not enough actionable insight for decision making is reducing productivity and impacting operational efficiencies5. Availability of flexible and cost effective web technologies for inter-intra company and community collaboration6, presence aware mobile workflow mechanisms for anytime anywhere event management, web services integration for seamless application integration and information sharing and intuitive search and mashup technologies is paving the way for E&P community to leverage unprecedented collaboration and maximize the utilization of scattered expert resources to handle critical and non-standard situations globally. Business process innovation in this area is starting to gain momentum in E&P industry as companies are starting to see the opportunities for operational innovation with collaborative planning, proactive decision making and rapid issue resolution.
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