Dojrzałość procesowa organizacji - wyniki badań empirycznych (Business process maturity – report of empirical research)

Śliż, Piotr

doi:10.15611/pn.2016.421.42

Cited by 8 publications

(9 citation statements)

References 3 publications

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“…In particular, they have the highest freedom to make changes in work organization (54.4%), working time (48%) and task timeline (34.6%). The maturity level of processes in such organizations is high [53], which positively affects employee involvement in job crafting. It can be considered that in every organization, not only in mature ones, the following are required: proper organization of work, meeting deadlines and cooperation with others, all of them being part of teamwork.…”

Section: Discussionmentioning

confidence: 99%

“…The majority of respondents (65.2%) were satisfied with the job they did and believed that their superiors took their opinion into account (71.2%). Such a great level of job satisfaction is due to process maturity [53], an efficient management system and a proper organizational culture. It usually translates into more frequent consent of superiors to job crafting than in other organizations.…”

Section: Contingency Tablementioning

confidence: 99%

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Job Crafting and Work-Life Balance in a Mature Organization

Kardas¹

2023

Preprint

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The study is focused on identifying areas of individualization in those mature organizations in which employees are free to make changes. In addition, factors affecting work-life balance and overlap between the jobs employees do and would like to do are determined. A critical review of the literature and a diagnostic survey, including interviews, questionnaires and observations, were used in the research process, together with the analysis of data concerning working conditions. Employees' opinions (n=300) on individualization areas, job crafting and overlap between performed and preferred jobs were analyzed. Calculations were done using IBM SPSS. According to the results, the maintenance of work-life balance (WLB) and the implementation of job crafting positively affect employee efficiency, counteracting professional burnout and a decrease in motivation. It turns out that employees of mature organizations are familiar with the areas of individualization and in some cases have freedom to implement job crafting. They like the work they do, which translates into well-maintained work-life balance. However, a big challenge for mature organizations is the constantly changing economic environment, the long-term nature of work-life balance programmes and their deferred effects. The results of the research can be an important starting point for extended studies.

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Section: Discussionmentioning

confidence: 99%

Section: Contingency Tablementioning

confidence: 99%

Job Crafting and Work-Life Balance in a Mature Organization

Kardas¹

2023

Preprint

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“…The subject of the study consisted of automotive organizations in Poland, which had been drawn for the study using a non-probabilistic technique with purposive sampling. The selection criterion entailed the following: the possession of a concession for car maintenance and warranty servicing, membership in dealership network, and a classification of a minimum level three of a MMPM model process maturity [29]. First, the units were subjected to a maturity-level assessment, to confirm identification, formalization, and measurement, using the adopted key performance indicators (KPIs), of the business processes implemented in those organizations.…”

Section: Methodsmentioning

confidence: 99%

The Role of ChatGPT in Elevating Customer Experience and Efficiency in Automotive After-Sales Business Processes

Sliż

2024

ASI

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Purpose: The advancements in deep learning and AI technologies have led to the development of such language models, in 2022, as OpenAI’s ChatGPT. The primary objective of this paper is to thoroughly examine the capabilities of ChatGPT within the realm of business-process management (BPM). This exploration entails analyzing its practical application, particularly through process-mining techniques, within the context of automotive after-sales processes. Originality: this article highlights the issue of possible ChatGPT application in selected stages of after-sales processes in the automotive sector. Methods: to achieve the main aim of this paper, methods such as a literature review, participant observation, unstructured interviews, CRISP-DM methodology, and process mining were used. Findings: This study emphasizes the promising impact of implementing the ChatGPT OpenAI tool to enhance processes in the automotive after-sales sector. Conducted in 2023, shortly after the tool’s introduction, the research highlights its potential to contribute to heightened customer satisfaction within the after-sales domain. The investigation focuses on the process-execution time. A key premise is that waiting time represents an additional cost for customers seeking these services. Employing process-mining methodologies, the study identifies stages characterized by unnecessary delays. Collaborative efforts with domain experts are employed to establish benchmark durations for researched processes’ stages. The study proposes the integration of ChatGPT to improve and expedite stages, including service reception, reception check-out, repair and maintenance, and claim repair. This holistic approach aligns with the current imperatives of business-process improvement and optimalization, aiming to enhance operational efficiency and customer-centric service delivery in the automotive after-sales sector.

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“…The study was carried out using the CAWI technique (computer-assisted web interview). At this point, it should be emphasized that the empirical procedure is a continuation of research carried out in the automotive sector in 2016 (Sliż, 2016a, Sliż, 2016b). The research questionnaire was sent to the middle and senior management.…”

Section: Structure Of Empirical Proceedingsmentioning

confidence: 99%

“…At this point, it should be emphasized that its implementation should be performed using the SIPOC convention (Suppliers, Inputs, Process, Outputs, Customers) (Shankar 2009, pp. [15][16][17][18][19]. The dynamic strategy has the character of a generational change, requires many preparatory treatments and is characterized by both high risk and possible high effects, especially in the area of fast flexibilization of the level of the organization [Grajewski 2012, p. 136].…”

Section: Competencementioning

confidence: 99%

The concept of a strategy of transformation of a functional organization into process organization on the example of car dealerships in Poland

Śliż¹

2018

SPSUTOM

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The main goal of the article was to characterize the concept of transformation strategy of an organization that is functionally manager into a process organization on the example of authorized car dealerships. The auxiliary purpose was to present the results of the empirical study on the process maturity assessment of authorized dealerships in Poland. The goals were achieved as a result of literature review, analysis of secondary research, observation and opinion poll method. The second part of the article presents the selected definition of process maturity as well as the characteristics of the multidimensional organizational maturity assessment model used. Then, the structure of the research project was characterized. As a result, the results of the empirical investigation were presented, based on which three transformation strategies were formulated: adaptive, developmental and dynamic. As a result of the study, it was found that the examined objects are mostly classified at the second and fifth level of maturity.

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Dojrzałość procesowa organizacji - wyniki badań empirycznych (Business process maturity – report of empirical research)

Cited by 8 publications

References 3 publications

Job Crafting and Work-Life Balance in a Mature Organization

Job Crafting and Work-Life Balance in a Mature Organization

The Role of ChatGPT in Elevating Customer Experience and Efficiency in Automotive After-Sales Business Processes

The concept of a strategy of transformation of a functional organization into process organization on the example of car dealerships in Poland

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