Особливості адаптації співробітників до корпоративної культури в організаціях зі значною питомою вагою дистанційної зайнятості
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Дата
2019
Автори
Назва журналу
Номер ISSN
Назва тому
Видавець
Університет імені Альфреда Нобеля
Анотація
The article is devoted to modeling the process of adaptation of employees of companies with
significant share of remote (virtual) employment to the corporate culture of the organization. As a
starting point, the assumption was made that corporate culture is a unique factor contributing to the
intensification of the process of adaptation to approaches to the various tasks adopted in the organization;
is not only a “repository” of corporate values, procedures, rules, but also allows us to promote unified
approaches to solving certain problems and problems, or even general approaches to proving business.
A powerful differential equation apparatus was used to model the process of employee adaptation
to the company corporate culture. The influence of virtualization of labor is taken into account by
theoretical modeling of boundary cases of corporate culture of virtualized enterprises on the basis of
the Shannon algebra. In addition, the formalized Weber-Fechner law was used to model the Maslow
and Herzberg motivation process.
Virtual intellectual work is characterized by a modification of motivational mechanisms – if,
in the ordinary approach to business organization, the vast majority of staff is motivated by model
X-Gregory, then the specific requirements of virtual work are met only by persons motivated by model
Y, which unconditionally affects the intensity of the adaptation process corporate culture of virtualized
enterprise.
The process of forming the internal uncertainty of the enterprise and the scattering of information
is determined by the proportions between the size of the enterprise and the number of supporters of
a separate approach to solving the problem, the implementation of tasks. The greatest uncertainty
corresponds to the so-called. An “atomistic” organization consisting of many independent employees.
With low internal uncertainty that limits the scattering of information (knowledge) in an
organization, a virtualized enterprise system can not only absorb knowledge and skills that come from
outside, but also generate their own. Mathematical modeling suggests that the transition to a “new
knowledge creation” mode occurs when the minimum size of a team that adheres to a certain approach
to the tasks exceeds 12% of the total number of employees.
At the same time, the results of the study indicate that the controlled impact on the intensity of
learning does not lead to the emergence of new qualitative effects in the system of increasing labor
costs in the transition to new approaches to the task must be compensated for through material and
moral motivation.
Опис
Ключові слова
corporate culture, virtual (remote) work, adaptation, entropy, motivation, differential equation