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Made available in DSpace on 2015-03-05T17:04:32Z (GMT). No. of bitstreams: 0 Previous issue date: 4 / Nenhuma / Esta dissertação apresenta uma proposta de um método para configuração e análise de Centrais de Atendimento ao usuário. O método é proposto visando atender às expectativas do usuário em relação à qualidade do serviço desejado, do ambiente do atendimento, do tempo desejado de espera, ao mesmo tempo que tenta obter, por meio de simulação computacional, resultados para indicadores de desempenho em relação ao tempo de espera, da ocupação do sistema, entre outros. O método utilizado é baseado em design research, estruturado em cinco fases: conhecimento do problema, tentativa de design, desenvolvimento do artefato, avaliação e conclusão. O método sugerido também consiste em cinco estágios: pesquisa para conhecer as expectativas dos usuários, desenho dos mapas de serviços a serem oferecidos, proposta de indicadores de desempenho, simulação dos cenários e proposta de configuração de central de atendimento. A tentativa, desenvolvimento e avaliação, isto é, a aplicação do método, foram realizados no Tribunal Regional F

Since its big breakthrough in 1980 starting in America (Bredin, 2008), we see yet another shift from traditional to Strategic Human Resources which were basically about two normative model “best fit” vs. “best practice” and their implication in business organizations (Boxall & Purcell, 2000). Scholars like Ulrich (1997), suggested ways about how Human Resource (HR) could contribute in the search for competitive advantage by advocating new organizational structures and roles such as HRSSC (Human Resource Shared Service Center) or the new role of HRBP (Human Resource Business Partner). These new roles and structures can be seen as an extension of “best fit” vs. “best practice” thinking and provide with a tool to cope with challenges faced by today’s organizations. The first and foremost objective of this paper is to come up with a reasonable understanding about these different changes in roles and structures of HR. To do this, it puts the whole change process under “organizational evolution theory” lens and analyzes the whole phenomena to figure out “where do these changes come from” and “what is the implication of these changes for practitioner managers”. To be more precise, this paper applies ecological perspective at organizational and population level suggested by Lovas & Ghoshal (2000) and provides a starting point for future research to apply what Lovas & Ghoshal (2000) called “Guided Evolution” perspective. The next objective of this paper is to check if it is possible to come up with a Key Success Factors (KSF) which would work across different business environments and come up with implications for today’s organizations accordingly. In addition to an extensive literature review, the thesis conducted four semi-structured interviews with three large companies in Sweden applying “qualitative research interview” technique and then analyzed the data with adding more data from other secondary sources. The findings of this work suggest that, the whole change process corresponds to a “variation” cycle of the evolutionary process which should eventually move to a “selection” cycle. The choice and success of these new structures and roles are dependent on factors such as corporate strategies, adequate knowledge of HR or presence/absence of competition and finally suggest that success factors vary from environment to environment and thus it is not possible to come up with a set of Key Success Factors (KSF) which would work across cultures and business environments.

Thesis (Ph. D.)--Brandeis University, 1969. / Abstracted in DAI-A 31/05, p. 2506, Nov 1970. Includes bibliographical references (leaves 168-173).

Diploma thesis deals with the topic of shared service center. Aim of this thesis is to charac-terize ICT SSC and propose a formalized procedure for the establishment of ICT SSC in the Czech Republic. To achieve its objective, the thesis is divided into two pats. The first part presents a theoretical framework of shared service centers. Newly acquired knowledge is used in the second part. The second part presents a formalized procedure establishing ICT shared service centers and case study. Case study is based on real project, which was implemented by an international retail group. The author's contribution to this work lies in comprehensive description of the problem and the integration of theory and practice.

With the increased demand for doing more with less, public sector managers embrace outsourcing back-office functions through a shared service model; however, maintaining service quality for public sector shared service centers (SSC) in financial management during peak cycles is a challenge. Framed with the transaction cost economy theory, the purpose of this single case study was to explore strategies used by SSC managers in a public sector company to maintain service quality. Seven participants with more than 4 years of SSC experience in public-sector companies participated in phone interviews including SSC department heads, managers, and a supervisor of a public-sector company in Mississippi who implemented strategies to successfully maintain service quality in the SSC relationship. Through method triangulation, a review of service level agreements and key performance indicators supplemented open-ended semistructured interviews. The research findings included emergent themes of training and documentation, employee engagement, control and communication, efficiency and automation, and standardization and metrics. The SSC strategies in training and documentation, control and communication, and employee engagement were fundamental for maintaining service quality in SSC relationship. Study findings may help public sector SSC managers understand how to incorporate and implement successful strategies in financial management divisions to maintain service quality. Positive social change includes identifying methods to increased efficiency and service quality in a financial management division. Society could benefit from improvements in employee work-life balance, reduced turnover, and increases in the economic well-being of community residents.

Aus Sicht der Innovationsforschung besteht der Kern eines erfolgreichen Unternehmens aus folgender Formel: Innovative Ideen + Gute Umsetzung = Unternehmenserfolg. Hierbei spielten Service Center in der allgemeinen Managementwahrnehmung bislang eine untergeordnete Rolle. Damit wird ihnen Unrecht getan. Denn im Innovationsprozess stehen die Service Center am Ende des Produktzyklus. Was übersehen wird, ist, dass sie zugleich den Anfang eines neuen Produktzyklus bilden können. Insbesondere da in den Service Centern alle Erfahrungen zusammen laufen - vor allem die der Kunden. Um dieses Missverhältnis zwischen allgemeiner Wahrnehmung und effektiver Bedeutung von Service Centern für den Innovationsprozess herauszuarbeiten und Korrekturmöglichkeiten aufzuzeigen, wurden im Rahmen der Dissertation informationstechnische Methoden und Werkzeuge entworfen, entwickelt und eingesetzt. Am Ende entstand daraus sogar ein eigenes Produkt, das in Kundensituationen eingesetzt werden kann.

Syftet med denna kandidatuppsats är att undersöka hur ett HR-Shared Service Center fungerar ur ett användarperspektiv inom offentlig sektor. Fokus ligger på att undersöka första linjens chefers erfarenheter av Region Dalarnas motsvarighet till ett Shared Service Center (SSC), benämnt HR-Direkt. Utifrån studiens teoretiska referensram är SSC en av tre funktioner i vad Ulrich (1995) kallar HR-transformation vilket ska bidra till att effektivisera HR-arbete. Övriga delar i HR-transformationen är expertenheter och Human Resources Business Partners (HRBP). HR-transformation är kärnan i ett centraliserat HR-arbete där fokus ligger på kostnadsreducering och därmed förenlig med offentlig sektors skattefinansierade verksamhet. Vi argumenterar för att HR-transformationen direkt och indirekt får en betydande roll för både personalarbetets och organisationens effektivitet. Resultatet visar att första linjens chefers erfarenheter och åsikter om Regionens SSC; HR-Direkt står i direkt korrelation med första linjens chefers relation med sin HRBP, de första linjens chefer vilka har en god relation till sin HRBP har även en bra upplevelse av funktionen HR-Direkt medan de första linjens chefer vilka har en sämre relation till sin HRBP är missnöjda med HR-Direkt. Vidare visar resultatet att en otydlig ansvarsfördelning mellan HRBP och HR-Direkt bidrar till ett missnöje av HR-funktionen som helhet bland första linjens chefer. Studien har genomförts utifrån en kvalitativ ansats där nio semistrukturerade intervjuer med första linjens chefer, HRBP samt HR-Chef från Region Dalarna har genomförts. Resultatet från intervjuerna jämförs sedan med tidigare forskning i flera analysdelar och därefter presenteras en avslutande diskussion och slutsats. Vi anser att den befintliga forskningen tenderar att fokusera på organisatoriska aspekter av nyttan med ett SSC, till exempel ekonomisk vinning genom ett effektiviserat arbete. Vår förhoppning är att kunna påvisa att mer forskning bör riktas mot användare av SSC inom HR-fältet samt att vår studie kan fylla en del av kunskapsgapet avseende användares erfarenheter av ett SSC. / The purpose of the study was to explore how a HR Shared Service Center operates from a user perspective within the public sector. The focus is to explore the experience of Line Managers using Region Dalarna´s equivalent to a HR Shared Service Center, called HR-Direkt. Based on the study´s theoretical frame of reference, SSC is one of three functions that will contribute to the streamlining HR activites as part of a HR transformation programme as outlined by Ulrich. Other parts of the HR transformation are units of expertise and Human Resources Business Partner. HR transformation is the core of centralized HR work where the focus is cost reduction and thus compatible with public sector tax-financed function. It can be argued that the HR transformation has a great significance for the efficiency of both personnel work and the organization both directly and indirectly. The results have shown that line managers experiences concerning the Regions HR-SSC are in direct correlation with the line managers relationship with Human Resources Business Partner. The respondents who have a good relationship with their HRBP also have a good experience of HR-Direkt while respondents who have less favourable relationship with their HRBP are dissatisfied with HR-Direkt. Furthermore, the results show that an unclear distribution of responsibilities between HRBP and HR-Direkt causes dissatisfaction with the whole HR function among Line Managers. The study was based on a qualitative approach where nine semi-structured interviews with line managers, HRBP and the HR manager from Region Dalarna were conducted. The results from the interviews were then compared with the previous research using several forms of analysis before a discussion and conclusion are presented. The believe is that existing research tends to focus on organizational aspects of the benefits of an SSC, such as financial gain through streamlined work. The aim of this paper is to be able to demonstrate that more research should be directed at users of SSC in the HR field and that this study can fill part of the knowledge gap regarding users’ experiences of an SSC.

現在的航空產業是一個高度競爭的產業。隨著全球化的來臨、競爭的增加、網際網路事業及相關觸及全球客戶之設備的發展。而電子購物的發展，及遠距服務可行性，使航空公司了解到將營運集中管理的綜效，能發揮更多的效益。藉由設立後勤支援平台，提供消費者一個簡單容易的銷售及服務渠道。 銷售與服務中心之于企業的地位日趨重要 ，在國際企業中更甚之。銷售與服務中心是企業在與消費者間搭建的橋樑， 它整合公司的資源， 提供公司及客戶相關的資訊。 並為公司蒐集有效消費行為資料。將顧客的要求調整到符合公司的政策。發展出各式的產品，並減少客製化的服務，能引導客戶消費於公司具利潤之產品政策。論文中，將以客戶管理與傳統傳呼中心為架構， 談及銷售與服務中心的演進， 對公司營運得貢獻， 何如去設立銷售與服務中心 本研究目的，是要以銷售與服務中心，去解決原組織銷售後勤作業不統一，公司資源分散 和 客戶資料不集中、不完整的問題。文中亦會完整說明它現階段性存在產業中的角色地位，及其階段性與未來使命 銷售與服務中心對於企業的最大貢獻，在於綜效和成本降低，並且讓企業給市場提供一個中央平台。它階段性任務將循企業電子商務的發展成為一個全方位的後盾，確保電子商務帶來的利潤及立即回應消費者的需求。企業更可進一步的從銷售與服務中心，取得有效的消費行為資料，以作為公司的營銷戰略方向，以反應市場的變化和以維持在直接銷售業務上的領先地位。 / The airlines industry is nowadays a highly competitive industry. Development of e-Purchase & the availability of distant services, airlines realized that Synergy, a centralization of the operation, can be expected even more. By creating a back-office support platform, airlines can provide a simple sales channel for their product with service. The Position of Sales & Service Center is becoming more and more important in the enterprises, especially in multi-national enterprises. Sales & Service Center is a bridge between Enterprises and customers. It integrates company’s resources, provides useful information to customers and company, and also collects and processes customer data for the use of marketing strategy or even new product development in order to reduce the tailor-made service and lead the customer to choose the designed products. In this research, it explain what Sales & Service Center is, descript the evolution of Sales & Service Center, the role and the contribution of Sales & Service Center to Enterprises and how to set up a Sales & Service Center in enterprises from the frame of reference of Customer Relationship Management and call center. The purpose of this research is to solve the problem of inconsistent service standard, a loose sales force organization and customer database not integrated in the enterprises. Per the theme of this paper, a complex discussion of Sales & Service Centre’s position will be explored then following by its future role within the enterprises. As result of Sales and Service Center’s role, Synergy and cost down are the benefits are the main benefits to a company by providing a central platform to the customers. And its periodical mission in the enterprises would follow the e-development to become its solid back-up to prevent the lost of E-commerce to reply the immediate needs from consumers. It would be also the source of company’s marketing strategic orientation with all the access of customers’ data base in order to react on the market’s change and strengthen its market position.

The purpose of this study was to identify perceived barriers to the implementation of site-based management for administrators in the Region XII Service Center area in Texas.