Tactics to mitigate the negative impact of introducing advanced technology on employees: Evidence from large listed companies in Japan

Kato, Takumi; Koizumi, Masaki

doi:10.1016/j.chbr.2024.100423

Computers in Human Behavior Reports

2024

DOI: 10.1016/j.chbr.2024.100423

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Tactics to mitigate the negative impact of introducing advanced technology on employees: Evidence from large listed companies in Japan

Takumi Kato,

Masaki Koizumi

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2024

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Cited by 2 publications

References 89 publications

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Performance vs. lottery: department transfer system desired by employees

Kato,

Hayami,

Ikeda

et al. 2024

SHR

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Purpose Among the nonfinancial rewards for employees are career development opportunities, for which an important measure is department transfers. This is because departments are unevenly popular, and assigning everyone to their desired department is difficult. However, research on department transfers is limited to improving the efficiency of human resources utilization from a management perspective, with employee perspectives being lacking. This study aims to fill this gap in the literature. Design/methodology/approach The authors conducted a randomized controlled trial in an online survey environment with 2,000 full-time employees in Japan. Through the lens of self-determination theory, the authors hypothesized that employees seek department transfers based on performance rather than department transfers based on luck (lottery). Findings The results supported the hypothesis. For performance-based department transfers, an acceptance probability of 30% was found to be appropriate. Furthermore, mid-career, male, staff-level employees, those with experience of changing jobs and those who are more satisfied with their current job were more likely to seek this system. Practical implications Corporate managers should note that employees emphasize self-determination regarding their careers, dislike relying based on luck and seek department transfers relying on merit-based performance. Originality/value To the best of the authors’ knowledge, this is the first study to determine the desirable system design for department transfers from the employee’s perspective and extend self-determination theory.

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Performance vs. lottery: department transfer system desired by employees

Kato,

Hayami,

Ikeda

et al. 2024

SHR

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Practices of Managerial Analytics in IoT-based Sustainable Employee Training and Organizational Performance at the Bank and Financial Institutes

Kabir,

Hosen,

Islam

et al. 2024

IJMH

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The study has analyzed managerial analytics integrated with the Internet of Things (IoT) that has mobilized sustainable employee training and organizational performance in the banking sector. The intention is to evaluate the managerial analytics practiced by Bangladeshi banks and financial institutes (FIs) and their impact on employees' training and performance. The present research investigates the implementation of sustainable employee training initiatives and effectiveness in working fields using IoT, the historical extant training practices of the organization, and the relationship between managerial analytics factors that affect the banking system. Here in this study, a scenario-based approach was used to demonstrate the integration of smart training for employees with IoT using managerial analytics tools, and a cross-sectional research strategy was also experienced among the related employees of Bangladesh in Dhaka city. And 143 purposive sampling metadata were analyzed. We offer a model for evaluating the efficacy of managerial analytics on employees, which enhances operational and learning outcomes. The study's results confirmed the validity of the proposed model for evaluating the training of employees. The findings have identified the indicators- training content and attitude as analytical patterns, and IoT technology and monitoring as technological that significantly impacts the employees' performance. It emphasizes the managerial analytics concept that facilitates training and development for employees with newly required competencies in the banking sector through IoT. Managerial analytics integrated into IoT-based employee training is significantly effective among operations and promotes smart performance observation in the banking sector. These insights offer valuable guidance to bankers, policymakers, and managerial analysts striving to incorporate sustainable practices into their operations to foster long-term growth in the banking sector.

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Tactics to mitigate the negative impact of introducing advanced technology on employees: Evidence from large listed companies in Japan

Cited by 2 publications

References 89 publications

Performance vs. lottery: department transfer system desired by employees

Performance vs. lottery: department transfer system desired by employees

Practices of Managerial Analytics in IoT-based Sustainable Employee Training and Organizational Performance at the Bank and Financial Institutes

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