Zukunft der Arbeit – Implikationen und Herausforderungen durch autonome Informationssysteme

Abstract

Zusammenfassung Autonome Informationssysteme (AIS), die lernen, schlussfolgern und entscheiden und damit eigenständig Programme zur Handlung entwickeln, stellen ein zusätzliches Element im Arbeitskontext dar. Je nach Anwendung führen sie dazu, dass sich die Arbeitsteilung zwischen Mensch und Technologie weiter verschiebt. Zwischen den beiden Extrema – Übernahme der Aufgaben alleine durch das AIS bzw. nur durch den Menschen – eröffnet sich ein breites Spektrum an Aufgaben, die in einer neuartigen Form der Arbeitsteilung durchgeführt werden können. Wir beleuchten diese veränderten Arbeitsbedingungen anhand der drei Felder Unternehmensführung, Human-Ressourcen-Management und Organisation und zeigen auf, welche Anforderungen sich hierdurch an die Kompetenzentwicklung des Menschen stellen.

Critical exploration of AI-driven HRM to build up organizational capabilities

“…The future of HRM professionals will likely consist of mixed decision-making with AI as support or even as a partner that enhances and augments human competencies (Neuburger and Fiedler, 2020), leading to job design ambiguity. This ambiguity partly derives from the diversity of AI tools and applications that range from services (leading to a higher level of automation, such as help-desk chatbots) to sophisticated solutions based on NLP and ML.…”

Digital Maturity of Forecasting and its Impact in Times of Crisis

“…This business environment is often characterized by volatility, uncertainty, complexity and ambiguity, thus giving rise to the term "VUCA". To tackle these challenges, forecasting, that is, "the prediction of future events and their quantification for planning purposes" (CIMA 2005), has become a core management process (Morlidge and Player 2010). The estimation of possible developments and the generation of various courses of action as a reaction to these developments are essential to an efficient and effective planning process (Armstrong 1983;Hogarth and Makridakis 1981;Hyndman and Athanasopoulos 2018).…”

“…The estimation of possible developments and the generation of various courses of action as a reaction to these developments are essential to an efficient and effective planning process (Armstrong 1983;Hogarth and Makridakis 1981;Hyndman and Athanasopoulos 2018). The abilities to adequately respond to current economic conditions, remain future oriented and act on up-to-date information are fundamental to all business decisions (Morlidge and Player 2010;Zaich et al 2012). Especially in times of crisis, which are characterized by threats to basic structures, high uncertainty and time pressure (Ezzamel and Bourn 1990), making swift decisions with short lead time is vital to the success of businesses.…”

“…Although the general importance of forecasting is widely recognized, in times of crisis, it is unclear what constitutes a good forecasting process and a good forecast (Morlidge and Player 2010). The general aspects determining successful forecasting that have been discussed in the literature are manifold and comprise, among others, the degree of detail, the cycle time, the frequency of updating, the length of the forecasting horizon and the level of accuracy (Morlidge and Player 2010). Beyond these technical features, in practice, there is a need for an understanding of how the forecasting process can be further integrated successfully within organizations (Armstrong 1988;Danese and Kalchschmidt 2011b).…”

Works councils and the digitalisation of manufacturing: Opportunity or threat for their power position?

“…Gebauer et al, 2020), both of which lead to extensive change in the management of processes and people (e.g. Franken and Franken, 2018;Neuburger and Fiedler, 2020), in order to generate competitive advantages. All in all, the related changes at the company level can be far-reaching and are likely to affect workload, work content, working time regimes or places (e.g.…”