Publikationsserver der Fachhochschule des BFI Wien
Not a member yet
1438 research outputs found
Sort by
Qualitäts- und Veränderungsmanagement in ERP-Projekten : ein standardisierter Ansatz zur Analyse und Umsetzung von Lessons Learned
No full textAs a result of the ongoing digital transformation, companies are forced to continuously optimize their business processes in order to stay competitive in the market and guarantee long-term success. A primary strategy to meet these demands involves the implementation of Enterprise Resource Planning systems. ERP systems serve to integrate and automate diverse business processes within a unified software. Moreover, they improve data consistency, enable real-time data analysis and support rapid decision-making. Due to the high level of complexity involved in ERP-system implementations, companies usually engage with experienced ERP consulting companies to professionally support and lead the ERP-implementation process. The ERP consulting company provides their knowledge to precisely match the system with particular business requirements. Even though ERP implementation procedures are usually standardized, every project runs in a dynamic environment with branch specific expectations and requirement. This fact leads to challenges for internal and external project teams.
A systematic lessons learned process offers ERP consulting companies an essential tool to reflect projects and learnings. However, operational challenges and time restrictions frequently obstruct lessons learned processes. This research identifies the primary challenges associated with implementing lessons learned processes in ERP projects. In addition, this study suggests a comprehensive framework tailored to ERP implementation projects. ERP consulting companies may improve their consulting skills and support by integrating these practices into the organisational culture.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Employee Experience als strategischer Ansatz für das Personalmanagement in Bezug auf den aktuellen Arbeitskräftemangel in österreichischen Großunternehmen
No full textEmployee Experience erlebt aktuell in der Praxis einen Aufschwung, demgegenüber die Thematik in der Forschung langsam, aber stetig wächst. Auch der Arbeitskräftemangel ist in Österreich schon seit längerer Zeit eine Problematik, worüber im HR Kontext viel diskutiert wird. Beide Thematiken können innerhalb der Organisationen im Personalmanagement angesiedelt werden. Ziel dieser Arbeit ist es zu erforschen, ob sich für die HR die Möglichkeit ergibt, Employee Experience als geeignete Maßnahme zu nutzen, um den internen Arbeitskräftemangel in den Organisationen entgegenzuwirken. Dies passiert mithilfe einer Literaturrecherche und acht halbstrukturierten Expert:inneninterviews, welche durch eine qualitative Inhaltsanalyse nach Meuser und Nagel ausgewertet werden. Die Ergebnisse aus der literarischen und empirischen Forschung zeigen, dass Employee Experience als strategischer Ansatz gegen den Arbeitskräftemangel innerhalb der Organisationen eingesetzt werden kann. In dieser Masterarbeit wird dies so argumentiert, dass Employee Experience das Ziel verfolgt, die Erwartungen, Bedürfnisse und Wünsche der Mitarbeitenden zu verstehen und zu erfüllen. Durch diese Denkweise und die daraus abgeleiteten Handlungen kann eine attraktive Arbeitsumgebung für die Belegschaft geschaffen werden. Es kommt zu positiven Auswirkungen auf die Mitarbeitenden und die Organisationen. Hier können etwa mehr Produktivität, Loyalität und Verbundenheit seitens der Mitarbeitenden genannt werden. Auch für die Organisationen kommt es zu Vorteilen wie etwa durch das Schaffen von mehr internen Ressourcen, einer gesteigerten Arbeitgeber:innenattraktivität und einem Wettbewerbsvorteil am Arbeitsmarkt. Es wird vorgeschlagen, dass die daraus resultierenden Folgen direkte Auswirkungen auf den internen Arbeitskräftemangel haben können, indem Mitarbeitende besser gebunden und vorhandene Ressourcen effizienter genutzt werden können. Ebenso kann Employee Experience auch bei der Gewinnung neuer Mitarbeitenden eingesetzt werden, indem dadurch das Recruiting erleichtert wird. Eine attraktive Employee Experience kann somit als Wettbewerbsvorteil dienen, da die Organisation als attraktive/r Arbeitgeber:in auftritt und Mitarbeitende als Markenbotschafter:innen externe Personen begeistern und anziehen können. Employee Experience kann ebenso bewusst in die Strategie und weiters in die Umsetzung integriert werden, um den internen Arbeitskräftemangel entgegenzuwirken.Employee experience is currently experiencing an upswing in practice, whereas the topic is slowly but steadily growing in research. The shortage of labour has also been a problem in Austria for some time and is the subject of much discussion in the HR context. Both topics can be located within the organisations in human resource management. The aim of this paper is to explore whether there is an opportunity for HR to use Employee Experience as a suitable measure to counteract the internal labour shortage in organisations. This is done with the help of a literature research and eight semi-structured expert interviews, which are evaluated by a qualitative content analysis according to Meuser and Nagel. The results from the literary and empirical research show that Employee Experience can be used as a strategic approach against labour shortages within organisations. This master thesis argues that Employee Experience aims to understand and fulfil the expectations, needs and desires of employees. Through this mindset and the actions derived from it, an attractive work environment can be created for the workforce. There are positive effects on the employees and the organisations. These include increased productivity, loyalty and commitment on the employees side. There are also benefits for organisations, such as increased internal resources, employer attractiveness and competitive advantage in the labour market. It is suggested that the resulting consequences can have a direct impact on internal labour shortages by better retaining employees and using existing resources more efficiently. Similarly, Employee Experience can also be used to attract new employees by making recruiting easier. An attractive employee experience can thus serve as a competitive advantage, as the organisation appears as an attractive employer and employees can inspire and attract external people as brand ambassadors. Employee experience can also be consciously integrated into the strategy and further into the implementation in order to counteract the internal labour shortage.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Mitarbeiterbindung Mitarbeiterinnenbindung
No full textIn the course of the COVID-19 outbreak and the social distancing guidelines, virtual work has experienced a sudden increase and has since become an accepted and widespread way of working in many businesses around the world. At the same time labor market trends like the great resignation and the war for talents have a growing impact on many businesses. Given the increase in (virtual) employment options, the retention of employees, especially those in hard to replace key positions, has become an important priority for organizations. Fostering employee commitment enables organizations to retain qualified staff as well as saving costs arising from restaffing efforts in order to remain competitive. The main objective of this thesis was to find out what impact virtual work has on organizational commitment. Another goal of this study was to find out whether the quality of the relationship between employees and their leader has an impact on their commitment in a virtual working context. In order to answer these research questions an extensive literature review was implemented and a quantitative study was conducted. To obtain empirical data, a standardized questionnaire was created and sent out to the employees of a medium-sized marketing company in the DACH region (Germany, Austria and Switzerland). The statistical tool spearman-rho was used to create and interpret several correlation analyses. No significant correlation could be found between the amount of virtual work and the commitment of the respondents. However, it has been found that the possibility of virtual working and the option to choose the workplace more freely, has a positive effect on commitment. A good relationship with the leader also has a positive impact on organizational commitment, whereas the factor of virtual work, did not have a significant effect in this correlation. Furthermore, several recommendations and suggestions for organizations to improve organizational commitment, have been collected during the literature analysis and the empirical part of the study. In order to improve the employees’ relationship to the leadership and their commitment, it is advisable to offer regular trainings on digital and interpersonal competences to all employees and leaders, as well as fostering a culture of trust, autonomy and appreciation. In conclusion, it has been observed that virtual work can have a positive impact on commitment, however more research needs to be conducted in this field.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Probleme und Lösungsansätze in der Talent Identifikation : eine Fallstudie in einem Beratungsunternehmen
No full textMasterarbeit Wien, Fachhochschule des BFI Wien 202
Die Rolle von HRM in agilen Organisationen : Grenzen der Selbstorganisation agiler Teams
No full textMore and more companies are opting for an agile way of working and, above all, the elimination of hierarchies gives reasons to questions about responsibilities. This paper therefore deals with the question of the limits of self-organization of agile teams and who will take over human resource activities in the future. Research on this topic is conducted qualitatively using semi-structured questionnaires in a cross-sectional design. Thus, the conclusion was possible, that although many companies do not have managers, other, new positions have been created to meet the needs of employees. A special aspect, however, is the frequent separation between personnel and professional support. Although this new structure integrates the teams much more into human resource processes, there are still limits. In most areas of the employee lifecycle, these lie in the administrative implementation of various topics and the concrete strategic orientation. What clearly stood out is the very proactive feedback culture and the high involvement of the teams in collecting ideas for new human resource topics. In most cases, however, implementation is the responsibility of the human resources managers. In the area of staff retention, the human resources department is most involved, while in staff development, a large part of the responsibility lies with the teams.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Fachkräftemangel und Beschäftigung von Drittstaatsangehörigen
No full textThis master’s thesis deals with the legal framework for the employment of thirdcountry nationals against the background of the shortage of skilled workers. It focuses on the development of the Red-White-Red – Card (hereafter RWR-Card) and the Blue Card EU. In this context, it will be discussed how the legal regulations on the employment of third-country nationals are suitable for helping to reduce the shortage of skilled workers.
The shortage of skilled workers on the Austrian labour market is reflected in demographic development and the peak of vacant positions according to Statistics Austria and the “AMS” as well as the ever-lengthening shortage list for skilled workers in shortage occupations. One way to reduce the shortage of skilled workers is to employ qualified third-country nationals. Since 2011, third-country nationals can be employed in Austria with the RWR-Card and the Blue Card EU. The legal regulations are contained in the “NAG” and “AuslBG”. In the case of the RWR Card, a distinction is made between particularly highly qualified workers according to § 12 AuslBG, skilled workers in shortage occupations according to § 12a AuslBG, other key workers as well as graduates according to § 12b AuslBG and regular seasonal workers according to § 12d AuslBG. However, the legal terms for the RWR-Card and the Blue Card EU have been adapted several times since then. Especially in the points system, the criteria such as age, language skills and work experience were changed by the reforms over the years. All changes to the individual RWR-Cards and the Blue Card EU have benefited the third-country nationals. In addition, unclear regulations and definitions of the standards have been further clarified by jurisdiction.
The employment of third-country nationals is generally a suitable tool to counteract the shortage of skilled workers. Nevertheless, some improvements are necessary to make the process more efficient and attractive for foreign skilled workers in the future. Possible recommendations for action for the legislator would be procedural simplifications and the introduction of an online application tool.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Die Entwicklung digitaler Skills bei altersdiversen Non-Desk-Workers in Zeiten der Digitalisierung, als Herausforderung für Führungskräfte
No full textThis Master Thesis focusses on people who do their work in times of digitization without a permanent office workplace, so called non-desk-workers. These non-deskworkers face a particular challenge in acquiring the required and necessary digital skills. In order to achieve this, the expertise of leaders is required in the acquisition of those digital skill sets. Imparting these skills to their non-desk-employees confronts leaders with several challenges.
The theoretical part of the present thesis describes the reasons and the impact factors for the change in the leadership, based on the rising demographic change, new technological requirements and competencies as well as the great age diversity in teams. Due to the scarce human resources of our time, it is becoming increasingly important to use these digital technologies in all kind of company sizes and sectors. Common management approaches are being called into question and managers need the appropriate competencies to accompany their team through digital changes. Executives must bring their employees with them into the digital transformation so that companies can remain unconstrained.
The empirical part of the present thesis uses expert interviews to examine the challenges that leaders face when teaching their non-desk-employees digital skills. Through interviews with direct leaders of non-desk-workers beneficial forms of teaching digital skills as well as management approaches and competencies emerge. The main findings are, that the digital technologies are thus becoming more and more complex. It is the task of the direct leaders to acquire the digital knowledge themselves and they need to pass this knowledge on to their non-desk-employees with suitable methods and strategies. In order for the digital skills to be strengthened the non-deskworkers must use them regularly. In addition the simultaneous use of digital technologies while doing operational work is associated with a lot of stress for the workers combined with fears.
Another challenge for non-desk-workers is that there are many different digital technologies that have to be controlled in the applications. This includes especially technologies for information and communication or digital systems with which employees have to carry out their daily work with or without customers. leaders need to compensate this and support them going through this.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Neue Anforderungen an Corporate Sustainability Reporting von Multinationals
No full textThis paper focuses on new and upcoming requirements in corporate sustainability reporting for multinationals. The author draws upon both secondary literature review and primary empirical research do explore the challenges many corporations are facing in the need of compliance with regulation and updated reporting standards and frameworks. In order to gain further insight into the issue of new requirements in sustainability reporting, the author’s secondary research was complemented by qualitative research conducting guideline-based face-to-face expert interviews. The sample of interview partners included experts from the fields of sustainability auditing and consulting agencies, companies with sustainability reporting and academia The outcomes indicate that companies are challenged to integrate an overall sustainability strategy and transform their business model. Further substantial challenges in the implementation of the new reporting requirements are data management, data quality and missing know how in companies.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Mitarbeiter Mitarbeiterinnen
No full textDie Zielsetzung dieser Masterthesis war es zu erforschen, ob die Wertschätzung als strategisches Instrument in Unternehmen eingesetzt werden kann. Es sollten Unterschiede oder Gemeinsamkeiten aufgezeigt werden, die sich aus der Privatwirtschaft und des öffentlichen Dienstes ergeben. Die Aktualität des Themas Wertschätzung wurde nicht nur durch die zahlreiche Fachliteratur nachgewiesen, sondern auch durch die erheblichen positiven Ergebnisse, die die Wichtigkeit und ihre Bedeutung für die Mitarbeitenden darstellt. Generationsübergreifend als auch unternehmensunabhängig wird die Bedeutung von Wertschätzung durch die Erhebungsdaten belegt. Die Auswirkungen der Motivation von Wertschätzung wird sowohl durch die Erhöhung von Leistungsbereitschaft als auch durch eine Verbesserung der Arbeitsleitung bestätigt. Es wurden keine signifikanten Unterschiede bei Privatwirtschaft oder Öffentlicher Dienst festgestellt.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Working paper series by the University of Applied Sciences bfi Vienna / Wohnungspolitik als Wohlfahrtspolitik
No full textIn diesem Working Paper wird der Zugang zu leistbarem Wohnen aus dem Blickwinkel verschiedener wohlfahrtsstaatlicher Ansätze diskutiert, und gefragt, welche Möglichkeiten sie zu leistbarem Wohnraum bereitstellen. Wird Wohnen als Asset verstanden oder als soziales Grund- und Menschenrecht, ergeben sich daraus unterschiedliche Herangehensweisen in der Bereitstellung von Wohnraum. Dies wird im Beitrag in Hinblick auf Wohnungsmärkte und Wohnungswirtschaft diskutiert, und inwiefern sich die verschiedenen Ansätze in ein wohnraumpolitisches Modell einordnen lassen, das auch verschiedene sozialpolitische Komponenten berücksichtigt. Zuletzt wird dies am Beispiel Österreich exemplarisch dargestellt.Magistratsabteilung 23, Wirtschaft, Arbeit und Statistik Call 30-21 Leistbares Wohne