An integrative action research (IAR) on building organizational resilience from workforce supply uncertainties

Clicks: 1
ID: 286622
2022
Article Quality & Performance Metrics
Overall Quality
Not rated
Combines reader engagement with the AI quality analysis. This article has not been analysed, so there is no overall score — reader engagement is measured and shown alongside.
AI Quality Assessment
Not analyzed
Readership in this journal

Ranked #3,251 of 3,757 articles by views in Malay Journal

Most read Least read

Bar heights use a square-root scale. Only the 120 most-read articles are drawn; the journal has 3,757 in total.

Mint this article as an NFT
Not yet minted

Create a permanent, verifiable on-chain record of this article on the Scimatic Network. The NFT is held in your Journament account, and you can withdraw it to your own wallet at any time.

5 SUSD one-off · no wallet required
Abstract
The purpose of this action research was to address the weak response of the operations department from workforce supply uncertainties in the operations department of Sun Marcus Express Corp., a family-owned trucking services provider located in the south of Manila. We have identified the array of issues through root-cause analysis, such as the non-existence of written process guidelines, unfirm and inconsistent process implementation, absence of KPI for the employees, use of pen and paper for truck updates, perceived staff shortage, and disorganized workplace. After which, we applied the prioritization matrix to measure the most critical issue that we need to focus on. After deliberation, we agreed to resolve the non-existence of process guidelines. In the first cycle, we used two frameworks, the Lean Management Principle and 5S framework. These guided us in the planning process where it further organized our collaborative ideas. The swim lane diagram alerted our awareness of the current situation in the operations department. The ADKAR change management model also assisted us in planning. In the first cycle, we made use of the swim lane diagram to detect the bottlenecks, loopholes, and redundancy in the process before we re-aligned everything. We have further improved the diagram by adding supportive guidelines which were inspired by the 5S framework. For the second cycle, we have adapted the dynamic model of organizational resilience where it consists of three dimensions including cognitive, behavioral and contextual resilience. This has been supported by incorporating competence metrics through the use of key performance indicators.
Reference Key
persistent_1760659123_68f186b37426e Use this key to autocite in the manuscript while using SciMatic Manuscript Manager or Thesis Manager
Authors Gapuzan, Dezza Mae H.
Journal Malay Journal
Year 2022
DOI
DOI not found
URL
Keywords Keywords not found

Citations

No citations found. To add a citation, contact the admin at info@scimatic.org

No comments yet. Be the first to comment on this article.