Today’s businesses are undergoing a massive transition from old, outdated technology to new ones. The new ones are very rapidly forming, and businesses that are going to be successful must adapt to this shift. Robotic Process Automation (RPA) uses robotic technology to automate various repetitive tasks in business. RPA is gaining popularity due to its ability to decrease costs, streamline processes, and improve customer experiences. Another benefit of RPA software is that it may be implemented without the need for business units to learn new tools or seek information technology (IT) help, as well as without modifying the underlying IT architecture of a company. As the popularity of RPA increases, enterprises will need to integrate RPA process automation into their IT platforms. Although RPA automatics can accelerate a previously managed business process substantially, it may be unacceptable if applications or processes change.
2. Definition of RPA in the Human Resource Department (HRD)
Businesses utilize robotic technology to automate numerous repetitive activities via RPA. The RPA-simplified HR operational procedures include employee interactions, recruitment, selection, training and development, benefits and remuneration, and general HR tasks. RPA in HRM decreases the amount of time workers spend on these activities, allowing them to focus on other important responsibilities like talent development, retention, and policy execution. As a consequence, productivity and efficiency are enhanced in the HR Department’s varied tasks. RPA employs a number of robots to do various tasks in order to be more precise and efficient. By utilizing RPA a firm can use a totally virtual workforce. RPA is defined as a relatively new technique for process automation based on software and algorithms that attempt to imitate human work and execute manual tasks by interacting with information systems via current user interfaces (Gejke, Mendling, &Ratia, 2018). Van Belkum et al. (2018) observed that most RPA is used to gather and analyze existing processing applications, modify data, trigger reactions, and engage from a commercial point 1 Assistant Professor, Department of Management, Rangamati Science and Technology University…………
With the support of the Ministry of Education (MoE), the Government of the People’s Republic of Bangladesh, the University of Dhaka has taken the initiative to provide research grants to strengthen the research environment in the University at the start of the centennial celebration event in 2021. The University of Dhaka hopes that this initiative will help to develop some policy actions that will guide the university in its pursuit of becoming a center of excellence in quality research and education by revisiting its vision, mission, strategic goals, and road-maps through enhancing the academic environment and boosting its reputation in the international arena.
The Centennial Celebration Committee of the University of Dhaka invites book proposals and manuscripts for the “University of Dhaka Centennial Book Series Project.”Book proposals and manuscripts are invited from Departments, Institutes, and Research Centers. The proposed book must be written/edited in the Department, Institute, or Centre’s name. Departments, institutes, or centers in related fields may collaborate and publish books together.
The overarching goal of the “Centennial Book Series Project of the University of Dhaka” is to glorify the university’s history, culture, and contributions while also promoting research and academic activities that are critical to Bangladesh’s development journey. This initiative will also allow our faculty members to share their expert opinions, views, insights, analysis, and recommendations on a variety of current issues as well as on forecasting future academic and research route-map with relevant policymakers, industries, and other key stakeholders on a national and international scale.
Proposal for Books and Manuscripts can cover, however not limited to, the following areas:
Artificial Intelligence (AI), a key component of the Industrial Revolution 4.0, has become a hot topic in a variety of areas, including corporate management. Marketing, human resource management (HRM) and manufacturing are some of the sectors where AI and machine learning are currently being used (Son, Lee & Chang, 2019). In HRM, technology has been utilized to improve employee engagement, provide customized vocational training and evaluate diverse HR data in order to make business-critical choices (Dorel & Aleksandra, 2011). The use of these technological solutions in the HRM sector is a unique situation since it has always been viewed as a human realm that deals specifically with people (Lengnick-Hall et al., 2009).
AI has the potential to revolutionize HR processes in areas where there is sufficient data and where that data can be used to increase efficiency, communicate at scale, give suggestions, and anticipate outcomes since AI- based solutions can predict, recommend, and communicate based on data. With the use of AI-driven technologies, many organizations now have a wealth of data about applicants and workers that can be used to better efficiently find, analyze, hire, train, develop, and pay people (Bersin,2019). Global investment in AI systems is expected to reach $79 billion by 2022(International Data Corporation, 2019). According to Gartner, the value of AI-derived business will reach $3.9 trillion by 2022 (Gartner, 2018). HR has the opportunity to lead technological change and generate corporate value through AI-powered solutions because of its enormous volume of underused data. To function effectively, artificial intelligence necessitates a large amount of data, which necessitates adequate storage and administration. To run and maintain the sophisticated software, businesses would need additional employees. The best way to apply AI in HR management is to use AI tools to evaluate the data and delegate decision-making to human employees.
Professor, Department of Management, University of Dhaka
Assistant Professor, Green Business School, Green University of Bangladesh
Contemporary researchers are in great interest to redress the devastating effect on natural resources and the overall environment of the exponential rise of human business and economic activities (Almarzooqi, Khan and Khalid, 2019; Stahl, Brewster, Collings, & Hajro, 2020). Latest studies have shown what could be done to combat the impact of human factors on resource preservation and sustainability performance (Chams, & García- Blandón, 2019; Islam et al., 2020). Accordingly, organizations are now found interested to set environmental goals other than making profits, such as sustainable development and social responsibility (De Prins, Beirendonck, Vos, & Segers, 2014; Aust, Matthews, & Muller-Camen, 2020). Even earlier in 2012, it was found that 70% of 2800 international organizations surveyed have business strategies and plans including sustainability issues (Kiron et al., 2012). After that in 2015, the General Assembly of the UN presented “the 2030 Agenda for sustainable development” comprising of 17 sustainable development goals (SDGs) and 169 targets aiming to complete the unfinished objectives of the Millennium Development Goals (MDGs). From these goals, three-dimensional sustainable development areas have been identified: economic, social, and environmental corresponding the goals related to 5 Ps: people, planet, prosperity, peace, and partnership.
Regarding “people” as well as “prosperity”, SDGs intend to ensure a decent workplace for the people to make efficient use of resources, sustained economic development and collective prosperity. The business perspective of SDGs is to establish an all-inclusive particularly women and young generation to create sustainable, innovative, and people- oriented economies. The mission set for the organizations focuses on having healthy and well-educated workforces, making them productive employees and preemptive citizens to make social contribution.
This study aims to explore the relationship between employee training and employee performance in organizations. It uses a theoretical framework of competencies—knowledge, skills, and attitudes—to present the relationship between training and employee performance. Training provides three learning outcomes, i.e., knowledge, skills, and attitudes (KSAs). These learning outcomes develop competency among employees to improve problem-solving capacity, productivity, timeliness to perform the assigned job, creativity, quality, and fulfillment of customer demand, which are the indicators used to measure employee performance. This study has been conducted based on primary data collected through a questionnaire survey from a sample of one hundred and seventeen employees working in the human resource (HR) departments of some selected private organizations in Bangladesh. Respondents have been selected through the convenience sampling method. Statistical tools, such as SPSS and MS Excel, are used to make correlation and regression analysis. Blanchard et al.’s (2014) KSA theoretical approach has been used to analyze empirical findings. This study has revealed that there is a moderate positive influence of training programs on employee performance. The empirical and practical significance of the study focuses on the importance of effective training to improve employee performance in organizations. However, organizations must use an effective evaluation system to ensure the effectiveness of training programs.