An integrative action research (IAR) on building organizational resilience from workforce supply uncertainties
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 is...
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| Format: | text |
| Language: | English |
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Animo Repository
2022
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| Online Access: | https://animorepository.dlsu.edu.ph/etdm_manorg/109 https://animorepository.dlsu.edu.ph/context/etdm_manorg/article/1130/viewcontent/Building_Organizational_Resilience_from_Workforce_Supply_Uncertai_Redacted.pdf |
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| Institution: | De La Salle University |
| Language: | English |
| Summary: | 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. |
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