Contents |
Authors:
Jana Marie Safrankova, ORCID: https://orcid.org/0000-0003-1578-0495 College of Regional Development and Banking Institute – AMBIS (Czech Republic) Martin Sikyr, College of Regional Development and Banking Institute – AMBIS (Czech Republic) Renata Skypalova, College of Regional Development and Banking Institute – AMBIS (Czech Republic)
Pages: 85-94
Language: English
DOI: https://doi.org/10.21272/mmi.2020.2-06
Download: |
Views: |
Downloads: |
|
|
|
Abstract
The radical technological changes in business models associated with the fourth industrial revolution (4IR) naturally change workforce requirements and approaches to workforce management. To deal with the workforce management challenges of the 4IR, employers should know requirements and expectations of the potential workforce to be able to apply effective and efficient strategies, policies and practices on workforce management to ensure the organization has quality employees it needs. The aim of the article is to present the main findings of the authors’ questionnaire survey on requirements and expectations of Czech employees associated with the fourth industrial revolution and discuss the current workforce management challenges in developing attractive career opportunities. The authors’ questionnaire survey was carried out from September to December 2019. The respondents included Czech male and female employees of different professions and different generations. The answers were obtained from 168 respondents. The data analysis methods included the calculation of relative frequencies and the evaluation of the dependence of responses on gender and generation of respondents using contingency tables and chi-square tests of independence. The findings show that respondents are familiar with the 4IR and they are not concerned about losing their jobs due to the development of digitization, automation or robotization, however they are aware of the fact that their employability in the 4IR is determined by their knowledge, skills and abilities. On the other hand, they have relatively high job expectations, which could reduce their employability. Therefore, employers should learn how to know requirements and expectations of the potential workforce to be able to develop attractive career opportunities.
Keywords: Czech Republic, employee expectations, employment opportunities, human resource management, industry 4.0, working conditions
JEL Classification: M10, M12, M 50.
Cite as: Safrankova, J. M., Sikyr, M., & Skypalova, R. (2020). Innovations in workforce management: challenges in the fourth industrial revolution. Marketing and Management of Innovations, 2, 85-94. https://doi.org/10.21272/mmi.2020.2-06
This work is licensed under a Creative Commons Attribution 4.0 International License
References
- Adamek, P. (2018). A Research Agenda of Industry 4.0 from the Czech Perspective. In Digital Transformation in Smart Manufacturing. InTechOpen. [Google Scholar] [CrossRef]
- Barata, J., Cunha, P. R., & Coyle, S. (2019). Evolving manufacturing mobility in Industry 4.0: the case of process industries. Journal of Manufacturing Technology Management, 31(1), 52-71. [Google Scholar] [CrossRef]
- Becker, T., & Stern, H. (2016). Future trends in human work area design for cyber-physical production systems. Procedia Cirp, 57, 404-409. [Google Scholar] [CrossRef]
- Botha, A. P. (2019). Innovating for market adoption in the fourth industrial revolution. South African Journal of Industrial Engineering, 30(3), 187-198. [Google Scholar] [CrossRef]
- Choi, C., Kim, C., & Kim, C. (2019). Towards sustainable environmental policy and management in the fourth industrial revolution: Evidence from big data analytics. Journal of Asian Finance, Economics and Business, 6(3), 185-192. [Google Scholar] [CrossRef]
- CZSO (2019). Average wages – Q3 2019. The Czech Statistical Office. Retrieved May 10, 2020, from https://www.czso.cz/csu/czso/cri/prumerne-mzdy-3-ctvrtleti-2019
- Dean, M., & Spoehr, J. (2018). The fourth industrial revolution and the future of manufacturing work in Australia: challenges and opportunities. Labour & Industry: a journal of the social and economic relations of work, 28(3), 166-181. [Google Scholar] [CrossRef]
- Fedulova, I., Piatnytska, G., & Lukashova, L. (2018). Small business in Ukraine: peculiarities and problems of development in the conditions of the fourth industrial revolution. Marketing and Management Innovations, 3, 216-228. [Google Scholar] [CrossRef]
- Gera, I., & Singh, S. (2019). A critique of economic literature on technology and fourth industrial revolution: employment and the nature of jobs. Indian Journal of Labour Economics, 62(4), 715-729. [Google Scholar] [CrossRef]
- Habanik, J., Grencikova, A., & Krajco, K. (2019). The impact of new technology on sustainable development. Engineering Economics, 30(1), 41-49. [Google Scholar] [CrossRef]
- Kadir, B. A., & Broberg, O. (2020). Human well-being and system performance in the transition to industry 4.0. International Journal of Industrial Ergonomics, 76. [Google Scholar] [CrossRef]
- Kostalova, J., & Bednaríkova, M. (2019). An analysis of the chemical industry labour market in the Czech Republic. Chemicke Listy, 113(11), 691-696. Retrieved from https://www.researchgate.net/publication/339473363_An_Analysis_of_the_Chemical_Industry_Labour_Market_in_the_Czech_Republic
- Lass, S., & Gronau, N. (2020). A factory operating system for extending existing factories to Industry 4.0. Computers in Industry. 115. [Google Scholar] [CrossRef]
- Marengo, L. (2019). Is this time different? A note on automation and labour in the fourth industrial revolution. Journal of Industrial and Business Economics, 46(3), 323-331. [Google Scholar] [CrossRef]
- Min, J., Kim, Y., Lee, S., Jang, T. W., Kim, I., & Song, J. (2019). The fourth industrial revolution and its impact on occupational health and safety, worker’s compensation and labor conditions. Safety and Health at Work, 10(4), 400-408. [Google Scholar] [CrossRef]
- Muscio, A., & Ciffolilli, A. (2020). What drives the capacity to integrate Industry 4.0 technologies? Evidence from European R&D projects. Economics of Innovation and New Technology, 29(2), 169-183. [Google Scholar] [CrossRef]
- Muller, J. M., Kiel, D., & Voig, K. I. (2018). What drives the implementation of industry 4.0? The role of opportunities and challenges in the context of sustainability. Sustainability, 10(1), 247. [Google Scholar] [CrossRef]
- Nangoy, R., Mursitama, T., Setiadi, N., & Pradipto, Y. (2020). Creating sustainable performance in the fourth industrial revolution era: The effect of employee’s work well-being on job performance. Management Science Letters, 10(5), 1037-1042. [Google Scholar] [CrossRef]
- Pardi, T. (2019). Fourth industrial revolution concepts in the automotive sector: performativity, work and employment. Journal of Industrial and Business Economics, 46(3), 379-389. [Google Scholar] [CrossRef]
- Pacchini, A. P. T., Lucato, W. C., Facchini, F., & Mummolo, G. (2019). The degree of readiness for the implementation of Industry 4.0. Computers in Industry. 113. [Google Scholar] [CrossRef]
- Postelnicu, C., & Calea, S. (2019). The fourth industrial revolution. Global risks, local challenges for employment. Montenegrin Journal of Economics, 15(2), 195-206. [Google Scholar]
- Sanghav, D., Parik, S., & Raj, S. A. (2019). Industry 4.0: tools and implementation. Management and Production Engineering Review, 10(3), 3-13. [Google Scholar] [CrossRef]
- Sotnyk, I. M, Zavrazhnyi, K. Y., Kasianenko, V. O., Roubik, H., & Sidorov, O. (2020). Investment management of business digital innovations. Marketing and Management of Innovations, 1, 95-109. [Google Scholar] [CrossRef]
- Scepanovic, S. (2019). The fourth industrial revolution and education. In 2019 8th Mediterranean Conference on Embedded Computing, MECO 2019 – Proceedings. Institute of Electrical and Electronics Engineers Inc. [CrossRef]
- Safrankova, J.M., & Sikýr, M. (2017). Prospects of Human Capacity Development: Challenges of Current Human Resource Management Practice. Ostrava: KEY Publishing.
|