Žmogiškųjų išteklių valdymas užtikrinant informacinių technologijų paslaugų kokybę
LTKokybė ir jos valdymas yra vienas iš svarbiausių verslo įmonių prioritetų tiek Lietuvoje, tiek ir kitose Europos bei pasaulio šalyse. Daugumoje įmonių jau egzistuoja arba yra diegiami įvairūs kokybės modeliai ir standartai, siekiant teikti rinkai kokybiškas paslaugas, tačiau jų taikymas dar nesuteikia garantijos, kad norimi rezultatai bus pasiekti. Todėl kiekviena informacinių technologijų (IT) ar kitoje srityje dirbanti įmonė, be visuotinai pripažįstamų diegiamų kokybės vadybos modelių, taip pat turi rasti ir savo būdą, kuris galėtų padėti užtikrinti teikiamų paslaugų kokybę. Norint teikti kokybiškas paslaugas, reikia pripažinti, kad darbuotojų įtaka rezultatui yra didelė, tad tinkamas žmogiškųjų išteklių valdymas yra viena iš svarbiausių įmonės veiklos sričių. Šiame straipsnyje nagrinėjamas žmogiškųjų išteklių valdymas norint užtikrinti IT paslaugų kokybę bei vartotojų pasitenkinimą – paslaugų sektoriui vis plečiantis, labai svarbus tampa žmogiškasis faktorius, tad jo įgūdžių ir žinių valdymas yra tikrasis kelias į finansinę sėkmę. [Iš leidinio]Reikšminiai žodžiai: Informacinių technologijų paslaugos; Paslaugų kokybė; Paslaugų kokybės matavimas; Vartotojų pasitenkinimas; Žmogiškųjų išteklių valdymas; Customer satisfaction; Human resources; Human resources management; Information technology services; Management; Measuring service quality; Quality of services.
ENThe aim of this article is to develop and test a human resources management (HRM) model while ensuring information technology (IT) service quality and identifying problematic areas of quality performance inside the company through generalizations of data study of company staff and customers surveys. Quality management has emerged as a management paradigm for enhancing organizational effectiveness and competitiveness. A number of information science researchers contend that service quality is an important variable that affects success. The study evaluates the perception of service quality of IT service providers and their clients. IT services require high investments, and its effectiveness increasingly important. IT products such as hardware, software, and information system (IS) applications are part of the process of service delivery (development and maintenance of IS applications, management of operational systems, and maintenance of hardware and software), which determine clients' perceptions of quality. The study presents a model of HRM performance improvement while ensuring IT service quality. It is based on Six Sigma concepts: define, measure, analyze, improve, and control. A Vilnius IT service company was selected as the subject of research into the applicability and effectiveness of the model. Research was carried out through the use of anonymous questionnaires, the target audiences were both the employees of the service company and its customer. Based on 131 employees and 66 business subjects research analysis the most important factors which affect service quality and employee satisfaction were determined.The designed model of HRM performance improvement and maintenance of IT service quality could help the company to ensure service quality and customer satisfaction as well as taking care of employee's needs. The questionnaire survey results suggest that both customers and employees have evaluated IT service quality and HRM performance in the company as excellent. The main internal and external problems are: the number of employees quitting company for higher salaries, lack of training, lack of communication with the company's top management, delay of some projects and insufficiently detailed information provided to the customers. The authors' model "HRM performance improvement through IT service quality" can be used for IT companies to evaluate service quality and to identify internal areas for human resources development. By applying the model and by carrying out the simple and low-cost research of service quality and employees' attitude, an IT service company can effectively manage the internal processes, prevent or deal with existing issues in time, and ensure service quality and HRM improvement. All these actions should increase customer satisfaction and understanding of customers' needs and expectations. The conclusions and recommendations summarise literature analysis and the results of performed research. It is believed that the results of this article could give useful guidelines and advice to service companies for better understanding of HRM impact to service quality, and of - HRM performance to ensure service quality and customer satisfaction. [From the publication]
