Skip to main content

LUP Student Papers

LUND UNIVERSITY LIBRARIES

"Den kan aldrig vara empatisk" - RPAs intåg på HR-avdelningar

Olander, Julia Kexin LU and Morger, Theodor LU (2020) PSYK11 20201
Department of Psychology
Abstract (Swedish)
Den här rapporten siktar till att förklara hur och varför organisationer väljer att implementera eller inte implementera RPA inom HR samt hur påverkan upplevs i det dagliga HR-arbetet. Rapporten genomfördes genom intervjuer med tre olika HR-chefer och två HR-konsulter på globala/nationella organisationer. Totalt bedrevs fem semistrukturerade intervjuer. HR-chefernas funktion var interna beslutsfattare och HR-konsulterna var managementkonsulter som fungerade som extern hjälp vid implementeringen av RPA i organisationer. Beslutet att implementera RPA inom HR beskrevs utifrån de tre teorierna men varierade mellan organisationerna. Teorierna var: rationell beslutsfattningsmodell, Administrative man och Garbage can-modellen. Rationell... (More)
Den här rapporten siktar till att förklara hur och varför organisationer väljer att implementera eller inte implementera RPA inom HR samt hur påverkan upplevs i det dagliga HR-arbetet. Rapporten genomfördes genom intervjuer med tre olika HR-chefer och två HR-konsulter på globala/nationella organisationer. Totalt bedrevs fem semistrukturerade intervjuer. HR-chefernas funktion var interna beslutsfattare och HR-konsulterna var managementkonsulter som fungerade som extern hjälp vid implementeringen av RPA i organisationer. Beslutet att implementera RPA inom HR beskrevs utifrån de tre teorierna men varierade mellan organisationerna. Teorierna var: rationell beslutsfattningsmodell, Administrative man och Garbage can-modellen. Rationell beslutsfattningsmodell var mest förekommande vid beslutsfattandet med inslag av de andra teorierna. Beslutet fattades inom HR-avdelningen på samtliga organisationer. RPA sågs som en effektiv process för att effektivisera organisationen och även för att skapa värdefulla möjligheter för de anställda genom att skifta fokus från administrativa uppgifter till mer värdeskapande uppgifter med fokus på mänsklig interaktion. Detta leder till en fortsatt spridning av RPA inom HR vilket betyder att människor och robotar kommer att arbeta närmare i framtiden. (Less)
Abstract
This paper aims to explain how and why organizations choose to implement or not implement RPA within HR and how it affects the daily work of the HR department. The paper was conducted through interviewing three kinds of HR-managers and two HR-consultants at global/national business organizations. In total five semi-structured interviews were held. The HR-manager's functions were internal decision making and the HR-consultants were Management consultants who functioned as external help in the implementation of RPA in organizations. The decision of RPA within HR was described through the three theories and the result varied between the organizations. The three decision making theories were: Economic man, Administrative man and Garbage can... (More)
This paper aims to explain how and why organizations choose to implement or not implement RPA within HR and how it affects the daily work of the HR department. The paper was conducted through interviewing three kinds of HR-managers and two HR-consultants at global/national business organizations. In total five semi-structured interviews were held. The HR-manager's functions were internal decision making and the HR-consultants were Management consultants who functioned as external help in the implementation of RPA in organizations. The decision of RPA within HR was described through the three theories and the result varied between the organizations. The three decision making theories were: Economic man, Administrative man and Garbage can model. Economic man was found most common in decision making with elements of the other theories. The decision was made within the HR department in all of the organizations. RPA was seen as an effective way to streamline the organization and a way to create valuable opportunities for the employees to change focus from administrative tasks to more value-adding tasks that include human interaction. This leads to a continuous spread of RPA within HR, resulting in humans and robots working closely together within HR in the future. (Less)
Please use this url to cite or link to this publication:
author
Olander, Julia Kexin LU and Morger, Theodor LU
supervisor
organization
alternative title
"It can never express empathy" - The entry of RPA within HR
course
PSYK11 20201
year
type
M2 - Bachelor Degree
subject
keywords
RPA, HR, organisationer, effektivisering, värdeskapande.
language
Swedish
id
9013753
date added to LUP
2020-06-08 13:25:54
date last changed
2020-06-08 13:25:54
@misc{9013753,
  abstract     = {{This paper aims to explain how and why organizations choose to implement or not implement RPA within HR and how it affects the daily work of the HR department. The paper was conducted through interviewing three kinds of HR-managers and two HR-consultants at global/national business organizations. In total five semi-structured interviews were held. The HR-manager's functions were internal decision making and the HR-consultants were Management consultants who functioned as external help in the implementation of RPA in organizations. The decision of RPA within HR was described through the three theories and the result varied between the organizations. The three decision making theories were: Economic man, Administrative man and Garbage can model. Economic man was found most common in decision making with elements of the other theories. The decision was made within the HR department in all of the organizations. RPA was seen as an effective way to streamline the organization and a way to create valuable opportunities for the employees to change focus from administrative tasks to more value-adding tasks that include human interaction. This leads to a continuous spread of RPA within HR, resulting in humans and robots working closely together within HR in the future.}},
  author       = {{Olander, Julia Kexin and Morger, Theodor}},
  language     = {{swe}},
  note         = {{Student Paper}},
  title        = {{"Den kan aldrig vara empatisk" - RPAs intåg på HR-avdelningar}},
  year         = {{2020}},
}