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Population health is an important aspect as it influences the productivity of the respective population as well as its holist
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Introduction
Population health is an important aspect as it influences the productivity of the respective population as well as its holistic wellbeing. It is an all inclusive concept that puts in consideration the social, economic and physical welfare of the population. In addition, it addresses the populations’ health practices, the coping capacity of individuals, early childhood development, health services and human biology. Notably, the interplay of these important factors and their balancing culminates in a population that is empowered. This cushions it against the negative impacts of social challenges that undermine its executive functioning. It is against this background that this paper underscores the measures that can be undertaken in collaboration with the population in the case study to counter the current scenario.
To begin with, it would be imperative to undertake research in order to understand the current trends and statistics with respect to the issues related to unemployment, poverty and crime. This would be consistent with the provisions of the health care approach that lays emphasis on the importance of clarifying the linkages between different healthcare indicators (Diem & Moyer, 2004). Besides, the information would provide a basement upon which critical decisions would be made. This research would adopt a participatory approach. In particular, persons undertaking the research would be drawn form the local community.
Besides understanding the cultural domains of the community, this have n upper hand with respect to the problems facing the community. Furthermore, they would be able to use their skills, energy and creativity to attain optimal results in this regards. Thus besides saving on the resources, employment of local in research would enhance the quality of the results and instill a sense of ownership in the entire initiative. In their research, Vollman, Anderson and McFarlane (2003) ascertain that public participation is vital as it allows the community to employ its capacities in resolving health problems. With regard to the case under review, this approach would offer temporary employment to the unemployed segment of the population.
After conducting the research, the resultant information would be analyzed accordingly and the various relationships pertaining to the causes and effects noted. The second step would be to liaise with other interested groups in order to mobilize the resources required for action. These would be attained through advocacy initiatives that would inform interest groups about the nature and severity of the problem. In order to attain this, it would be important to collaborate with the media. According to Anderson and McFarane (2006), the media is influential and reaches populations form diverse backgrounds. Thus the approach would inform a significant percentage of the population about the problem at hand.
After resources have been mobilized through partnerships with different interest groups, I would allocate the resources in order of priority. Notably, the most important step in this regard would be to educate the population about the problems they are facing. Using a participatory approach, the population would aid in identifying projects that are meaningful and which would enable them to curb the issue of poverty, insecurity and unemployment. Since unemployment is the root cause of poverty and crime, it would be given a priority.
When addressing unemployment, it would be important to identify projects that would yield results both on the short term and long term. Notably, the food bank project is a viable intervention measure that would enable the population to recover from the current state. Donors, business owners and the government would be requested to provide the resources for running the food bank. However, in order to benefit from this, locals would be required to pay a certain small fee. In addition, they would be required to provide volunteers that would run the operations of the food store. The small fee would be used to pay for the salaries of permanent employees of this project. However, volunteers would be required to help in running the day to day operations of the food bank. This would enable the community to become more responsible for the activities that they engage in (Diem & Moyer, 2004).
Further, the mobilized resources can be given to the population through loans to enable them set up their individual projects. Although there would be no collateral in this case, the need for accountability and transparency with respect to how the funds are utilized would be requisite. Self employment would not only keep the populations busy but it would also enable them to cater for their financial needs. Populations that are give funds would not be allowed to benefit form the food bank after a specific period of time. Since they would be provided with vital information regarding the projects that they wish to establish, they would be required to assume full responsibility in case of failure of the projects. Put differently, education would ensure that they are empowered to make personal and informed decisions with regard to what they wish to pursue.
These initiatives would be coupled with community education programs regarding health care. In their study, Stamler and Yiu (2004) indicate that education is instrumental in changing attitudes and enabling the community to embrace health promotion. With reference to the case scenario, this population would be taught about the effects of smoking, crime prevention strategies, prevention and control of diseases, the importance of seeking health care services, environmental protection and the importance of healthy diets. This would be carried out in public forums such as community workshops and adult education programs.
As aforementioned, the health of the population is all inclusive and therefore educating them about all these factors would yield positive results. Taking a multifaceted approach is sustainable as it enhances the coping capacity of the population. This would be attained through the reorientation of health services to ensure that different party embers constituting of the individuals, health professionals, community groups, governments and health service institutions play an active role (Nies & McEwen, 2006)
Conclusion
At this point, it is certain that community empowerment is fundamental for solving various health issues and promoting community health. Besides empowering the community with financial resources, related initiatives would also educate the public and equip it with vital skills and knowledge to deal with similar problems in future. Of particular importance is the active involvement of the community in the entire process. This aids in the development of a sense of ownership that enhances the sustainability of the initiatives. Partnering with various institutions, individuals and organizations in addressing the issue is equally important as it enhances capacity building and resource mobilization. The individual contributions of all these parties to the success of this initiative can not be overstated. Ultimately, the project would ensure that he population is safeguarded and enjoys peaceful co existence, has shelter, education, stable income, food, a viable ecosystem, equity and social justice.
References
Anderson, E. & McFarlane, J. (2006). Community as Partner: Theory and Practice in Nursing. USA: Lippincott Williams & Wilkins.
Diem, E. & Moyer, A. (2004). Community Health Nursing Projects: Making a Difference. USA: Lippincott Williams & Wilkins
Nies, M. & McEwen, M. (2006). Community/Public Health Nursing: Promoting the Health of Populations. USA: Saunders
Stamler, L. & Yiu, L. (2004). Community Health Nursing: A Canadian Perspective. Canada: Pearson Education Canada
Vollman, A., Anderson, E. & McFarlane, J. (2003). Canadian Community as Partner. USA: Lippincott Williams & Wilkins
The Employee Experience at Downer Group
The Employee Experience at Downer Group
Yixuan Cai
Auckland University of Technology
The Employee Experience at Downer Group
Introduction
Employee experience captures aspects associated with workers’ observations, encounters, and feelings during their employment journey. These aspects encompass employee satisfaction, engagement, and welfare, which define organisational success. Given the significance of employee experience, the purpose of this essay entails exploring the experiences employees have at Downer Group. The paper examines the human resource functions, initiatives, and programmes that this company uses to deliver these employee experiences. The five functions explored include career development, performance management, remuneration and rewards, health and safety, stress management, and wellbeing, and diversity management. Thus, this essay will be exploring employee experience at Downer using these five HR concepts. True employee experiences reflect the new organisational landscape in which the HR engages in the experience economy through its employee-centric HR functions to appeal to employees’ emotional, aspirational, intellectual, and physical needs.
Organisational Context
Downer Group is an incorporated firm that provides integrated services in New Zealand and Australia. Headquartered in Sydney, this corporation specialises in designing, building, and sustaining infrastructure, assets, and facilities (Downer Group, 2020). The integrated services offered include asset management, earthworks, roading logistics and supplies, civil construction, maintenance, electrification, rail track, and surfacing and stabilisation (Downer Group, 2015; Downer Group, 2016). Downer Group’s mission reflects its commitment to creating robust relationships with its employees and clients as reflected in the company motto “relationships creating success” (Downer Group, 2016).
The corporation has its primary listing on the Australian Securities Exchange (ASX) and its secondary listing on the New Zealand Stock Exchange (NZX), listed as Downer EDI Limited (DOW) (Downer Group 2015; Downer Group, 2020). The firm’s employee profile has expanded from 19,000 workers in 2015 to over 53,000 people currently, employed in more than 300 sites (increased from 200 sites in 2015) principally in these two countries. It has fewer sites in South America, Asia-Pacific region, and Southern Africa (Downer Group 2015; Downer Group, 2020).
Application of Human Resource Functions
Researchers have acknowledged the growing role of human resource functions in enriching employee experience. Plaskoff (2017) establishes that the customary HRM approach can be reframed to befit contemporary workplaces and facilitate employee empowerment, satisfaction, engagement, and commitment that culminates in better experiences. HR managers can be repositioned as employee experience advocates and designers where their roles can be integrated to realize positive impacts when addressing employees’ needs (Mahadevan & Schmitz, 2020). HR managers’ support, recognition, the fairness of treating employee, and feedback enable positive employee experiences by augmenting workers’ job satisfaction and workplace engagement (Paderna et al., 2020). Downer Group’s employee base is broad and continually growing, necessitating the deployment of five HR functions to offer excellent employee experiences.
Career Development
Downer’s career development programmes enhance employee experience in three ways as Gyansah and Guantai (2018) suggest. Firstly, they boost workers’ motivation, engagement, and commitment to their job tasks, influencing their job satisfaction positively and directly (Kaya & Ceylan, 2014). Secondly, career advancement opportunities, Downer’s HR support, and flexible work arrangements (consistent with the Employment Relations Act (2000)) allow workers to attain healthy work-life balance and career-life transitions while establishing their career priorities and maintaining career plans (Harrington, 2018). Thirdly, career development initiatives ensure the alignment between Downer’s organisational needs and workers’ interests, values, and skills. Downer offers several career support programmes and learning and development initiatives. Examples are Zero Harm and compliance programme, induction, leadership, and mentoring programmes, project management initiatives, and apprenticeship and talent development schemes (Downer Group, 2020). Through these programmes, employees obtain ongoing professional development essential in ensuring that Downer’s employees and their skills grow with the firm’s business. In designing these career advancement programmes, Downer focuses on maximising customer value and service quality (Downer Group, 2020). Other benefits for Downer’s employees from career development initiatives include self-discovery, skill enhancement, strategic identification of industry opportunities and trends, better job change navigation, access to professional networks, and self-marketing.
Performance Management
At Downer, agile performance management activities influence employee experiences by having a direct bearing on employees’ engagement levels (Ricci, 2016). Performance management improve employee work engagement and perceived efficacy of Downer’s performance management systems (Paderna et al., 2020; Ricci, 2016). Dorsey and Mueller-Hanson (2017) further mention that performance management activities drive individual employee performance, morale, and engagement. Performance reviews assist in augmenting employee cooperation and participation at Downer (Osborne & Hammoud, 2017). Performance management also enables employee empowerment and teamwork building, thereby stimulating engagement (Harrington, 2018; Mahadevan & Schmitz, 2020). Performance management, continuous employee learning, capacity building, and support constitute good practices in employee training for career development (Paderna et al., 2020). Downer bases its performance management on a framework that offers a more simplified and streamlined approach to performance management. This framework emerged when Downer redesigned its initial performance and development framework to make it more effective in talent development and retention. So, the current performance management framework entails using outputs to focus on developing, accelerating, and retaining high-potential employees while ensuring gender diversity in talent development (Downer Group, 2016). Performance management enhances workforce flexibility and capability building at Downer, stimulates employee motivation and commitment, and eliminates performance barriers.
Remuneration and Rewards
Comprehensive remuneration, recognition, and rewards at Downer enhance employee experience by powering their motivation and commitment while ensuring greater employee retention (Togher, 2016). Remuneration and rewards packages are vital in inspiring employees, attracting and retaining talent, and building robust employee-organization relationships (Ricci, 2016). Besides regular monetary compensation, total rewards, encompassing tangible and nontangible financial and non-financial benefits, create a motivating work environment (Heneman & Coyne, 2007). Total rewards also cover work-life balance, welfare, career development, and performance, which affect employee motivation directly (Riaz, Akhtar, & Aslam, 2018). The non-financial rewards package include healthy working conditions, professional growth opportunities, and incentives (special perks for good work) while financial benefits include paid vacations and health insurance (Togher, 2016). Downer’s employee benefits package is sufficient as it includes financial benefits, professional development perks, health and wellbeing rewards, and lifestyle benefits (Downer Group, 2020). Professional development benefits include training programmes, secondment opportunities, study assistance, and mentoring social engagements. The financial benefits include salary sacrifice superannuation, paid leave entitlements, and banking discounts. The health and wellbeing benefits include flexitime, employee assistance programme, health checkup programmes, and health insurance. The lifestyle benefits are discounted vehicle rentals, technology product discounts, and cashback packages (Downer Group, 2020).
Health and Safety, Stress Management, and Wellbeing
Providing occupational health and safety consistent with the Health and Safety at Work Act (2015), guaranteeing wellbeing, and managing stress enhance Downer’s employee experience in some ways (Jonathan & Mbogo, 2016). Firstly, health and safety initiatives protect employees from health, welfare, and safety risks and hazards (Worksafe New Zealand, 2017). Secondly, stress management facilitates Downer’s company culture, betters talent acquisition and retention, and minimizes the health consequences of work-related stress (Foy, 2015). It also increases productivity, lessens absenteeism and job burnout, and reduces medical insurance burdens (O’Keefe, Brown, & Christian, 2014). Thirdly, occupational health and safety and stress management guarantee mental health stability, augment motivation and morale, and improve employee relationships at Downer, increasing satisfaction, participation, and engagement (Weinberg et al., 2010). Downer offers some health, safety, and wellbeing packages. CEO Steve Killeen reveals that the company approaches employees’ mental health and wellbeing positively as an opportunity, not an obligation (Zero Harm Workplaces, 2019). Also, Killeen has implemented a mental health and wellbeing programme that incorporates several initiatives. These include mental health first-aid training, domestic violence-related assistance, wellbeing championing and mentoring, engagement surveys, literacy training, and employee assistance programmes, aimed at meeting different employee needs (Zero Harm Workplaces, 2019).
Diversity Management
At Downer, diversity management promotes positive employee experiences in several ways alluded by Inegbedion et al. (2020). Firstly, diversity and inclusion create a work environment characterized by greater cultural representation, enhancing employee performance and productivity. Secondly, diversity stimulates innovation and creativity, increasing Downer’s employee engagement and work satisfaction (Zhou & Hoever, 2014). Further, better diversity management enhances talent attraction driven by bringing together individuals from different backgrounds, cultures, and nationalities. Lastly, diversity management eliminates systemic workplace discrimination against employees at Downer consistent with the Human Rights Act (1993) (Jacob, Watene, & McKerchar, 2017). Downer Group has established some diversity management initiatives to foster a diverse and inclusive workplace characterized by equal opportunity and respect (Downer Group, 2020). The company ensures active and ongoing cultural and gender inclusiveness via initiatives that lessen the gap between non-indigenous and indigenous communities. Such programmes include the Aboriginal participation programme for training local Aboriginal employees, Downer’s Māori leadership programme that offers opportunities for leadership mentoring, networking, and cooperation, and the female participation initiative (Downer Group, 2020). Some benefits to Downer employees of diversity management include improved motivation, productivity, imaginativeness, cultural insight, and engagement.
Conclusion
This essay has established that Downer Group’s human resource management plays a vital role in using its various functions to ensure positive employee experiences. Through the function of career development, Downer boosts its employees’ motivation, engagement, and commitment, provides flexible work arrangements and ensures alignment between organisational needs and their interests and skills. Through performance management, the company increases employee morale, empowerment, cooperativeness, participation, and overall performance, stimulating higher employee engagement. The company leverages its remuneration and rewards system to inspire employee commitment and motivation while ensuring better talent attraction and retention. Through the function of health and safety, stress management, and employee wellbeing, Downer eliminates health risks and their associated ramifications for employees, ensures that workers attain a healthy work-life balance and better career transitions, and progresses talent acquisition and retention. This increases their motivation and morale while improving their relationships, culminating in increased job satisfaction, engagement, and participation. The function of diversity management allows the firm to improve employee performance and productivity, ensure better cultural representation, cultivate innovation and creativity, and eliminate discrimination. Increased engagement, talent retention, job satisfaction, participation, and other collective outcomes of the five human resource functions lead to positive employee experiences at Downer.
References
Dorsey, D., & Mueller-Hanson, R. (2017). Performance management that makes a difference: An evidence based approach. SHRM Science to Practice Series. Society of Human Resource Management.
Downer Group. (2015). Downer Group profile brochure. North Ryde, New South Wales, Australia. Downer Group.
Downer Group. (2016). Downer EDI Limited annual report 2016. North Ryde, New South Wales, Australia. Downer Group.
Downer Group. (2020). Downer. North Ryde, New South Wales, Australia. Downer Group. Retrieved June 21, 2020, from https://www.downergroup.com.
Foy, T. J. (2015). Managing workplace stress for increased performance in an Irish higher education institution. (Doctoral Dissertation, Walden University).
Gyansah, S., & Guantai, K. (2018). Career development in organizations: Placing the organization and employee on the same pedestal to enhance maximum productivity. European Journal of Business and Management, 10(14), 40-45.
Harrington, B. (2018). Maximizing the employee experience: How changing workforce dynamics are impacting today’s workplace. Boston College Center for Work & Family.
Heneman, R. L., & Coyne, E. E. (2007). Implementing total rewards strategies. SHRM Foundation’s Effective Practice Guidelines Series.
Inegbedion, H., Sunday, E., Asaleye, A., Lawal, A., & Adebanji, A. (2020). Managing diversity for organizational efficiency. SAGE Open, 10(1), 2158244019900173.
Jacob, L., Watene, R., & McKerchar, G. (2017). Workplace discrimination and bullying. New Zealand. Employsure.
Jonathan, G. K., & Mbogo, R. W. (2016). Maintaining health and safety at workplace: employee and employer’s role in ensuring a safe working environment. Journal of Education and Practice, 7(29), 1-7.
Kaya, C., & Ceylan, B. (2014). An empirical study on the role of career development programs in organizations and organizational commitment on job satisfaction of employees. American Journal of Business and Management, 3(3), 178-191. Doi: 10.11634/216796061403551.
Mahadevan, J., & Schmitz, A. P. (2020). HRM as an ongoing struggle for legitimacy: A critical discourse analysis of HR managers as “employee-experience designers”. Baltic Journal of Management, Doi: 10.1108/BJM-10-2018-0368.
O’Keefe, L. C., Brown, K. C., & Christian, B. J. (2014). Policy perspectives on occupational stress. Workplace Health & Safety, 62(10), 432-438.
Osborne, S., & Hammoud, M. S. (2017). Effective employee engagement in the workplace. International Journal of Applied Management and Technology, 16(1), 50–67. Doi: 10.5590/IJAMT.2017.16.1.04.
Paderna, R. D., Guiveses, M. L., Ong, S. J., & Tsai, J. L. (2020). Improving employee experience in a medium-sized retail chain through quality human resource management practices: Does bifurcation bias in family firms moderate the nexus?. Review of Integrative Business and Economics Research, 9(1), 62-79.
Plaskoff, J. (2017). Employee experience: The new human resource management approach. Strategic HR Review, 16(3), 136-141. Doi: 10.1108/SHR-12-2016-0108.
Riaz, H., Akhtar, C., & Aslam, R. (2018). Total rewards and employee performance: Investigating the mediating role of employee motivation in telecom sector. Pakistan Administrative Review, 2(3), 342-356.
Ricci, L. (2016). The impact of performance management system characteristics on perceived effectiveness of the system and engagement. Master’s Theses. 4702. Doi: 10.31979/etd.qh7m-s97u.
Togher, K. (2016). An analysis of the area of reward and recognition and the impact it has on employee retention (Doctoral dissertation, Dublin, National College of Ireland).
Weinberg, A., Bond, F., Cooper, C., & Sutherland, V. J. (2010). Organizational stress management: A strategic approach. Palgrave Macmillan.
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The Emirates Group analysis
Company Overview
The Emirates Group is a profoundly beneficial business with income of roughly Us$ 12 billion and more than 40,000 workers. Emirates Airline is viewed as a standout amongst the most profoundly respected Airline organizations in Asia furthermore on the planet. The organization was made in 1985 with two rented air ship from a simple airplane terminal. Emirates air transport flies to more than 100 ends of the line in excess of 60 nations and has been vital in building Dubai as the Middle East’s business focus and avionics center. Its armada is one of the most youthful in the skies, with a normal period of short of what 70 months, and every month it takes conveyance of the 158 airplane it has on request, worth $52 billion at rundown cost. Emirates is the Airbus A380 super enormous’ biggest carrier client, with a few circulating everywhere and more than 50 still to be conveyed. Presently, 130 aerial transports fly into Dubai and more than a large portion of the 37 million travelers who went through the city in 2008 were conveyed by Emirates, which has a 10,000-in number lodge group of more than 120 nationalities who talk 55 separate dialects between them. Emirates are completely claimed by the Government of Dubai, however the carrier is run on a business premise and gets no monetary backing or assurance. Going up against created titans of aeronautics permitted working under the administration’s unqualified open skies arrangement in Dubai, Emirates has flourished and been beneficial in everything except its second year of exchanging (Chaffey & White, 2010).Decisions in operational level
Operational decisions are consistently decisions and used to backing strategic decisions. In the operational level the day by day necessity are audited to settle on the decision. Along these lines, the operational decision is profoundly organized and their effect is quick, short term, short range. The information used to drive this decision sort is normally recommended or characterized in the methodology and standards of the association. The operational division handles a few parts at the operational ground inside the Emirates Airlines. Then again, it is fundamentally underscored on the protected, legitimate and effective operations of aerial shuttles that incorporate preparing and planning projects of Flight Deck Crew to meet administrative necessities that can perform quality operations in the productive, safe and client inviting way. Particularly, prepared staff in the office assumes fundamental part particle the recruitment of new flight deck group. The specialized unit of the association is adequately looking over new courses, their execution and other obliged operational information to flight team to guarantee safe ground operation and air to the shoppers
Type of decisions made at Operational Level
Board or Owner
All business and management action takes after from an organization’s mission – its purpose behind being ready to go. An organization’s board or holders make the mission and compose a statement of purpose for the interior and outer crowds. Accomplishment in fulfilling the mission could take numerous structures. The structure picked gives an organization its vision, a perfect the business looks to realize. A caterer, for example, may imagine turning into the first decision for plane set soirees. Other than characterizing a grandiose desire and the existential inquiry of mission, an organization’s board or holders additionally eloquent an organization’s center values, those measures the business will never trade off (Laudon, K & Laudon, 2009).
Top Management
Top administration must decipher the tremendous extent of mission and vision into cement accomplishments about whether. As such, top administration needs a key arrangement. Decisions identified with procedure include companywide matters instituted over the long haul. The objectives are what the organization would like to fulfill at any rate a year – all the more frequently five years – into what’s to come. Administration then picks an amazing method, for example, development or expansion, to reach vital objectives. Of all administration levels, top directors invest the most time settling on decisions including arrangements. They likewise have decisional control over center administration.
Middle Management
When top administration chooses the general bearing of the organization, it’s dependent upon center administration to pick littler strategic destinations that, set up together, finish vital objectives. Center administrators make strategic arrangements, which have more detail than vital arrangements. The strategies regularly are designed for some capacity or office, for example, creation, where a conceivable goal could include some measurable productivity or quality change. Center administration’s decisions and arrangements see realization in a year or less. Supervisors in this level direct other center administrators or operational chiefs.
Operational Management
Additionally called first-line administration, operational administration is the level specifically in charge of workers. By picking their objectives on a day by day, week after week or month to month premise, first-line administration finishes the destinations of center administration. The extent of operational administration covers divisions, areas or groups. Stock, planning and planning are samples of arrangements and decisions that operational directors receive. Objectives may incorporate a specific number of offers for the day.
Type of Information Needed for Decision making
Needed is information that can advise decisions and strategies that are generally created, executed and assessed. These require that the information can be coordinated, alongside different wellsprings of information and components (e.g., monetary, social, natural, social, political, operational, specialized and logical information and judgments) that are needed by the decision or strategy making courses of action.
Decision important information (and information). These incorporate information that is steady with the spatial and worldly scales of the decision making techniques and all the more particularly with the way of the environmental change related dangers and adjustment measures being considered. The interest for spatially applicable information is dictated by the scales at which decisions need to be influenced, and additionally the scales at which the decisions forms (e.g., systems and models) work.
Information needed to help distinguishing vulnerabilities, dangers and adjustment decisions, can be very unique in relation to that needed to assess recognized alternatives and to make needs for usage. The last are educated by settled criteria that can be very particular to the dangers considered, appraisal and the fancied conclusions.
There will dependably be the interest for precise information, yet recommending that adjustment decisions require exact information and information is a misnomer. Decision pertinence and an understanding of the nature (suppositions and confinements) and trust in what is accessible are discriminating measures of the nature of the information. Anyhow quality information alone won’t fundamentally bring about fitting adjustment decisions. Forms that perceive that there are instabilities and that incorporate those vulnerabilities into decision making courses of action are the true needs
Information System Used
Business Intelligence Systems
Business intelligence systems can be intricate as they distinguish, separate and examine information for different operational needs, especially for decision making purposes. BIS information systems may give examinations that foresee future deals examples, condense current expenses and gauge deals incomes. Business brainpower systems gather information from the different information stockrooms in an association and give administration examinations as per lines of business, office or any breakdown that administration wants. For instance, monetary foundations use BIS systems to create credit danger models that investigate the number and degree of giving or credit given to different areas. These systems may utilize different strategies and equations to focus the likelihood of credit defaults.
Knowledge Management Systems
Knowledge management systems compose and dismember learning and after that redistribute or offer it with people of an association. The reason for these information systems is to bring advancement, enhance execution, bring joining and hold learning inside the association. In spite of the fact that KMS information systems are commonly advertised to bigger ventures, little organizations can likewise profit from reaping learning (Melville, 2010). KMS information systems serve as an issue storehouse and hold information in a standard configuration. These systems can help entrepreneurs keep up consistency and empower rapid reactions to client and accomplice request.
References
Chaffey, D., & White, G. (2010). Business information management: improving performance using information systems. Pearson Education.
Laudon, K., & Laudon, J. (2009). Management Information Systems: International Edition, 11/E. Pearson Higher Education.
Melville, N. P. (2010). Information systems innovation for environmental sustainability. Mis Quarterly, 34(1), 1-21.