Connected Employee Platforms: A Case Study in a Global Company

Connected Employee Platforms: A Case Study in a Global Company

Ufuk Cebeci (Istanbul Technical University, Turkey), Batuhan Burak Ersözlü (Istanbul Technical University, Turkey), Can Berk Acar (Istanbul Technical University, Turkey) and Sahen Tokatlioglu (Istanbul Technical University, Turkey)
DOI: 10.4018/978-1-5225-9550-2.ch005
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In the modern era, enterprises are facing a variety of difficulties because of today's emerging technologies. One of the numerous difficulties for a business is to fulfill its employees in order to adapt to the constantly changing business processes and to make progress and stay in competition. In order to build proficiency, viability, efficiency, and occupation responsibility of employees, the business must fulfill the requirements of its employee by giving great working conditions. The target of this chapter is to dissect the effect of workplace on employee work fulfillment. This chapter may profit society by urging individuals to contribute more to their occupations and may help them in their daily work life. Consequently, it is fundamental for an association to support their employee to snap down for accomplishing the hierarchical objectives and goals.
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With the development of technology, there are some changes in the internal dynamics as in many other areas. With the increasing use of smartphones all over the world, internet-based applications have taken an important place in human life. These applications contribute to companies in internal processes and in different areas. We can classify them under the following headings;

The paper process, staff knowledge, highlight the best practice, secure documents, network files, KPI's, business management systems, professional networking.

As companies started to use these technologies, such applications have become a new sector and diversity has increased. Applications are customized and developed for the changing and evolving needs of companies.

Plaskoff (2017) defined that; “Employee experience borrows these same design principles, tools and processes and applies them to the design of employees’ experiences with their work environment and employers. Design thinking treats work not as mere employment, but as a life journey, with the employee as the hero. The employee journey has many milestones and interactions (or touchpoints), and the quality of employee experiences has a direct influence on employee satisfaction, engagement, commitment and, in the end, performance. The fundamental relationship between the employee and the organization, therefore, must be transformed.”

Buniyamin and Barber (2004) focused on the concepts of intranet, knowledge management system, knowledge mapping in detailed way and they mainly found that the intranet is a suitable platform for the implementation of a knowledge management system.

Scott (1998) states that, “An intranet is a ‘powerful tool’ for institution-wide communications, collaborative projects, and the establishment of a sense of community on a manageable scale.” Horton (2001), note that some organizations and individuals in the literature on knowledge management have also anticipated that substantial benefits will be derived from the development of intranets, while others are skeptical about what technology-driven plans for organizational change are effective. Scarbrough (1999), for example, described a banking organization that aimed to break down barriers between organizational divisions and allow ‘global knowledge management’. In practice, independent intranet development by the bank’s divisions brought about quite the opposite and succeeded in reinforcing the barriers between them.

Mahapatra and Lai (1998) worked on Enterprise Resource Planning (ERP) systems and software support for main business functions and after this work, they asserted that especially training large number of employees, intranet tools are very beneficial for all.

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