SOLUTION: King Faisal Business Workplace Flexibility on Employees Performance Report

“Project Survey”
Impact of Workplace Flexibility on Employees’ Performance
in Industrial Sector
Project Report submitted to King Faisal University School of Business
In partial fulfillment of the award of the degree of
Master of Business Administration (MBA)
Dear participant;
Due to the importance of your opinion and participation, could you please allocate part of
your time to fill out this questionnaire, which is part of the research project requirements
for obtaining a master’s degree in business administration. This scientific study aims to
measure the impact of workplace flexibility on employee performance in the industrial
sector in order to reach results that help to improve and develop industrial organizations.
Note: We inform you that your answer will be treated strictly confidential, and it will take
you approximately 5 minutes to fill out this questionnaire.
;‫عزيزي المشارك‬
‫ أرجو منك تخصيص جزءا من وقتك لتعبئة هذا االستبيان وهو جزء من متطلبات مشروع‬،‫ألهمية رأيك ومشاركتك‬
‫ وهذه الدراسة العلمية تهدف إلى قياس تأثير مرونة مكان‬.‫البحث للحصول على درجة الماجستير في إدارة األعمال‬
‫العمل على أداء الموظفين في القطاع الصناعي من أجل الوصول إلى نتائج تساعد على تحسين المنظمات الصناعية‬
.‫وتطويرها‬
.‫ دقائق لتعبئة هذا االستبيان‬5 ‫ نعلمك بأن إجابتك ستعامل بسرية تامة وسوف تستغرق منك حوالي‬:‫مالحظة‬
Part 1: Demographic Information
‫ البيانات الديموغرافية‬:‫القسم االول‬
Gender
‫الجنس‬
Age
‫العمر‬
Education
‫التعليم‬
18-25
18-25
Elementary
school
‫تعليم اساسي‬
‫ اختار من‬/ Choose from
Male
Female
‫ذكر‬
‫انثى‬
26-35
36-45
46-55
56 or more
26-35
36-45
46-55
56 ‫اكثر من‬
High
Bachelor’s
Master’s
PhD
school
‫بكالوريوس‬
‫ماجستير‬
‫دكتوراه‬
‫تعليم ثانوي‬
Working-level
‫الرتبة‬
Technician/Operator
‫ مشغل‬/ ‫فني‬
Experience
‫الخبرة‬
1-2 years
‫ سنوات‬1-2
Engineer
‫مهندس‬
Section
Division
Department
Head
Manager
Manager
‫رئيس قسم‬
‫مدير دائرة‬
‫مدير إدارة‬
3-5 years
5-10 years
11or more years
‫ سنوات‬3-5
‫ سنوات‬5-10
‫ سنة او اكثر‬11
Part 2: Research Survey
‫ استبيان البحث‬:‫القسم الثاني‬
Strongly
Agree
‫اوافق بشدة‬
Section 1: The impact of technology on
flexibility
‫ تأثير التكنولوجيا على مرونة العمل‬:1‫الجزء‬
Technology such as the internet and
personal computers can improve
flexibility in working hours.
‫يمكن للتكنولوجيا مثل اإلنترنت وأجهزة الكمبيوتر‬
‫الشخصية تحسين المرونة في ساعات العمل‬
Work from home, which depends on
technology, is a form of flexibility.
‫ هو شكل‬، ‫ الذي يعتمد على التكنولوجيا‬، ‫العمل من المنزل‬
‫من أشكال المرونة‬
Companies that improve their
technologies can offer enhanced
workplace flexibility for employees.
‫يمكن للشركات التي تعمل على تحسين تقنياتها تقديم‬
‫مرونة محسنة في مكان العمل للموظفين‬.
Employee monitoring systems that are
technology-based can improve workplace
flexibility.
‫يمكن ألنظمة مراقبة الموظفين القائمة على التكنولوجيا‬
‫تحسين مرونة مكان العمل‬.
Section 2: The impact of employer’s
awareness on flexibility
‫ تأثير وعي صاحب العمل على المرونة‬:2 ‫الجزء‬
When the manager/employer is aware of
employees’ conditions, workplace
flexibility is more accessible.
Agree
Neutral
Disagree
‫اوافق‬
‫محايد‬
‫ال اوافق‬
Strongly
Disagree
‫ال اوافق بشدة‬
‫ صاحب العمل على دراية بظروف‬/ ‫عندما يكون المدير‬
‫ يمكن الحصول على مرونة مكان العمل‬، ‫الموظفين‬.
Employer’s awareness about working
conditions has a role in determining
workplace flexibility.
‫إن وعي صاحب العمل بظروف العمل له دور في‬
‫تحديد مرونة مكان العمل‬.
Non-aware employers can prevent
workplace flexibility.
‫يمكن ألصحاب العمل غير الواعيين منع المرونة في‬
‫مكان العمل‬.
Initiation of workplace flexibility must be
authorized by employers.
‫يجب أن يصرح أصحاب العمل بالبدء في المرونة في‬
‫مكان العمل‬.
Section 3: The impact of nature of work
on flexibility
‫ تأثير طبيعة العمل على المرونة‬:3 ‫الجزء‬
The nature of the work is a very important
variable in determining the level of
workplace flexibility.
‫تعد طبيعة العمل متغيرا مهما للغاية في تحديد مستوى‬
‫المرونة في مكان العمل‬.
The nature of work can decide the ability
to work from home.
‫يمكن أن تحدد طبيعة العمل القدرة على العمل من‬
‫المنزل‬.
The nature of work can decide the ability
to choose the shift time.
‫يمكن أن تحدد طبيعة العمل القدرة على اختيار وقت‬
‫المناوبة‬.
Some work positions do not accept
workplace flexibility due to their nature.
‫بعض وظائف العمل ال تقبل المرونة في مكان العمل‬
‫بسبب طبيعتها‬.
Section 4: The impact of flexibility on
satisfaction
‫ تأثير المرونة على الرضا‬:4 ‫الجزء‬
Having flexible working hours makes the
employee more satisfied.
‫ساعات العمل المرنة تجعل الموظف أكثر رضا‬.
The ability to work from home makes the
employee more satisfied.
‫القدرة على العمل من المنزل تجعل الموظف أكثر‬
‫رضا‬.
The ability to choose a time shift makes
the employee more satisfied.
‫القدرة على اختيار وردية زمنية تجعل الموظف أكثر‬
‫رضا‬.
A workplace that supports workplace
flexibility increases employee satisfaction.
‫مكان العمل الذي يدعم مرونة مكان العمل يزيد من‬
‫رضا الموظفين‬.
Section 5: The impact of bonus on
employee satisfaction
‫ تأثير المكافأة على رضا الموظفين‬:5 ‫الجزء‬
Rewards and bonuses can make the
employee more happy and satisfied.
‫يمكن أن تجعل المكافآت والجوائز الموظف أكثر سعادة‬
‫ورضا‬.
Rewards and bonuses can reduce
employee turnover.
‫يمكن أن تقلل المكافآت والجوائز من معدل دوران‬
.)‫الموظفين (ترك العمل‬
Rewards and bonuses can encourage
employees to be better in the workplace.
‫يمكن أن تشجع المكافآت والجوائز الموظفين على أن‬
‫يكونوا أفضل في مكان العمل‬.
Rewards and bonuses encourage positive
competition in workplace
‫المكافآت و الجوائز تشجع المنافسة االيجابية في مكان العمل‬
Section 6: The impact of employee
satisfaction of performance )conclusion(
)‫ أثر رضا الموظف عن األداء (االستنتاج‬:6 ‫الجزء‬
When the employee is satisfied/happy,
employee performance will increase.
‫ سيزداد أداء‬، ‫ سعيدا‬/ ‫عندما يكون الموظف راضيا‬
‫الموظف‬.
A flexible workplace can make employees
more satisfied.
‫يمكن لمكان العمل المرن أن يجعل الموظفين أكثر‬
‫رضا‬.
Supporting workplace flexibility and
giving rewards can increase employee
performance.
‫يمكن أن يؤدي دعم المرونة في مكان العمل ومنح‬
‫المكافآت إلى زيادة أداء الموظف‬.
Enabling employees to work in flexible
hours increases employee performance
‫اتاحة وقت عمل مرن يحسن اداء الموظفين‬
E-BUSINESS STRATEGY PROJECT PROPOSAL (Al jabr Laundries company)
2
Group Project: It will comprise three phases: (i) studying an existing commerce (or
ecommerce) system, (ii) strategy development for the digital transformation of the studied
business, and (iii) distinct (detailed) strategies for SCM, marketing, and CRM.You will be
required to submit a report at the end of each phase. More details are given in the
supplementary notes.
Learning Resources
Required Textbook
Digital Business & E-Commerce Management, 7th Edition (2019), Dave Chaffey, Tanya
Hemphill, David Edmundson-Bird, Prentice Hall, ISBN: 978-1292193335.
Reference Materials
•Leading Digital, 2014, George Westerman, Didier Bonnet, and Andrew McAffee,
Harvard Business Review Press, ISBN: 978-1625272478.
•Leading Digital Strategy: Driving Business Growth Through Effective E-commerce,
1stEdition (2015), Christopher Bones, and James Hammersley, Kogan Page, ISBN: 9780749473099
.•Business Information Systems: Technology, Development and Management for the EBusiness, 5thEdition (2014), Paul Bocij, Andrew Greasley, and Simon Hickie, Prentice Hall,
ISBN: 978-0273736455.
Group Project Guidelines
Basic Requirements
During the semester, all students are required to complete a project and submit (and present)
the report as a group. The project will be carried out in two high-level phases, as described
below.
1.Studying an existing commerce (or ecommerce) system in depth.
This will be a relatively shorter phase. During this phase, the students will investigate the
existing business in depth and answer general questions including:
•What is the business model? The plan for a successful business should be discussed focusing
on sources of revenue, intended customer base, products, details of financing.
•What is the competitive structure? The competitive structure normally comprises the analysis
of competitors and their relative strength, level of demand and supply, and an analysis of ease
of entry into market.
E-BUSINESS STRATEGY PROJECT PROPOSAL (Al jabr Laundries company)
3
•What is the value chain? Typical activities in the value chain include inbound logistics,
operations, outbound logistics, marketing, sales, services.
•What is the current situation with regards to the IT-based systems?2.Strategy development
for the digital transformation of the business. During this phase, students will develop a
thorough strategy for the digital transformation of the selected business. The specific activities
in this phase will be based on the discussion of digital business strategy during the class. An
overall digital business strategy will include strategic analysis, strategic objectives, strategic
definition. 3.Detailed strategies for SCM, Marketing and CRM Once an overall strategy has
been developed, more detailed strategies for supply chain management, marketing, and
customer relationship management will be developed in this phase. It will cover the main
topics included on the subjects in related chapters of the courses.
Report Structure:
A conceptual/ tentative structure of the project report includes the following.
1. Executive summary.
2. Introduction.
3. Background.
4.Results (related to all required components of the study; arranged in a logical
hierarchy; may span several sections/ subsections).
5. Conclusion.
6. References.
General Guidelines on Write Up
Format and writing guidelines
The report must be typed on white A4 paper with 1.0 spacing and a 3.0 cm margin at the top
and bottom of the page, and on the right-hand and left-hand sides. You should use 12-point
font for the text and 14-point font for headings, Times New Roman. Your write ups
should be grammatically correct and well punctuated. Your reports should be clear, concise,
neatly presented, and easy to read. Failure to comply with these requirements will result in a
significant loss of marks.
E-BUSINESS STRATEGY PROJECT PROPOSAL (Al jabr Laundries company)
Supplementary Material (Group Project – Phase 2-3)
4
E-BUSINESS STRATEGY PROJECT PROPOSAL (Al jabr Laundries company)
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E-BUSINESS STRATEGY PROJECT PROPOSAL (Al jabr Laundries company)
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E-BUSINESS STRATEGY PROJECT PROPOSAL (Al jabr Laundries company)
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E-BUSINESS STRATEGY PROJECT PROPOSAL (Al jabr Laundries company)
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‫)‪E-BUSINESS STRATEGY PROJECT PROPOSAL (Al jabr Laundries company‬‬
‫مغسلة الجبر‬
‫‪ -1‬نظام الشكاوى‪:‬‬
‫ يقوم موظف خدمة العمالء باستقبال الشكوى عن طريق الهاتف وتعبئة نموذج موحد لجميع انواع الشكاوى‬‫باستخدام برنامج (‪.)Excel‬‬
‫ يتم ارسال جميع النماذج للمشرف لفرزها وتصنيفها حسب نوع الشكوى وبعد ذلك ترسل البيانات للمدير‬‫لتوجيه كل تصنيف لإلدارة المختصة لمعالجة هذه الشكاوى‪.‬‬
‫ موظفي خدمة العمالء يقومون بمتابعة الشكاوى حسب التصنيف والرقم المرجعي للشكوى عن طريق‬‫ملف اكسل للتحديث وابالغ العمالء في حالة االنتهاء من حل المشكلة‪.‬‬
‫‪ -‬ال يوجد نظام موحد لتتبع تاريخ الشكوى وتاريخ االنتهاء منها‪ ،‬ألغراض التطوير والتحسين‪.‬‬
‫‪ -2‬نظام تعويض العمالء عن الخسائر‪:‬‬
‫ يتم استقبال طلبات التعويضات عن طريق الهاتف وتعبئة ملف اكسل واحد لجمع الطلبات‪.‬‬‫ يتم مراجعة الملف بشكل اسبوعي لفرز الطلبات حسب نوع التعويض (نقد او قسائم)‪.‬‬‫ يقوم موظف التعويضات بمراجعة قسم المحاسبة لصرف المستحقات النقدية او القسائم‪ ،‬وبعد ذلك توزيعها‬‫على الفروع لدفعها للمستحقين‪.‬‬
‫‪ -‬ال يوجد نظام الكتروني لمتابعة الطلبات والتأكد من دفع المستحقات والتأكد من صحتها وتدقيقها‪.‬‬
E-BUSINESS STRATEGY PROJECT PROPOSAL (Al jabr Laundries company)
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1
E-Business Strategy Project Proposal (Al jabr Laundries company)
Introduction to Al jabr Laundries
Al jabr Laundries company established the first central laundry in 1974 in the Al-Ahsa
city, when it’s achieved the success in Al-Ahsa, the second central laundry was established in
Jubail city in 1983, then the third central laundry in Riyadh city in 1988, after years the
company opened in Jeddah city in 2005, recently a fifth central laundry was opened in Riyadh
city.
By owning the five central laundries, Al jabr Laundries company is the largest central
laundries in the Saudi Arabia and the Middle East, also it has more than 500 branches in the
cities and villages of the Eastern Province, Riyadh, Jeddah, Qassim and Al-Kharj.
The company serves many public institutions, hospitals, members of the military forces
and large companies to provide carpet and furniture cleaning services at customer sites.
Main Objectives of the Project
Any company in the e-commerce industry needs the right digital technology to facilitate
smooth communication with various stakeholders (Nikoloski, 2014). For instance, Al jabr
Laundries company needs an efficient and effective system that allows for information sharing
between the company and its suppliers/customers. Without such a system, it would be more
difficult to achieve the overall objectives of reaching out to partner businesses across the
company’s value chain. Hence, the main goal of this project is to analyze methods that Al jabr
Laundries can use to digitize its entire value chain. Digitization will ensure that all partner
brands, physical stores, and others across the country have the same digital infrastructure that
Al jabr Laundries company uses. Such a move will not only help the company achieve its goals
but will also promote information symmetry with its partners (Wankhade & Dabade, 2007). To
achieve this, the project will analyze Al jabr Laundries company value chain with an aim of
identifying opportunities for total digitization. The main focus, however, will be on the
company’s primary activities, which are: inbounds, operations, outbounds, marketing, and
after-sale services (Kumar & Rajeev, 2016). These activities have the potential to create
maximum value to the company, further helping Al jabr Laundries to reach its
internationalization goals.
E-BUSINESS STRATEGY PROJECT PROPOSAL (Al jabr Laundries company)
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2
References
Al jabr Laundries company. (n.d.). About Al jabr Laundries.com.
https://aljabrlaundry.com/ar/about.php
Kumar, D., & Rajeev, P. V. (2016). Value chain: a conceptual framework. International
journal of engineering and management sciences, 7(1), 74-77.
Nikoloski, K. (2014). The role of information technology in the business sector. International
Journal of Science and Research (IJSR), 3(12).
Wankhade, L. N., & Dabade, B. M. (2007). Information symmetry, quality perception, and
market dynamics. Journal of Modelling in Management, 2(3), 208.

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