Purpose: The main purpose of this paper is to propose the development of a simulation game and to explain the use of the proposed logistics simulation game in the induction programme of new employees in real company settings.
Methodology/Approach: The proposed logistics simulation game is based on a conceptual modelling framework – mostly a specification of the parameters and variables, and the relationships between them, as well as the adjustment of the game to the real conditions and company’s requirements.
Findings: The purpose of the proposed simulation game is to verify that the worker understands his or her duties, to clarify the activities that s/he should do and which s/he is responsible for in the logistics department of a selected company. The aim of the game is to manage internal transportation in a way that would achieve the lowest level of connected logistics costs together with the maximum use of production lines capacity per single shift. The worker makes decisions during the simulation game in which s/he proposes the values of the variables in the logistics activities to achieve the aim of the game. The game evaluation is based on a comparison of the results obtained by the worker with the optimal task solution and with his or her previous results.
Research Limitation/Implication: The logic of creating a simulation game is universal. An applicable simulation game has to be tailored to a particular company and the requirements of an induction programme to a specific job. The proposed simulation game was tested in a specific company; its application in different types of companies would be needed in future.
Originality/Value of Paper: The induction programme has rarely been the subject of theory and research, in comparison to other functions of human resource management. Thus, the paper contributes to theory and practice by presenting the partial results of research focused on an innovative approach in the induction training of new employees in a logistics department.
Anderson, N.R., Cunningham-Snell, N.A. and Haigh, J., 1996. Induction training as socialization: Current practice and attitudes to evaluation in British Organizations. International Journal of Selection and Assessment, 4(4), pp.169-183. http://dx.doi.org/10.1111/j.1468-2389.1996.tb00052.x.
Antonacopoulou, E.P. and Güttel, W.H., 2010. Staff induction practices and organizational socialization: A review and extension of the debate. Society and Business Review, 5(1), pp.22-47. http://dx.doi.org/10.1108/17465681011017246.
Armstrong, M., 2009. Armstrong’s Handbook of Human Resource Management Practice. 11th ed. London: Kogan Page.
Bedrnová, E., Nový, I. et al., 2002. Psychologie a sociologie řízení [Managerial Psychology and Sociology]. 2nd ed. Praha: Management Press.
Bláha, J., Mateiciuc, A., and Kaňáková, Z., 2005. Personalistika pro malé a střední firmy [Human Resources Management for SMBs]. Brno: CP Books.
Bradt, G., 2014. Want Your New Employees’ Personal Commitment? Take Their Onboarding Personally. Forbes, [online] Available at: http://www.forbes.com/site/georgebradt/2014/03/19/want-your-new-employeespersonal-commitment-take-their-onboarding-personally/ [Accessed 15 May 2015].
Brotherton, E., Montreuil, B., and Naccache, S., 2012. Apprentissage expérientiel en gestion des chaînes logistiques: Exploitation des simulateurs participatifs tels que le XBeerGame. Logistique & Management, 20(1), pp.3-15. http://dx.doi.org/10.1080/12507970.2012.11516989.
Cano, J.L. and Sáenz, M.J., 1999. Development of a project simulation game. Project Managemen, 5(1), pp.37-41.
Dahl, D., 2013. Why your new employee’s first six months matter most. Forbes, [online] Available at: http://www.forbes.com/sites/fedex/2013/05/14/why-yournew- employees-first-six-months-matter-most/ [Accessed 1 May 2015].
Dahl, O. J., 1967. Discrete Event Simulation Languages. Oslo: Norsk Regnesentral.
Daly, A., Grove, S.J., Dorsch, M.J. and Fisk, R.P., 2009. The impact of improvisation training on service employees in a European airline: a case study. European Journal of Marketing, 43(3/4), pp.459-472. http://dx.doi.org/10.1108/03090560910935532.
Debnár, R., Košturiak, J. and Kuric, I., 2000. Simulácia ako nástroj pre zvyšovanie produktivity a zisku v podniku [Simulation as a tool for increasing productivity and earnings in the enterprise]. Po?íta?om podporované systémy v strojárstve, [online] Available at: http://fstroj.utc.sk/journal/sk/papers.htm [Accessed 15 January 2007].
Dorling Kindersley Limited and Oxford University Press, 1999. Illustrated Oxford Dictionary. Slovak ed. Bratislava: Ikar.
Dvořáková, Z. et al., 2012. Řízení lidských zdrojů [Human resource management]. Praha: C. H. Beck.
Forssén-Nyberg, M. and Hakamäki, J., 1998. Development of the production using participative simulation games: two case studies. International Journal of Production Economics, 56-57, pp.169-178. http://dx.doi.org/10.1016/S0925- 5273(97)00028-5.
Grobler, P., Wärnich, S., Carrell, M.R., Elbert, N.F. and Hatfield, R., 2006. Human Resource Management in South Africa. 3rd ed. Thomson Learning.
Harrison, A. and Hoek, R., 2008. Logistics Management and Strategy: Competing through the supply chain. 3rd ed. Pearson Education Limited.
Hieber, R. and Hartel, I., 2003. Impacts of SCM order strategies evaluated by simulation-based ‘Beer Game’ approach: the model, concept, and initial experiences. Production Planning & Control, 14(2), pp.122-134. http://dx.doi.org/10.1080/0953728031000107680.
Hritz, C., 2013. Virtual reality. T+D, 67(4), pp.60-64.
Hušek, R. and Lauber, J., 1987. Simula?ní modely [Simulation models]. Praha: Nakladatelství technické literatury.
Lawson, K., 2006. New Employee Orientation Training. Oxford: Butterworth-Heinemann.
Kirkpatrick, D.L., 1996. Great Ideas Revisited. Training and Development, 50(1), pp.54-59.
Klabbers, J.H.G., 2009. The Magic Circle: Principles of Gaming & Simulation. 3rd and revised ed. Rotterdam/Taipei: Sense Publishers.
Lane, D. C., 1995. On a resurgence of management simulations and games. The Journal of the Operational Research Society, 46(5), pp.604-625.
Majtán, M., Mizla, M. and Mizla, P., 2014. Využitie simulácií pri manažovaní projektu [Use of simulations in managing the project]. Ekonomický ?asopis, 62(5), pp.508-521.
Riemer, K., 2007-2012. http://www.beergame.org/
Shannon, R.E., 1975. Systems Simulation – the art and science. New Jersey: Prentice-Hall, Englewood Cliffs.
Simosi, M., 2010. The role of social socialization tactics in the relationship between socialization content and newcomers’ affective commitment. Journal of Managerial Psychology, 25(3), pp.301-327. http://dx.doi.org/10.1108/02683941011023758.
Thompson, K.M. and Badizadegan, N.D., 2015. Valuing information in complex systems: An integrated analytical approach to achieve optimal performance in the beer distribution game. IEEE Access, 3, pp.2677-2686. http://dx.doi.org/10.1109/ACCESS.2015.2505730.
Wanous, J.P. and Reichers, A.E., 2000. New Employee Orientation Programs. Human Resource Management Review, 10(4), pp.435-451.
Zee, D.J., Holkenborg, B. and Robinson, S., 2012. Conceptual modelling for simulation-based serious gaming. Decision Support Systems, 54(1), pp.33-45. http://dx.doi.org/10.1016/j.dss.2012.03.006.
Zgodavova, K., Kisela, M. and Sutoova, A., 2016. Intelligent approaches for an organisation´s management system change. The TQM Journal, 28(5), pp.760-773. http://dx.doi.org/10.1108/TQM-10-2015-0130.