1. Introduction
Building on these theoretical frameworks, this paper seeks to contribute to the field of engineering by exploring employees’ perspectives on the adoption and utilization of digital solutions within the sector. Through a qualitative investigation, the study examines the needs, preferences, and views of engineering employees concerning the implementation and use of digital technologies, as well as their effects on various aspects of work, peer communication, job satisfaction, and work–life balance.
1.1. Technology Types and Uses
Thus, although there are several studies that generally address the types of technologies or their use, there is no detailed research that focuses on the specific way in which employees in the field of engineering, for example, use various digital solutions at work. In addition, there was no analysis of perceptions related to the main aspects of digital solutions that can be used by employees to improve their activities at the workplace.
1.2. Employees’ Preferences
Thus, despite these existing studies in the literature, where the focus is on technological efficiency, there are few studies that present the preferences of employees related to the use of digital solutions at work, especially in the field of engineering. Although companies adopt various types of digital solutions, there are not enough studies to present the perspective of employees related to the existence of certain specifications that digital solutions should have for employees to have a higher level of satisfaction or productivity at work.
1.3. Technology Use and Performance
Thus, although there are some studies that emphasize the relationship between the use of technology at work and employee performance, there are few that offer a more complex perspective on how digital solutions can be used by employees at an operational level to improve collaboration and communication, to perform tasks efficiently and improve performance. Greater emphasis on communication and collaboration is still necessary to create a better relationship between performance and the use of technology.
1.4. Technology Use and Well-Being/Job Satisfaction
Thus, when it comes to the use of technology and employee satisfaction or improving their well-being, there are few studies that analyze this aspect and only mention topics such as communication, collaboration, feedback, and recognition or personal development. There are currently few detailed studies related to how technological solutions can optimize the process of feedback or performance recognition at the workplace, especially in companies that practice hybrid work systems. Also, even if there is an increased interest in professional development, there are still a few studies that show how the implementation of digital solutions within companies supports the continuous development of employees.
1.5. Technology Use and Flexibility
Thus, although the use of technologies at the workplace and flexibility in the context of teleworking have become topics of great interest recently, there are still a few studies that analyze the relationship between the two concepts, most of them pointing out the advantages or disadvantages of teleworking carried out at home.
Moreover, even if there is a variety of technologies and applications available on the market, their adoption can vary significantly depending on the objectives that the organization sets, as well as the needs and preferences of employees. However, there is still uncertainty regarding the extent to which digital technologies meet the real needs of employees. Furthermore, it is not clear how these technologies can be used to improve communication, collaboration, flexibility in the workplace, feedback and recognition, and personal and professional development.
Therefore, through this study, the authors aim to fill these gaps, providing a more comprehensive and clearer picture of how technology can be used to improve employee satisfaction, but also the overall performance of service companies. Therefore, the authors aim to identify the perspectives of employees within service firms regarding the use of technology in key areas such as communication, collaboration, workplace flexibility, feedback and recognition, and personal and professional development. Moreover, the authors want to analyze how these perspectives align with the applications and technologies most used on the market in these directions.
1.6. Rationale of the Study
This study delves into the perspectives of engineering employees on the role of digital solutions in enhancing workplace activities and overall job satisfaction. By focusing on their specific needs and preferences, the research sheds light on how digital technologies can facilitate better communication and collaboration within teams, support feedback mechanisms, and promote both personal and professional growth. Additionally, the paper emphasizes the critical yet underexplored aspect of achieving a balance between personal and professional life through workplace flexibility. The insights gained from this study provide practical guidance for engineering companies to implement effective digital solutions, improve employee performance, and foster satisfaction, while also identifying promising avenues for future research.
In addition, the research is based on specialized literature that explores the adoption of digital technologies, especially through the lens of theoretical models such as the Technology Acceptance Model (TAM) and its extensions (TAM 2, TAM 3, and UTAUT). The present study aims to analyze the proposed subthemes (e.g., communication, collaboration, flexibility, feedback, and employee satisfaction) in relation to TAM principles, thus providing an initial understanding of these aspects from a qualitative perspective.
The results of this focus group not only respond to gaps identified in the specialized literature, but also create a solid foundation for future research. Thus, the authors intend to develop further quantitative research based on the TAM and the results of this study to identify the factors that influence the adoption of digital technologies in companies and how they contribute to improving employee satisfaction and performance. The choice to begin with qualitative research allows for a detailed exploration of the topic, providing a deeper understanding of employee perceptions and clarifying the directions that will be detailed in future research.
The research questions that will guide this study are as follows:
Q1—What are the needs and preferences of engineering employees regarding the use of digital solutions in their daily activities?
Q2—How do digital technology solutions influence employee performance and satisfaction at work?
Q3—What role do workplace flexibility and digital technologies play in improving employees’ work–life balance?
Q4—To what extent do employees perceive digital technology solutions as an effective tool for improving collaboration and communication in their teams?
Q5—How does digital feedback influence employee performance?
Q6—How do digital solutions support the personal and professional development of employees?
Thus, this paper is structured in five parts. In the first section, the introduction and study of the literature is presented, which highlights the gaps in the specialized literature. In the second section, the research methodology is presented, which describes the qualitative research carried out, by describing the most relevant aspects of the conducted focus group. The third section includes the analysis of the results of the qualitative focus group research. The fourth section presents discussions related to the results obtained and the last section emphasizes the conclusions of this study.
2. Methods
2.1. Focus Group
2.2. Participants
This research was the focus group type, which aimed to analyze the ways in which digital technology could bring improvements in employee satisfaction. Within this focus group, 6 employees participated, working both in a hybrid and remote regime, within companies providing services in the engineering area.
In selecting the sample of this research, the following criteria were considered:
C1—people to be familiar with the concepts of digitization, digital solutions, job satisfaction.
C2—people to have general knowledge about existing digital solutions within the organizations in which they operate.
C3—people must have experience in their field of activity of at least 5 years.
C4—people to have a background in engineering or to work in the field of engineering.
C5—people willing to participate in this research.
C6—people should be from Bucharest, be available for 1–2 h to meet with the moderator and the other participants in the “focus group”.
Therefore, the authors employed theoretical sampling in this study, selecting participants with pertinent expertise in the areas of digitalization and digital solutions.
2.3. Focus Group Structure
The first secondary objective “Determine the presence of digital tools in companies”. is linked to Section 1—Current use of technology. Here, the main question concerns whether employees use digital tools and solutions in their daily work activities. Therefore, participants were asked how the employees in the department/company currently use digital technology in their work. Aspects related to the existence of certain digital tools/solutions that employees use more often were tracked, as well as their opinion related to the most important directions that digital tools/solutions could improve in their work or that of their colleagues. The adoption of digital tools and solutions is highly valuable for companies as it may lead to improved efficiency by automating tasks, allowing key resources to concentrate on other activities. Also, the collaboration between resources and departments is improved as documents and projects can be shared and accessed by everyone who has the rights, also increasing the security level. All these may enhance the overall experience for employees.
The following secondary objective is to “Establish the main needs and preferences of employees in companies”, related to Section 2—Employee needs and preferences. Here, the question raised is the following: which are the current needs that should be covered for an employee to increase that resource’s productivity? Therefore, this section aimed to identify the main needs or preferences that the focus group participants expressed regarding the use of digital solutions at work. In this sense, aspects related to the functionalities that they consider essential when it comes to a digital solution that could help improve their or their colleagues’ productivity and satisfaction at work were tracked. By knowing the needs and preferences, the company makes informed decisions regarding the adoption of new digital tools and solutions. This can have a positive impact on the employees’ performance as they will feel valued, and their opinions listened to. Their results may improve since they will use solutions that are fitted to their needs and level of knowledge.
The next secondary objective is “Establish if digital tools have a positive impact on communication and collaboration inside companies” and associated with Section 3—Communication and collaboration. The main query here is whether the adoption of digital tools and solutions can improve the communication and collaboration of employees. Therefore, the authors wanted to discover if digital solutions are used in the companies where the participants work to achieve better communication or collaboration between colleagues/teams/departments. Also, the authors wanted to see if the participants in the focus group considered these tools to be effective or if there should be other functions that they should fulfill to ensure even better collaboration and communication. The adoption of these tools and solutions by companies, taking into consideration the needs of their employees, may facilitate the fast exchange of valuable information between employees, departments, and other stakeholders. Teams can be coordinated efficiently, and projects managed in real time, from anywhere, facilitating the accomplishment of common objectives and increasing productivity.
The following secondary objective is to “Determine if digital tools can support flexibility in the workplace”, which is linked to Section 4—Flexibility at work. The main question here resides in knowing if these types of tools may lead to better flexibility for employees. Therefore, we tracked how the digital solutions used by the company can support flexibility in the workplace (such as the possibility to work from home, in a hybrid system, to have flexible working hours), as well as the types of tools/digital solutions that could be used to help employees better manage their schedule and achieve a balance between personal and professional life. The flexibility provided by these tools means access to information at any time, from anywhere, allowing employees to collaborate efficiently with their colleagues without being at the office. This type of flexibility has a beneficial impact on the level of satisfaction and motivation of employees since they are more capable of balancing their personal and professional life, reducing stress, without compromising their quality of work.
The fifth secondary objective is “Establish the use of digital tools in collecting feedback from employees in companies”, associated with Section 5—Feedback and Acknowledgment. In this section, the authors wanted to discover if, in the companies where the participants work, there is a practice of giving or requesting feedback to colleagues/superiors and how this feedback is collected. The possible types of digital solutions/technologies that could be used by the company to collect this feedback more effectively, as well as their role in improving employee motivation, were also tracked. Collecting feedback in a centralized place offers a constant flow of information that can be used to identify and take immediate measures to correct areas where issues are found. Even more, this stimulates engagement, transparency and creates an environment of continuous learning by recognizing the human resources performance and a culture of constant improvement.
Another secondary objective is “Determine the impact of digital tools on personal and professional development of employees in companies”, represented by Section 6—Personal and professional development. In this section, the analysis of how digital technology could contribute to the satisfaction of the most important personal and professional needs of the focus group participants and their colleagues was traced. These tools can help companies by offering access to educational resources and personalized evaluations for employees and allow them to develop new abilities and competences. Digital tools and solutions can monitor progress and create personalized development plans, contributing to increasing the knowledge of employees and their ability to adapt to the ongoing changes in industry.
The last secondary objective is to “Determine the benefits brought by the adoption of digital tools and technologies in companies”. This is found in Section 7—Other observations. Therefore, in this last section, the authors wanted to discover other aspects that the participants in the focus group could have considered important, in terms of identifying the ways in which digital technology could bring improvements in the level of employee satisfaction (apart from current use, needs and preferences, communication and collaboration, workplace flexibility, feedback and recognition, personal and professional development). This may help identify new angles of how these types of tools and solutions may positively contribute to the well-being of an employee. Assuring that the environment is beneficial, the company will have engaged employees, that will bring better results and achievements, reflected in the overall performance of the company and the fulfillment of its short- and long-term goals.
It is important to note that qualitative research does not imply generalization, but a deep understanding of the specific context under study. In this case, the statements apply to employees working in the engineering field or in companies providing services in this field. As for non-field employees, the use of digital technologies may vary depending on the nature of the job, but the study was focused on those employees who are directly involved in activities including digital technology for work efficiency or for remote communication. Thus, similar research that would analyze non-field employees could address these issues from a different perspective, considering the specifics of their activity.
2.4. Data Analysis
Thus, the six specific steps of this method were followed: (1) familiarization with the data—by reading the transcripts and repeatedly listening to the recordings to verify the correctness of the text; (2) generation of initial codes—by identifying relevant elements in the participants’ responses; (3) search for themes—by grouping the codes into broader thematic categories; (4) review of themes—by checking their consistency and clarity; (5) definition and naming of themes—by reaching a consensus between the authors on the interpretation of the data; and (6) writing the final results.
3. Results
This section may be divided by subheadings. It should provide a concise and precise description of the experimental results, their interpretation, as well as the experimental conclusions that can be drawn.
3.1. Current Use of Technology
First, the authors analyzed the perspective of the employees regarding the use of technology through focus group experience. Thus, the first direction of research focused on the current use of technology. In this regard, focus group participants were asked how they and their colleagues use digital technology in their work.
“…All employees in the company use digital technology daily, probably due to the specific nature of the activity carried out within the company…”
(P3)
“…Every day, almost all the work is done using electronic means…”
(P6) [as reported by participants, depending on the specific nature of their roles]
All participants highlighted the fact that digital technologies are used in their professional activity (“Every day, almost all the work is done using electronic means”), regardless of the field or type of work (physical, remote, hybrid). They mentioned that technology is used to ease workload, automate certain activities, or even facilitate faster development of products or services offered by the company (Automation/easing of workload is attempted by any accessible digital method). Also, one of the participants highlighted that digital technologies are mainly used in the remote work system for the communication part, which is essential in any field of activity.
“…Being a telecommunications technology development company, we use a wide range of software to facilitate the rapid development of the company’s internal products as well as those that are offered for sale…”
(P4)
“…. Efforts are made to automate/lighten the workload through any accessible digital method…”
(P1)
“…For international communication and ensuring economic traceability, logic, design, etc…”
(P2)
“…. remote, VPN….”
(P5)
Digital technologies can thus be used both for domestic and international communication, as well as for ensuring the traceability of the activities carried out. Another participant pointed out that sales processes are carried out lately very quickly and efficiently through digital technologies, many of the processes in the company being carried out with the help of digital technologies specific to the activity.
Also related to the use of technology, participants were asked if there are certain digital tools/solutions that they use more often, what kind of solutions they are and how they are used.
“…From simple excel to temporary tables in a database. They are constantly used by all team members…”
(P1)
“…Mail, Git, Office, Microsoft Visual Code. Yes, there are tools used only by me: Figma, Sketch…”
(P3)
“…We all use electronic means of communication (e.g., Microsoft Office suite, Ms. Teams) and, depending on the specifics of the job, other digital solutions: AWS, Java, BI intelligence tools such as Power BI or Tableau, project management tools such as drain…” (as stated by the respondent about their colleagues in the company).
“…The main solutions used by developers are divided into 3 categories: office, development and versioning; Office -> any software that facilitates free discussion (the MSOffice suite being the one used by the company given the attractive price and top-down solution | in short, an application for everyone need, from meetings, e-mail and documents); Development -> IDE (Integrated development environment); complete software solution that helps the programmer to create and debug. I will not go into detail.; Versioning -> GitLab; software solution that allows the indexing of all changes made to a software project…”
(P4)
All participants in the focus group highlighted the fact that Microsoft Office suites are used in all companies and in every role as they are affordable, known to all users, and effective. Excel program was mentioned as one of the most useful and handy software tools used in the company, along with all email programs (Yahoo Mail, Gmail, Outlook, etc.). One of the participants in the focus group highlighted the fact that Microsoft Teams is also widely used in companies, especially since the outbreak of the COVID-19 pandemic. The program helps employees in terms of team communication, but also with other stakeholders. As most of the focus group participants are employed in an IT company or in a position in an IT department, they highlighted the fact that the main solutions used by developers are divided into three categories: office, development, and versioning. If the Microsoft Office package has already been mentioned so far, when it comes to development, we are talking about complete software solutions that help the programmer create and debug (IDE—Integrated development environment). Regarding versioning, participants mentioned software solutions that allow indexing of all changes made to a software project, such as Gitlab. Among the other types of digital solutions mentioned, participants also mentioned: Microsoft Visual Code, Figma, Sketch, ENPS editing program and video editing, AWS, Java, BI intelligence tools such as Power BI or Tableau, and project management tools such as Asana.
The last aspect followed when using technology was related to the most important aspects that digital tools/solutions could improve in the activity of focus group participants or their colleagues.
“…Workload/ avoiding things that are done manually and can be automated…”
(P1)
“…Easier communication and tractability of projects…”
(P2)
“…Improving the time allocated for certain requirements, streamlining the way of working…”
(P3)
“…Reliability, I think it is important that they are easy to access and available. The costs should be bearable for the company and the purchase of user licenses should be easy…”
(P6)
“…good servers with large storage capacity, VPN, functional platforms specific to the activity…”
(P5)
Their answers highlighted two important directions:
Improving productivity and organizational performance, by avoiding things that are carried out manually and can be automated, by improving the time allocated for certain requirements, by streamlining the way of working, but also by lowering the costs recorded by the company in the medium and long term.
Achieving better communication at team and company level, but also through the possibility to access all documents available electronically, important aspects that would make their work easier and make them feel more relaxed within the team.
3.2. Employees’ Needs and Preferences Regarding the Use of Digital Technologies
The next topic addressed in this focus group centered on employees’ needs and preferences regarding the use of digital technologies. In this regard, participants were first asked what the main current needs or preferences related to the use of digital solutions can be identified in their companies.
The participants emphasized that they feel the need to participate in trainings to help them better understand and use more efficiently everything related to digitization or automation, including acquiring basic programming knowledge for understanding these tools.
“…The need for training from several perspectives to learn new things due to digitization/automation…”
(P1)
“…Programming skills and knowledge of operating systems; also, using basic tools…”
(P3)
They pointed out that it would be better for the company’s activity to be carried out around a single piece of software of reduced complexity, so that they do not have to learn several programs, nor to waste time converting data from one program to be able to use them in another program, so that there is a simplification of the way of working.
“…To summarize everything in a single software of reduced complexity…”
(P2)
In addition, they believe that if the company uses too many digital solutions, even if they are very good and perhaps effective for certain tasks, familiarity with basic software solutions makes them return to those less efficient solutions.
“…Another aspect is the familiarity with certain software solutions, there are cases where there are better solutions, but unfortunately, I return to what I know…”
(P4)
Also, one of the participants pointed out a problem he faces, namely that when he uses several software at the same time to process several types of data he needs, the laptop no longer works properly, nor can be used at full capacity.
“…The nature of my work is limited to 3 software suites that are well defined with many years in the market. The problem I am facing is that when I use them at the same time at the maximum capacity of the used laptop and I am now forced to ask for another one with greater resources…”
(P4)
To prevent such blockages, the focus group participant explained that at certain periods of time, depending on the complexity of the activity, he must request from the company the purchase of a new, more performant type of laptop that can meet existing needs. Also related to this discussion, the other participants added that companies should provide them with digital solutions with high access speed, basic functional platforms with restrictions for certain users to standardize the stored data, but also communication and transparency so they can feel comfortable working with them.
“…access speed, basic functional platforms with restrictions for certain users in view of the standardization of stored data…”
(P5)
Asked if there are certain functionalities that they consider essential when it comes to a digital solution that could help improve productivity and personal satisfaction at work, focus group participants emphasized interaction with the application. Thus, the ease of use, the appearance of the interface, the simplicity of the work program and the stability of the software are key aspects that must be considered by the company, so that the employees can use the application as easily as possible, not to encounter errors in its software or not to commit errors due to its inappropriate use.
“…for me, the aesthetics of the application and the user experience are also very important…”
(P3)
“…Availability and ease of use…”
(P6)
“…the reaction speed of an action in a tool or file…”
(P5)
“…The software solution must have the necessary maturity due to the development so that at crucial moments an error does not appear that can cancel hours of work. In personal projects, I will try different new, unique solutions, but when time is critical, I will not base myself on an untested solution…”
(P4)
In addition, one of the participants mentioned the fact that artificial intelligence should be integrated into the digital solutions within the companies, offering translation functionalities assisted by artificial intelligence, to achieve more efficient international communication.
“…International communication with AI assisted translation…”
(P2)
3.3. Communication and Collaboration
The next topic approached in the focus group was communication and collaboration. In this regard, participants were asked if digital solutions are used within the companies in which they operate to achieve better communication or collaboration between colleagues/teams/departments, as well as what these types of solutions are.
All participants emphasized that digital solutions are also used to achieve better communication and team collaboration. In this regard, they mentioned digital tools such as Microsoft Teams, Microsoft Outlook, Google Meet or Zoom, both for communicating with other team members and for communicating with customers. They also mentioned programs such as Agile, Service Now or Jira for developing live plans that can be modified by any department that has access or even the digital HR platform or other personalized communication platforms.
“…Agile/Service Now/Jira for developing live plans that can be modified by any department that has access…”
(P1)
“…Microsoft Teams …”
(P2)
“…we use GIT to version software and create tickets (requirements). For communication we use Google Meet/Zoom/Teams depending on the client…”
(P3)
“…The office suite offered by Microsoft is sufficient and surprisingly stable in the last year. I don’t think that more is needed in my field…”
(P4)
“…improvement of applications…”
(P5)
“…Yes, digital tools are used for Microsoft Teams and Ms. Outlook…”
(P6)
Also related to this aspect, there was the issue of current digital tools and their efficiency, as well as the need for additional functionalities coming from these tools.
“…they are sufficient together with prior communication for the preparation of plans/tasks per department…”
(P1)
“…At the moment I think there are enough tools…”
(P3)
“…Yes, they are effective…”
(P6)
The participants in the focus group emphasized that the digital tools existing within the companies successfully manage to help them in their daily activities, each fulfilling their well-established role. However, one of the participants mentioned that, although there are many popular tools used by companies to organize the team (such as Kanban tool), there are some employees who still prefer to stick to the old techniques of organizing and reporting team activities. This alignment with the latest trends in applications that do much the same thing being considered more a waste of time and a distraction from the core activity of the company.
“…Now, I cannot provide any other details, since the solutions that are currently considered to bring higher productivity led to the situation of devoting more time to discussion than to implementation. There are a lot of software that teach the last bit of organizing the team using modern techniques (kanban, agile, etc..) and that facilitate the automation of the requirements of these techniques. But for my way of being and those with whom I have worked so far, I have noticed that these procedures do more harm than good…”
(P4)
Regarding the need for new functionalities, only one participant mentioned that perhaps it would be useful to integrate translations made by artificial intelligence into the core activities carried out within the company.
“…AI translation…”
(P2)
3.4. Flexibility in the Workplace
After considering communication and collaboration, we discussed flexibility at work. In this regard, participants were asked if they consider that the digital solutions used by the company can support flexibility in the workplace (such as the possibility to work from home, in a hybrid system, to have flexible working hours).
In addition, they were asked to think about what types of digital tools/solutions they think could be used within the company to help employees better manage their schedule and achieve a work–life balance.
They agreed that digital solutions help them work from home or anywhere else, giving them more flexibility at work. The focus group participants mention that switching to a hybrid work system is one of the best decisions companies could make, emphasizing that now, at least for their specific activity, it is no longer necessary to spend the 5 working days per week from the physical office of the company.
“…Of course, they can help improve the employee’s program (the hybrid way in my case) …”
(P1)
“…Yes, the availability of digital communication tools that can also be accessed on the mobile phone allows you some flexibility at work…”
(P6)
“…Yes, the WFH option is crucial. I can never go back to the office 5 out of 5 days. Productivity increases. The software suite offered by Microsoft (or competitors) is sufficient. After the period of pandemonium that generated this transition, the corporations that own these solutions have invested in the infrastructure and as far as I can see, there are no more periods of downtime. At the end of the day, the most important thing an employee can have is to be motivated professionally and monetarily, but also to have a superior who can understand how to extract his qualities …”
(P4)
The availability of digital communication tools that can also be accessed on the mobile phone allows some flexibility at work, the speed of accessing databases or files stored on company servers is not a problem for these tools. By using these digital solutions, employees have agreed that their schedule is more flexible, and they even have time at home to organize their tasks and breaks differently, so that they can handle small aspects of their personal life, even during the program.
“…In our field, work flexibility is easy to achieve, and I think the current digital systems help us enough to be able to do a good job. …”
(P3)
“…the speed of accessing file storage or applications, complete databases…”
(P5)
“…Assistant AI…”
(P2)
Moreover, some of the focus group participants mentioned that these solutions would give them even greater flexibility if they had integrated aspects related to assistance generated by artificial intelligence (personal virtual assistant).
3.5. Feedback and Recognition
The next discussion in the focus group was directed at the feedback and recognition area. Thus, to begin with, participants were asked to think about whether, within the companies where they work, feedback is given or requested from colleagues/superiors.
Among the responses received in this discussion, it is noted that companies request or provide feedback both through 1 on 1 meetings, daily questionnaires sent by e-mail, and by using data collection methods such as the 360 method.
“…Through 1 to 1 sessions or dailies…”
(P1)
“…The collection of feedback is done through a standardized process in the industry called 360…”
(P4)
“…Yes, there is an internal tool for collecting feedback, but it can also be received face to face, directly…”
(P6)
“…Through different data collection platforms and methodologies…”
(P2)
Also, feedback is very important, this being obtained both during the implementation of the solution and at its end, so that in the next project, employees consider past mistakes and improve their activity.
“…Feedback is very important, it is obtained both during the implementation of the solution and at the end of it, so that in the next project we can take into account past mistakes and improve…”
(P3)
“…yes, it is prioritized depending on the case…”
(P5)
When asked about what types of digital solutions/technologies could be used by the company to collect this feedback more effectively, they emphasized that whether it is about collecting online or offline feedback, it is very important that this feedback exists, and, of course, that it is considered. Among the digital solutions they thought of, the focus group participants mentioned the development of special platforms dedicated to collecting feedback, as well as the development and use of analysis matrices with the help of artificial intelligence.
“…A site that will set goals at the beginning of the year and collect feedback from the supervisor and the people you work with at the end of the year for performance improvement and salary increases…”
(P1)
“…AI analysis matrices…”
(P2)
“…I don’t know, we collect the feedback by email…”
(P3)
“…A more transparent system should be thought of. The problem when you eliminate personal responsibility for a review is that ill-intentioned people can create false-positive reviews. I can’t come up with a better suggestion. I personally believe that the interpersonal relationships of the employees must be formed first and then these solutions are introduced…”
(P4)
“…recurring questionnaires specific to the targeted team’s activities…”
(P5)
“…Feedback is encouraged in any form of collection, online or offline, therefore I am not thinking of another digital one…”
(P6)
Participants also pointed out that activities related to collecting and managing feedback could also contribute to motivating employees and increasing their satisfaction at work, especially by providing recognition in case of positive feedback.
“…Yes, based on them salary increases can be established, personal development activities on the side where necessary…”
(P1)
“…Always…”
(P2)
“…Yes…”
(P5)
“…Yes, feedback in any form helps an employee to develop…”
(P6)
However, one of the participants pointed out that there are some people in executive positions who do not care about this recognition, unlike people in management positions, who sometimes end up working to exhaustion to obtain positive feedback, recognition in front of others and maybe even salary bonuses. Thus, if there is no organizational culture that inspires employees with the same sets of values, it may happen that some do not care about this feedback and frustrations between employees intervene over time.
“…No, because no one wants to have the responsibility of giving a negative review, but also no one will want to collect this feedback for the purpose of career advancement. When you set a positive feedback target (which will happen if this system is implemented) unnecessary competitiveness will be created. I believe that in the field of development it is necessary to allow evolution; an example is to lose a developer’s salary for a week and implicitly to increase the development time to force him to learn a process or a concept in the field. I worked in a company that was based on this concept of feedback, which at the end is realized in a substate remuneration. The 5 people at the top worked until exhaustion and others (such as me) did not give two cents on the system, which created a major rift between the employees…”
(P4)
3.6. Personal and Professional Development
The next topic approached during the meeting was related to the personal and professional development of employees. To begin with, they were asked to think about their most important personal and professional needs at that moment.
In addition to wanting more free time for personal activities, to balance personal and professional life, participants emphasized that their needs focus on two directions: interpersonal relationships and the need to keep up with technology.
“…Trainings in various useful applications…”
(P1)
“…Free time…”
(P2)
“…I think that first of all the need to develop professionally, as well as in human relations…”
(P3)
“…On the personal development side, it is important to develop continuously, to keep up with new technologies and to deepen your knowledge at work…”
(P6)
“…meeting deadlines and accuracy in deliverables…”
(P5)
“…Let’s stay constantly informed and not stop studying. Technology advances faster than an individual’s absorption capacity. The idea is to understand the basic concepts and then apply them to new requirements. As personal needs, it is to succeed in being able to have a balance between work and life so as not to reach intellectual exhaustion…”
(P4)
Thus, for the first aspect, they mentioned the need for training or workshops to help them communicate better and perform better in relationships with colleagues, clients, or other stakeholders. For the second aspect, they mentioned the need for training to understand and use various useful applications and technologies.
“…The Internet is full of tutorials from how to change a screw to how to describe the architecture of operating systems. These tutorials are necessary to impose themselves in any field. In Romania, we have a multitude of personalities who have reached positions that they can no longer justify. They no longer have the necessary knowledge to perform that job. Constant reevaluation would be a good thing to consider…”
(P4)
When asked how they think digital technology could contribute to meeting these needs, participants answered that companies can provide them with access to online learning platforms such as: LinkedIn Learning, O’Reilly Learning Platform, Udemy, Pluralsight, but they should also consider allocating time for carrying out these activities, as well as allocating budgets in the event of certifications or accreditations that they could obtain at the end of the courses.
“…These solutions are already implemented in several large corporate companies that offer access to online learning platforms such as: LinkedIn learning, O’Reilly, Udemy, Pluralsight…”
(P6)
“…Through the theoretical explanation accompanied by practical examples according to it…”
(P1)
They also mentioned that the assistance provided by artificial intelligence could have an immediate beneficial impact, helping them understand certain concepts, procedures or working methods faster.
“…Assistant AI…”
(P2)
“…centralized systems, complete databases and new tools…”
(P5)
In the final part of the focus group, participants were invited to add information that they consider important or that had not been addressed so far about how digital technology could bring improvements in employee satisfaction.
From the discussions, one participant emphasized that the Microsoft Office suite should not be missing from any organization. In addition, the other digital solutions that could be adopted by the company to help them must comply with the following criteria:
Be modern
Be easy to understand
Consume relatively few resources
Use free solutions as much as possible
Have tutorials created in the last two calendar years.
“…Today’s technology used in corporations can be summed up in two words: office suite. Satisfaction at work is given by the concept of personal and monetary development. The software solutions that are used must have the following criteria:
They must be modern (if there is no easy-to-find documentation, then it cannot be used)
To be easy to understand (SPSS cannot be used globally due to complexity)
To consume relatively few resources (Not everyone has a high-performance computer)
To use free solutions as much as possible
There must be user tutorials created in the last two calendar years …”
(P4)
“…At the level of satisfaction, I can observe other requirements: the need for socialization, the need for belonging, the need for performance. I don’t think these needs can be met with the help of current software solutions…”
(P4)
Regarding job satisfaction, participants mentioned that digital technology can also help with wellness/mental health and stress management/work–life balance of employees through access to news platforms with tips and tricks for well-being (e.g., Headspace).
“…Digital technology also helps with wellness/mental health and stress management/work–life balance of employees through access to news-type platforms with tips & tricks for well-being (e.g., Headspace) …”
(P6)
“…I believe that software solutions are customized to the needs of the employee and the employer. If you work with data, use Excel, Power Bi. If you work in construction, you use CAD. If you work in games, you use Blender for graphics, etc. But I repeat what I can benefit from the basic requirements of these software numbered above. If any of the respective points are not met, then satisfaction drops drastically…”
(P4)
“…The idea of feedback is interesting, but I don’t trust the polite way of approaching interpersonal realities; it won’t work. If you burn one, he will burn you. Also, we are not Japanese, we do not have a shogun. If you can steal the top one, you steal it. …”
(P4)
In addition, when it comes to employee satisfaction, it is important to satisfy needs such as socialization, belonging, recognition, which do not necessarily have to be satisfied with software solutions, but it would be much easier to manage both by them and by the company. Thus, if companies want to improve the level of employees’ satisfaction, they should also focus on team building, encouraging teamwork or offering bonuses for performance.
5. Conclusions
The current study offers significant contributions by presenting specific results for the engineering area, which indicate the key procedures and know-how of implementing technology in this field, including the most used types of digital solutions, but also important key aspects should be maintained so that employees’ performance can be improved at the workplace. Through this study, we included the perspective of the employees in the engineering area about their preferences and main needs at work that can be satisfied by the digital solutions implemented by the companies. Even more, the main functionalities of these digital solutions are highlighted, which helps employees to improve their activity at the workplace, giving them a sense of satisfaction at the same time.
As was presented throughout this paper, in the specialized literature there are numerous studies that present different aspects related to improving the performance and satisfaction of employees through digital technologies. However, these studies do not comprehensively integrate the employees’ perspective with the concrete data about the digital solutions used in practice. Thus, the results of this paper contribute to the expansion of knowledge in the field, providing relevant information related to how technologies can support essential areas such as communication, collaboration, workplace flexibility, feedback and recognition, as well as personal and professional development. The analysis of the preferences and needs of the employees, as well as the five themes followed, can be the basis of some practical recommendations for organizations in the engineering field.
The results of the study highlight the fact that technology must be included a company. Even the use of basic digital solutions such as the Microsoft Office suite can help employees within companies to be more organized, more productive, and less stressed due to manual tasks. The results also highlight that the digital solutions used by the company should be modern but easy to understand, with tutorials available if necessary, and consume few resources. By using solutions that can help employees communicate and collaborate more easily, managing tasks and projects better, collecting and providing feedback, helping them with personal and professional development, and taking care of their well-being, companies can benefit on many levels. Although studies have shown that digital technology solutions used by companies can contribute not only to improving employee performance, but also to improving employee satisfaction, they highlight the fact that it still takes longer for digitalization to produce significant effects in terms of employee satisfaction.
As for future research directions, the authors can focus on several routes. Firstly, they could carry out empirical studies that include a wider sample of companies from various industries and geographical regions, to validate and generalize the results obtained. Secondly, separate studies can be conducted on emerging technologies (such as artificial intelligence), and how they can be adopted and used to improve employee satisfaction and organizational performance. Thirdly, it would be useful to carry out a comparative analysis regarding the impact of digital solutions used by companies on different generations of employees. Thus, these directions could offer additional relevant perspectives for company management to make the best decisions to maximize the use of digital solutions within companies, with a positive impact on employees as well.
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Andreea Barbu www.mdpi.com
