Vpliv digitalizacije na menedžment človeških virov

doktorska disertacija

Tilen Gorenšek (Avtor), Andrej Kohont (Mentor), Samo Uhan (Komentor)

Povzetek

Doktorska disertacija raziskuje vpliv digitalizacije na menedžment človeških virov na podlagi teoretične opredelitve omenjenih dveh procesov ter uporabe E-MČV kot pristopa k izvajanju MČV. Uvodno poglavje tako zaobjema aktualno stanje družbe, upoštevajoč dva osrednja procesa v disertaciji (digitalizacija in MČV) ter argumentira in upravičuje potrebo po znanstveni in akademski obravnavi tematike. V drugem poglavju bralca podrobneje seznanimo s procesom digitalizacije na podlagi osvetlitve dveh različnih konceptualnih pomenov digitalizacije, pri čemer je za namene doktorske disertacije relevantnejši drugi pomen (ang. digitalization), ki se nanaša na sprejemanje, ali povečanje uporabe digitalne tehnologije s strani organizacij. Izhajamo iz predpostavke, da se vpliv digitalizacije na MČV kaže na strateški in operativni ravni, zaradi česar se v poglavju konceptualizacija digitalizacije usmerjamo v prepoznavanje tega dvostopenjskega vpliva na podlagi opredelitve različnih pojavov (npr. paralelni svet, digitalna konvergenca, brezmedijskost, avtomatizacija, digitalna konvergenca), katerih obstoj je neposredni učinek procesa digitalizacije. Omenjene pojave podrobneje predstavimo, pri čemer osvetlimo tudi njihovo relevantnost in vlogo v kontekstu do MČV. Proces digitalizacije prinaša številne priložnosti in tudi izzive, ki so v sklopu drugega poglavja podrobneje predstavljeni. S predstavitvijo trendov na področju digitalizacije pa skušamo dodatno osvetliti relevantnost digitalnih kompetenc, ki so v disertaciji z različnih vidikov obravnave prepoznane kot ključni element vpliva digitalizacije na MČV. V tretjem poglavju osvežimo spomin bralcu glede procesa MČV, ki je v disertaciji opredeljen na podlagi različnih teorij (teorija znanstvenega menedžmenta, teorija medčloveških odnosov, vedenjske teorije in sodobne teorije). S tem želimo doseči razumevanje izbire opredelitve MČV na podlagi Penrosove teorije na virih temelječega podjetja, saj digitalizacija osvetljuje pomen človeških virov v sodobnih organizacijah. Človekove kognitivne sposobnosti postajajo pomembnejše, zaradi česar se spreminja tudi obravnava človeških virov kot strateških virov. Nadalje MČV kontekstualiziramo na podlagi strateškega pomena ter ključnih procesov MČV (načrtovanje, pridobivanje, selekcija, razvoj in usposabljanje, ohranjanje ter ocenjevanje in spremljanje delovne uspešnosti), kar omogoča raziskovanje vpliva na strateški in operativni ravni. Z opredelitvijo vpliva digitalizacije na posamezne procese MČV skušamo osvetliti celostno transformacijo področja ČV, ki jo digitalizacija povzroča in omogoča. Zato v četrtem poglavju predstavimo E-MČV kot pristop k izvajanju MČV ter ga podrobneje osvetlimo na podlagi primerjave različnih pristopov k izvajanju MČV. S tem podamo teoretske opredelitve za razumevanje v četrtem poglavju predstavljenega prilagojenega raziskovalnega modela E-MČV, ki predstavlja temelj raziskave. Prilagojen raziskovalni model E-MČV je sestavljen iz štirih ključnih stebrov (začetna strategija in politika MČV, cilji E-MČV, tipi E-MČV in rezultati E-MČV), pri čemer posebno mesto zasedajo dejavniki iz okolja, kamor uvrščamo tudi pandemijo COVID-19 kot dejavnik, ki določa proces digitalizacije. V osrčju raziskovalnega okvira so notranji akterji organizacij, s katerimi smo v okviru raziskovanja obravnavane tematike izvedli delno strukturirane družboslovne intervjuje. Poleg dodanega dejavnika pandemije prilagodimo teoretsko podlago stebrom raziskovalnega modela z vključevanjem Mintzbergove tipologije organizacij ter konkretizacijo ciljev, tipov in rezultatov E-MČV na podlagi Lepaka in Snella. Kontekstualizacija raziskovalnega modela E-MČV je pripeljala do devetih raziskovalnih vprašanj, ki predstavljajo tudi usmeritvena vprašanja družboslovnih intervjujev in sicer: 1. Zaradi katerih dejavnikov se podjetja odločajo za prehod na E-MČV? 2. Od česa je odvisen način izvajanja E-MČV v podjetju? 3. Kako se zaradi digitalizacije spreminja strateška vloga in položaj MČV v organizaciji? 4. Na kakšen način se organizacije na področju MČV soočajo z negativnimi posledicami digitalizacije? 5. Katere dodatne (nove) pričakovane kompetence strokovnjakov za ČV zahteva proces digitalizacije in uporabe E-MČV? 6. Na kakšne načine se kažejo spremembe v procesu iskanja kadrov zaradi digitalizacije? 7. Po katerih kadrih znotraj oddelka za ČV se s procesom digitalizacije zmanjšujejo potrebe? 8. Kakšen je vpliv digitalizacije na nadomeščanje notranjih strokovnjakov za ČV z zunanjimi izvajalci? 9. Kako digitalizacija vpliva na učinkovitost oddelkov za ČV? Predlagan raziskovalni model E-MČV je bil v okviru raziskave preizkušen na vzorcu 30 notranjih akterjev iz 15 različnih organizacij. Raziskovalna vprašanja predstavljajo tudi ustrezno osnovo eksplorativnemu empiričnemu raziskovanju, ki smo ga izbrali zato, ker gre v primeru digitalizacije za razmeroma nov predmet proučevanja. Raziskovanje obravnavanega področja je bilo razdeljeno v dve fazi. V prvi fazi teoretičnega opredeljevanja smo uporabili metode zbiranja in analize primarnih in sekundarnih podatkov, različne pojave pa smo med seboj primerjali z metodo primerjalne analize. V drugi fazi so bili na podlagi induktivnega pristopa izvedeni delno strukturirani poglobljeni intervjuji. Pridobljene podatke smo analizirali z uporabo tematske analize besedila, ki se je izkazala kot učinkovito orodje, saj omogoča sledljivost ter ponovitev naše raziskave. Pridobljeni podatki so interpretirani v kontekstu raziskovalnih vprašanj in uporabljenega raziskovalnega modela E-MČV ter osvetljujejo vpliv digitalizacije na MČV na strateški in operativni ravni. Prav tako namigujejo na potrebo po nadaljnjem raziskovanju vpliva digitalizacije na ključne procese MČV, ki zaradi svoje kompleksnosti ter edinstvenosti organizacij ne more biti posplošen. Najbolj izrazita omejitev disertacije ter raziskovanja obravnavane tematike je hitrost sprememb, ki otežuje konkretizacijo ugotovitev. V tem kontekstu je zelo pomemben vpliv pandemije COVID-19, ki pospešuje proces digitalizacije in s tem spremembe v organizacijskem okolju. Potrjuje torej relevantnost kategorije dejavnikov iz okolja v raziskovalnem modelu E-MČV v kontekstu sprememb v organizacijskem okolju. Intervjuji so bili izvedeni s predstavniki vodstev organizacij, strokovnjaki za ČV in linijskimi vodji. Analiza podobnosti in razlik med anketiranci kaže, da so respondenti s prisotnimi digitalnimi kompetencami bolj vpleteni v proces digitalizacije na strateški ravni. Strokovnjaki za ČV svojo vlogo vidijo predvsem kot strateško, medtem, ko je največje neskladje med percepcijo te vloge v nestoritvenih sektorjih ekonomije, kjer jo vodstvo organizacij in linijski vodje vidijo predvsem kot operativno. Primerjave med respondenti kažejo tudi relevantnost digitalnega in medgeneracijskega razkoraka, ki sta med seboj sodeč po podatkih respondentov pogojena. Podatki kažejo, da so organizacije z mlajšimi respondenti in mlajšo starostno strukturo zaposlenih agilnejše, odzivnejše, digitalno zrelejše in bolje pripravljene na soočanje z izzivi digitalizacije, ker hitreje, lažje in učinkoviteje sprejemajo (digitalne spremembe). Na podlagi lastne raziskave podamo sintezo ključnih ugotovitev, ki so skladne s teoretskimi ugotovitvami. Na strateški ravni poteka transformacija funkcije ČV v strateškega poslovnega partnerja zaradi spremenjene vloge človeških virov kot ključnih virov organizacij. Z avtomatizacijo delovnih procesov se zmanjšujejo potrebe po kadrih, ki opravljajo ponavljajoča se administrativna opravila. Kadri, ki jih potrebujejo organizacije za poslovanje v digitalni ekonomiji, imajo specifične strokovne kompetence, kar povečuje njihovo dodano vrednost in posledično spreminja odnos organizacije do takšnih zaposlenih in vlogo, ki jo imajo takšni ČV v organizaciji. To v kontekstu aktivnosti oddelkov za ČV v takšnih organizacijah pomeni večje vključevanje v strateško načrtovanje poslovanja organizacij, sodelovanje v procesu sprejemanja odločitev, svetovanje vodstvu podjetja pri sprejemanju kadrovskih odločitev ter sodelovanje v vseh procesih, ki vključujejo človeške vire, vključno s prestrukturiranjem in razvojem ustreznih znanj in kompetenc zaposlenih, tudi s pomočjo podatkovne analitike ČV. Odgovori respondentov kažejo, da se ta transformacija, kadar ni načrtnega omejevanja, odvija organsko. S tem ko postaja organizacija digitalno zrelejša, se spreminja tudi strateška vloga MČV v organizaciji. Transformacija vloge MČV v organizaciji na strateški ravni potrjuje nadaljnjo devolucijo vloge ČV v kontekstu prenosa operativnih aktivnosti na linijske vodje. Vloga in položaj ekip ter projektnega dela v povezavi z digitalizacijo olajšuje in pospešuje prenos operativnih aktivnosti na linijske vodje, v odnosu do katerih so strokovnjaki za ČV v vlogi celostnega servisa storitev, s katerimi lahko linijski vodje uresničujejo cilje, vezane na uspešnost. Za linijske vodje to tudi pomeni potrebo po razvoju dodatnih digitalnih, poslovnih in vodstvenih kompetenc, ki bodo omogočale doseganje te uspešnosti. Oddelki za ČV se zaradi spreminjajoče se strateške vloge v smeri večje relevantnosti ter upada administrativnih oziroma operativnih delovnih aktivnosti zaradi razpoložljivejših kapacitet (več razpoložljivih delovnih ur, večja preglednost nad procesi organizacije zaradi strateške vloge) vzpostavljajo kot gonilna sila (digitalnih) sprememb, saj so pogosto v vlogi tistega, ki vodi ter implementira spremembe. Ker sta ustrezna digitalna kultura ter ustrezno razvite digitalne kompetence sestavna elementa uspešne digitalne transformacije, so v kontekstu razvoja in izobraževanja oddelki za ČV ključna determinanta uspešnosti. Oddelki za ČV v sodelovanju z IT oddelki zato pogosto koordinirajo aktivnosti digitalne transformacije organizacij oziroma vodenja in upravljanja sprememb. Omenjene ugotovitve dodatno osvetljujejo naraščujočo potrebo po digitalnih kompetencah strokovnjakov za ČV, ki so potrebne za učinkovito izvajanje obstoječih ter novih delovnih aktivnosti ter uspešnejše soočanje z izzivi. Z razvojem ustreznih digitalnih kompetenc bodo strokovnjaki za ČV postali tudi skrbniki lastnih IT sistemov, kar povečuje predvsem stroškovno učinkovitost MČV organizacije. Ugotavljamo, da digitalizacija v splošnem povečuje učinkovitost MČV v organizaciji, a le pod predpostavko, da je v organizaciji prisotna ustrezna digitalna kultura ob zadostno razvitih digitalnih kompetencah, ki omogočajo učinkovito ter uspešno uporabo digitalne tehnologije v izvajanju delovnih aktivnosti. Izvirni znanstveni prispevek disertacije na področju MČV predstavlja celostno zbrana teoretska osnova, ki je potrebna za razumevanje obravnavane tematike in na podlagi katere lahko organizacije uspešneje naslavljajo izzive digitalizacije ter učinkoviteje prepoznavajo spremembe v organizacijskem okolju. Konceptualizacija digitalizacije tako predstavlja celosten vidik ugotovitev in razmišljanj predhodnih avtorjev, ki jih z odgovori na zastavljena raziskovalna vprašanja tudi potrjujemo ter dodatno osvetljujemo, s čimer prispevamo k razvoju znanosti. Ugotovitve lastne raziskave na podlagi raziskovalnih vprašanj odpirajo tudi dodatne možnosti za raziskovanje in proučevanje obravnavane tematike v okviru kurikulov na organizacijsko – kadrovskem področju. Izvirni znanstveni prispevek disertacije na področju MČV je prav tako poenotenje terminologije, ki je relevantna in nova na področju digitalizacije kot tudi elektronskega MČV in katere konceptualni pomen se z uporabo jasnih besed in poimenovanj lahko spremeni. S poenotenjem terminologije se odzivamo preventivno, saj se s tem preprečuje nejasno razumevanje digitalizacije in sprememb, ki jih ta proces prinaša. Pomembnost terminologije skozi disertacijo dodatno osvetljujemo na podlagi pomena natančnosti, ki je ena izmed značilnosti digitalizacije ter odgovorov na raziskovalna vprašanja, v okviru katerih smo relevantnost ustrezne terminologije tudi preizkusili. Uspešno in učinkovito izkoriščanje potencialov in priložnosti digitalizacije namreč temelji na natančnosti, zato je vsakršen nepredviden odmik, kakor je napačno razumevanje, lahko vzrok za odstopanje od ciljev v povezavi z digitalizacijo. Nadalje s prilagoditvijo raziskovalnega modela E-MČV ponujamo možnost za nadaljnjo uporabo tega modela pri proučevanju področja MČV. Prilagojeni raziskovalni model E-MČV pa lahko uporabljajo tudi organizacije v procesu samoevalvacije digitalne zrelosti. Hkrati preizkusimo in potrdimo smiselnost ter relevantnost izvajanja fokusnih skupin znotraj organizacij z namenom proučevanja procesa digitalne transformacije. Prilagojeni raziskovalni model E-MČV je izvirni znanstveni prispevek, saj s svojo širino zajema vse poznane trende, ki vključujejo procesa digitalizacije in MČV, s čimer je odporen proti nenadnim spremembam v organizacijskem okolju, kakor je npr. pandemija COVID-19.

Ključne besede

disrupcija;menedžment človeških virov;elektronski menedžment človeških virov;strateški poslovni partner;

Podatki

Jezik:	Slovenski jezik
Leto izida:	2022
Tipologija:	2.08 - Doktorska disertacija
Organizacija:	UL FDV - Fakulteta za družbene vede
Založnik:	[T. Gorenšek]
UDK:	005.95/.96:004(043.2)
COBISS:	93575171
Št. ogledov:	370
Št. prenosov:	155
Ocena:	0 (0 glasov)
Metapodatki:

Ostali podatki

Sekundarni jezik:	Angleški jezik
Sekundarni naslov:	The influence of digitalization on human resource management
Sekundarni povzetek:	The doctoral dissertation investigates the impact of digitalization on human resource management on the basis of theoretical definitions of the mentioned two processes and the use of E-HRM as an approach to implement HRM. The introductory chapter thus covers the current state of society, takes into account the two central processes in the dissertation (digitalization and HRM) and argues and justifies the need for scientific and academic discussions on the topic. In the second chapter, the reader is introduced to more details about the process of digitalization based on the illumination of two different conceptual meanings of digitalization, with other meanings (digitalization) which is related to the acceptance or integration of digital technologies by the organization, being more important for the purpose of this doctoral dissertation. We start from the assumption that the impact of digitalization on HRM is manifested at the strategic and operational level, which is why in the chapter conceptualization of digitalization we focus on identifying this two-stage impact based on the definition of various phenomena (eg. parallel world, digital convergence, mediumlessness, automation, digital convergence) the existence of which is a direct effect of the digitalization process. We present these phenomena in more detail, highlighting their relevance and role in the context of the HRM. The digitalization process brings many opportunities as well as challenges, which are presented in more detail in the second chapter. By presenting trends in the field of digitalization, we try to shed additional light on the relevance of digital competencies, which are recognized in the dissertation from various aspects of treatment as a key element of the impact of digitalization on the HRM. In the third chapter, we refresh the reader's memory of the HRM process, which is defined in the dissertation on the basis of various theories (theory of scientific management, theory of human relations, behavioral theory and modern theory). In this way, we want to gain an understanding of the choice of definition of HRM based on Penrose’s theory of a resource-based enterprise, as digitalization illuminates the importance of human resources in modern organizations. Namely, human cognitive abilities are becoming more important, which is why the treatment of human resources as strategic resources is also gaining ground. Furthermore, HRM is contextualized on the basis of strategic importance and key HRM processes (planning, acquisition, selection, development and training, maintenance and evaluation and monitoring of work performance), which enables research of impact at the strategic and operational level. By defining the impact of digitalization on individual processes of E-HRM, we try to shed light on the overall transformation of the field of HRM that digitalization causes and enables. Therefore, in the fourth chapter, we present E-HRM as an approach to the implementation of HRM and illuminate it in more detail on the basis of a comparison of different approaches to the implementation of HRM. This provides theoretical definitions for understanding the adapted research model of E-HRM presented in the fourth chapter, which represents the foundation of the research. The adapted E-HRM research model consists of four key pillars (initial HRM strategy and policy, E-HRM objectives, E-HRM types and E-HRM results), with a special place occupied by environmental factors, including the COVID-19 pandemic which as a factor is determining the digitalization process. At the heart of the research framework are the internal actors of the organizations with which we conducted partially structured social science interviews as part of the research of the discussed topic. In addition to the added factor of the pandemic, we adapt the theoretical basis to the pillars of the research model by including Mintzberg's typology of organizations and concretizing the goals, types and results of E-HRM based on Lepak and Snell. The contextualization of the E-HRM research model has led to nine research questions that also represent guiding questions of social science interviews and are as follows: 1. What factors make companies decide to switch to E-HRM? 2. What does the method of implementing E-HRM in the company depend on? 3. How does the strategic role and position of HRM in an organization change because of digitalization? 4. How do organizations in the area of HRM deal with the negative consequences of digitalization? 5. What additional (new) expected competencies of HR professionals are required by the process of digitization and use of E-HRM? 6. In what ways are changes in the recruitment process due to digitalization reflected? 7. For which staff within the HR department does the digitalization process reduce the needs? 8. What is the impact of digitalization on the replacement of internal HR professionals with external contractors? 9. How does digitalization affect the efficiency of HR departments? The proposed research model E-HRM was tested in a sample of 30 internal actors from 15 different organizations. Research questions also represent an appropriate basis for exploratory empirical research, which we chose because digitalization is a relatively new subject of study. The research in this area was divided into two phases. In the first phase of theoretical definition, we used methods of collecting and analyzing primary and secondary data, and we compared different phenomena with the method of comparative analysis. In the second phase, partially structured in-depth interviews were conducted based on an inductive approach. The obtained data were analyzed using thematic analysis of the text, which proved to be an effective tool, as it allows traceability and repetition of our research. The obtained data are interpreted in the context of research questions and the used research model of E-HRM and shed light on the impact of digitalization on HRM at the strategic and operational level. They also hint at the need for further research into the impact of digitalisation on key HRM processes, which due to its complexity and the uniqueness of organizations cannot be generalized. The most pronounced limitation of the dissertation and research of the discussed topic is the speed of changes, which makes it difficult to concretize the findings. In this context, the impact of the COVID-19 pandemic is very important, accelerating the process of digitalization and thus changes in the organizational environment. It therefore confirms the relevance of the category of environmental factors in the E-HRM research model in the context of changes in the organizational environment. Interviews were conducted with representatives of organization leaders, HR experts, and line managers. The analysis of similarities and differences between respondents shows that respondents with present digital competencies are more involved in the digitalization process at the strategic level. HR experts see their role primarily as strategic, while the biggest discrepancy between the perception of this role is in the non-service sectors of the economy, where the management of organizations and line managers see it primarily as operational. Comparisons between respondents also show the relevance of the digital and intergenerational gap, which, according to the respondents, are conditioned by each other. The data show that organizations with younger respondents and younger age structure of employees are more agile, responsive, digitally more mature and better prepared to face the challenges of digitalization, because they accept (digital changes) faster, easier and more effectively. Based on our own research, we provide a synthesis of key findings that are consistent with the theoretical findings. At the strategic level, the transformation of the HR function into a strategic business partner is taking place due to the changed role of human resources as key resources of organizations. By automating work processes, the need for staff performing repetitive administrative tasks is reduced. The staff needed by organizations to do business in the digital economy have specific professional competencies, which increases their added value and consequently changes the attitude of the organization towards such employees and the role that such human resources play in the organization. In the context of the activities of HR departments in such organizations, this means greater involvement in the strategic planning of organizations, participation in the decision-making process, advising company management in personnel decisions and participation in all processes involving human resources, including the restructuring and development of relevant skills and competences of employees, also with the help of HR data analytics. Respondents' responses indicate that this transformation, in the absence of a planned constraint, takes place organically. As the organization becomes digitally more mature, so does the strategic role of the HRM in the organization. The transformation of the role of HRM in the organization at the strategic level confirms the further devolution of the role of HR in the context of the transfer of operational activities to line managers. The role and position of teams and project work in connection with digitalisation facilitates and accelerates the transfer of operational activities to line managers, in relation to which HR experts are in the role of integrated service services, with which line managers can achieve performance goals. For line managers, this also means the need to develop additional digital, business and management competencies that will enable this success to be achieved. Due to the changing strategic role in the direction of greater relevance and the decline of administrative or operational work activities due to more available capacities (more available working hours, greater transparency over the organization's processes due to the strategic role) are established as a driving force of (digital) changes, as they are often in the role of leading and implementing changes. As appropriate digital culture and properly developed digital competencies are integral elements of successful digital transformation, in the context of development and education, HR departments are a key determinant of success. HR departments in cooperation with IT departments therefore often coordinate the activities of digital transformation of organizations or leadership and change management. These findings further highlight the growing need for digital competencies of HR professionals, which are necessary for the effective implementation of existing and new work activities and more successful coping with challenges. With the development of appropriate digital competencies, HR experts will also become administrators of their own IT systems, which mainly increases the cost efficiency of the HRM. We find that digitalization generally increases the efficiency of HRM in the organization, but only under the assumption that the organization has an appropriate digital culture with sufficiently developed digital competencies that enable efficient and successful use of digital technology in the implementation of work activities. The original scientific contribution of the dissertation in the field of HRM is a comprehensively collected theoretical basis, which is necessary for understanding the topic and on the basis of which organizations can more successfully address the challenges of digitalization and more effectively identify changes in the organizational environment. The conceptualization of digitalization thus represents a holistic aspect of the findings and thoughts of previous authors, which we also confirm and shed additional light on by answering the research questions, thus contributing to the development of science. The findings of our own research on the basis of research questions also open up additional possibilities for research and study of the discussed topic within the curricula in the field of organizational and personnel. The original scientific contribution of the dissertation in the field of HRM is also the unification of terminology that is relevant and new in the field of digitalization, as well as electronic HRM and whose conceptual meaning can be changed by using exact words and meanings. By unifying the terminology, we react preventively, as this prevents a non-exact understanding of digitalization and the changes that this process brings. Throughout the dissertation, the importance of terminology is additionally highlighted on the basis of the importance of accuracy, which is one of the characteristics of digitalization, and the answers to research questions, within which we tested the relevance of relevant terminology. The successful and efficient exploitation of the potentials and opportunities of digitalization is based on exactness, so any unforeseen deviation, such as misunderstanding, can be a reason for deviating from the goals related to digitalization. Furthermore, by adapting the E-HRM research model, we offer the possibility to further use this model in the study of the HRM field. The adapted research model of E-HRM can also be used by organizations in the process of self-evaluation of digital maturity. At the same time, we test and confirm the reasonableness and relevance of the implementation of focus groups within organizations in order to study the process of digital transformation. The adapted research model of E-HRM is an original scientific contribution, as its width covers all known trends, including the process of digitalization and HRM, thus making it resistant to sudden changes in the organizational environment, such as COVID-19 pandemic.
Sekundarne ključne besede:	disruption;human resource management;electronic human resource management;strategic business partner;Sociologija organizacije;Upravljanje s človeškimi viri;Digitalizacija;Univerzitetna in visokošolska dela;
Vrsta dela (COBISS):	Doktorsko delo/naloga
Študijski program:	0
Komentar na gradivo:	Univ. v Ljubljani, Fak. za družbene vede
Strani:	313 str.
ID:	14259064