HOW ROBOTIC PROCESS AUTOMATION HELPS THE BUSINESS AUTOMATED ENVIRONMENT

Thesis Submitted in Partial Fulfillment of the Requirements for the Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

BY

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COLLEGE OF BUSINESS AND FINANCIAL SCIENCES

SAUDI   ELECTRONIC UNIVERSITY

2020

Declaration Certificate

The work entitled, ‘‘HOW ROBOTIC PROCESS AUTOMATION HELPS THE BUSINESS AUTOMATED ENVIRONMENT’’, embodies the results of the original research work carried out by me in the College of Administrative and Financial Sciences, Department of Business Administration Saudi Electronic University. This research work has not been submitted in part or full for the award of any other degree at SEU or any other university.

Date: – ______________________                                                              (Signature)

Place: – ______________________                                            (Full Name of the Candidate)

Acknowledgment (Optional)

The acknowledgment for the thesis is the section where you thank all people, institutions, and companies that helped you complete the project successfully. It is similar to a dedication, except for the fact that it is formal.

Contents

Declaration Certificate. 1

Abstract. 8

Background: 8

CHAPTER 1. 10

INTRODUCTION.. 1

1.1. General Introduction. 1

1.2. Research Questions. 2

1.3. Research Objectives. 2

1.4. Significance of Study. 3

1.4.1. Managerial Relevance. 4

1.4.2. Scientific Relevance. 4

CHAPTER 2. 5

REVIEW OF LITERATURE. 6

2.1. Turning Robotic Process automation into Commercial Success. 6

2.1.1. Pros and Cons of RPA for user organizations. 7

2.1.2. Task Suitability for RPA.. 9

2.2. Robotic Process Automation: Lessons Learned from Case Studies. 12

2.2.1. Business Process Management Systems(BPMSs) vs. RPA.. 13

2.3. Robotic process Automation for Auditing. 16

2.3.1Automation Tools for Audit. 18

2.4. Hypothesis. 21

CHAPTER 3. 22

METHODOLOGY. 23

3.1. Research Approach. 23

3.2. Research Design. 24

3.3. participants/respondents. 24

3.4. Sampling procedure. 25

3.5. Survey design. 25

3.6. Sample plan. 26

3.7. Research Instrument. 26

3.8. Method of analysis. 26

3.9. Limitations. 27

CHAPTER 4. 28

ANALYSIS AND RESULTS. 29

4.1. Descriptive summary statistics analysis on understanding the strategic need for RPA.. 29

4.1.1. Descriptive statistics analysis on the company using RPA or has plans to use it in the future. 30

4.1.2. Descriptive statistics analysis on areas to use RPA in the business. 31

4.1.3. Descriptive statistics analysis on RPA process performance frequency in the company. 32

4.1.4. Descriptive statistics analysis on whether human judgment is required to perform the RPA process  33

4.1.5. Descriptive statistics analysis on whether RPA is a reliable approach. 34

4.1.6. Descriptive statistics on whether RPA requires special skills to handle. 35

4.1.7. Descriptive statistics on annual rate turnover of staff performing the process. 36

4.1.8. Descriptive statistics analysis on the characteristics of RPA.. 37

4.1.9. Descriptive statistics on the need to use RPA by Companies. 38

4.2. Secondary data analysis(familiarity with RPA). 39

4.2.1.descriptive statistics on the top strategic priority of the companies today. 40

4.2.2. Descriptive data summary analysis on the impact of RPA on workforce. 41

4.2.3.Descriptive summary statistics on cognitive automation. 42

4.2.4. Descriptive summary statics on whether RPA implementation met expectations. 43

CHAPTER 5. 44

DISCUSSION AND CONCLUSION.. 45

5.1. Discussion. 45

5.2. Conclusion. 46

5.3. Managerial Relevance. 47

5.4. Scientific Implications. 47

5.5. Limitations and Scope for Future Research. 48

References. 49

Appendices. 54

Abstract

Background:

There has been an undeniable push for more than two decades to automate as many business processes as possible (Team, 2019)While some of us accept and embrace automated technology in our day to day lives there has been a concern on automation of business processes and what5 it means to the business environment. Robotic process automation is capable of increasing productivity in any process by 20-80 percent. Still, success relies heavily on the right implementation strategy. Nowadays, one of the most talked-about topics revolves around Robotics and artificial intelligence and the myriads ways it is going to change our lives. Routine monotonous work in the business world has continued to consume time and resources because of the volume and tediousness in the business world. However, whether the discussion is about robots can improve everyday lives, the more things can be automated, the easier our business and personal lives will be. This study attempts to unravel the real impact of automated technology on the business environment. Automated technology is a new field in the business world that has remained unexplored. This topic is important in the sense that it will set a precedence as a way to go for the business for efficiency and profitability.

Purpose:-

The study seeks to find out a nexus between robotic process automation and the business environment. The researchers want to find out the effect of RPA on customer experience, Human resource, and Data analytics and greater return on investment.overally the research is focused on the use of RPA in the business world if there are gains from it and is the way to go for the business moving forward and in future.

Research Design and Methodology:

The research adopted the experimental research where it attempts to establish the causal relationship between the automated business environment, and the RPA use.questionnaires were administered to different business organization to obtain first-hand information. The research design was chosen because there was a need to establish cause-effect relations in the study. The research used quantitative methods because the survey is best to identify patterns and generalize. How The survey was carried out in one month online. Questionnaires were randomly administered online to diverse business organizations across the globe. The data was collected through online responses to the questions of the randomly selected organizations. Google forms were used to analyze the data collected because of the cost and nature of the data.

Findings:

The findings reveal RPA can reduce staffing costs and human error, perform repetitive tasks while increasing efficiency and productivity in the business world. Data outcomes indicate that RPA has boosted the business environment as it can expedite back-office tasks in procurement, finance, accounting, supply chain management, human resource, and customer service. The business environment, in terms of the above factors, has a strong relationship with RPA.

Practical Implications:

The research findings can be used for practice in the business world as going into the future RPA is the way to go by businesses to execute time-intensive and repetitive business processes each day. The findings are significant for the managers in the corporate world as it helps them decide to adopt RPA to increase productivity and efficiency. There is no option in the competitive business world to adopt the pace of technology by firms for competitive advantage.–

Originality/Value –

The new knowledge provides an opportunity for reference for scholars who are interested in studying automated technology in the business environment. The new knowledge will help business practitioners to decide to improve their productivity and efficiency using automated technology due to the availability of empirical evidence.

Limitations and Future Research Directions:

The main limitations of the research study are a time to reach out to as many organizations as possible to obtain data. The time to collect data was shortened due to the COVID -19 outbreak, which limited the movements. The sample size had to be reduced. The results of the study, the research outcome might have relevant fields of interest as other researchers might want to study the effect of RPA on the specific sector in the business world, for example, customer experience. The findings can be further advanced to widen the effect of RPA on schools and Healthcare in the future by the researchers. 

INTRODUCTION

1.1. General Introduction

For over a century, there has been a growing interest among organizations to automate work tasks. The general business environment has had a vision of advantage of its resources using the technology. There has to be a different way of doing things due to the pace of the technology to remain relevant in the organization and edge the competitors. Sitting back using the old methods of operation is a risky behavior by firms. Firms had to be predictable and constantly observe the moves of its competitor. In the process of thinking about keeping with the pace of technological advancement, innovative technologies have been on the radar of many business organizations. The tough decision has to be made to be ahead of the game by the companies. Human resource managers have gone to the drawing board to chart the way forward on the ever-unresolved issues of repetitive and monotonous work tasks performed by their employees, which consumes time and costly. The managers have tried to provide solutions in the companies to save time and remain competitive in the long run. To serve this purpose, technological advancement and scientific breakthroughs have led to the development of different technologies. The huge strides in the technological field have led to the development of technologies, which include the Robotic process Automation to automate the execution of these work tasks. Robotics process automation entails the automation of work tasks that were performed previously by humans. It is important to underscore a mere fact that RPA entails configuring the software to perform the previous work done by people, for example, data transfer from multiple inputs sources for example spreadsheets and email to the system of records like customer relationships management (CRM) systems and Enterprise Resource Planning(ERP).To make it a point blank, RPA  connotations of vision of physical robots moving around the office performing human tasks is not the case here. The growing need by the companies and organizations have necessitated the innovation of these technologies. Robotic process automation is a game-changer in the business environment where managers seek to automate most of its services, especially which have proved to be repetitive and monotonous and were done previously by humans. RPA technology, based on software, can imitate human users on a computer. RPA over the last few years have started gaining traction and now has a global presence with a multibillion industry. Companies are now of minimizing errors in their service tasks were had previously costed the company. The development of this technology is unimaginable some years back, and now at this age of world economies integrated will automatically make the companies which adopt it to divert energies of human labor to other areas hence the company will remain competitive.

1.2. Research Questions

The research questions for this study are:

• What are the effects of Robotic Process automation on the Business Environment?
• What are the effects of Robotic process automation on Human resources?
• What are the effects of robotic process automation on the customer experience?
• What are the effects of robotic process automation on Data analytics?
• What are the challenges of RPA application in the business environment?
• Does RPA replaces or complements humans in performing tasks?

1.3. Research Objectives

The effect of RPA on the business environment   has been formulated with the following primary objective:

• To determine the effects of the use of RPA in terms of configuring a robot to reason, collect and extract knowledge, recognize patterns, learn and adapt new situations or the environment in different business settings of human resource, customer experience, and data analytics.

The above-mentioned main objective can be divided into following sub-objectives.

1)To determine and critically analyses the effectiveness and flaws of RPA on the business environment in terms of complementing the human skills, replacing the work previously performed by humans, reduction of errors, and handling of large volumes of tasks.

• To determine and identify measures to the enhanced business environment in terms of customer experience, Human resources, and data analytics by using RPA.
• To determine ways in which RPA can be incorporated in the organizational strategy to become part of the organization’s DNA and way of doing things.

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1.4. Significance of the Study

The study will provide a framework under which businesses can begin to think of how they can get information with empirical evidence to support their moves to adopt the RPA in their business process. The information will be vital in forming a basis of discussion on the need to automate works, as the information will be made available for them to make decisions on the future of their enterprises.  The research makes outstanding contributions to the existing literature on the benefits of RPA application on the business world from both an academic and managerial point of view.

1.4.1. Managerial Relevance

The findings of this thesis are of great concern from the managerial point of view as it identifies and analyses the effects of the robotic process automation, which determines the success of the business in terms of efficiency, profitability, competitiveness, and the general wellbeing of the enterprises. RPA plays a critical role in determining the performance of the business. It harbors huge significance with respect to the handling of the back-office tasks as it informs business entrepreneurs to take strategic decisions to implement RPA on the back-office tasks rather than front office jobs based on the knowledge of the benefits outlined in the research.

1.4.2. Scientific Relevance

Robotic process automation is because of scientific breakthroughs, which was necessitated by the need to automate monotonous, repetitive work tasks and to reduce the human error in these tasks. Therefore this field is still new to the business enterprises and therefore still lacks conceptual clarity and consolidated foundations .the field has fragmented literature and has no clear empirical evidence on the knowledge of adoption of this automation by businessness.there is no consensus that RPA is the way to go and some other experts continue to poke holes on the RPA automation. Consequently, the field remains underdeveloped in terms of knowledge and thought. The theories regarding the creation, management, and performance metrics of the automation of tasks are yet to be crafted. The available literature on the Robotic process automation is very scant, and little has been done to establish it is an excellent contribution in a way that develops a coherent picture of critical success factors in the business environment. This study triggers more research in this field to fill such gaps in knowledge.

REVIEW OF LITERATURE

2. In this chapter, we will explore and review all the literature available on the Robotic Process automation as carried out by different researchers. In this section, we will discuss four literature reviews as outlined by different researchers in the previous work. The concept of the research will be advanced at the end of the literature review discussion. Approaches to the concept of your research are explicitly reviewed.

2.1. Turning Robotic Process automation into Commercial Success

Robotic process automation is the technological mimicking of a human worker with the aim of tackling the structured tasks in a cost-efficient and fast manner.(Fung & Slaby,2012)Robotic process automation is implemented using a software robot which imitates human worker using software such as productivity tools or the ERP systems.Whereas robots may sound like a human-like mental image machine like a C-3po from star wars, RPA robotics, in actual sense, denotes the robots that exist only as a software installed on a computer. Therefore based on its operating principle RPA earns the term robot, and so this robot is integrated through IT systems through front-end as opposed to traditional software which operated by communicating with other IT system through the back end. In reality, what this means is that the software robots exactly use IT systems the same way humans would use while repeating the precise rule-based steps and on computer screen reacts to events and not communicating with the Application Programming Interface(API) systems. Asantiani &Penttinen (2016) highlighted a strategy to stay ahead of the in the financial process automation. They noted that a game changer to this realization is the application of robotic process automation. The study presented the challenges faced by the senior management while looking for ways to introduce into the market and provide benefits to the new existing customers. Their arguments put into perspective a way to introduce RPA into the market and provide benefit to the new existing customers but at crossroads on tackling the likely consequences that emanate from the introduction of automation. PA is a cutting edge technology in the automation game of the business process. Nations that adopted early the automation like the UK has recently reported encouraging results of automation of the back-office tasks(Lacity and Willocks,2016).The OpusCapita company saw early the promise of the RPA and piloted it successfully and internally implemented the software robots. The company implemented software robots with a number of clients. In addition, after implementation, the progress went on smoothly, and within weeks, after the robots were deployed, the clients expressed their delight over the use of RPA.Social entrepreneurship in common parlance refers to entrepreneurial activity with an embedded social purpose.

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2.1.1. Pros and Cons of RPA for user organizations

RPA advocates have argued that it is a replacement for outsourcing.They have frequently termed outsourcing as a costly affair, and therefore RPA is handy to solve the issues which have necessitated outsourcing. Typical companies have required outsourcing to perform routine jobs and noncore tasks that require full-time equivalent, for example, bookkeeping,invoice processing, and data entry. Companies have perceived that outsourcing can help to concentrate on the core functions and help to reduce staff costs. Still, it has been noted that outsourcing has faced many challenges, for example, communications problems, the hidden cost of management, and overwhelming complex level agreements. Robotic process automation is the promise to reduce the costs of performing these tasks through the use of software robots that do not require any supervision and salary as they just performed the intended work automatically. RPA also eliminates the miscommunication and problems with the management.Prangel and Wright (2015) mot great variance in the RPA related cost savings.According to them, a typical software costs 0.1 equivalent of the of an in-house full time equivalent to 0.19.As noted previously, robotic process automation mimics human behavior and, therefore, does not require a change of existing IT systems. Thus, robots can fully operate within the user interface. Therefore, IT systems remain unchanged. This advantage is substantial when you compare to automation, which is achieved through back –end integration.which requires a frequent significant redesign of the existing systems.  Asantiani &Penttinen (2016) observed that RPA has potential benefits as compared to offshore outsourcing. They maintained that robotic process automation is capable of solving the problem of backlash, which relates to the sending jobs abroad. In other words, they postulated that it is possible to avoid backlash related to sending jobs abroad by using RPA in the business.Further, the proponents of RPA argue that it is possible to move people employed on routine jobs to more productive jobs. There is a concurrence here to our earlier observation that repetitive and the software robots can carry out monotonous tasks. The people employed with advanced skills can concentrate more on the jobs that are productive to the business. Robotic automation itself, in the long run, can create jobs in consulting, robot management, and sophisticated data analytics. On the other hand, as much as there are immense benefits to the RPA, there are also some downsides. Asantiani &Penttinen (2016) observed that whereas front-integration brings speed and flexibility at which it can be implemented, it is still inferior to the back-end integration, which is developed for the communication of the machine to machine.Therefore it pokes holes on the RPA and depicts it as a representative of the temporary solution, which fills the gap between redesigned processes running on fully automated systems and manual processes based on legacy IT systems. Another notable disadvantage linked to the robotic process automation is that it cannot meet the threshold of the associated with the practice of outsourcing, which ranges from decades of experience and proven record of accomplishment supported with a variety of business cases. Robotic process automation on the hand, while it is promising and is proving as a way to go by the business, is a new field, which remains not fully explored. Therefore, it lacks credentials like the one outsourcing have hence to overcome caution, the RPA potential clients need a persuasive business case. There is a case of skepticism about the effect of RPA on the current employees.Lacity and Willocks (2015) noted that while the reports about the post RPA implementation have been positive and exhibit no significant job losses due to the use of the RPA, there is a possibility that employees may perceive the robots as their competitors for the job. Employees feel threatened that their job security remains in disarray because of the uncertainty of the policies, which the management may tackle; in the future, for example, automating most of the works will make put their jobs in jeopardy.tensions between the employees and the management have been created, and this has a destructive impact on the employee’s morale. It thus calls for any RPA introduction and deployment has to be communicated properly and handled delicately. Today RPA is suitable for the process that is clearly defined and is devoid of subjective human judgment.

2.1.2. Task Suitability for RPA

Asantiani &Penttinen (2016) noted that one should evaluate whether the task is non-routine or routine to assess the suitability of any given task to RPA.One should also check whether the task requires the use of cognitive or manual affordances (see figure 1 below).The nonroutine task with little or no recurring patterns as well as cognitive tasks requiring creative thinking and high variability cannot fit the automation well. The task suitability rule of thumb to automation is to determine whether one can elaborate steps precisely, taking into account all possible outcomes and events along the way.while Artificial intelligence (AI) enabled some non-routine tasks automation, the general principle remains the same.

Figure 2.1.2 Guide to automation potential of the task (adapted from Fray and Osborne (2013))

More factors need to be taken into consideration to determine whether a task is suitable for RPA.To put this argument into perspective, Asantiani &Penttinen (2016) presented generic criteria to help decide if a task is suitable for RPA, as shown in table 1. Other than previously described manual and routine nature of a task, a company with the intention of adopting robotic process automation needs to put into consideration the viability of replacing humans with the software robots for a particular task and the possible long term implications for the decision that will be made. In this case, the issue of opportunity cost comes into play among the company managers. In addition to these, the fact is that the criteria laid down form part of informing the strategic decisions of the RPA providers regarding the marketing and commercialization of technology.

Table 2.1.2

Criteria for Robotic Process Automation (as explained by Fung, 2014), and Slaby 2012)

2.2. Robotic Process Automation: Lessons Learned from the Case Studies

Osman (2019) claimed that there exists a trend nowadays to automate the repetitive tasks to reduce human errors or costs .with the presence of the digital era; it calls for new business process strategies. PA is a way to go as it includes a set of emerging technologies that provide a promise to the automating business process using the software robots that are trained based on human tasks. He, therefore, call upon companies to monitor their own business constantly to identify and optimize a business process that suits the automation. Organizations in their quest to remain competitive in their business have to take advantage of the newly emerging digital tools to support and improve business by increasing agility, efficiency or reduce costs and errors. According to Osman(2019), robotic process automation is viewed as a lightweight IT-enabled innovation, which in other implies that it refers to the internet of things, sensors, and mobile apps.he noted the criteria considered in the process automation which include: limited exception handling, the high volume of transactions, limited human intervention, manual IT processes prone to errors or reworks, frequent access to multiple systems, ease of decomposition into clear It processes, the high volume of transaction and a clear understanding g of the manual jobs. Thus once the tasks have been automated, it will eliminate miscommunication, issues with the management and reduce the costs of performing such tasks. There is also a reduction in the execution time of tasks. Accuracy and productivity will increase, and human errors mitigated. Studies reveal that the implementation of RPA in the business process reduces full-time execution (FTE) costs by 50 %, whereas back-office failure customer calls account for a 50 % decrease. Osman (2019) noted that not all business processes are suitable for automation.However, the most appropriate processes are those having rule-based tasks, and no human judgment is required. When compared to other methodologies like the Business process management( BPM) As described above, the idea of social enterprise is certainly not new as businesses with social, robotic process automation operate at the graphical user interface (GUI) only level as it stimulates human behavior Therefore in case of any change of the process or application demands the reconfiguration of the robot. He further stated that the application of RPA is only on the electronic data, and all data must be supported by the same format for robots to read them and manipulate. This is the reason behind the quality of data as a critical aspect. There is, however, skepticism among the employees whenever there is a change of technology in their daily work. Still, research studies reveal that employees accept the automation of tasks as they are engaged in more cognitive and interesting tasks by their employees.

2.2.1. Business Process Management Systems(BPMSs) vs. RPA

Paul Hermon perceives robotic process automation as a scale down version of Business Process Management Systems(BPMSs and as the BPMS and RPA exhibit similarities as both of them play critical roles in the transformation of the business, there exist some slight differences between the two. Osman (2019) demonstrated with clarity the distinction between the two. PA prime duty is to automate the repetitive tasks while, on the other hand, BPMS focus is to not only automate tasks but also focus on process improvement and decision support. BPMS is considered heavy weigh IT while the RPA is considered lightweight IT; hence, RPA acts as a graphical user interface (GUI) level of an existing application. While BPMS requires skills of programming. That explains the reason why it is faster to implement RPA than BPMS.Google or Amazon platforms may connect heavyweight and lightweight IT. Additionally, from costs implementing RPA is low priced as compared to BPMS.Furthermore, RPA requires fewer resources and time investment as compared to RPA.BPMS a data model and a database to store data while RPA does not store any transactional data. It should be noted therefore that RPAis saw as a complement of BPMSs and not as it rival as existing automating the existing process s requires a structured approach to process analysis which is part of RPA critical aspect

2.2.1.1. RPA Case Studies from the academic environment

Osman (2019) introduced case studies carried out by academia, where enterprises integrate RPA to support operational processes. These domains are insurance telecommunications, outsourcing, and public administration. About the telecommunication processes, he noted the findings of implementation of the RPA and CI within the Telefonica O2, a second mobile telecommunications provider from UK.the study stresses the benefits brought by the integration of RPA and CI techniques. The researchers pointed out that to bring transformation in low-performance back office and to upgrade to high-performance offices, they proposed six levers. These are standardized, centralize, relocate low-cost areas, optimize, and enable technology and automation. Notably, the company has used Blue Prism to automate 35 percent of their transaction. The company used 160 robots to automate 15 fundamental processes. Also, it now performs transactions between 400000 and 500000 monthly. This is a total transformation of the company processes the company used the RPA in the processes of application top a pre-calculated credit and the SIM swap. The study concluded that the implementation of RPA together with other technologies like BPMSis a good idea since it complements each other. On the other hand, RPA is suitable for work that is frequently executed. Moreover, they are based on rules, although it has some risks. For the insurance processes, Osman (2019) presented the case of Xchanging Company, which used RPA to automate 14 core insurance processes, which involved 27 robots and consists of 120000.The adoption of RPA led to the savings of costs of up to an estimated 30 percent per process. Like the Telefonica  O2 Xchanging used Blue Prism software, which focuses on back-office processes and targeted the processes with low complexity and those having a high volume.The study concluded that the Implementation of RPA requires RPA experts and project coordinator. Besides, the adoption of RPA is supported by a business strategy that focuses on digitization and embraces technology and innovation. Concerning outsourcing, the study describes the use of RPA to financial processes and the generation of payment receipt systems. The case highlighted the implementation of the automation in OpusCapita Finnish company in the electronic invoicing. The implementation of productivity improvement and costs reduction. OpusCapita holds a view that a small company with an intense labor routine is more suitable to embracer PA than a large multinational company that has a few tasks for automation.Aguirre and Rodriquez (20150 highlighted the generation of payment receipt by presenting a situation where both front and back-office employees have involved in the implementation of RPA.Both agents of front and back-office are involved in the generation of receipt. The robots replace the back-office employees and where robots generated the payment receipt. For the public administration, PA has changed the entire way how the clerks from public administration perform their duties. The case study identifies three types of RPA: self-learning RPA, programmable RPA, and Cognitive RPA.The case further described the role of RPA in the digitization process from public administration and concluded that after digitization is finished, the RPA is not powerful as it now as it can be used to automate repetitive tasks from other processes.

Table (2.2.1.1): Title of Table (Sample Table)

2.3. Robotic process Automation for Auditing

There is a potential of disrupting the traditional audit model with the advent of the Robotic Process Automation (Moffitt, Rozario &Vasarhelyi, 2018). The RPA has the capability of automating rule-based manual and repetitive tasks. The automation is expected to repurpose the auditor’s role by replacing perfunctory tasks and stressing on skills of high order thinking that will result in enhanced audit quality. The study presupposes the introduction of the RPA concept in future auditing. The advent of industrialization has ushered in the progressive automation of tasks intending to improve product quality and improve economic efficiencies. In 1992, Henry Ford created the production lines, which has mainly been the process of industrial engineering. The artisan processes were formalized into repetitive tasks. Through motion and time studies. These processes changed with the progressive introduction of tools and machinery into complex constructs with repetitive human work. The industrial engineering process, by and large, has not been applied in the audit practice world where template audit plans, practice manuals, and supportive software combine into some process of artisan dominated by ad hoc judgment and anachronistic standards. Recently major several certified public accounting firms (CPA) have incorporated in their thoughts about automation on their processes. The processes should be in line with the automation of tasks, which comprises automation technologies with cognitive and analytics technologies. There is still little research done in the area of RPAthat tends to concentrate on artificial intelligence and –based issue and not direct audit automation as advanced by (Issa, Sun, and Vasarhelyi).The institute of electrical and electronics engineers(IEEE) standards association defines RPA as software robots that automate human work. They are preconfigured software instances that reproduce human work. They execute a combination of activities, processes transactions, and tasks in more unrelated software systems that deliver a service or a result with human exception management. Apart from the business process reengineering, other automation paradigms contained in the business process automation or business process management systems RPA possesses unique characteristics. These include RPA robots through a software presentation layer that conducts the work the same way humans do.emails, analysis, logins, data entry, report building, and other important functions can still be completed. PA robots can be compared to the recorded macros in excel that also automate tasks; the only difference is that the macros of RPA can be recorded to work virtually with server software or any existing desktop. Generally, RPA software includes the interface with the record button. When the record button is activated can generate a robot or script as the user performs the tasks that to be automated. Robots can be configured and trained to open PDF, read emails, enter data into ERP systems, identify salient information, and send emails to specific supervisors when errors and ambiguity are encountered. These actions can be monitored by software robots or in real-time by the user who designed the script.RPA is most appropriate as the processes and tasks keep ion increasing. It also suits a situation where processes are well defined, making it more automableTasks with significant ambiguity are not appropriate for automation as robots currently need precise instructions to perform tasks successfully. The good candidates for automation are tasks associated with accounts receivables, accounts payable, and payroll that are mundane and recurring. Automation should target mature tasks that the costs are known and have more predictable tasks as automating these tasks are also less risky. Professional auditing literature and business process improvement literature suggest that RPA can end up in economies of scale and improved processes when the steps to perform rules. In essence, based tasks are manual and repetitive. On the other hand, RPA is less appropriate for tasks that have uncertain outcomes, require elements of human judgment, or occur infrequently. The organization, which therefore intends to implement the RPA, should look for essay wind and avoid complex and subjective tasks. Business organizations have implemented the RPA widely, ranging from automatic calculation of credit to a customer account to automatic invoice processing. Although business organizations have applied RPA in auditing, the application remains largely unexplored (Lacity et al., 2015).Audit firms have shown interest in the recent past about the use of technology in auditing(KPMG,2016).Therefore it is not a surprise that RPA is an emerging area of interest by audit firms to use technology in auditing. Auditing has repetitive tasks that include internal control testing, detailed testing, and reconciliation that can be automated. When these tasks have been automated, the auditors can now concentrate more on the complex auditing areas by investing more of their resources there, for example, an area like an estimation of fair value investments or investigate areas with possible anomalies, which will lead to higher audit quality.

2.3.1Automation Tools for Audit

Before the advent of RPA automation of audit, tasks were done using a series of tools that might be used in conjunction with one another or independent. In table 2 below describes vendor-provided tools and a variety of open-source that help in the automation of the audit tasks and include RPA.Using Excel in audit tasks to run tests, select samples, and document audit procedures is that excel audit templates need manual editing by user top to enter data, carry out the calculation, and document results. As discussed earlier, the Excel macros can automate repetitive audit work functions as a user can program functions that sequentially execute audit tasks.On a similar note, CaseWare IDEA software for auditing and monitoring has cap[abilities of Programmed audit, which enable the auditor to import a dataset and selects an audit task from the user interface for execution.

Table 2.3.1: A comparison between Automation Tools for Audit Tasks (Moffitt, Rozario &Vasarhelyi, 2018

In the above table, Python and R represent scriptable languages that enable automation in audits, and using them requires a high degree of customization and experienced developers. Compare with Excel or IDEA; the tools are more flexible to automate audit tasks. Additionally, enabling comparable features to IDEA and excel Macros other relevant auditing capabilities include importing and exporting data and web scraping. The scenario above assumes a conjunction use of a variety of tools. However, there is another possibility to use RPA alone to complete all the tasks. It is notable that RPA vendors like UiPath and Blue Prism provide similar automation capabilities like Python, Excel, and IDEA but do not require any programming at the user level Interface.

In conclusion, the most apparent benefit of RPA in auditing is the time reduction within highly repetitive processes. Blue Prism (2017) argues that taking the robot out of humans enables the return to more value-creating work to the auditors. Other apparent benefits of RPA includes perfect audit trails, more reliability, improved security, and enhanced service quality (MCclimans,2016). With the perfect training in the software robots, it can perform error-free tasks, which will lead to improved reports, higher quality data, and fewer downline error-correction functions. Moreover, RPA can leave trustable and reliable records that were achieved in the process. Auditing robots is theoretically simpler than auditing humans because robots must perform within the scope of a prescribed script. It also leads to superior service in the sense that it reduces the amount of time between invoice and application, payment and loan approval, or purchase order and fulfillment.There will be increased satisfaction for both supplier and customer .improved security comes with a reduction in human interaction with b sensitive systems and bringing more processes in –house through replacement of outsourced functions with in-house software robots. As Hindle, Lacity, Willocks &Khan (2018) survey conducted by Capital Partners and Commission by Blue Prism indicated that there is overwhelmingly acknowledgment of the benefits of RPA by the users, Respondents claimed that RPA leads to exceptional Return on Investment (ROI), more excellent service quality, improved compliance, increase process automation, greater business agility and enhanced total business value. RPA, however, faces the challenge of intrinsic implementation risks. About 30-50 % of the RPA projects fail, as noted by Knowledge Capital Partners(Hindle et al.,2018). Other manageable risk areas with implementation include strategy, sourcing, project time estimates, tool selection, operations and execution, maturity, change management, and stakeholder buy-in. Another growing concern about RPA is that software robots will replace human jobs. Robots perform one RPA key performance Indicator (KPI) is the saved labor human hours per month or Full-Time Equivalent (FTE) employees whose work is now. The proponents of RPA, together with vendors, have not wanted to dwell much on addressing the issue of robots replacing the work of humans but are more concerned about solving the mundane and repetitive tasks by allocating it software robots. When these works are allocated, human workers can now perform the tasks that need complex decision making, creativity, and emotional insight. However, white papers have predicted the use of RPA will allow the business to expand without hiring more employees (Chappel, 2017)

2.4. Hypothesis

For achieving the objectives of the study, few hypotheses were presumed. These were formed based on previous and current studies on the topic of the effect of Robotic process automation on the business-automated environment; the hypotheses are described as follows:

Hypothesis -1

H1_a: The use of RPA in terms of configuring a robot to reason, collect and extract knowledge, recognize patterns, learn, and adapt new situations or environments is significantly associated with the success of a business-automated environment.

Hypothesis -2

H2_a: Having a strong implementation of RPA in an enterprise is significantly associated with the success of the business’s automated environment.

THE METHODOLOGY

3. In this chapter, the research process of how RPA helps the business-automated environment is well defined and described sequentially. It starts with research preparation, research approach, the process of the survey, concerning research design, participants/respondents, sampling procedure and survey design, sample plan, research instrument, method of analysis, and the limitations.

3.1. Research Approach

The research approach is a plan and procedure that consists of the steps of broad assumptions to detailed methods of data collection, analysis, and interpretation. The researcher’s choice of a particular research approach is governed by the nature of the research problems he/she wants to solve (Yin 1994; Merriam 1998).  The research approach plan and procedure used in the study consisted of the quantitative methods because the survey is best to identify patterns and generalize the study. The quantitative research approach involves collecting and converting data into numerical form to make it possible for statistical calculations to be carried out and to draw conclusions in the study. The research has two hypotheses that the study seeks to test.these are the questions that are required to be addressed and include the predictions about possible relationships between the variables which need to be investigated. The data was collected using the survey techniques and prepared for statistical analysis. The analysis was carried out using the Google form, and it enables the establishment of the relationship between two variables in the study. The topic of research seeks to establish if there is a cause-effect relationship between the RPA and the automated business environment and therefore underscores the need to use a quantitative method to establish a causal relationship between the two variables.

3.2. Research Design

Research design represents the overall functional plan or blueprint (Babbie & Mouton, 2008) for the research project. Whereas research methodology refers to the standard set of tools, techniques, and approaches used to collect, analyze, and interpreting data by the researcher, the research design is the purposeful way in which such methods are linked together to address the research questions or reach conclusions. In other words, it refers to the structure of inquiry and can be the measurement of the variable (experimental). It is an overall strategy to integrate the different components of the study logically and coherently, thus ensuring the effective address of the research problem. It constitutes the blueprint for the collection, measurement, and analysis of data. The research design is an experimental i.e., measurement of variables to explore the effect of one variable on another. In this case, the experimental aspect of the research is to establish if, indeed, RPA helps to change the automated business environment. The survey employed a research design that involves the collection of data from different business organizations in the Kingdom of Saudi Arabia and other secondary sources. The survey carried out was due to efficiency and easier for generalization.Hypothesis testing was used with a survey to identify the methodologies employed by a business to implement RPA in their work operations and evaluate the measures enterprises put to successfully implement automation of tasks and the effect on their business. This is attributed to the case study, which uses more diverse indicators for describing the subject and representing the theoretical concept. The hypothesis relies on the survey and other investigated cases of Robotic process automation.

3.3. participants/respondents

The participants in a survey are people who are chosen to respond to the questions being researched on in a study. They express their responses either through writing or electronic and sent back the responses to the researcher. The survey participants who responded to the questionnaire were 14 drawn from diverse companies in the Kingdom of Saudi Arabia and across the world. The participants responded to the questions in the survey online. This was a faster method to obtain first-hand information across industries. The respondents were able to respond to all questions outlined in the questionnaire within the shortest time possible.

3.4. Sampling procedure

A total of 14 workers and managers were sampled in various strata to form a reasonable representation of the total automated business environment.

Table 3.4 Total number of workers in the population

Source: Author 2020

3.5. Survey design

Sampling design is a representation of a unit’s total population to be studied since it is not easy and viable to study the whole population. A sample of 14 enterprise senior managers and workers was selected for the purpose of the study investigation. This is attributed to a lack of enough time, resources, and equipment to access all the enterprise workers and managers population in the kingdom of Saudi Arabia and across the world. The stratified sampling design was used where a researcher divided the population into strata and based on business category and random selection.

3.6. Sample plan

A sample plan is a detailed outline of how measurements will be taken in terms of the period to take a measurement, the material to take data, the manner, and the person to take such data. Sampling plans are crafted in a manner that the resulting data will represent a sample of parameters under the question. The study was carried out between February and April year 2020, through electronic mobile phone-based surveys through a questionnaire. The question was sent to the respondents through their emails where they open the survey participated in responding to the questions and sent back. The researcher conducted the survey by administering the electronic questionnaires.

3.7. Research Instrument

Research instruments are tools for measurement, for example, scales or questionnaires, which are designed to obtain data on top interest from research projects. The research used the questionnaires to conduct a survey. The questions which informed the objectives were outlined in which represented an elaborate framework to obtain data from the respondents on the subject.

3.8. Method of analysis

This is the process of evaluating data using the analytical and logical reasoning t5o carefully examine each data component collected or provided. After the data was gathered from the survey and other secondary sources, it was reviewed and analyzed to draw a conclusion and meaningful findings from them. Due to the nature of data, quantitative analysis was performed using the google form to provide some level of understanding.

3.9. Limitations.

The study faced substantial challenges in its endeavor to achieve its target in data collection. The researcher had organized to reach a sizable number of the target population to obtain data. The target population was the different sector business organizations workers and managers. The outbreak of COVID-19 in the country and the world brought many challenges to the study. First, the sample size had to be reduced because movements were limited due to shut down in the country which ruled out face to face interviews as planned. The time for data collection was also shortened due to changes brought by the outbreak to the school calendar. Besides, the panic mode posed by the outbreak made some respondents very reluctant to respond to the electronic questionnaires due to anxiety and uncertainty. It was also costly to obtain data from secondary sources. Lastly, the field of study proved as a new field, which remains unexplored, therefore obtaining data proved a challenge as little research has been done in this field to avail the information.

ANALYSIS AND RESULTS

4. This chapter presents the findings based on the data collected during the study period on how RPA helps the business automated environment. This chapter analyses and interprets the data collected. The chapter discusses the results of the study. It is divided number of sections and sub-sections. The sections consist of the primary data analysis and secondary data analysis. Section 4.1 represents primary data analysis from the survey, while section 4.2 represents secondary data analysis. The analysis was done using google forms to provide the findings.

4.1. Descriptive summary statistics analysis on understanding the strategic need for RPA

Figure 4.1 Response summary as per the survey

From the 14 responses, the data analysis from their responses indicated that from the analysis, 35.5% of the workers admitted being aware of the RPA in their business process. This shows that sizable worker populations have an idea of the use RPA process in the business and hence signifies they either have been introduced to it or have knowledge of from elsewhere. The percentage of the workers who understand the concept of RPA and those who have never heard of it was 28.6 %.These results indicate that the workers have had experience in the use of RPA, and that is why they have a clear understanding of the concept. Conversely, the number of workers who do not understand RPA signifies that the businesses they are in have not embraced the use of the RPA process in their business. The workers who have a deep understanding of the RPA was 7.1%. This figure reveals that the number of workers has been introduced to RPA, or the companies they are working on have adopted the automation works.

4.1.1. Descriptive statistics analysis on the company using RPA or has plans to use it in the future

Figure 4.1.1: Response summary as per the survey

From the pie chart, the data analysis on the company or businesses plans to use RPA in the future revealed that most workers 76.9% are not yet still sure if RPA is the way to go in the future. This means that the company management has not yet highlighted to the human workforce the need to adopt RPA. It can also mean that companies have no idea of the benefits of RPA. The percentage of students supporting the concept of RPA, currently using it and planning to use it, was at 7.7%. This signifies the already established perception of RPA as a game-changer in the automated business environment. It shows that there are good indicators to embrace RPA in the business environment. When RPA is rolled out in, the enterprises it will attract good reception.

4.1.2. Descriptive statistics analysis on areas to use RPA in the business

Figure 4.1.2 Response summary as per the survey

The statistical analysis on the areas that need RPA process application on business indicated that RPA is suitable to be used in the areas mostly on the customer experience, finance, and human resource. This means that these areas of business have repetitive and monotonous tasks that, over time, has led to high costs and inefficiency in the company. Customer experience with 38.5% was the highest figure in which the respondents agreed that it required the RPA process to automate while finance and human resource tasks were at 30.8%. Other areas that were specified to require the RPA were the manufacturing and construction sector, with 23.3%. The Health field and other industries revealed that they are yet to learn of the RPA to automate their work as they registered 7.7%. Further, there are other sectors that have not yet performed. There are also those not aware of the use of RPA on the business processes.

4.1.3. Descriptive statistics analysis on RPA process performance frequency in the company

Figure 4.1.3: Response summary as per the survey

The statistics results showed that 23.1% of the respondents agreed that they are not aware of the RPA frequency performance in the business. This indicates they may not be aware that RPA is used in the business organizations, or they are not keen on the usage of RPA usage since they do not affect them.7.7% agreed that the RPA process is performed daily, weekly and multiple times a day. This signifies that they are aware of RPA and are the business is using it. That is why they reveal the frequent use of the RPA process. Another 7.7 % agreed that they are not aware, not sure yet, do not know of RPA, and not yet performed RPA.In other words, this indicates that if the workers do not have knowledge of RPA, then they cannot be able to tell of RPA performance frequency in the organizations.15.4% revealed that the RPA process is performed monthly, which implies that RPA is applied once a month, depending on the task to be accomplished during that month.

4.1.4. Descriptive statistics analysis on whether human judgment is required to perform the RPA process

Figure 4.1.4: Response summary as per the survey

The summary statistics indicated that most of some steps require the human judgment to performed the RPA process.50 % concur that some steps of software robots’ top perform tasks require human effort. This means that the implementation process of RPA requires human effort to identify the processes that are suitable for the RPA process only since not all the tasks require RPA. A sizable percentage of 42.9% maintained that human judgment is not at all required to perform the RPA process. What this means is that software robots performed the tasks alone once implemented without requiring human judgment.When tasks are automated, they are robots who performed all the works. Further human judgment is not required in all the steps. Still, some Respondents indicated that they are not aware of the RPA.

4.1.5. Descriptive statistics analysis on whether RPA is a reliable approach

Figure 4.1.5: Response summary as per the survey

Summary statistics on RPA reliability revealed that most people agreed that the RPA approach is a reliable method to automate tasks.63% are of the view that RPA, when performed on a business process, produces reliable results. What this means is that when a company adopts RPA, it will be able to automate monotonous and repetitive tasks that are normally performed by humans and is able to release human to perform other complex duties that require human judgment and are detailed. Automation reduces human errors, which are likely to come about when the tasks are tiresome and repetitive.14.3%of respondents indicated that the RPA approach in business is not reliable. This could mean that when RPA is performed, there is a likelihood that the process will not be secure as some essential information may be filtered out in the process risking the wellbeing of the company.7.1% agreed that the approach is has nothing secured, not definitive and do not know if the approach is reliable because they probably lack knowledge of it.

4.1.6. Descriptive statistics on whether RPA requires special skills to handle

Figure 4.1.6: Response summary as per the survey

The descriptive summary statistics on RPA requiring specialized skills to handle it indicated that RPA indeed requires special skills to handle.78.6 % agreed that RPA is not a simple process to perform; rather it requires special training from the vendors to implement. This means that the implementation of RPA in the business requires the special skills to handle the process by the RPA vendors on the business. The vendors arrange with the business the training process to acquire skills for software robot installation and usage. All the information about RPA is availed to the IT team of the company to make it easier for implementation.7.1% of the respondents claimed that they do not know and disagree that they RPA process requires special skills to handle. This means that they do not have knowledge of RPA in the business. Another 7.1% indicated that RPA requires special skills to manage and specifically IT skills. They believed that RPA and IT are closely related, and with IT skills, it is easier to handle RPA comfortably in the aut5omation of business tasks.

4.1.7. Descriptive statistics on annual rate turnover of staff performing the process

Figure 4.1.7: Response summary as per the survey

The annual rate turnover of staff performing the process analysis showed that 35.7% agreed that the annual rate turnover is less than 10%. This means that the number of staff leaving the organization after performing the process is a small percentage; thus, the RPA is a good practice in business processes. It implies that the automation of tasks is receptive among the workers as it frees them up to perform other complex tasks. They do not see this as an avenue to replace them from their work but rather a complementary factor in the overall efficiency, productivity, and success of the business. 28.6% believe that the staff turnover is between 20% to 30% which is still a small figure that can make people leave the business organizations because their work is replaced by software robots.7.1% of the workers believe that the turn over of the staff performing the process is between 30% to 50%.this almost an insignificant value which provides a green light to the RPA use in business. Additionally, 7.1% of the workers still are not sure about the annual staff turnover rate. This is occasioned by the lack of insight about the RPA use in the business.

4.1.8. Descriptive statistics analysis on the characteristics of RPA

Figure 4.1.8: Response summary as per the survey

The analysis of the characteristics of RPA  indicated most people in the workplace aware of RPA use maintained that RPA is user-friendly. 64.3% revealed that software robots for automation of works are user friendly, meaning that the robots can be used to complement human work and not necessarily to replace human tasks.21.4% agreed that RPA does not require coding and not disruptive .this again is a good indicator that RPA is manageable and can be used in automation works without any difficulty. In other words, it is a boost for the organization.57percentage, and 50% respectively, is another view that RPA use provides results that are more efficient in less time and easy to use. This fact again underscores the efficiency and productivity gains to be achieved after the automation of tasks in the business.7.1percentage maintained that they are not aware of RPA use in the business cannot provide its characteristics.

4.1.9. Descriptive statistics on the need to use RPA by Companies

Figure 4.1.9: Response summary as per the survey

This was the most significant part of the summary analysis of the data where the adoption of the RPA by the business exhibited positive indicators. The statistics reported the need to use RPA by the business enterprises reduces the costs as represented by 78.6%. Automation of business tasks using software robots is a game-changer in today business as the costs are reduced in terms of automating repetitive and monotonous tasks leads to free up time to perform valuable works that require skills while at the same time lead to the reducing the errors from these jobs and reducing the time to perform these tasks. At the end of the day, the company is able to reduce cost and remain ahead of the game in a competitive business world.42.9 % agreed that use of RPA by companies reduces routine work and increase the efficiency. Automation of works targets routine repetitive and monotonous works, which have been a headache for the companies for quite some time now. Automating these tasks is the way to solve the problem of routine work. Automation reduces human error and time required to produce results from these tasks hence leading to efficiency in the company.35.7% maintained that the use of RPA leads to profitability in the companies. This is because when automation is done on repetitive jobs, the company can concentrate or put more e3ffort on areas that are profitable and require special skills. The same percentage also holds the view that it ensures no conflicts and fast operations due to automation, which comes with speed.14.3 percentage, believed that the use of RPA increases interoperability. What this means is that it increases interoperations between the departments in the business as the software robots can be linked together.7.1% however, I believe that the use of RPA in business enterprises will lead to increase costs. This may be occasioned by sourcing, implementations, and maintenance cost of the software robots. Another 7.1 percent of the people claimed that they do not know of the need for the use of the RPA in the companies since they lack the insight of the meaning of RPA or rather RPA is a new subject.

4.2. Secondary data analysis(familiarity with RPA)

Figure 4.2 Response summary as per the Deloitte survey

From the data analysis, it apparent businesses hearing about RPA is gaining momentum.Although there was a reduction in percentage to 33 % in 2017 from 42 % in 2016, it shows that most organizations have embarked upon their  RPA journey. Deloitte is projecting that in the next two years, there is an expected increase of 72 %. Interestingly in 2016, the companies admitted that they were not already scaling it at least 50 software robots but in 2017 3% of the companies claimed that they were scaling it at least 50 software robots .this is a positive trend in the digital workforce which is envisaged to go up in the next coming years. In 2017 30% of the companies admitted that they have investigated the opportunity to build a proof of value for RPA implementation to between 1 and 5 robots .this was an upward trend in the implementation of RPA in companies compared to 2016, which stood at 23 %. Additionally, the companies have continued to embrace RPA as from the statistics; it reveals that the companies are either piloting their operation using the robots or are already implementing them in their operation. The percentage of companies not familiar with RPA continues to shrink, as there was an increase in awareness of RPA by 1 percent from 2016. This is a positive trend going forward in the digital workforce.

4.2.1.descriptive statistics on the top strategic priority of the companies today

Figure 4.2.1: Response summary as per the Deloitte survey

From the data analysis, the companies are increasing the level of automation as a top strategic priority. The percentage of the increasing level of automation in the companies dropped by 3 % in 2017. Although automation level dropped still, the companies agree that it among their top priorities. The company’s top priority to develop analytics capabilities increased tremendously by 11 percent from 2016 shows that the companies might need automation top in these areas, as most of the tasks in analytics are repetitive and monotonous. Automation will come to their rescue. Fundamentally, the top strategic priorities of the companies are the focus on continuous improvement, increase the level of automation, and develop analytics capabilities. RPA is critical in all of these priorities, and this underscores the company’s need for a digital workforce to scale up its operations.

4.2.2. Descriptive data summary analysis on the impact of RPA on workforce

Figure 4.2.2: Response summary as per the Deloitte survey

From the analysis summary, it appears that RPA has received good reception among the workforce. In 2017 there was an increase of 4% from 2016 on the employee good reports on higher job satisfaction after the introduction of RPA. This means that employees can identify the advantages of using RPA in the company. It brings efficiency and increases their productivity as it frees them up their time to concentrate on other duties. In addition, it is clear that the companies who have adopted automation have engaged their employees in the design and implementation of RPA, and again interestingly, employees have wanted to be the pioneers in RPA implementation. These are good initial indicators as a way to go by the companies in their journey to the digital workforce. The level of resistance among the employees regarding RPA remains insignificant as the majority embrace the automation of tasks in the company.

4.2.3.Descriptive summary statistics on cognitive automation

Figure 4.2.3 Response summary as per the Deloitte survey

From the analysis, a good percentage of the companies are implementing RPA already. 28% of the companies have implemented or scaling RPAas compared to those who are piloting and not yet implemented RPA, which stood at 7 % and 4%, respectively. This means that the companies have already implemented automation due to its advantages in the digital business environment. Though some companies admit that it was too expensive and time-consuming to implement now, the existing functionality is not what they need .this means at some point; there will need this automation in their business processes. In other words, RPA is their future plan as some works need automation, and if the lack behind in implementing these good practices in a competitive environment, they risk being phased out. A small percentage of companies still are not familiar with automation in business.

4.2.4. Descriptive summary statics on whether RPA implementation met expectations.

Figure 4.2.4: Response summary as per the Deloitte survey

The results of the analysis of the data indicated that RPA in terms of improved compliance meets the expectation. This is because the employees at all levels were engaged in the process; hence everyone was brought on board. The expectation was exceeding terms of improved accuracy and quality; the expectation was met and exceeded. This is due to fact training on the use of software robots was adequately carried out, which made implementation easy to go by. With regard to timeliness and ability to work 24/7, improved productivity, flexibility to scale up or down capacity, and cost reduction, the expectation was met, and other instances exceeded. All these are due to efforts put by the companies to ensure everybody is involved and aware of the process.

CHAPTER 5

DISCUSSION AND CONCLUSION

5. This chapter contains extensive coverage for discussion, interpretation, and validation of the survey results. Further, the chapter delineates the discussions on the part of study limitations and prospectus for future research and leads to a broad conclusion at the end of the chapter.

5.1. Discussion

The study findings reveal that most organizations have embarked on the RPA journey and are expected to increase in the next two years. RPA is a game changer to business leaders as it delivers value for the business. Adopting RPA has significant benefits to the business. Across multiple dimensions, RPA has continued to meet and exceed expectations in cost reduction, improved productivity, improved quality and accuracy, and improved compliance. Organizations are continuing to scale their digital workforce as they are convinced that robotics can deliver other benefits like higher quality and faster turnaround times. As companies continue to scale RPA level to more than 50, software robots, the payback period reports are attractive with an average of 20 percent full-time equivalent (FTE) capacity provided by robots. It has emerged in the study that organizations are alive to a reality on the way the remarkable potential of the large-scale digital workforce can be released to drive competitive advantage. A center of competitive advantage is now on the large-scale digital workforce, which is the use of software robots to perform the tasks. Additionally, cognitive automation and robotic are a significant clear disrupter in the future world of work that needs to gotten and responded to as a part of a wider transition of new ways of working. The study findings have demonstrated a clear the top strategic agenda among the organization is continuous improvement and automation. This is to take advantage of the broader opportunity across the business. Robots could deliver current transactional activities significantly. As noted earlier, robots have provided 20 % expectation of full-time equivalent capacity. This matches the reality of those companies that have already implemented RPA.Those that have scaled RPA appears to have a positive experience and ambitious expectations FTE capacity provided by robots will increase significantly. This will enable the human workforce to be redeployed to more valuable activities in the company, and that requires special skills. The study findings further reveal that RPA has continued to meet expectations on the non-financial benefits such as the timeliness, accuracy, improved compliance, and flexibility. Other benefits include cost reduction in terms of reduction in human errors on the repetitive tasks and speed of delivery of the business process. Employees in the business environment have highlighted that the digital workforce has enabled them to move from performing tedious transactional to high value-adding activities leading to greater job satisfaction. It has also emerged that using RPA on top of the process can harvest data and more information than through traditional methods as it opens up new opportunities like leveraging information like for cognitive and other types of technologies

5.2. Conclusion

As software, robots dominate the most digital workforce; there is an untapped advantage in the digital workforce. Companies have the advantage of gaining through a digital workforce. Automation of non-value activities like transactional tasks and back-office activities enable the businesses to redeploy their workforce to more value-adding activities that require special skills as the digital workforce does the other non –value-adding activities. Businesses will be able to manage a digital workforce in a fluid, fast, and agile way. Organizations, which have implemented the RPA, have realized increased efficiency, productivity, improved customer service, saves time, and minimized human errors. Consequently, RPA helps the automated business environment to achieve its key top priorities, which range from continuous improvement, increased automation, and reduction of costs.When organizations have adopted RPA, it will be able to scale up its production process as there is free up time to perform value-adding activities among the workers; hence the workers will be more satisfied with the roles that require their skills. This shows that RPA complements the Human workforce and do not replace them. For emphasis, for businesses in the digital era, they have little option to adopt RPA if they endeavor to establish a competitive advantage.

5.3. Managerial Relevance

The findings of this study are of great concern to the manager as it has indicated that robotic process automation is a game-changer in the digital business environment. RPA determines the success of the business in terms of efficiency, profitability, competitiveness, and general wellbeing of the enterprise. The study findings provide an opportunity for managers to reflect on the untapped digital workforce required in their organization to perform non-essential tasks that do not require any special skills. It opens an avenue for thinking among the managers to consider RPA as a top key priority in their operation and move with the pace of technology or risks being left behind due to irrelevance. RPA plays a critical role in determining the performance of a company.It harbors huge significance concerning handling back-office tasks and informs the managers to take strategic decisions to implement RPA to perform these tasks.

5.4. Scientific Implications

The advent of robotic process automation is because of the scientific breakthrough of a digital workforce which necessary to deal with the repetitive, monotonous work tasks to reduce human error and time to perform these tasks. This study, however, has scientific implications in the sense that the digital workforce is still a new field.Business enterprises lack conceptual clarity and consolidated foundations; the field has fragmented literature and has no clear empirical evidence on the knowledge of adoption of this new automation by the business.  This study, however, provides empirical evidence on the need to adopt RPA as a top strategic priority by business now and in the future. The study has set precedence scientifically that RPA indeed helps the business environment. The study provides the theories regarding the creation, management, and performance metrics of automation. It also provides literature on RPA to provide its excellent contribution in a way that develops a coherent picture of critical success factors in the business environment.

5.5. Limitations and Scope for Future Research

The main limitation of this study is the reduced sample size.This is because of the challenges to research time to reach out to the many organizations to obtain data with a little time to finish the project. Time for data collection was shortened due to the shutdown in the country caused by the COVID-19 pandemic, which restricted several research activities, and plans. The data obtained in this study also did not provide an opportunity to perform hypothesis testing. This is a methodology constraint, which had little impact on the findings of the study.

For further research, the researcher should conduct hypothesis testing on the hypothesis questions I have formulated. Larger sample size needs to be used to research to obtain information from substantial business enterprises on the research topic.  The future studies, the survey instrument should include more questions that ask the effect of RPA on schools and healthcare or linking to critical issues revealed from the data that were not considered initially in your research.

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Appendices

SAMPLE ANNEXURE