scholarly journals Perancangan Model Hirarki Keputusan dan Sistem Basis Data pada Sistem Informasi Sumber Daya Manusia Sub-Sistem Rekrutmen dengan Metode Berjenjang

2013 ◽  
Vol 4 (1) ◽  
pp. 240
Author(s):  
Eka Miranda ◽  
Julisar Julisar
Keyword(s):  
Decision Making ◽  
Human Resources ◽  
Human Resource ◽  
Success Factors ◽  
Process Efficiency ◽  
Resource Information ◽  
Critical Success ◽  
Hierarchical Decision ◽  
Decision Making System ◽  
Two Phases

Management of employees as a resource is essential to enhance the effectiveness of employee’s performance, and the process efficiency of for organizations or companies. Possible problems related to the management of human resources need to be diagnosed which one to be solved as a priority. The problem is how to design the decision making model to help the Human Resource Department in determining the criteria for recruitment which can be used to take decisions on recruitment of human resources. This research aims to design a model of decision making systems and databases to support accuracy of decision making in human resource information system to create high loyalty and productivity so that the productivity of the company can be further improved. The research is divided into two phases: collection as well as analysis of data and design model. Specifically target to be achieved in this research are to identify the critical success factors of the model of decision making system for recruitment and develop models of decision-making system. The results obtained from this research are hierarchical decision models using analytical hierarchy process and its database design for the recruitment sub-system of human resource.

scholarly journals Define the Process of Human Resource Integration in Cross-Border Acquisitions: Evidence from Chinese Oversea Acquisitions

2021 ◽  
Author(s):  
Wenjia Chang-Howe
Keyword(s):  
Human Resources ◽  
Mergers And Acquisitions ◽  
Human Resource ◽  
Critical Incident ◽  
Success Factors ◽  
Integrated Approach ◽  
Point Of View ◽  
Integration Process ◽  
Dominant Position ◽  
Critical Success

This research focuses on integration during and after mergers and acquisitions where one firm (Chinese) has a dominant position in comparison with another (Western firm). Using the critical incident approach, 30 interviews were conducted with representatives of 13 firms that have undergone Chinese-Western mergers and acquisitions (M&As) during the period from 2005 to 2019. This study aims to analyse the HR integration process in pre-and post-acquisition to determine the critical success factors, and present a framework that determines the success or failure factors and the actions required. The findings have important implications for an organisation post-acquisition phenomenon from a human resource point of view. As a result, it presents an overview of this critical post-HR integration phenomenon and posits that using an integrated approach from the human resources perspective is essential to ultimately enhance the acquisition integration success rate.

scholarly journals Expanding The Competitive Profile Matrix: Introducing The Production/Operations Management, Marketing, Human Resource Management, Finance/Accounting, Research And Development, And Information Systems Competitive Profile Matrices

1970 ◽  
Vol 36 (1) ◽  
pp. 59-69
Author(s):  
Charles Capps ◽  
Christopher Cassidy ◽  
Renee Gravois ◽  
Janis Warner
Keyword(s):  
Decision Making ◽  
Resource Management ◽  
Research And Development ◽  
Human Resource Management ◽  
Human Resource ◽  
Operations Management ◽  
Success Factors ◽  
Strategic Decision ◽  
Critical Success ◽  
Factor Evaluation

Capps and Glissmeyer (2012) proposed an extension to the Internal FactorEvaluation and External Factor Evaluation matrices that included an InternalCompetitive Profile Matrix and an External Competitive Profile Matrix, which usea forced ranking that provides greater understanding of the internal and externalcategories to which an organization must attend. Cassidy, Glissmeyer, and Capps(2013) mapped an Internal-External (I-E) Matrix using traditional and extendedtechniques to enable a greater comparative understanding of the relative strengths,weaknesses, opportunities, and threats of respective companies in an analogousCompany Comparison Internal-External Matrix using horizontal analysis. Thismatrix approach to strategic analysis and decision-making is presented in FredDavid’s Strategic Management, 16th edition (2016). A traditional Competitive ProfileMatrix (CPM) is a corporate-level analytic tool that uses critical success factors. Thispaper offers a conceptual expansion of the CPM to include a Production/OperationsManagement CPM, Marketing CPM, Human Resource Management CPM, Finance/Accounting CPM, Research and Development CPM, and an Information SystemsCPM to provide additional strategic decision-making analytical tools. If analyticalthoroughness is a major goal, then expanding the CPM into the six functionalbusiness areas should provide further depth of analysis and more in-depth insight. 

Applied Mathematical Model for Business Transformation Projects

2020 ◽  
pp. 269-308
Author(s):  
Antoine Trad
Keyword(s):  
Mathematical Model ◽  
Decision Making ◽  
Success Factors ◽  
Enterprise Architecture ◽  
Holistic Approach ◽  
Implementation Phase ◽  
Business Transformation ◽  
Critical Success ◽  
Decision Making System ◽  
Specific Implementation

In this chapter, the authors present an applied holistic mathematical model for business transformation (AHMM)-specific implementation for supporting an intelligent strategic decision making system (iSDMS) that is based on the management and evaluation of critical success factors (CSF). The AHMM-based iSDMS is based on a unique mixed research method that is supported by a mainly the author's qualitative research module, where the main goal is to insure long-term strategic business competitive advantage. An adapted AHMM for iSDMSs uses a natural programming language (NLP) environment and CSFs to model iSDMS. The iSDMS is based on a central reasoning engine and a distributed enterprise architecture project's (EAP) paradigm. This chapter's experiment is based on a proof of concept (PoC), which presents a concrete transformation decision making case, where the central point is the transformation of an information system. Such an iSDMS is managed by an iSDMS transformation manager(s) (iSDMSTM); it uses a methodology and a framework that can support and estimate the risks of implementation of an iSDMS and then uses it to solve problems. The iSDMSTM is responsible for the implementation of the complex iSDMSs, where during its implementation phase, the chosen transformation framework supports the iSDMSTM in a just-in-time manner. The “I” or “i” prefix does not stand just for the vulgare urban and siloed business and technical environments but for a distributed and holistic approach to transform complex business and technical systems.

The use of human resource information systems in two retail organisations in the Western Cape, South Africa

2017 ◽  
Vol 1 (2) ◽  
Author(s):  
Emmanuel Udekwe ◽  
Andre C. De la Harpe
Keyword(s):  
South Africa ◽  
Information Systems ◽  
Human Resources ◽  
Human Resource ◽  
The Body ◽  
Retail Industry ◽  
Successful Implementation ◽  
Western Cape ◽  
Report Generation ◽  
Resource Information

Orientation: The retail industry is the largest contributor to employment and the gross domestic product (GDP) in the Western Cape, South Africa. The management of human resources in this very competitive industry is a high priority for all retailers. The successful implementation, maintenance and use of human resource information systems (HRISs) are an integral part of many retailers.Research purpose: Human resource information systems are difficult to implement and maintain, and as a result, organisations cannot effectively utilise these systems to their benefit. The purpose of this paper is to explore the factors affecting the implementation, maintenance and use of HRISs in two retail organisations in the Western Cape.Motivation of study: Many retailers find it difficult to apply and utilise HRISs to their benefit and to the systems’ full potential. This study explores the challenges retailers are facing when implementing, maintaining and using HRISs.Research design, approach and method: Multiple case studies were used to conduct the research. Data were collected through a semi-structured questionnaire using interviews. Twenty-one interviews were conducted in the two retail companies to gain an understanding of the use of HRISs within these organisations. The data were analysed using a thematic method of analysis. The units of analysis were the Human Resources and the Information Technology departments of both companies. The units of observation were (21) purposively selected employees in the two mentioned departments of both retail organisations.Main findings: This research shows an under-utilisation of the HRIS in both companies as a result of poor data quality, lack of adequate training and the high cost of implementing and maintaining the system. There is a gap in terms of data analytics and report generation. This gap leads to the under-utilisation of the HRISs preventing the retailers to optimise the benefits of the HRIS.Practical and managerial implications: For organisations to reap benefits from HRISs, a change management strategy and a rigorous training programme are needed that will focus on the implemented maintenance and improved usage of these systems.Contribution: The contribution of the study includes proposed guidelines for the effective and efficient use of HRISs. The study further contributes to the body of knowledge in shedding light on the implementation, maintenance and use of HRISs in the retail industry in the Western Cape, South Africa.

scholarly journals Study on Human Resource Management in Agriculture

2002 ◽  
pp. 171-181
Author(s):  
Márta Zalainé Piros
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practice ◽  
Point Of View ◽  
Career Support ◽  
Resource Information ◽  
Top Managers ◽  
The Future

The human factor has been reassessed with regard to strategic initiatives towards obtaining and preserving competitive advantage. Knowledge, experience and special skills are a specific form of capital, forming part of the organisations’ assets and serving as an organisational strategic resource. Their development and use require major investments, both on the part of the individual and the organisation. In a Europe undergoing integration, the quality of human resources enjoy priority among our really important values and specific features. The opportunities of the near future can be utilised, and agricultural economic organizations can survive and increase their organizational effectiveness, if they possess a basis of human capital which is able to make a shift in perspective and behaviour which is of primary importance from the point of view of incorporating market mechanisms and implementing them in practice. My investigations were focused on the current position of human resource management in a comprehensive manner; further, on the approach of top managers regarding the future. Analysing the business and other indicators of the companies studied, I have set the objective to describe the differences and special features of the human resource management practice of companies, which are different in size, operational form, and from the perspective of success or failure.Human resource management is directed to attracting, retaining, motivating and utilising labour. A given work process can be successful or unsuccessful – given the same conditions – depending on who performs it. Therefore, human resource management related tasks require special attention when enterprises are planned, established and operated. On analysing the responsibilities of human resource management, I have found that the functions and responsibilities of human resource have low or medium importance in the operation of economic organisations today. Regarding the future, top managers have expressed higher expectations of human resource management responsibilities in all areas and they consider individual functions to be more important. The establishment and operation of a human resource information system has been presented as the most important need for change. Correlation analyses have proved that the higher the sales revenues of a company, the higher the development of human resources is regarded by its manager, and the same holds for training, career support and a proper establishment and continuous evaluation of job profiles.

Recognizing the Significance of Human Resource Through Human Resource Information Systems in the Construction Sector

2021 ◽  
pp. 233-249
Keyword(s):  
Information Technology ◽  
Information Systems ◽  
Human Resources ◽  
Human Resource ◽  
Relevant Information ◽  
Industrial Sector ◽  
Construction Sector ◽  
Human Relations ◽  
Resource Information ◽  
Optimum Utilization

The value of human resources in every commercial and industrial sector cannot be over-emphasized. Even in the age of automation, management of human resources has never been more significant or relevant. Information technology can help in management of human resources such that companies can make optimum utilization of skills and experience while keeping costs low. In this chapter, the authors touch upon the various aspects of human resource information systems and the usefulness of such in managing human relations across all levels of employment.

Quality and Human Resources, Two JIT Critical Success Factors

2021 ◽  
pp. 267-287
Author(s):  
Jorge Luis García-Alcaraz ◽  
José Luis Rodríguez-Álvarez ◽  
Jesús Alfonso Gil-López ◽  
Mara Luzia Matavelli de Araujo ◽  
Roberto Díaz-Reza
Keyword(s):  
Human Resources ◽  
Critical Success Factors ◽  
Success Factors ◽  
Critical Success
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