Strength-based approaches for small businesses: analysis from employees and managers in Western Australian motor vehicle industry

Purpose The authors wanted to find out if small businesses adopted strengths-based approaches and whether they were beneficial Design/methodology/approach The interviewees came from small businesses in Western Australia with between five and 19 employees in the motor vehicle industry where there are high-value products. There were 30 participants from 17 businesses, including owners, managers and employees, such as technicians, mechanics and tire fitters. Data was gathered using semi-structured face-to-face interviews of about 40 minutes. Findings The researchers found that the managers used an SBA to select employees during periods of temporary employment. But they did not use an SBA for employee selection during interviews, training or performance evaluations. Originality/value The authors said it was the first empirical study of the SBA in small businesses. It had practical lessons for businesses. First, the data suggested poor awareness of SBA by managers and many need practical guidance from small business advisors. Second, managers found it hard to assess strengths and relied on observations. Software tools could help. Finally, the characteristics of small businesses could help them adopt the new approach. These include lots of face-to-face interaction between managers and employees.

Human Resource Management in Agile Scrum Processes

The value agile scrum process can generate is not guaranteed simply by mere adoption. Rather the process creates an opportunity for improvement in the development process. Mismanagement of the approach by an organization can reduce the potential added value or in extreme situations have a negative impact. Therefore, appropriate management procedures are necessary to realize the full potential of the agile scrum approach. This chapter focuses on the human resource challenges the agile scrum approach creates for an organization. The dynamic pace, cross-functional composition, and self-directed team approach requires special consideration in the development of most human resource functions. In particular, the authors will review changes to the employee selection, performance management, and learning and career development processes. These changes will better align these functions with the values and principals of the agile scrum approach and help organizations manage this sometimes chaotic approach to innovation without constraining it.

Perbandingan Metode Smart dan Maut untuk Pemilihan Karyawan pada Merapi Online Corporation

<p>Penelitian ini merancang sistem untuk menentukan pemilihan karyawan terbaik menggunakan Sistem Pendukung Keputusan (SPK). Perhitungan sistem menggunakan metode SMART dan MAUT. SMART merupakan metode pengambilan keputusan multiatribut yang setiap alternatif terdiri dari sekumpulan atribut dan setiap atribut mempunyai nilai-nilai. Sedangkan MAUT didasarkan pada konsep dimana pembuat keputusan dapat menghitung utilitas dari setiap alternatif menggunakan fungsi MAUT dan dapat memilih alternatif dengan utilitas tertinggi. Metode SMART digunakan karena perhitungannya lebih sederhana dan memungkinkan penambahan serta pengurangan alternatif tanpa mempengaruhi perhitungan pembobotan mengingat jumlah karyawan bisa berkurang dan bertambah secara tidak teratur. Sedangkan metode MAUT digunakan karena memunculkan hasil urutan peringkat dimana akan muncul hasil nilai terbesar sampai nilai terkecil sehingga dapat diketahui karyawan dengan terbaik dengan nilai tertinggi. Sehingga dapat mengambil keputusan dengan efektif atas persoalan yang kompleks dengan menyederhanakan dan mempercepat proses pengambilan keputusan. Metode penelitian yang digunakan adalah metode pengembangan sistem model waterfall, metodologi ini terdapat tahapan-tahapan kegiatan yang harus dilakukan dalam merancang suatu sistem. Perhitungan menggunakan 30 sampel data karyawan dan empat kriteria penilaian. Empat kriteria tersebut adalah presensi dengan bobot 40, masa kerja dengan bobot 30, ijin dengan bobot 20, dan disiplin dengan bobot 10. Data karyawan yang digunakan adalah karyawan yang sama dalam kedua metode serta mempunyai data penilaian yang sama. Hasil perhitungan menggunakan SMART dan MAUT menunjukkan bahwa keduanya dapat diimplementasikan dan berfungsi dengan baik untuk menentukan karyawan terbaik. Dengan menggunakan data alternatif, nilai alternatif, dan bobot kriteria yang sama diperoleh hasil bahwa metode SMART memberikan hasil yang lebih baik dengan 22 peringkat, sedangkan metode MAUT menghasilkan 18 peringkat. Semakin banyak jumlah peringkat yang muncul maka semakin baik karena mampu meminimalisir nilai preferensi yang sama, sehingga perankingan alternatif dapat dilakukan dengan baik.</p><p> </p><p><em><strong>Abstract</strong></em></p><p class="Judul2"><em>This study designed a system to determine the best employee selection using a Decision Support System (SPK). System calculations using the SMART and MAUT methods. SMART is a multi-attribute decision making method in which each alternative consists of a set of attributes and each attribute has values. Whereas MAUT is based on the concept where decision makers can calculate the utility of each alternative using the MAUT function and can choose alternatives with the highest utility. The SMART method is used because the calculation is simpler and allows the addition and subtraction of alternatives without affecting the weighting calculation given the number of employees can be reduced and increased irregularly. While the MAUT method is used because it raises the ranking order results in which the largest value will appear until the smallest value so that it can be known by the employee with the highest value. So that they can make decisions effectively on complex issues by simplifying and accelerating the decision making process. The research method used is the method of developing the system waterfall model, this methodology there are stages of activities that must be carried out in designing a system. The calculation uses 30 employee data samples and four assessment criteria. The four criteria are presence with a weight of 40, tenure with a weight of 30, permission with a weight of 20, and discipline with a weight of 10. Employee data used are the same employees in both methods and have the same assessment data. The results of calculations using SMART and MAUT indicate that both can be implemented and function properly to determine the best employees. By using alternative data, alternative values, and the same criteria weights, the results obtained that the SMART method gives better results with 22 ratings, while the MAUT method yields 18 ratings. The more number of ratings that appear, the better because it is able to minimize the same preference value, so that alternative ranking can be done well.</em></p><p><em><strong><br /></strong></em></p><p class="Abstrak"> </p>

AI-Enabled E-Recruitment Services Make Job Searching, Application Submission, and Employee Selection More Interactive

Personnel recruitment and selection is changing rapidly with the adoption of artificial intelligence (AI) tools. This chapter looks at how job applicants perceive AI in recruitment. The results show that AI tools encourage a larger number of quality application submissions and for two reasons. First, AI entrains a perception of a novel approach to job searching. Second, AI is perceived to be able to interactively tailor the application experience to what the individual applicant expects and has to offer. These perceptions increase the likelihood the user will submit a job application and so improves the size and quality of the pool from which to recruit personnel.

Implementation of Islamic Values in Hospital Management: Islamic General Hospital Boyolali’s Case

Islamic General Hospital X Boyolali applies Islamic-based HR management to his company. The purpose of this paper is to determine the implementation of Islamic values which had been applied by HR management in the process of employee selection and development. This research uses descriptive qualitative method with interviews, observations and documentations collecting data tools. Informants are people in HR department from lowest level to highest level management. As an Islamic hospital whose mission is to provide quality, shar'i and fair health services, the management of hospital always applies Islamic values in developing its human resource potential. Through the inculcation of Islamic values, it is expected that the quality of hospital human resources will improve in terms of devotion, professionalism of work, and welfare for all hospital stakeholders. The results of this study stated that Islamic values can improve discipline and productivity of employee performance. The Islamic aspect is shown by including the criteria for reading the Al-Qur'an and the compulsory reading prayer test in the selection and Al-Qur'an study and daily worship monitoring in employee development.

Selection Of The Best Employees Using Analytical Hierarchy Process at PT. Gotrans Logsitics International Semarang Branch

One form of appreciation that a company gives to employees is the selection of one or several employees to be the best employees, usually companies implement this program for the benefit of their respective companies. This program is also carried out by PT. Gotrans Logistics International Semarang branch to motivate the development of the quality of human resources to compete in a healthy manner which indirectly also has a good impact on the company. This best employee selection program will take a long time and the results are inaccurate if not assisted by a decision support system, therefore a decision support system is needed to get the expected results. Selection will be carried out by determining the weight of the desired criteria and then ranking the employees. With the creation of a decision support system using the Analytical Hierarchy Process (AHP) method, it can provide a solution in performing calculations and minimizing the time used in the selection.

Do employment promotion policies affect employment or job transfer among older adults? Evidence from Japan

In most rapidly ageing industrialised countries, ageing problems have become an important social issue. In Japan, owing to the rapidly ageing population, the government has been intervening in both the demand side and supply side of labour to increase employment of older adults. This study examines labour supply responses to the increasing pension eligibility age and labour demand responses to company expansion and the abolition of the employee selection mechanism. This study is based on Japanese longitudinal survey data (Keio Household Panel Survey) from 2008 to 2018. Since employment law revisions and social security revisions are inextricably linked, one way to examine the effect of revisions to both simultaneously is to investigate them by cohort. The difference-in-difference model was used to compare revision-affected cohorts born between April 1953 and January 1956 and unaffected cohorts born between April 1949 and March 1953. It was found that the revisions had almost no impact on the employment of older adults and their receipt of pensions. However, they did have significant positive effects on job transfers and resignations. Hence, although the system was modified, it also gave companies the option of placing older adults in associated companies and of retaining some routes for older adults to retire, much as before the revisions.

The prospective applicability of the strengths-based approach to managing and developing employees in small businesses

PurposeThe strength-based approach is promulgated as a management practice that improves individual productivity and performance. This study's purpose is to explore the prospective applicability of the strengths-based approach to managing and developing employees in small businesses. The study focuses on four domains of practice: selection, training, performance evaluation and task assignment.Design/methodology/approachThe study employed semi-structured, face-to-face interviews to obtain data. The units of analysis were managers and employees of small businesses. Eleven managers and 19 employees were interviewed. Data analysis involved thematic analysis with the NVivo 12 software program.FindingsFirst, the small businesses used a strengths-based approach for employee selection during employees' temporary status of employment and in employee task assignment. However, managers did not employ a strengths-based approach to employee selection during selection interviews, training or performance evaluations. Second, the managers perceived strengths identification as a difficult task. Based on personal observations, they perceived employees' positive character traits, job-related skills and work-related efficiency as employee strengths.Practical implicationsThis study informs managers about a potential alternative to the traditional weakness-based management practice. The findings and conceptual arguments suggest that a strengths-based approach can provide a cost-effective alternative to the resource-intensive approaches commonly employed to enhance employee productivity and performance.Originality/valueThe study provides the first empirical evidence on the prospective applicability of the strengths-based approach to small businesses and explores conceptually the suitability of the said approach to this context.