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An AHP-based Decision Support System for Personnel Selection for Manager Position in Businesses

Calp Muhammed Hanefi, Agarwal Shivani

Annals of Computer Science and Information Systems

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2021

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Vol. 28

1--7

EN

Humanity is one of the most important resources for businesses. Because, with human resources, the data of the institution can be obtained and information can be produced by processing. Thus, human resources make the business a learning and dynamic organization and ensure its continuity. In enterprises, personnel selection (in terms of quantity or quality) is carried out within the scope of Human Resources Management. This selection process usually takes place when a group of decision makers evaluates the candidates according to some criteria and their own opinions. However, this situation prevents an objective and fair selection. For this reason, in this study, a decision support system (DSS) has been developed by using the Analytical Hierarchy Process (AHP), one of the Multi-Criteria Decision Making (MCDM) methods, to ensure objectivity and to select the most suitable personnel for the job description. The said DSS provides the selection of the marketing manager among the personnel working in an enterprise. For this, the 10 employees working in the marketing department of the enterprise for the longest time were taken into account. When the results are examined, it is seen that the most qualified personnel can be selected successfully in cases where customer satisfaction, performance value and number of projects are prioritized

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Mathematical model of optimisation the selection of aviation personnel to perform flying drills

Jemielniak Mirosław

Journal of KONBiN

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2020

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Vol. 50, iss. 3

297--306

EN

The report presents the rules of a criterial optimisation of crew selection to execute a specific aviation drill. A typical approach to mathematical analysis has been adopted, describing the problem of verifying and evaluating the flying personnel to execute aviation drills on a particular type of aircraft. Fundamental input data and criteria for potential evaluation of the flight personnel selection for a crew performing a selected task on a given type of aircraft are developed and presented. It was necessary to single out and describe the boundary conditions of this flight crew selection system that determine the system’s effectiveness. The report concludes that it is essential to make use of complex systems of management and training completed in military aviation as well as civil.

PL

W sprawozdaniu przedstawiono zasady kryterialnej optymalizacji doboru personelu do wykonywania określonego ćwiczenia lotniczego. Przyjęto typowe podejście do analizy matematycznej, opisujące problem weryfikowania i oceniania personelu lotniczego pod kątem wykonywania ćwiczeń lotniczych na określonym typie statku powietrznego. Opracowano i przedstawiono podstawowe dane wejściowe oraz kryteria służące potencjalnej ocenie doboru personelu lotniczego do wykonania określonego zadania na danym typie statku powietrznego. Konieczne było wyodrębnienie i opisanie warunków brzegowych systemu doboru personelu lotniczego, które decydują o skuteczności systemu. W raporcie stwierdza się, że niezbędne jest wykorzystywanie złożonych systemów zarządzania i szkoleń odbywanych w lotnictwie wojskowym i cywilnym.

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Stymulowanie personelu na podstawie zrównoważonego systemu wskaźników (BSC)

Ivanov A., Szkarowski A., Nikolaeva V.

Rocznik Ochrona Środowiska

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2010

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Tom 12

219-234

PL

Przejście od intuitywnych i sytuacyjnych metod zarządzania do managementu naukowego jest jednym z warunków wyprowadzania przedsiębiorstw z sytuacji kryzysowych. Jak wynika z doświadczenia światowego, efektywną metodą stworzenia, wdrożenia i kontroli przedsiębiorczości jest system Balanced Scorecard (BSC) - Zrównoważony System Wskaźników rozwoju firmy. Celem niniejszej publikacji jest rozpatrzenie istoty i znaczenia tego systemu w strategicznym zarządzaniu przedsiębiorstwem oraz analiza zalet nowego podejścia, jako narzędzia w stymulowaniu pracy personelu. Należy zauważyć, że w specjalistycznej terminologii krajowej często używana jest nieprawidłowa definicja "Zrównoważona Karta Wyników". Stosowanie terminu "wynik" zamiast "wskaźnik" jest według autorów nie do przyjęcia, ponieważ wynik oznacza końcowy rezultat działalności, natomiast stosowanie BSC oznacza strategię zarządzania w celu osiągnięcia przyszłych wyników. Również bezpośrednie tłumaczenie słowa "Card" w oderwaniu od "Scorecard" jest typowym błędem, ponieważ w obróbce danych całe to słowo tłumaczy się, jako "System Wskaźników". Aby uniknąć niepotrzebnych rozbieżności w terminologii autorzy zostają przy definicji "Zrównoważony System Wskaźników", stosując przy tym angielski skrót BSC.

EN

An effective method of creation, adaptation and control of entrepreneur-ship is the Balanced Scorecard (BSC) of a company development. The (BSC) is semi-standard structured report supported by proven design methods and automation tools. It can be used by managers to keep track of the execution of activities by staff within -their control and monitor the consequences arising from these actions. It is perhaps the best known of several such frameworks, and was widely adopted in the world. The concept of the BSC is based on forming a company development strategy and its subsequent realization with consideration of the current results of the key directions of the company's activities. In practice, it is a strategic performance management tool and mechanism of consistent understanding by the personnel of the strategic goals of the company and of the controls of their achievement through the so called Key Performance Indicator (KPI). Those indicators are the measure of the goals' achievability and, also, the characteristics of the business processes and of the work of each individual employee. The core characteristic of the BSC and its derivatives is the presentation of a mixture of financial and non-financial measures each compared to a 'target' value within a single concise report. The report is not meant to be a replacement for traditional financial or operational reports, rather a succinct summary that captures the information most relevant to those reading it. It is the methods by which this 'most relevant' information is determined (i.e. the design processes used to select the content) that most differentiates the various versions of the tool in circulation. This ideology has been known for a long time and an opinion is widespread that there is no need of developing any new strategies of management. It is enough to study the existing models of strategy that are widely known and described in literature (Table 1). By using those strategies, one is able to create their own that is the most appropriate for the particular conditions of activity. The BSI system has four projections, each of which is associated with the key questions of functioning of the company. The answers to those questions are the objectives, the achievement of which will be the evidence of progress on the way to realization of the whole strategy of development (Table 2). Mutual dependencies must be established between those projections as well as the order of realization of the key directions of the company's activity. An example of the objective development scheme for particular projections is depicted in Drawing 1. Certain methods and tricks have been developed within the BSI for the purpose of effective solution of those questions. First of all, the BSI methodology has convenient and graphic tool -the Strategic Map. This Map describes the cause-effect relations between the strategic goals according to the key development prospects: finances, clients, business processes and personnel (Table 3). The other important tool of the BSI is the Strategic Topic. It is the consolidated group of identical goals and indicators of the activity effectiveness. Such combination of indicators allows making the strategy more understandable and accessible.

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Wybrane obszary zastosowania komputera w procesie doboru personelu

Wielgos M.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2004

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z. 17

113-122

PL

W artykule przedstawiono możliwości komputerowego wspomagania wybranych metod selekcji kadr: rozmowy kwalifikacyjnej, testów, a w tym testów psychologicznych, praktycznych i ćwiczeń symulacyjnych oraz zaprezentowano koncepcję systemu wspomagającego proces selekcji wstępnej. Dodatkowo podano niektóre zalety i wady wykorzystania komputera w procesie doboru personelu.

EN

The article presented possibilities of using computer to support the chosen method of selection working staff: employment interview and employment test. The paper presented also a concept of a system for preliminary screening. The advantages and disadvantages of using computer in selection process were shown too.