PurposeThis paper seeks to develop a model for the assignment of employees to workplaces. Assignment methods are of high relevance in practice because employees should be assigned to workplaces according to their competences and preferences to ensure that motivated employees carry out tasks effectively and efficiently.Design/methodology/approachTwo goal programming models are introduced with inputs and valuations using the analytic hierarchy process.FindingsThe two goal programming models for the assignment of employees to workplaces, which take into account both employee competences and preferences as well as workplace competence requirements and attributes, seem to be effective in helping to arrive at an optimal assignment decision.Research limitations/implicationsIn practice, one major problem is that the input data for the goal programming models are not updated regularly. Thus, the documentation of the competence profiles and the preferences of the employees might be out of date or incomplete.Originality/valueThe development of the two goal programming models which could be applied immediately in practical competence management is what makes the work valuable and addresses a gap in the modelling of personnel assignment methodologies.

In efficiency analyses it is being regularly insinuated that it is desirable to realize a maximum ratio between the produced outputs and the used inputs. According to the concept of satisficing, however, activities can be assumed to be satisfactory if they meet a specific aspiration level. The concept of satisficing has been incorporated into efficiency analysis techniques through satisficing levels. In this paper, benefits and risks are being discussed that result from considering satisficing levels in efficiency analyses from the perspective of Corporate Social Responsibility.

No abstract

Purpose -The paper seeks to show pitfalls in the application of analytic hierarchy process (AHP) to efficiency analysis and performance measurement as well as ways to steer clear of these pitfalls. Design/methodology/approach -The paper outlines guidelines for avoiding pitfalls in the application of the AHP to efficiency analysis and performance measurement. Findings -The pitfalls discussed in the paper can be understood as a type of critical reflection of best practice, since they stem from the experiences of the application of the AHP in the area of efficiency analysis and performance measurement.Research limitations/implications -The pitfalls discussed are based on a limited number of projects covering only a few industries. Further work may be required to test the general validity of these findings. Practical implications -The ways to steer clear of these pitfalls can guide a decision maker to a proper application of the AHP in the area of efficiency analysis and performance measurement. Originality/value -The paper goes beyond the multi criteria decision-making literature where only general criticism of the AHP is found and the area of efficiency analysis and performance measurement is neglected.

No abstract