A Fuzzy Inference System for Supporting the Retention Strategies of Human Capital

Abstract

Planning to retain ICT knowledge workers is one of the main necessities of a successful business in telecommunication industry in Iran and in the world; because in a competitive environment, organizations can hardly retain their specialized and expert human resources and they are constantly exposed to recruitment policies of competing organizations. Considering these conditions, suitable strategies must be implemented to prevent employee turnover. In this regard, the aim of the present research is to design an expert-based fuzzy Therefore, based on the process of decision making in a fuzzy environment which consists of the three phases of fuzzification, fuzzy inference and defuzzification, the system was designed and inference rules were formulated by consulting experts and those involved in this industry. The obtained model makes it possible to predict turnover based on various inputs (variables affecting turnover). Thus, human resources planners and managers in Iranian telecommunication industry can use fuzzy inference system for predicting turnover in order to support decision-making and develop strategies and plans for retention of their knowledge workers.

Design and Development of a Genetic Algorithm Based on Fuzzy Inference Systems for Personnel Assignment Problem

“…FIS captures experts' knowledge in the form of if-then rules and formulates the way in which humans think when data is uncertain, linguistic, imprecise or insecure (Ruzic, Skenderovic, & Lesic, 2016). In the literature, the use of FISs on decision making for management involves both a wide range of applications to measure HRM performance (Ruzic et al, 2016), and support for the retention strategies of human capital (Kalali, 2015); as well as supplier selection (Amindoust, Ahmed, Saghafinia, & Bahreininejad, 2012;Carrera & Mayorga, 2008;Tahriri, Mousavi, Haghighi, & Dawal, 2014) or risk assessment systems (Bukhari, Tusseyeva, & Kim, 2013) among others.…”

Exploring Managers’ Perspective on Factors Affecting Generation Y Retention

“…Compared to the competitive nature of business or organisation, a non-competitive environment is less likely to experience such a situation as many qualified candidates are waiting to fill up the position whenever an employee quit his or her job. However, in a more market environment setting that is more competitive, the retention of human resources is far more crucial as certain job roles require specific or unique skill sets, expertise, and experiences that few employees have in an organisation (Kalali, 2015). Attaining, developing, and retaining competent employees is a crucial objective that human resource management practices have aimed to accomplish in the past twenty years (Pittino, Visintin, Lenger, & Sternad, 2016).…”

Relações entre satisfação no trabalho e competências dos trabalhadores em diferentes culturas organizacionais

“…Ainda assim, vale ressaltar que as empresas têm maior poder de negociação de salários, principalmente no cenário de alto desemprego na realidade brasileira(IBGE, 2021). Além disso,Kalali (2015) verificou que baixos salários levam a maior rotatividade e Bello (2017) observou que, na maioria dos casos, trabalhadores com maior escolaridade se sentem mais impelidos a deixar a organização em que trabalham.Ter um plano de carreira atrelado à melhoria de posição dentro da organização contribui para que o trabalhador tenha uma perspectiva de crescimento(WALTON, 1973), além de ter um incentivo para desenvolver suas habilidades e competências que são, comumente, usadas pelas empresas(ZARIFIAN, 2001). A capacidade da empresa de manter um funcionário pagando um bom salário pode ser menos onerosa do que recrutar e treinar novos membros(THOMPSON JR.;STRICKLAND III, 2002;ARMSTRONG, 1992).…”