Strategic Human Resource Management Simulation Considering Work Elements, Skills, Learning and Forgetting

Kataoka, Takayuki; Morikawa, Katsumi; Takahashi, Katsuhiko

doi:10.1016/j.promfg.2020.01.278

Cited by 5 publications

(1 citation statement)

References 11 publications

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“…We consider a systematic integration of informal learning behaviors into operations management, that is, quantitative project scheduling, based on the resource constraint project scheduling problem (RCPSP), presented inter alia by Brucker et al (1999), Hartmann andBriskorn (2010), Kataoka et al (2019), and Speranza and Vercellis (1993).The contribution of this study is twofold. First, we extend classical quantitative scheduling to create a multi-objective perspective and include a manageable procedure to incorporate the three informal learning behaviors: (1) knowledge sharing, (2) reflection, and (3) self-organization.…”

Section: Introductionmentioning

confidence: 99%

Integrating Informal Learning into Deployment Planning and Project Scheduling

Jahr¹,

Mynarek

2022

J Bus Strategies

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Dynamic organizations constantly search for new ways to improve the quality of their processes. A core element of these efforts is the integration of informal learning into daily workflows. Interdisciplinary research is required to accomplish this challenging task and make informal learning manageable. In this study, we propose a novel combination of organizational theory and operational research using a quantitative project scheduling approach to create efficient workflows, including systematized informal learning. The concept of integrating the informal learning activities of knowledge sharing, reflection, and self-organization is presented based on a multi-objective, multi-resource constrained project scheduling problem with limited renewable resources, activity splitting, and preemption. Additional simulation studies demonstrate the calculation of informal learning ratios, together with further discussion of strategic management options.

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Section: Introductionmentioning

confidence: 99%

Integrating Informal Learning into Deployment Planning and Project Scheduling

Jahr¹,

Mynarek

2022

J Bus Strategies

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Management wirksamer agiler Lernprozesse mithilfe digitalisierter Personaleinsatzplanung in KMUs

Mynarek,

Jahr

2023

Kompetenzmanagement in Organisationen

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ZusammenfassungUnternehmen und größere Organisationen stehen in sich schnell wandelnden Märkten und bei komplexen Umweltbedingungen vor immer neuen und teilweise schwer abschätzbaren Herausforderungen, deren Bewältigung einen nachhaltig nutzbaren (Kern-)Kompetenzerwerb verlangt. Kontinuierliches Lernen und insbesondere informelles Lernen sind hierfür entscheidende Bausteine. Diese informellen Lerngelegenheiten, die vor allem durch den gemeinsamen Austausch und die individuelle Reflexion gekennzeichnet sind, sollten daher bereits bei der Planung von operativen Arbeitsabläufen und Projekten systematisch berücksichtigt werden. Allerdings ist die Planung von Arbeitsreihenfolgen mit vielen und knappen Ressourcen vor allem bei Mehrfachzielsetzung ein komplexes Problem. So sollten für eine digitalisierte Planung leistungsstarke Methoden aus dem Bereich Künstlicher Intelligenz (KI) eingesetzt werden, um ein optimales Ergebnis erzielen zu können. Mithilfe entsprechender smarter Algorithmik wird gezeigt, wie Agile Lernprozesse, z. B. selbstorganisierbare Austausche, zielgerecht in automatisch berechnete dynamische Zeitfenster in einen Arbeits- und Projektplan integriert werden können. In der Folge eröffnet sich für Unternehmen die Möglichkeit zusätzlich zu der bisherigen Nutzung formaler Lerneinheiten ebenso informelles Lernen zu systematisieren bzw. die hierfür erforderlichen Rahmenbedingungen im operativen Tagesgeschäft zu schaffen.

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Designing a Strategic Human Resource Planning Model: A Case of Export Development Bank of Iran

Far

Haghighi

Jafari

2022

Global Business Review

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The current research has compiled a strategic HR planning model in the Export Development Bank of Iran using the fuzzy multicriteria decision-making (MCDM) method. The methodology was applied in terms of its purpose and followed an exploratory and mixed approach, comprising the SWOT matrix and fuzzy MCDM methods. The statistical population in the study consisted of 1620 managers and experts, 313 of whom were determined as the sample size by the stratified sampling with proportional allocation method and Cochran’s formula. Two researcher-made questionnaires with >0.7 reliabilities and validities and five-point Likert scales were used for data collection. Concerning the inferential analysis of the data, the researchers employed the SWARA and fuzzy COPRAS methods to determine the final weights and prioritize the strategies, respectively. The results showed that the strategic HR planning model fitted with the mentioned bank included three main processes, strategy determination, implementation, and evaluation and feedback. Besides, among 19 identified strategies, the aggressive strategy of the necessity for reengineering the processes of recruiting and supplying human forces commensurate with future needs with a terminal value of 0.0662 was prioritized, and it was necessary to alter the current inactive situation toward an aggressive strategy as a strategic step.

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Strategic Human Resource Management Simulation Considering Work Elements, Skills, Learning and Forgetting

Cited by 5 publications

References 11 publications

Integrating Informal Learning into Deployment Planning and Project Scheduling

Integrating Informal Learning into Deployment Planning and Project Scheduling

Management wirksamer agiler Lernprozesse mithilfe digitalisierter Personaleinsatzplanung in KMUs

Designing a Strategic Human Resource Planning Model: A Case of Export Development Bank of Iran

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