Data Preparation for Self-Service BI of Human Resources Analysis in Banking Industry

2018 ◽  
Author(s):  
Navaphat Bhichesthapong ◽  
Mananya Jongkolpatlr ◽  
Tanapond Praikasate ◽  
Natsuda Kaothanthong
Keyword(s):  
Human Resources ◽  
Banking Industry ◽  
Data Preparation ◽  
Self Service

Lotus Workforce Management-

2010 ◽  
pp. 1206-1220
Author(s):  
Jerh. O’Connor ◽  
Ronan Dalton ◽  
Don Naro
Keyword(s):  
Human Resources ◽  
Workforce Management ◽  
Self Service ◽  
Administrative Tasks

Human Resources departments are often burdened with administrative tasks performed on behalf of employees who lack the tools necessary to complete these tasks themselves. A software approach known as self-service aims to streamline HR processes by providi

HRM Practices In Commercial Banks: A Discriminant Analysis Among Public And Private Sector Banks

Think India ◽  
2019 ◽  
Vol 22 (2) ◽  
pp. 214-221
Author(s):  
E. RUSHIT GNANA ROY ◽  
P. JEGAN
Keyword(s):  
Public Sector ◽  
Human Resources ◽  
Private Sector ◽  
Banking Industry ◽  
Public And Private ◽  
The Public ◽  
Public Sector Banks ◽  
Hrm Practices ◽  
Knowledge Based ◽  
Public And Private Sector

Since the banking industry is a knowledge based industry it is essential to transfer the staff recruited into valuable human resources for the banks. It can be done by the provision of adequate skills, knowledge, competences and talents to the human resources. The investment n HRM is essential and inevitable in banking industry, since the return on investment on HRM practices for higher than its cost. With this background, that rate of implementation of HRM practices is banks was analysed. The study revealed that implementation of HRM practices at private sector banks are higher compared to public sector banks. The public sector banks should realise the importance of implementation of HRM practice in order to enrich their performance.

Influence of Job Relevance, Output Quality, Task Technology Fit, and Privacy Concerns on Human Resources Information Systems Usage

2009 ◽  
pp. 525-531
Author(s):  
Eric Deakins
Keyword(s):  
Information Systems ◽  
Human Resources ◽  
Technology Acceptance ◽  
Human Resources Management ◽  
Strategic Human Resources ◽  
Human Resources Information Systems ◽  
Strategic Human Resources Management ◽  
Human Resources Managers ◽  
Self Service ◽  
Acceptance Model

Since the late 1990s, human resources information systems (HRIS) that exploit inexpensive browser technology have been implemented by companies and public sector organizations alike due to the perceived benefits of such self-service systems, which include: added convenience for employees, simplified approval processes, reduced administration costs, and more time for strategic human resources management (HRM) activities (e.g., Zampetti and Adamson, 2001). Yet despite their growing pervasiveness, it is common that the e-HRM is underused by employees in many organizations (Gevity, 2005). The purpose of this article is to offer insights that will help system developers and human resources managers to design and introduce user-accepted e-HRM systems. The remainder of this article is organized as follows: Following a review of information technology usage behavior, an augmented technology acceptance model suitable for studying e-HRM use is proposed. An empirical study of e-HRM user behavior is then presented and the findings discussed. The article concludes with future trends, implications for academics and practitioners, and study limitations.

B2E SAP Portals

2005 ◽  
pp. 90-109
Author(s):  
Andrew Stein ◽  
Paul Hawking ◽  
David C. Wyld
Keyword(s):  
Human Resources ◽  
Business Models ◽  
Resource Information ◽  
The World ◽  
Internet Business ◽  
Self Service ◽  
Medium Enterprises ◽  
Back Office ◽  
Second Wave ◽  
Employee Self Service

The global ERP industry that blossomed in the 1990’s automating back office operations has made moves to introduce a “second wave” of functionality in ERP systems. In 2002/3 there was an expanded focus on mysap.com, small to medium enterprises and the expansion into “second wave” products. Companies around the world are exploring various Internet business models to evaluate their business potential and risk implications and a number of companies have realized the relatively quick gains with low associated risks that can be achieved through the business-to-employee (B2E) model. Employee Self Service (ESS) is a solution based on this model that enables employee’s access to the corporate human resource information system, and Australian companies are increasingly implementing this solution. This chapter presents the findings of a research project that looks at the changing nature of Human Resources (HR) in modern organisations and the development of an HR ESS portal in a major Australian organisation.

Lotus Workforce Management

2012 ◽  
pp. 455-469
Author(s):  
Jerh. O’Connor ◽  
Ronan Dalton ◽  
Don Naro
Keyword(s):  
Human Resources ◽  
Personal Information ◽  
The Self ◽  
The Other ◽  
Workforce Management ◽  
Key Features ◽  
Self Service ◽  
And Control ◽  
Administrative Tasks ◽  
Simple Integration

Human Resources departments are often burdened with administrative tasks performed on behalf of employees who lack the tools necessary to complete these tasks themselves. A software approach known as self-service aims to streamline HR processes by providing employees with access and control of their personal information. Different approaches to self-service have been developed, including solutions offered by SAP, Sage Software, and IBM®. This paper examines the approach taken by IBM Lotus® Workforce Management, which is a self-service solution for IBM WebSphere® Portal. Most of the self-service solutions available in the marketplace do provide HR capabilities for an organization’s workforce, however, these solutions are usually designed as “out-of-the-box” software that require an organization to adopt a particular approach and a specific set of functionality. Lotus Workforce Management, on the other hand, focuses on providing three key features that allow organizations more choice and control over the implementation of a self-service solution. These features are extensibility, customization, and ease of integration. Extensibility is provided through the WebSphere Portal framework that lets users add or remove components and functionality and determine the structure of communication between portal resources. Integration with IBM WebSphere Portlet Factory gives users the ability to customize and design a solution that is tailored to their needs. Finally, ease of integration with HR resources that reside in a back end system is important as most organizations would be reluctant to change or make complex configurations to that system. For this reason, Lotus Workforce Management uses existing components for SAP ERP systems and provides functional code for rapid and simple integration without extensive configuration.

scholarly journals MODEL PENGEMBANGAN SDM INDUSTRI PERBANKAN SYARIAH PADA ISLAMIC BANKING SCHOOL YOGYAKARTA

INFERENSI ◽  
2014 ◽  
Vol 6 (2) ◽  
pp. 351
Author(s):  
Syaparudin Syaparudin
Keyword(s):  
Content Analysis ◽  
Human Resources ◽  
Banking Industry ◽  
Core Competencies ◽  
Field Research ◽  
Islamic Banking ◽  
Managerial Competence ◽  
Library Studies ◽  
Qualitative Descriptive

This research aims to find out and to explore, describe, explain and map humanresources required by Islamic Banking Industry in Indonesia and the developmentof human resources in IBS Yogyakarta. This study is a field research using aqualitative approach. The design use qualitative descriptive design which issupported with interview, observation, documentation and library studies incollecting the datas. The datas which were collected, are analysed with descriptiveand content analysis. The result shows that human resources required by IslamicBanking Industry in Indonesia, are more than bankers. They have to own multidimension, competence with integrated sciences. To fulfill this, the developmentof human resources in IBS Yogyakarta is desiged with four main competences,so that they get ahead in entering the Islamic banking industry. The competenciesare: core competencies, behavior, functional and managerial competence.

scholarly journals MODEL AIDA SEBAGAI STRATEGI PEMASARAN BAGI NASABAH MENGAMBANG PERBANKAN SYARIAH (SURVEI MASYARAKAT DI KOTA BEKASI)

2017 ◽  
Vol 13 (1) ◽  
pp. 10-21
Author(s):  
Silviana ◽  
Purnama
Keyword(s):  
Human Resources ◽  
Market Segmentation ◽  
Mixed Method ◽  
Service Industry ◽  
Banking Industry ◽  
Marketing Strategies ◽  
Capital City ◽  
Banking Service ◽  
The People ◽  
Loyal Customers

As a country with moslem as the majority, Indonesia turns out to be the market of sharia Banking Industry. Yet, ironically, Sharia Banking only has market segmentation of 4,86% from the total banking service industry. This research focuses on the mapping of floating customers of sharia banking and marketing strategies done to interest future customers to be loyal customers using the model of Attention, Interest, Desire, and Action (AIDA). Bekasi is chosen as the research site since it is one of the capital city backbone for human resources and industries. The method used is a mixed method with the approach of concurrent embedded. The result shows that 54 % sample of the people in Bekasi are floating customers of sharia banks. Sharia banks around Bekasi have also implemented AIDA models to turn the floating into loyal customers. The recommendation posed by the floating customers is that sharia banks are supposed to enhance the service given to them in terms of socialization and promotion.Indonesia sebagai negara yang mayoritas berpenduduk muslim menjadi pangsa pasar industri perbankan syariah. Hal yang menjadi ironi bahwa Perbankan syariah hanya mempunyai segmen pasar 4,86 % dari total industri layanan jasa perbankan. Riset ini berfokus pada pemetaan Nasabah Mengambang Perbankan Syariah dan strategi promosi yang dilakukan Bank Syariah untuk menarik calon nasabah menjadi nasabah loyalis menggunakan model Attention, Interest, Desire dan Action (AIDA). Bekasi dipilih menjadi lokasi penelitian ini dikarenakan sebagai daerah penyangga ibukota baik dari aspek sumberdaya manusia maupun industrinya. Metode yang digunakan dalam  adalah metode kombinasi dengan pendekatan concurrent embedded.Hasil dalam riset ini bahwa 54 % masyarakat kota Bekasi merupakan nasabah mengambang perbankan syariah. Perbankan syariah sudah menerapkan metode AIDA dalam strategi pemasarannya untuk menarik nasabah mengambang menjadi loyalis. Rekomendasi yang diberikan oleh nasabah mengambang yang mendapatkan porsi terbesar dengan melakukan peningkatan pelayanan sebagai perwujudan sosialisasi dan promosi kepada nasabah mengambang.

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