A Fuzzy System for Evaluating Human Resources in Project Management

The key lubricants for the necessary functioning of any organization are money, machines, time, and humans. Human resources is the most important ingredient among them. Most projects fail because of ineptitude of those who administer the project, notably in government projects. Alternatively, advertisement for expert positions suffers as a result of poor coverage, late responses, non-transparency, and subjective selection during recruitment process. This work proposes a fuzzy system for the evaluation of human resources for the management of projects in core areas where professional services are expedient for supervision. It exposes the level of experience on the job, core competencies, exposure, and knowledge scope. A prototype fuzzy system for evaluation of human resource for project management, consisting of a user friendly menu-driven interface, was developed for evaluating the suitability of professionals for different roles within a project team. At the end of the work, it is expected that governments, companies, and various donor agencies would find the system useful when embarking on projects for an optimal result.

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COACHING CORE COMPETENCIES AS THE KEY SOFT SKILL FOR SUCCESSFUL HUMAN RESOURCES MANAGEMENT

International scientific journal Internauka Series Economical Sciences ◽

10.25313/2520-2294-2020-8-6365 ◽

2017 ◽

Author(s):

Serhii Kubitskyi ◽

◽

Oksana Chaika ◽

Keyword(s):

Transformational Leadership ◽

Human Resources ◽

Core Competencies ◽

Human Resources Management ◽

Soft Skill ◽

Leadership Model ◽

Resources Management ◽

Hr Management ◽

Or Organization ◽

A Company

This paper aims at considering the well-known triad of What? How? Why? somewhat anew by suggesting looking at transformational leadership for successful human resources management through the lens of coaching core competencies as the key soft skill. Arising as the strategic approach to the effective management of people, well-thought human resources management that rests on a leadership model definitely enables management of a company or organization to move ahead of the curve and gain a firm foothold in the job market. The transformational leadership model fits the framework of the research and links to the contrastive line between management and leadership.It is emphasized that management processes focus on (i) maintaining and (ii) improving performance at work, on the one hand, and on the other, unlike management, the transformational leadership model focuses on the benefits of visionary thinking and bringing about change. Following the goal in the subject matter associated with successful HR management, the Golden Circle of What? How? Why?introduced by Simon Sinek finds its way in the description analysis. The Why? sectionopens the idea for successful HR managementto move further to What?section and is accompanied with How? section in the end. The final part of the findings embodies 11 current core competencies of coaching, which illustrate how the ways of implementing the soft skills in workplace may increase HR performance, enhance seamless communication among employees and management, drive change and welcome innovation.The four objectives for successful HR management: (i) drive change within a company or organization, (ii) encourage and motivate people for personal and corporate growth and development, (iii) employ innovation including modern technologies, and (iv) lead by example, correspond to the four cornerstones in the framework for successful company or organization management via transformational leadership. They are: (i) create an inspire vision of the future for the company’s (organization’s) employees, (ii) motivate the staff to live by and deliver the vision, (iii) manage delivery of the vision, (iv) attract and retain high-class professionals and young talents, build up strong and competitive teams, create and grow ever-stronger, trust-based relationships with the employees. The toolkit of ways, techniques and approaches may derive from the current core competencies in coaching that can be groupedsimilarly to the ICF ones as follows: (i) foundation, (ii) co-creating the relationship, (iii) communicating effectively, and (iv) cultivating learning and growth.

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The Role of Donor Agencies in Promoting Standardized Project Management in the Spanish Development Non-Government Organizations

Sustainability ◽

10.3390/su13031490 ◽

2021 ◽

Vol 13 (3) ◽

pp. 1490

Author(s):

Agustín Moya-Colorado ◽

Nina León-Bolaños ◽

José L. Yagüe-Blanco

Keyword(s):

Project Management ◽

International Development ◽

Management Practice ◽

Development Cooperation ◽

Management Tools ◽

Governmental Organization ◽

Governmental Organizations ◽

Non Governmental Organizations ◽

Funding Mechanisms ◽

Donor Agencies

Project management is an autonomous discipline that is applied to a huge diversity of activity sectors and that has evolved enormously over the last decades. International Development Cooperation has incorporated some of this discipline’s tools into its professional practice, but many gaps remain. This article analyzes donor agencies’ project management approaches in their funding mechanisms for projects implemented by non-governmental organizations. As case study, we look at the Spanish decentralized donor agencies (Spanish autonomous communities). The analysis uses the PM2 project management methodology of the European Commission, as comparison framework, to assess and systematize the documentation, requirements, and project management tools that non-governmental organizations need to use and fulfill as a condition to access these donors’ project funding mechanisms. The analysis shows coincidence across donors in the priority given to project management areas linked to the iron triangle (scope, cost, and time) while other areas are mainly left unattended. The analysis also identifies industry-specific elements of interest (such as the UN Sustainable Development Goals) that need to be incorporated into project management practice in this field. The use of PM2 as benchmark provides a clear vision of the project management areas that donors could address to better support their non-governmental organization-implemented projects.

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A Simple Method for Prediction of Effective Core Area and Index of Refraction of Single-mode Graded Index Fiber in the Low V Region

Journal of Optical Communications ◽

10.1515/joc-2014-0020 ◽

2014 ◽

Vol 35 (4) ◽

Author(s):

Angshuman Majumdar ◽

Satabdi Das ◽

Sankar Gangopadhyay

Keyword(s):

Refractive Index ◽

Single Mode ◽

Index Of Refraction ◽

Core Area ◽

Exact Results ◽

Simple Method ◽

Graded Index ◽

Core Areas ◽

V Region ◽

User Friendly

AbstractBased on the simple power series formulation of fundamental mode developed by Chebyshev formalism in the low V region, we prescribe analytical expression for effective core area of graded index fiber. Taking step and parabolic index fibers as examples, we estimate the effective core areas as well as effective refractive index for different normalized frequencies (V number) having low values. We also show that our estimations match excellently with the available exact results. The concerned predictions by our method require little computation. Thus, this simple but accurate formalism will be user friendly for the system engineers.

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Core Competencies for Construction Project Management: Literature Review and Content Analysis

Journal of Civil Engineering Education ◽

10.1061/(asce)ei.2643-9115.0000051 ◽

2021 ◽

Vol 147 (4) ◽

pp. 04021010

Author(s):

Fatemeh Pariafsai ◽

Amir H. Behzadan

Keyword(s):

Content Analysis ◽

Project Management ◽

Literature Review ◽

Core Competencies ◽

Construction Project ◽

Construction Project Management ◽

Management Literature

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Analysis of human resources optimization of the electric power project management

Proceedings of the 2016 International Conference on Education, Management and Computing Technology (ICEMCT-16) ◽

10.2991/icemct-16.2016.124 ◽

2016 ◽

Author(s):

Zhirong Liang ◽

Ying Du

Keyword(s):

Project Management ◽

Human Resources ◽

Electric Power ◽

Power Project

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A Demand Survey on the Priority of Agricultural College Students’ Core Competencies Required by Agriculturel Companies: A case study on G University

Journal of Korea Society for Plants People and Environment ◽

10.11628/ksppe.2021.24.4.341 ◽

2021 ◽

Vol 24 (4) ◽

pp. 341-353

Author(s):

Yumin Park ◽

Yong-Wook Shin

Keyword(s):

Human Resources ◽

Core Competencies ◽

Ethical Judgment ◽

Full Time ◽

Educational Goal ◽

Creative Imagination ◽

Problem Solving Skills ◽

Agricultural Industry ◽

New Employees ◽

Significant Difference

Background and objective: As the agricultural industry becomes a more convergent industry, it is believed that the demand for human resources by companies will change. Therefore, a survey was conducted to investigate the human resources required by agriculture companies. Methods: In the survey on 77 agriculture companies, 98.7% of respondents answered that new employees with a college degree needed additional training to adapt to practical affairs. Results: The first priority of education was “community spirit” (22.1%) and the second priority was “convergence capability” (15.6%). The most important educational goal desired by agricultural companies was “cultivating human resources with community spirit and ethical judgment”, followed by “cultivating human resources with serious communication and problem-solving skills”, and “cultivating human resources with scientific thinking and unique creative imagination.” Sub-competencies that companies want agricultural colleges to strengthen were “community spirit” 4.32(SD=0.96), “desirable values” 4.30 (SD = 1.05), “sympathy” 4.28 (SD = 0.95), “convergence capability” 4.16 (SD = 0.88), “creativity” 4.11 (SD = 0.83), “civic spirit” 4.10 (SD = 0.91), and “rational/critical thinking” 3.94 (SD = 1.04). There was a significant difference in sub-competencies that require reinforcement depending on the number of full-time employees. “Creativity” was most necessary in companies with less than 3 employees (4.39), and 4~7 employees (4.33), and “aesthetics”” in companies with less than 3 employees (3.94), and 4-7 employees (3.61) “Civic spirit” was most necessary in companies with 31 employees or more (4.33). Conclusion: The most important educational goal desired by companies was “cultivating human resources with community spirit and ethical judgment”.

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Services Outsourcing and Productivity Growth

South Asia Economic Journal ◽

10.1177/1391561418794693 ◽

2018 ◽

Vol 19 (2) ◽

pp. 192-209 ◽

Cited By ~ 2

Author(s):

Sonia Mukherjee

Keyword(s):

Productivity Growth ◽

Manufacturing Sector ◽

Core Competencies ◽

Marketing Research ◽

Manufacturing Firms ◽

Professional Services ◽

Business Services ◽

Positive Role ◽

Firm Level ◽

The Impact

The article studies the impact of outsourcing services on the productivity growth of the Indian manufacturing firms. By the term services we mean different expenses on services incurred by the manufacturing firms, such as, advertising, marketing, research and development, consultancy, auditing, business services, knowledge-based services, technical, legal and other professional services (including information communication and technology services). With further expansion in newer services, a higher demand has come from the Indian manufacturing sector. With intensive usage of services in the manufacturing production process, the performance and the manufacturing can focus on the core competencies with outsourced and cheaper services from expert service provider. For this purpose, the firm-level data have been collected from the annual financial statements of the Centre for Monitoring of the Indian Economy’s Prowess database. The econometric results conclude that services have played a positive role in improving the productivity growth of the aggregate Indian manufacturing firms and at the disaggregated level, especially for industrial groups such as food, beverage and tobacco; textiles, gems and jewellery; transport; machinery; metal, rubber and plastic; leather and footwear; and chemicals, services have played a favourable role in boosting the productivity growth. JEL: D24, L80, L60

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