Optimal Employee Recruitment in Organizations under Attribute-Based Access Control

For any successful business endeavor, recruitment of a required number of appropriately qualified employees in proper positions is a key requirement. For effective utilization of human resources, reorganization of such workforce assignment is also a task of utmost importance. This includes situations when the under-performing employees have to be substituted with fresh applicants. Generally, the number of candidates applying for a position is large, and hence, the task of identifying an optimal subset becomes critical. Moreover, a human resource manager would also like to make use of the opportunity of retirement of employees to improve manpower utilization. However, the constraints enforced by the security policies prohibit any arbitrary assignment of tasks to employees. Further, the new employees should have the capabilities required to handle the assigned tasks. In this article, we formalize this problem as the Optimal Recruitment Problem (ORP), wherein the goal is to select the minimum number of fresh employees from a set of candidates to fill the vacant positions created by the outgoing employees, while ensuring satisfiability of the specified security conditions. The model used for specification of authorization policies and constraints is Attribute-Based Access Control (ABAC), since it is considered to be the de facto next-generation framework for handling organizational security policies. We show that the ORP problem is NP-hard and propose a greedy heuristic for solving it. Extensive experimental evaluation shows both the effectiveness and efficiency of the proposed solution.

PROFESSIONAL COMPETENCIES AS THE BASE OF EFFECTIVE WORK OF HUMAN RESOURCE MANAGER

The relevance of determining the main professional competencies of human resources manager in developing the professional standard for this position. The essence of the concept of “competence” is characterized by different scientists on the basis of key features: norm, readiness, requirements, set of qualities, ability, result of training and other. The competencies are being developed throughout the employee’s life, they are supplemented, updated, gained experience and so on. Based on the analysis of information of job-portal “Work.ua” it is determined that employers are looking for candidates with advanced digital competencies, time management, with high level of adaptability which includes flexibility, communication, organizational and leadership skills, ability to work in a team, able to work under pressure. The most popular categories of employees by different types of activity on the labour market in Kyiv and their general competencies are determined and analyzed. The main competencies, which should be possessed by the representatives of professional employees – human resource manager, taking into, account the requirements of employers in various areas of business: knowledge of Labour legislation, sociological knowledge and observation of corporate ethics, document management and IT support; realizing of business communication, resume analysis, application forms and vacancy profiles; testing to identify the professional skills and coaching; availability of management skills, leadership and human resources security, effective time management. The model of competencies to determine the basic requirements to the candidate and compare them in the future by three components: basic, functional, and role has been studied. The algorithm of creation the own model of competencies by the enterprise for various categories of employees or separate positions is characterized. The model of “20 faces” competencies, developed by British company “ADC”, where 20 the most important competences are identified and divided into 5 groups are analyzed. The advantages that the company and employee receive from the implementation of competencies are also proved.

Rethinking the Contribution of Organizational Change to the Teaching and Learning of Organizational Behaviour and Human Resource Management

One of the great attributes of acting as a Human Resource Manager is being reasonable. One may not know what is best for a company but one should be able to identify, reasonably, when in-house fighting and resistance on the shop floor are disadvantageous. While agreeing with the law one must also be aware, again reasonably, that it may be in conflict with itself. One's job is to resolve difficulties to the benefit of all parties – once more reasonably – even when one's emotions are on the side of one of the parties. In short, there is a job to do, but there is a difficulty: doing so successfully depends on being reasonable as well as developing expertise. However, being reasonable is precisely what the scientific method does not support although being an expert could be a desirable attribute. It excludes anything that contributes to a bias, including the bias that trust, fairness and team spirit introduce (Huczynski & Buchanan, 2013). The result is well known: the scientific method tends to support commodification, objectification and reification and elicits resistance (Pitsakis & Kuin, 2012; Mahadevan, 2012) even on phenomenon-driven change (Schwarz & Stensaker, 2014). HRM officers do not seem to have done too badly however – albeit without the support of the scientific method (Ford, Ford, & D'Amelio, 2008). This does not mean that support would be wasted or impossible. The aim of the present chapter is to explore what it might look like. The result is a series of recommendations, based on a study showing how some employees proved able to contribute as experts to their companies even after they had been threatened of being fired due to heavy economic weather. This finding serves as an important lesson, i.e. that there are ways other than the scientific method to turn personal motivations and objectives into resources. These ways include creating an HRM/OB platform for change that helps to link people. They make it possible to create structures that help individuals to achieve ‘expert presence', i.e. expertise to deal with difficulties in the workplace in the here and now.

KONTRIBUSI WORK ENVIRONMENT DAN JOB SATISFACTION SEBAGAI MULTI MEDIASI TERHADAP JOB PERFORMANCE

<p><em>The purpose of this study is to analyze the impact of emotional leadership competency on employees’ job performance through work environment and job satisfaction. In addition, this study also analyzes the effect of emotional leadership competency, work environment, job satisfaction dimensions on employees job performance. The samples are obtained by distributing 300 questionnaires to all HRD Manager (Human Resource Manager) respectively to travel agencies in five areas in Jakarta who then distribute the questionnaires to front line employees as the respondents of the 300 questionnaires distributed, only 261 questionnaires were successfully retrieved from the HRD Manager and analyzed by using Structural Equation Models (SEM)</em><em>. </em><em>The results showed that 1) emotional leadership competency does not directly affect employees’ performance, but emotional leadership competency mediated by work environment and job satisfaction positively and significantly affects the performance of travel agency employees, 2) emotional leadership competency positevely and significantly affects work environment, 3) emotional leadership competency does not affect employees’ performance, 4) work environment positevely and significantly affects employees’ job satisfaction, and 5) job satisfaction positively and significantly affects employees’ performance. </em><strong><em></em></strong></p>

Contemporary Human Resource Manager Roles

The article presents the modern roles of the HR manager to meet the challenges of the future. The first part of the article presents the challenges in the field of human resource management towards the HR manager. The next part of the article presents a review of the literature on the subject regarding the classic roles of the HR manager. It was proposed to the HR manager in the future to perform the following roles in addition to the classical roles: master of employee engagement management, facilitator of skillful use of talents in the organization, digilizer of personnel processes and employee diversity, green HRM facilitator.

Hubungan Motivasi kerja dan tingkat Pendidikan dengan Kinerja karyawan Balai Penelitian Bioteknologi Perkebunan Indonesia di Bogor

The fast changes in the work world at present demands adoption and adaptation abilities for the new skill and capabilities of human resources at every level. The coming changes needs a strategy to improve the existing one and in anticipating the future needs. In relation to human resource improvement target, the role of particularly human resource manager, is very important. Through this role, the employee’s performance can be directed effectively and efficiently especially towards the company’s goal. An organization will reach a certain level of performance if the organization can create work condition that motivate individuals in the organization, growing good condition of collaboration between individuals and groups as well as creating creativity and initiative. The performance of employees at BPBPI based on the evaluation on employees’ level of education conducted by DP2K in 2008 were 73.82 (Good) for Elementary, 75.82 (Good) for Senior High School, 78.20 (Good) for Non degree and 79.57 (Good) for Strata One (S1) Degree. The connection between level of education and employee’s performance at BPBPI shows a strong and positive relation based on coefficient correlation test result where the value of r was 0.708. An organization will reach a certain performance if it can create good condition of cooperation between individuals and groups and allow creativity and initiative to grow.

TRANSITION FROM UNIVERSITY TO INDUSTRY: CHALLENGES FACED BY NEW ENGINEERS IN THE AUTOMOTIVE INDUSTRY

The Malaysian automotive manufacturing industry is growing exponentially, but it faces shortage of the right skilled automotive manufacturing professionals to propel the industry to an unprecedented height. This research hypothesised that there are several challenges faced by new engineers in executing daily task due to knowledge gap. New engineers are not guided and trained sufficiently to undertake daily task to be more productive. Therefore, this research aims to identify the knowledge gap and challenges faced by new engineers in the automotive company in Malaysia. The scope of this research is confined to the theories of Human Capital, which relate to the capabilities and skills of an employee to improve job performance. A qualitative case study method has been employed for the analysis and comparison of data from public and private universities and automotive manufacturing industry in Malaysia. The identified target groups were human resource manager, manufacturing managers, new engineers and lecturers. This study concludes that training in industry has failed at certain aspects to produce new employees that meet current competency requirements, lead to the deterioration of employee work performance. In conclusion, this research validates the existence of a knowledge gap and acknowledges the need to overcome challenges faced by new engineers during their transition from academia to industry. Keywords: Industrial Experience, Knowledge Gap, Challenges, New Engineers, Skills, Training.

An Interview with Human Resource Manager

<em>Leadership has been described as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. Different people require different styles of leadership. There are many traits that help people increase the effectiveness of their leadership. How to be a successful manager? In this paper, I interviewed a HR and summarized her descriptions about human resource management. As a Human Resource Manager, she described some specific daily activities and responsibilities in this interview, also gave some realistic experiences and useful advice for us. In order to have an effective leadership, it is important to build your own leadership style which can expend strengths and avoid weaknesses.</em>

Rethinking the Contribution of Organizational Change to the Teaching and Learning of Organizational Behaviour and Human Resource Management

One of the great attributes of acting as a Human Resource Manager is being reasonable. One may not know what is best for a company but one should be able to identify, reasonably, when in-house fighting and resistance on the shop floor are disadvantageous. While agreeing with the law one must also be aware, again reasonably, that it may be in conflict with itself. One's job is to resolve difficulties to the benefit of all parties – once more reasonably – even when one's emotions are on the side of one of the parties. In short, there is a job to do, but there is a difficulty: doing so successfully depends on being reasonable as well as developing expertise. However, being reasonable is precisely what the scientific method does not support although being an expert could be a desirable attribute. It excludes anything that contributes to a bias, including the bias that trust, fairness and team spirit introduce (Huczynski & Buchanan, 2013). The result is well known: the scientific method tends to support commodification, objectification and reification and elicits resistance (Pitsakis & Kuin, 2012; Mahadevan, 2012) even on phenomenon-driven change (Schwarz & Stensaker, 2014). HRM officers do not seem to have done too badly however – albeit without the support of the scientific method (Ford, Ford, & D'Amelio, 2008). This does not mean that support would be wasted or impossible. The aim of the present chapter is to explore what it might look like. The result is a series of recommendations, based on a study showing how some employees proved able to contribute as experts to their companies even after they had been threatened of being fired due to heavy economic weather. This finding serves as an important lesson, i.e. that there are ways other than the scientific method to turn personal motivations and objectives into resources. These ways include creating an HRM/OB platform for change that helps to link people. They make it possible to create structures that help individuals to achieve ‘expert presence', i.e. expertise to deal with difficulties in the workplace in the here and now.