Recruitment and selection processes through an effective GDSS

[[abstract]]This study proposes a group decision support system (GDSS), with multiple criteria to assist in recruitment and selection (R&S) processes of human resources. A two-phase decision-making procedure is first suggested; various techniques involving multiple criteria and group participation are then defined corresponding to each step in the procedure. A wide scope of personnel characteristics is evaluated, and the concept of consensus is enhanced. The procedure recommended herein is expected to be more effective than traditional approaches. In addition, the procedure is implemented on a network-based PC system with web interfaces to support the R&S activities. In the final stage, key personnel at a human resources department of a chemical company in southern Taiwan authenticated the feasibility of the illustrated example.[[notice]]補正完畢[[journaltype]]國內[[incitationindex]]SCI[[incitationindex]]E

Applying self-organised learning to develop critical thinkers for learning organisation: a conversational action research report.

The information explosion characteristic of a knowledge-based economy is fuelled by rapid technological changes. As technology continues to permeate our lives, there will be fresh demands upon the conduct of learning and teaching to ensure that learners are equipped with new economy skills and dispositions for creating significant and relevant meaning out of the large chunks of transmitted data. In the spirit of building learning organisations, this paper proposes that a two-pronged strategy of promoting self-organised learning (SoL) amongst educators and students be adopted. As an enabling framework based on social constructivism, the model of SoL, originally developed by Harri-Augstein & Thomas, is described and applied to an educational setting. For educators engaged in action research, SoL is suited as an approach for managing and reflecting upon change. The use of two such thinking tools, the Personal Learning Contract and the Purpose-Strategy-Outcome-Review (PSOR) reflective learning scaffolds are considered. For students who are now expected to learn independently in situations requiring problem-solving skills, much akin to real life contexts, this article also considers the application of Learning Plans as a conversational tool for personal project management. The authors conclude that SoL promotes skilful critical thinking through a systems thinking process of continuous reflective learning. It is proposed that these are essential qualities for citizens working in a technological age. Case study samples of the thinking tools used in this action research project are included as appendices and evaluated in this article

Dimensions of the Learning Organization

{Excerpt} If organizational learning is still seeking a theory, there can be no (and perhaps cannot be) agreement on the dimensions of the learning organization. Even if the dimensions were understood, the connection between learning (or lack thereof) and performance remains unclear. However, regardless of the disputed state of the art, a multilevel, practical but necessarily exploratory and simple framework of common and individual variables associated with learning and change follows. Here as elsewhere, experimentation has an important role to play. Individual and collective learning are not about finding out what others already know, even if that is a useful first stage—it is about solving problems by doing, reflecting, connecting, and testing until a solution forms part of organizational life. There is no stock answer nor is there a single best approach

Peace and Justice: Notes on the Evolution and Purposes of Legal Processes

This text of the inaugural lecture for the A.B. Chettle, Jr. Chair in Dispute Resolution and Civil Procedure at Georgetown University Law Center presents an intellectual outline (theory and practice) for a house of justice built on the foundations of Lon Fuller, the Legal Process school, Jurgen Habermas\u27 and Stuart Hampshire\u27s social philosophy about democratic processes, the floors of comparative processes, drawing on the work of political theorist Jon Elster and empirical work on legal and political processes and the ceilings of new processes, like consensus building fora, truth and reconciliation commissions and other combinations of legal and political processes. A model of different modes of human conflict resolution is outlined with differentiations of different forms of process (open/closed; plenary/committees; expert/naturalistic; constitutive/permanent/ad hoc). The article suggests a broadened view of what should be taught as legal process - beyond conventional civil procedure to many more forms of human legal and political processes. If process is the human bridge between justice and peace then we much teach about both kinds of processes - those seeking justice and those seeking peace; hopefully they can both be accomplished

How and why deliberative democracy enables co-intelligence and brings wisdom to governance

Over the past decade, state and local governments throughout Australia have focused on how to improve community consultation. Government consultation processes, regulated with the best of intentions to involve the public, have come under heavy criticism as being DEAD (Decide, Educate, Announce and Defend). It has become apparent that the problem community consultation was supposed to fix – including the voice of the community in developing policy and plans – has remained problematic. Worse, the fix has often backfired. Rather than achieving community engagement, consultation has frequently resulted in the unintended consequence of community frustration and anger at tokenism and increased citizen disaffection. Traditional community consultation has become a “fix that failed”, resulting in a “vicious cycle” of ever-decreasing social capital1 (Hartz-Karp 2002). Ordinary citizens are less and less interested in participating, evidenced by the generally low turn-out at government community consultation initiatives. When the community does attend in larger numbers, it is most often because the issue has already sparked community outrage, inspiring those with local interests to attend and protest. In their endeavour to change this situation, government agencies have created and disseminated ‘how to’ community consultation manuals, conducted conferences and run training sessions for staff. Issues of focus have included project planning, risk analysis, stakeholder mapping, economic analysis, value assurance, standardisation and so forth. Implementation models have illustrated a desired shift from informing, educating and gaining input from citizens, to collaboration, empowerment and delegated decision-making. Although new engagement techniques have been outlined, it has not been clarified how agencies can achieve such a radical change from eliciting community input to collaborative decision-making. Regardless, to reassure the public that improvements have been made, community consultation has been ‘re-badged’ to ‘community engagement’. A new vocabulary has developed around this nomenclature. However, the community has remained unconvinced that anything much has changed. The question is: Why hasn’t the community accepted these efforts with enthusiasm? The most optimistic response is that there will be a lag time between the announcement of improvements and actual improvements, and an even longer time lag between seeing the results and a resumption of the community’s trust in government. The more pessimistic response (one that also has resonance with many public sector staff) is that in essence, not a lot has changed. The ‘re-badging’ and management improvements have not resulted in the public feeling more engaged or empowered

A Model for Judicial Leadership: Community Responses to Juvenile Substance Abuse

Outlines the Reclaiming Futures initiative, which brings juvenile courts and systems of care together under judges' leadership in a team effort toward systemic change. Offers lessons learned, guidance, and recommendations for starting similar projects

A culturally synergetic approach to international Human Resource Management: implementing an integrated approach.

An integrated approach to IHRM tries to create a HRM system with substantial global integration combined with local differentiation. How to successfully implement such an integrated IHRM approach is the focus of this paper. The literature indicates three issues that need to be addressed: finding the balance between global integration and local responsiveness, understanding the cultural embeddedness of HRM practices and assessing the underlying power dynamics. Our suggestion is a culturally synergistic approach to IHRM. This approach is being presented by identifying the crucial steps in the decision making process and discussing guidelines on when and how to intervene.Human resource management; Resource management; Management; International; Integration; Decision making; Processes;

Alternative Modes for Teaching Mathematical Problem Solving: An Overview

Various modes are proffered as alternatives for teaching mathematical problem solving. Each mode is described briefly, along with general purposes, advantages and disadvantages. Combinations of modes are suggested; general issues identified; recommendations offered; and feedback from teachers summarized