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

Group Decision Support Systems for Emergency Management and Resilience: CoastalProtectSIM

This paper introduces the concept of Group Decision Support Systems (GDSS) as a tool to support emergency management in coastal cities. As an illustration of the potential value of GDSS, we discuss the use of CoastalProtectSIM, a simulation model that can be a valuable GDSS tool, particularly in the mitigation stages of the emergency management cycle. We present preliminary results from the use of the simulation environment in a graduate course. We finish the paper by presenting our experience as a framework for building more efficient and secure emergency management systems through the use of GDSS

The effectiveness of virtual facilitation in supporting GDSS appropriation and structured group decision making

Since their introduction a quarter of a century ago, group decision support systems (GDSS) have evolved from applications designed primarily to support decision making for groups in face-to-face settings, to their growing use for “web conferencing,” online collaboration, and distributed group decision-making. Indeed, it is only recently that such groupware applications for conducting face-to-face, as well as “virtual meetings” among dispersed workgroups have achieved mainstream status, as evidenced by Microsoft’s ubiquitous advertising campaign promoting its “Live Meeting” electronic meeting systems (EMS) software. As these applications become more widely adopted, issues relating to their effective utilization are becoming increasingly relevant. This research addresses an area of growing interest in the study of group decision support systems, and one which holds promise for improving the effective utilization of advanced information technologies in general: the feasibility of using virtual facilitation (system-directed multi-modal user support) for supporting the GDSS appropriation process and for improving structured group decision-making efficiency and effectiveness. A multi-modal application for automating the GDSS facilitation process is used to compare conventional GDSS-supported groups with groups using virtual facilitation, as well as groups interacting without computerized decision-making support. A hidden-profile task designed to compare GDSS appropriation levels, user satisfaction, and decision-making efficiency and effectiveness is utilized in an experiment employing auditors, accountants, and IT security professionals as participants. The results of the experiment are analyzed and possible directions for future research efforts are discussed

Group Decision Support for Resource Allocation Decisions in Three Person Groups

This research studied the effects of a Group Decision Support System (GDSS) for face-to-face negotiations in three-person groups. The GDSS equipped the groups with full information about each other’s individual preferences regarding a resource allocation problem. In a partial replication of a GDSS experiment, we examined the effect of this full information treatment on post-meeting consensus level, the level of integrative behaviour, and the level of distributive behaviour in the groups. 96 threeperson groups participated. Groups using the GDSS reached a higher level of post-meeting consensus compared to groups not using a GDSS. This finding supports the theory that negotiators lower their demands and increase their involvement if full information is available. No support could be found for the hypothesis that the treatment had an impact on integrative or distributive behaviour

GDSS and idea generation: A theoretical examination of technology supported group creativity

While the importance of creativity and innovation in organizations continues to grow, many organizations rely on questionable mechanisms such as group brainstorming and other such techniques to facilitate creativity. Group decision support systems (GDSS) promise to provide an effective means of enhancing group creativity. However, much of the research on GDSS focuses on group processes. This paper takes the position that the individual is the primary determinant of group creativity and develops a model of the individual process of idea generation. This model is applied to GDSS to examine the implications of this perspective on group creativity output

Cognitive Feedback in GDSS: Improving Control and Convergence

Cognitive feedback in group decision making is information that provides decision makers with a better understanding of their own decision processes and that of the other group members. It appears to be an effective aid in group decision making. Although it has been suggested as a potential feature of group decision support systems (GDSS), little research has examined its use and impact. This article investigates the effect of computer generated cognitive feedback in computer-supported group decision processes. It views group decision making as a combination of individual and collective activity. The article tests whether cognitive feedback can enhance control over the individual and collective decision making processes and can facilitate the process of convergence among group members. In a laboratory experiment with groups of three decision makers. 15 groups received online cognitive feedback and 15 groups did not. Users receiving cognitive feedback maintained a higher level of control over the decision-making process as their decision strategies converged. This research indicates that (1) developers should include cognitive feedback as an integral part of the GDSS at every level, and (2) they should design the human-computer interaction so there is an intuitive and effective transition across the components of feedback at all levels. Researchers should extend the concepts explored here to other models of conflict that deal with ill-structured decisions, as well as study the impact of cognitive feedback over time. Finally, researchers trying to enhance the capabilities of GDSS should continue examining how to take advantage of the differences between individual, interpersonal, and collective decision making