Serve or Skip: The Power of Rejection in Online Bottleneck Matching

We consider the online matching problem, where n server-vertices lie in a metric space and n request-vertices that arrive over time each must immediately be permanently assigned to a server-vertex.We focus on the egalitarian bottleneck objective, where the goal is to minimize the maximum distance between any request and its server. It has been demonstrated that while there are effective algorithms for the utilitarian objective (minimizing total cost) in the resource augmentation setting where the offline adversary has half the resources, these are not effective for the egalitarian objective. Thus, we propose a new Serve-or-Skip bicriteria analysis model, where the online algorithm may reject or skip up to a specified number of requests, and propose two greedy algorithms: GRI NN(t) and GRIN(t) . We show that the Serve-or-Skip model of resource augmentation analysis can essentially simulate the doubled-server capacity model, and then examine the performance of GRI NN(t) and GRIN(t)

Global Human Resource Metrics

[Excerpt] What is the logic underlying global human resources (HR) measurement in your organization? In your organization, do you measure the contribution of global HR programs to organizational performance? Do you know what is the most competitive employee mix, e.g., proportion of expatriates vs. local employees, for your business units? (How) do you measure the cost and value of the different types of international work performed by your employees? In the globalized economy, organizations increasingly derive value from human resources, or “talent” as we shall also use the term here (Boudreau, Ramstad & Dowling, in press). The strategic importance of the workforce makes decisions about talent critical to organizational success. Informed decisions about talent require a strategic approach to measurement. However, measures alone are not sufficient, for measures without logic can create information overload, and decision quality rests in substantial part on the quality of measurements. An important element of enhanced global competitiveness is a measurement model for talent that articulates the connections between people and success, as well as the context and boundary conditions that affect those connections. This chapter will propose a framework within which existing and potential global HR measures can be organized and understood. The framework reflects the premise that measures exist to support and enhance decisions, and that strategic decisions require a logical connection between decisions about resources, such as talent, and the key organizational outcomes affected by those decisions. Such a framework may provide a useful mental model for both designers and users of HR measures

How do MNC R&D laboratory roles affect employee international assignments?

Research and development (R&D) employees are important human resources for multinational corporations (MNCs) as they are the driving force behind the advancement of innovative ideas and products. International assignments of these employees can be a unique way to upgrade their expertise; allowing them to effectively recombine their unique human resources to progress existing knowledge and advance new ones. This study aims to investigate the effect of the roles of R&D laboratories in which these employees work on the international assignments they undertake. We categorise R&D laboratory roles into those of the support laboratory, the locally integrated laboratory and the internationally interdependent laboratory. Based on the theory of resource recombinations, we hypothesise that R&D employees in support laboratories are not likely to assume international assignments, whereas those in locally integrated and internationally interdependent laboratories are likely to assume international assignments. The empirical evidence, which draws from research conducted on 559 professionals in 66 MNC subsidiaries based in Greece, provides support to our hypotheses. The resource recombinations theory that extends the resource based view can effectively illuminate the international assignment field. Also, research may provide more emphasis on the close work context of R&D scientists rather than analyse their demographic characteristics, the latter being the focus of scholarly practice hitherto

Assessing the Value of International Workers:a Case of Shell Petroleum Development Company in Nigeria

As a result of globalization, many companies, be it corporate, public or international operates on a global scale. With the rise of companies operating in a global village, many companies are also expanding internationally. Mostly, international organizations operating abroad are faced with employees of foreign cultures with an entirely different perspective. Oftentimes, cross-cultural issues arise in the management of the company's human resources (HR). According to Laroche (1998), the rapid globalization of the world's economy has brought forth several changes. In view of this, it is the intention of this non-empirical article to investigate how to assess the international workers, by adopting the latest management trend

Derandomization of Online Assignment Algorithms for Dynamic Graphs

This paper analyzes different online algorithms for the problem of assigning weights to edges in a fully-connected bipartite graph that minimizes the overall cost while satisfying constraints. Edges in this graph may disappear and reappear over time. Performance of these algorithms is measured using simulations. This paper also attempts to derandomize the randomized online algorithm for this problem

Statement of Richard A. Beaumont Before the Commission on the Future of Worker-Management Relations

Testimony_Beaumont_011994.pdf: 483 downloads, before Oct. 1, 2020

Knowledge management during radical change: Applying a process oriented approach

During periods of radical organisational change two elements - namely the organisation's strategy and its people - are affected profoundly. Strategic change involves refocusing the organisation in a direction that has little bearing on its past. People are affected by changes, as they are displaced to other parts of the organisation in different roles, or perhaps, are removed under the euphemism of de-layering, rightsizing and re-engineering. Hence, rather than enhance knowledge, senior managers inadvertently destroy knowledge during a radical organisational change. Yet pressures to change and the pace of change are unrelenting. Senior managers are forced to take an approach that can be summarised as ''change first - limit the damage to knowledge later''. Thus, this paper argues that organisations need a process to manage knowledge during periods of radical organisational change. The paper proposes such a process through case study evidence. It highlights actions managers take to ensure that they navigate the paradox of leading the organisation through radical change and nurture knowledge

The Future of Employee-Employer Relations

[Excerpt] This paper seeks to initiate a discussion of the challenges facing the future of employee-employer relations in the United States. I take a very broad perspective to the task, one that reflects the expanded domain of issues, activities, and parties that must be considered if employee relations are to contribute to the twin challenges facing the American economy and workforce: The need to improve long term economic competitiveness while simultaneously improving our standards of living