A track-before-detect labelled multi-Bernoulli particle filter with label switching

This paper presents a multitarget tracking particle filter (PF) for general track-before-detect measurement models. The PF is presented in the random finite set framework and uses a labelled multi-Bernoulli approximation. We also present a label switching improvement algorithm based on Markov chain Monte Carlo that is expected to increase filter performance if targets get in close proximity for a sufficiently long time. The PF is tested in two challenging numerical examples.Comment: Accepted for publication in IEEE Transactions on Aerospace and Electronic System

Open Quantum Systems. An Introduction

We revise fundamental concepts in the dynamics of open quantum systems in the light of modern developments in the field. Our aim is to present a unified approach to the quantum evolution of open systems that incorporates the concepts and methods traditionally employed by different communities. We present in some detail the mathematical structure and the general properties of the dynamical maps underlying open system dynamics. We also discuss the microscopic derivation of dynamical equations, including both Markovian and non-Markovian evolutions.Comment: 100 pages, 3 figures. Updated version with typos corrected. Preprint version of the published boo

The state of strategic human resource measurement in Spanish banks

The new strategic role of Human Resource (HR) management that many academics and practitioners have been calling for requires that HR systems not only achieve operational excellence in performing their traditional activities but that they also contribute to developing the strategic capabilities needed by the organization to maintain its competitive advantage. This new orientation has important implications for the evaluation of an organization's HR system. Traditional measures of the HR function tend to focus on internal efficiency. In order to determine the success of an HR system in achieving its new role as strategic partner, the strategic impact of HR practices must be evaluated. This requires measuring the contribution of the HR system toward building organizational capabilities, including employee skills, behaviors and attitudes, and the impact that changes at this level have on organizational results. This study presents a strategic HR measurement framework and investigates the current state of HR measurement in five large Spanish banks

Rethinking utility analysis: a strategic focus

Utility analysis is a technique which allows for the estimation of the financial impact of human resource (HR) interventions. While utility analysis methods have been available for decades, their application is still not widespread. Some argue that this is because managers do not understand the techniques and suggest that allowing managers to participate in the analysis would increase understanding and, as a results, use and acceptance of utility analysis. The current work posits that translating the value of HR interventions into financial terms may not be necessary. It may be more useful to determine the direct impact of HR programs on employee behaviors and attitudes. The impact of these changes on the bottom line may then be determined. Building upon the recently proposed multi-attribute utility analysis and the strategic perspective offered by the Balanced Scorecard, this paper presents a strategic utility analysis method. Strategic utility analysis requires that multiple outcomes, not only financial, be considered in order to determine the utility of a given HR intervention. It further stipulates that these outcomes should come directly from the company's business strategy. The strategy should imply certain organizational capabilities and strategic utility analysis should measure the contribution of HR interventions towards building these specific capabilities

The state of strategic human resource measurement in Spanish banks.

The new strategic role of Human Resource (HR) management that many academics and practitioners have been calling for requires that HR systems not only achieve operational excellence in performing their traditional activities but that they also contribute to developing the strategic capabilities needed by the organization to maintain its competitive advantage. This new orientation has important implications for the evaluation of an organization's HR system. Traditional measures of the HR function tend to focus on internal efficiency. In order to determine the success of an HR system in achieving its new role as strategic partner, the strategic impact of HR practices must be evaluated. This requires measuring the contribution of the HR system toward building organizational capabilities, including employee skills, behaviors and attitudes, and the impact that changes at this level have on organizational results. This study presents a strategic HR measurement framework and investigates the current state of HR measurement in five large Spanish banks.