Στην παρούσα εργασία παρουσιάζονται εφαρμογές των στοχαστικών διαδικασιών στα λεγόμενα κοινωνικά συστήματα από τη σκοπιά του προγραμματισμού ανθρώπινου δυναμικού (manpower planning). O προγραμματισμός του ανθρώπινου δυναμικού έχει να κάνει με την κατάλληλη τοποθέτηση των μελών του συστήματος στις σωστές θέσεις, σε αριθμούς οι οποίοι εγγυώνται την ομαλή λειτουργία. Αρχικά αναπτύσσουμε το μη ομογενές Μαρκοβιανό σύστημα (ΜΟΜΣ), το οποίο έχει ως βάση του τις Μαρκοβιανές αλυσίδες: η συμπεριφορά του καθορίζεται από την οριακή ή σε πεπερασμένο χρόνο συμπεριφορά μιας μη ομογενούς Μαρκοβιανής αλυσίδας. Το ΜΟΜΣ, είναι ένα μαθηματικό μοντέλο, το οποίο αποτέλεσε μια θεωρία ενοποίησης μέσα σε ένα κοινό πλαίσιο, πολλών γνωστών στοχαστικών μοντέλων προγραμματισμού ανθρώπινου δυναμικού. Στη συνέχεια επικεντρωνόμαστε στον έλεγχο της συμπεριφοράς του μοντέλου. Για το σκοπό αυτό, ορίζουμε μια σχέση για το αναμενόμενο κόστος λειτουργίας και αμοιβών του ΜΟΜΣ. Στη σχέση αυτή δίνουμε τη γενικότερη δυνατή μορφή, έτσι ώστε να περιλαμβάνει ως ειδικές περιπτώσεις αρκετές από τις παραλλαγές των συναρτήσεων κόστους-αμοιβών που υπάρχουν. Τέλος, με τη βοήθεια του προγραμματισμού στόχων (Goal Programming), ελέγχουμε τις ροές του ΜΟΜΣ προκειμένου να επιτευχθεί μια ικανοποιητική συμπεριφορά σύμφωνα με κάποιους στόχους, καθώς το σύστημα περνάει τις τρεις φάσεις λειτουργίας του, δηλ. την παροδική, την ημι-παροδική και τη φάση στατιστικής ισορροπίας. / Manpower planning deals with aspects of human resources management and has been given considerable attention in the last decades. In the attempt to simulate the evolution of a manpower system and predict its future properties, mathematical models were proved to be extremely helpful both for descriptive and optimization purposes. Manpower systems have been modeled in several ways, deterministic or stochastic. The attempt of determine and regulate future structures in a manpower planning system is based mainly on the selection of appropriate recruitment distribution vectors. This effort gives rise to the control problem in mathematical manpower planning. The control of manpower systems has been of considerable concern in recent times. In a series of articles and books beginning back in the early 70's, the problem of finding appropriate recruitment policies was considered, and various mathematical models were developed according to several criteria and practical considerations. In the present work aspiration levels and priorities using goal programming are employed in a NHMS which evolves in three phases, the transient, the semi-transient and the equilibrium phase. The general goal programming framework is used in several variations which depend on the phase, in order to detect appropriate input policies that can achieve a satisfactory trade off between operational cost and target attainability.

The challenges in human resource allocation drive the present project. Conducted at an office of the Workers' Compensation Board of British Columbia (the WCB), the project aims at developing a simulation model of claim management operations to facilitate decision-making in resource allocation. In this context, resource allocation refers to the alignment of staff to claims. The components of the problem include the number of staff required and the types of staff required, given targeted system performance. The volume of claims, the profile of claims, the Workers Compensation Act, the board's business guidelines and the board's operational targets all influence staffing requirement. It is far from straightforward to answer the following questions: what is the optimal level of staffing? What is the right mix of skills? And what is the proper alignment of staff with claims? How will the system perform given a certain staffing level? How will change in the profile of incoming claims influence staffing requirement? A discrete-event simulation model was developed as a decision support tool in this project. The model was used to evaluate several resource allocation scenarios. Simulation showed that timeliness measures such as time to decision and time to closure would improve with additional resources, but the improvement was not drastic. At the staffing level of 14, compared to the current level of 12, time to decision for unadjudicated claims would reduce by 6%. Simulation further showed that specialization of staff by claim type might have a negative impact on system performance measures, because economics of scale were compromised. Finally, simulation showed that if Site Visits, a required procedure for adjudicating claims related to Activity-Related Soft Tissue Diseases, could be conducted by dedicated personnel, time to decision for these claims might reduce by as high as 60%.

No description available.

Tez (Doktora) - Süleyman Demirel Üniversitesi, Sosyal Bilimler Enstitüsü, İşletme Anabilim Dalı, 2007. / Bibliyografya var.

Mémoire (M.E.S.R.)-- Université du Québec à Chicoutimi, 1994. / Document électronique également accessible en format PDF. CaQCU

Thesis (Ph. D.)--University of Texas at Austin, 1991. / Vita. Includes bibliographical references (leaves 145-159).

Assignment (MPhil)--University of Stellenbosch, 2005. / Bibliography. Also available via the Internet.

Thesis (MA)--Stellenbosch University, 1989. / AFRIKAANSE OPSOMMING: Die persoonlikheidseienskappe van die ingenieurs en wetenskaplikes by die Instituut vir Maritieme Tegnologie is ondersoek. Psigometrika en induktiewe metings is aangewend om verskille in hierdie groepe ten opsigte van persoonlikheid, leerstylvoorkeure en werkbelewing te peil. Geen bestuursnoemenswaardige verskille het tussen die groepe in die teikengroep voorgekom nie. Leerstylgroep-gegronde verskille is weI bepaal en behoort vir bestuursdoeleindes in ag geneem te word. / ENGLISH ABSTRACT: Personality characteristics of the engineers and scientists of the Institute for Maritime Technology were investigated. Psychometrics and inductive measurements were used to gauge differences between these groups in respect of personality, learning style preference and perceptions of the work experience. No differences of significance for management were found between these professional groups in the target group. Differences based on learning style preference were, however, determined and should be considered for management purposes.

Globalisation has a significant impact on human resources management policies and procedures in the public service. The driving forces of globalisation have affected human resources management in a variety of ways, for example, the impact of technology demands different skills and competencies from public officials. Globalisation is defined as “the process whereby the world’s people become increasingly interconnected in all facets of their lives, culturally, economically, politically, technologically and environmentally” (Streeten, 2001:169). Kirkbride (2001:14) states that globalisation is the integration of business activities across geographical and organisation boundaries. It is the freedom to conceive, design, produce, buy, distribute and sell products and services in a manner which offers maximum benefit to the organisation without regard to the consequences for individual geographical location or organisational units. This research examines the impact of globalisation on human resources management policies and procedures in the South African public service. The main problem is that the current training and development in the South African public service do not take due cognisance of globalisation to equip public officials to interact internationally effectively and efficiently. An inability exists to adapt to the changing strategic public human resources management needs from an international perspective. The problem of lack of knowledge and understanding by public officials of globalisation results in an inability to manage and execute international human resources management trends. There is a needed skill for achieving, maintaining, enhancing and implementing cutting-edge human resources management theories and practices for globally competitive human resources management. Usually, employees are not expected to work at tasks for which they received no training. In this context, it is necessary to note that with limited training public 7 officials are often placed in positions of having to muddle through as best they can without fully understanding of what is expected of them. Enhanced and continuous training can equip them with skills and knowledge that would create an organisation that is focused on outputs and performance rather than hierarchical control of procedures and processes towards reaching goals and objectives. Once the human resources in an organisation have been properly trained and motivated, they can be utilised effectively and efficiently to perform their tasks with dedication, competence and in the spirit of the Batho Pele principles. The main function of human resources management is to manage the acquisition, training, utilisation and maintenance of a sufficient number of competent personnel responsible for community-oriented service delivery. If training is neglected, then the nature of service delivery will be poor (du Toit & van der Walt, 1991:15). The management and utilisation of human resources in a globalised setting poses a particular challenge. Van Dyk, Nel & Loedolff (1992:15) defines training as the systematic process of changing the behaviour and attitudes of people in a certain direction in order to attain the organisation’s objectives. The changing nature of public service delivery has contributed to certain inadequacies in the public service and since governments are collaborating at a global level for improved service delivery, the public service is obliged to co-operate effectively and efficiently at an international level. In order to achieve this successfully, public officials need to possess relevant and applicable skills. The objectives of the study are to determine the impact of the globalisation process on the training and development of public human resources management policies and to understand how public human resources departments in selected state departments in the South African public service are adapting to the dynamic change in the field of public human resources management. The main finding of the research indicates that the aspect of training is a key element in improving the globalisation of public human resources management. 8 Training and development are essential to ensure that the South African public service is competent to perform effectively and efficiently in the global arena. Employees need to possess the necessary skills to function at an international level. The specific purposes of training are to communicate information that is applicable to practical situations. It is expected after training, for public officials to be able to demonstrate changes in the behaviour or performance that contribute to their abilities to deal skilfully without broader global problems. This, in turn, will have a positive impact on public service delivery.

D.Com. / Please refer to full text to view abstract