Human resource management expert systems technology

Abstract

This paper provides human resource managers with important guidelines when applying expert systems to human resource domains, by reviewing system characteristics, potential benefits and limitations, and appropriate domains to be selected, based on the literature. Structural and procedural aspects of expert systems development in human resource management (represented by a wheel model) and problem descriptions of each expert system respectively are important research results in this paper. We also show semantic networks or semantic nets used for a knowledge representation methodology on such major human resource management activities as human resource planning, recruiting, compensation and labor-management relations. Knowledge representation is a key component in the development stages of expert systems.

Information Systems Reengineering, Integration and Normalization

“…ESs and DBSs have previously been successfully applied to HRM domains (Byun and Suh 1994). This example is different from earlier systems because it couples both the technologies of ES and DB.…”

Expert systems in business: applications and future directions for the operations researcher

“…Of course there are many other business areas that have benefited to a lesser extent from ES over the last decade or can benefit in future. For instance, we can indicatively mention ES in real estate valuation (Czernkowski, 1990), prediction of stock market timing (Lee and Jo, 1999), selection of potential suppliers (Vokurka et al, 1996) and human resources management (Byun and Suh, 1994;Hooper et al, 1998). In addition, it is obvious that we have not considered other sectors (e.g.…”

Knowledge‐based systems leverage human resource management expertise

“…The key decisions in developing such a knowledge‐based manpower planning system (KBMPS) include determining the forecasting techniques to be used and the appropriate actions, such as recruitment and decruitment, based on the result of the demand and supply analysis ( Byun and Suh, 1994). Figure 2provides a semantic representation of the factors (and their relationships) which may be included in a typical KBMPS.…”

“…There is now considerable research to indicate that for manpower planners and human resource managers, the important issue is no longer whether KBS technology is useful (Broderick and Boudreau, 1992; Byun and Suh, 1994; Extejt and Lynn, 1988; Martinsons, 1994; Martinsons and Ramsay, 1988). As our abilities to interpret and understand information lag behind the capabilities to collect, store and present data, KBSs have proven to be effective in alleviating this information input overload (Greyer, 1993).…”