Author Details

Expert Systems (ES) have found application in a variety of domains. Human Resource Expert Systems (HRES) can emulate the decision-making abilities of a Human Resource (HR) Expert. The design and development of HRES is dependent on the initiative and support of the top management. HRES implementation should be holistic, with maximum participation of all departments of the organization. This paper deals with the scope of HRES applications in Recruitment, Training and Development, Performance Appraisal, Reward System, Designing Organization Structure and Strategy, Industrial Relations and Conflict Resolutions and Management Control of HR functions. HRES has to meet the challenges to alleviate the fears of computers in HR functions and resistance to change. HRES can improve the productivity levels by helping HR managers in taking rational decisions to solve unstructured HR related issues. The emphasis is on organization change and bold initiatives to increasingly apply ES in HR domain and overcome the challenges. This paper aims at analyzing the focus areas of HRES and functions where HRES face limitations and challenges.

Keywords

HRES, Reasoning, Knowledge Base

Full Text

References

Adriaans, P., and Zantinge, D. (1996), Data Mining, p. 132, Addison-Wesley Longman.

Baligh, H. H., Burton, R. M; and Obel, B. (1990), Devising Expert Systems in Organization Theory: Putting ‘Design’ into Organizational Design, in Michael Masuch (Ed), Organization, Management, and Expert Systems, Walter De Gruyer & Co., Berlin.

Bono, D. E. (1985), Conflicts: A Better Way to Resolve Them, p. 69, Penguin Books.

CLIPS Reference Manual, C Language Integrated Production System, Software Technology Branch, Volume I, Lyndon B. Johnson Space Center, NASA, USA.

Duncan, R. (1979), What is the Right Organization Structure?, Organizational Dynamics, Winter: 59-79.

Elizabeth F.Cabrera and Jaime Bonache (1991), An Expert HR System for Aligning Organizational Culture and Strategy, Human Resource Planning, pp. 51-60, Dept. de Economica de la Empresa, Universidad Carlos III de Madrid, Spain, Freire, P. (1972), Pedagogy of the Oppressed, Penguin, Harmonsworth.

Giarrantano, J. and Riley, G. (1989), Expert Systems, Principles and Programming, pp. 264-267, PWS-Kent Publishing Company.

Green, H. (1987), Matching People to Jobs: An Expert System Approach, Personnel Management 19(9): 42-45.

Jackson, P. (2000), Introduction to Expert Systems, p. 413, Addison-Wesley.

Kiranne E. Dianne and Kirrane R. Peter (1990), Managing by Expert Systems, HR Magazine March: 37-39.

Krebs, V. E. (1987), How Artificial Intelligence Assists HR Managers, Personnel September: 58-61.

Leavitt, H. J. (1965), Applied Organizational Change in Industry: Structural, Technological and Humanistic Approaches, in March. J. G. (Ed), Handbook of Organizations, Rand McNally, Chicago.

Mumford, Enid. (1983), Designing Human Systems, Manchester Business School.

O’Rielly, C., Chatman. J. and Caldwell D. (1991), People and Organizational Culture: A Profile Comparison Approach to Assessing Person-organization Fit, Academy of Management Journal 34: 487-516.

Pai-Cheng, C. (1991), Developing Expert Systems for Human Resource Planning and Management, Human Resource Planning 13(3): 159-178.

Roberts, H. (1988), Expert System and the Personnel Department, Personnel Management 20(6): 52-55.

Sturman, M., Hannon, J. and Milkovich, G. (1996), Computerized Decision Aids for Flexible Benefits Decisions: The Effects of an Experts System and Decision Support System on Employee Intentions and Satisfaction with Benefits, Personnel Psychology 49: 883-908.

Sviokla, J. (1990), An Experimentation of the Impact of Expert Systems on the Firm: the Case of XCON, MIS Quarterly 14: 127-140.

Teknowledge (1987), M-1 Reference Manual for Software version 2.1.

Username
Password
Remember me