Mahidol Universitymulinet11.li.mahidol.ac.th/e-thesis/scan/4037646.pdf · Title: Development of...
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2 3 Jtll- 2002
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DEVELOPMENT OF DECISION STJPPORT SYSTEM
FOR SHORT LISTING POTENTIAL CANDIDATES
IN TIIE RECRTIITMENT PROCESS
NOWARAT U.BOLz
61,
8nru uilu'Ifi'18
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A TIIBSIS ST'BMITTBD IN PARTIAL FI]LFILMENT
OF TIIB REQT]IRBMENTS FOR
TIIB DEGREE OF MASTER OF SCIENCE
(TBCHNOLOGY OF INFORMATION SYSTtsM MANAGEMENT)
FACI]LTY OF GRADUATE STT]DIBS
MAHIDOL TINWERSITY
2002
ISBN 974-04-1643-8
COPY RIGHT OF MAHIDOL UNTVERSITY
TH
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C',e,{}I
Copyright by Mahidol University
tThesis
Entitled
DEVELOPMENT OF DECISION SUPPORT SYSTEM
F'OR SHORT LISTING POTENTIAL CAI\DIDATES
IN THE RECRTIITMENT PROCESS
0\.^o.J u- b" I
Miss Nowarat U-bolCandidate
F
lltln Q*,hy=Lect. Witoon Duangkeo, M.Sc.Major-Advisor
.......*1.{h.lpkqaAssoc.Prof. Monthree Chufasamay4Ph.D., M.D.Co-Advisor
? h,,,;"k M.D,Asst.Prof. Panya Khaimuk, M.D.Co-Advisor
/,/* A\**HProf. Liangchai Limlomwongse, Ph.D. Lect. Thanakorn uan-on, D.Engr.Dean ChairFaculty of Graduate Studies Master of science programme in
Technology of Information SystemManagementFaculty of Engineering.i
Copyright by Mahidol University
fThesis
Entitled
DEVELOPMENT OF DEbISION STIPPORT SYSTEM
FoR SIIoRT LISTING PoTEI{TIAL CAI\DIDATES
IN THE RECRTIITMENT PROCESS
was submitted to the Faculty of Graduate Studies, Matridol University
for the degree of Master of Science
(Technology of Infomration System Management)
on April 19,2002
MissNowarat U-bolCandidate
*
\t(l.srL . ShgStr*i,^o'tlo.*. .. .....
Lect. Worasit Choochaiwattan4 M-Sc.
Member
Faculty of EngineeringMatridol University
Lect Witoon Duangkeo, M.Sc.
Chair
.. /'/r. U*r,r!a"- tA.,...Assoc.Prof. Monthree Chulasffiraya,Ph.D., M.D.Member
?. br.L r4.D.Asst.Prof. Panya Khaimuk, M.D.Member
Z.,l ,/ ' , 'I\rut^*-e-
-.......(.
prof. Liangchai Limlomwongse, Ph.D. Lect. Thanakorn uan-on, D.Engr.
Dean Dean
Faculty of Graduate Studies
Mahidol UniversitY
Copyright by Mahidol University
n
a
ACKNOWLEDGEMENT
The composition of this research would not have been accomplished by the
researcher alone. Grateful acknowledgement and sincere tttanlc go to my advisors,
Lect. Witoon Duangkeo, Assoc.Prof.Dr. Monthree Chulasamayq and Asst.Prof.
Panya Khaimuk, who have consistently given me kind supervision, invaluable advice,
and encouragement during the course of my research.
The pleasure is also mine to ttrank Personnel staff of one manufacturer and
exporter of ladies' swimwear who continuously provided me their kind cooperation in
locating required information of recruitment practice and users requirement.
Special words of thanls are given to all my dear friends who, through these
years, have provided me consistent help and support until this research has been
successful.
And lastly, my heart-felt thanks are extended to my family - my dearest
father, mother, and brother who have always glven me encouragement and worthy
mental support until this research is done well.
Overall, sincerely thankful feeling goes to every single person.
Nowarat U-bol
$Copyright by Mahidol University
Fac. Of Grad. Studies, Mahidol Univ. Thesis / iv
t
4O37646EGTYM : MAIOR :TECHNOLOGY OF INFORMATION SYSTEM
KEY WORDS
MANAGEMENT; M.Sc. (TECHNOLOGY OF
INFORMATION SYSTEM MANAGEMENT)
: DECISION SUPPORT SYSTEM / RECRI.ITMENT /SHORT LIST
NAOWARAT U.BOL : DEVELOPMENT OF DECISION SUPPORT
SYSTEM FOR SHORT LISTING POTENTIAL CANDIDATES INRECRUITMENT PROCESS. TTIESIS ADVISORS : WITOON DUANIGKEO,
M.Sc., MONTHREE CHULASAMAYA, Ph.D., M.D., PAI'IYA KHAIMUK, M.D.,
t37 P. TSBN 974-04-1643-8
To short list potential candidates in the recruifinent process is a significant task
for success in any organization. Timely, effective and efficient short listing willprovide an organization the opportunity to not only remain competitive but also toconsiderably save time and steamline short listing procedures.
A Decision Support System (DSS) for short listing potential candidates in the
recruitrrent process has been developed. It aims to help recruiment personnel, who
are target users, to accomplish successful and tansparent short listing. Through an
available decision support system, recruitment personnel will no longer spend lengthytime searching for details of qualified candidates in a manual frling system, at the
same time they will now receive valuable recommendation from the system as well.
Concept of Relational Database Design was applied to database constructionwhile Microsoft Access 97 was designated for the database management system.
Meanwhile, Elimination by Aspects, and Rate and Weight were the two approaches
implemented for the Decision Support System. Microsoft Visual Basic v. 6 was used
to develop the system that is activated on Windows 95 or higher operating system.
The system evaluation revealed that this Decision Support System for shortlisting potential candidates in the recruitnent process could provide both justifiableinformation and useful outcomes that meet user needs. Similarly, it can be great
benefit to the development of human resources recruitment in other procedures as amodel.
tCopyright by Mahidol University
Fac. Of Grad. Studies, Mahidol Univ' Thesis / v
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0ul{loo?u Copyright by Mahidol University
LIST OF CONTENTS
ACKNOWLEDGEMENT
ABSTRACT
LIST OF TABLES
LIST OF FIGURES
CHAPTER I
1.1
t.2
1.3
1.4
1.5
1.6
CHAPTER II
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
INTRODUCTION
Background and Statement of Problems
Objectives of the Study
Scope ofthe Study
Steps of the Study
Expected Results
Expected Benefits
LITERATURE REYIEW
Recruitment Process
External Recruitment Method
Recruitment Process in Model Organization
Decision-Making
Decision-Making Process
Decision Support System
Decision Support System Technology
Concept in Multiobjective Choice
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7
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{,Copyright by Mahidol University
CHAPTER III
Lrsr oF CONTENTS (CONT.)
MATERIALS AIID METHODS
Research Tools
Step and Research Methodolory
RESULTS
System Analysis and Design
Dataflow diagram
Database Analysis and Design
Decision Support System for short listing
potential candidates in the recruitment process
System Evaluation
DISCUSSION
Database Management Subsystems
Model base
User Interface
CONCLUSIONS AI\D RECOMMEI\DATIONS
Conclusions
Problems
Recommendations
vll
124
124
126
127
69
68
81
85
102
122
3.1
3.2
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CHAPTER IV
4.1
4.2
4.3
4.5*
CHAPTER V
5.1
5.2
5.3
CHAPTER YI 128
128
129
131
6.1
6.2
6.3
rlCopyright by Mahidol University
vnli
REFERENCES
APPENDIX A
APPENDIX B
BIOGRAPIIY
Lrsr oF CONTENTS (CONT.)
Job Application Form
Man-Power Requisition Form
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t
aCopyright by Mahidol University
)
Table 2.1
Table2.2
Table 2.3
Table2.4
Table 2.5
LIST OF TABLES
DSS versus EDP
Concepts Underlying DSS Definitions
Example sets of attributes
Attribute scores for four homes
Rate and Weight result for Possible Home
26
28
55
57
63
$
Copyright by Mahidol University
I
Figure 2.1
Figure 2.2
Figure 2.3
Figure 2.4
Figure 2.5
Figure 2.6
Figure 2.7
Figure 2.8
Figure 2.9
Figure 2.10
Figure 2.ll
Figure 3.1
Figure 4.1
Figure 4.2
Figure 4.3
Figure 4.4
Figure 4.5
Figure 4.6
Figure 4.7
Figure 4.8
Figure 4.9
Figure 4.10
LIST OF FIGURES
Recruitment process
Recruitment process in model organization
Organnation chart of Personnel Department
Organizational levels and types of decision
Decision making process
Ideal characteristics and capabilities of DSS
Schematic view of a DSS
Structure of the Data Management Subsystem
Structure of Model Management Subsystem
Schematic View of User Interface System
DSS Technology Levels
Phase in building a Decision Support System
Decision support system process function
DFD Level0
DFD Level I
DFD Level2
Entity-Relationship Diagram of Candidates Database
Login screen
Main menu screen
Decision support system screen
Complete Decision support system screen
Output Screen
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110Copyright by Mahidol University
xlD
LIST OF FIGURES (CONT.)
Figure 4.11 Resume report screen
Figure 4.12 Candidates database main screen
Figure 4.13 Address screen
Figure 4.14 Personal data screen
Figure 4.15 Education screen
Figure 4.16 Experience scroen
Figure 4.17 Special skill screen
Figure 4.18 Training screen
Figure 4.19 Language screen
Figure 4.20 Family screen
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1ls
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tl7
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ttg
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tzl,.|ll
Copyright by Mahidol University
Fac. Of Grad. Studies, Mahidol Univ. M.Sc.(Tech. of Info.Sys.Management) / I
CHAPTBR I
INTRODUCTION
The contents of this chapter include background and statement of problems
explaining why this topic is selected, objectives of study, scopes of study, and steps of
study. Meanwhile, expected results and expected benefits are also illusrated.
1.1 BACKGROUND AI\D STATEMENT OF PROBLEMS
Human resources are the most important assets in an organization. It is with
people that quality performance begins and ends. Recnritment often represents the
first contact a company has with potential employees. In addition, it is through
recruitment that many individuals will come to know a firm and eventually decide
whether they wish to work for it. Subsequently, a well-planned and well-organized
recruiting effort will result in mediocre ones.
Personnel/Human Resource Manager rightly regards recruitment as a
significant activity. The failure to generate an adequate number of reasonably
qualified job candidates can be costly in many ways. In the other word, it can greatly
complicate the selection process, for example, by leading in extreme cases to the
lowering of hiring standards. Lower-quality hires mean extra expenditures for
employee development and supervision to attain satisfactory levels of performance
and attendance and to avoid unwanted turnover. Furthermore, when recruitment fails
to meet organizational needs for talent, a typical response is to raise pay levels. But
*
tCopyright by Mahidol University
Nowarat U-bol Introduction / 2
this can distort traditional wage and salary relationships in the organization, resulting
in costly rehdjusunents. Thus, the effectiveness of the recruitment process can play a
major role in determining the resources that must be expanded on otier
personnelhuman resource activities and their ultimate success.
To fiil in vacancies in the organization, Personnel/lluman Resource
Department of each organization carries on recruitment process that can be done
either internal or external one.
However, the most popular mean is to do external recruitrnent through placing
classified advertisements that the organization subsequently will receive a pile of job
application in both soft and hard copies. As a result, each PersonneL/lluman Resource
Department has to deal with at least thousands ofjob applications sent in per annum.
Generally practiced in most organizations, the sent-in job applications have
been kept manually. In the other word, thousands of the applications have been
located in hundreds of files.
Solely based on manual filing system, recnritment officers have to deal in the
process ntnning through piles of job applications and obviously it is not an easy job
for the officers to thoroughly cover all target applications.
tCopyright by Mahidol University
lFac. Of Grad. Studies, Mahidol Univ. M.Sc.(Tech. of Info.Sys.Management) / 3
Subsequently, many potential job applications'are left unattended in the files
since it is beyond human capability to efEciently search for certain documents stored
in hundreds of files.
More importantly, recnrifrnent officers to short list potential candidates for an
interview is difEcult. Sometimes, bias and special connection of the officers provide
effects on short listing. As a result" certain applications of potential candidates have
also been missed.
Recognizing the above problems, the researcher prompted an idea to develop
a prototype of decision support system (DSS) for short listing potential candidates in
recnritment process.
oCopyright by Mahidol University
Nowarat U-bolIntroduction / 4
I.2 OBJECTIVES OF TIIE STUDY
The study aims to
1.2.1 study and analyze a decision support system
l'2'2 design and develop a prototype of decision support system for short-
listing potential candidates in the recnriEnent process.
13 SCOPE OF TIIE STT'DY
The Scope of this study can be categorized as follows:-
l'3'l This study is mainly based on recruitment process to recruit office
staff, not sales advisors nor production staff, that is implemented in one of the world,s
leading manufacturer and exporters of ladies' underwear located in Samuprakarn
province. As a result, the researcher takes into account recnritment practice carried
on in such model organization.
l'3.2 The recruitment process mentioned in the study is an, external
recnriment through print and elecEonic media advertisement. Consequently, resumes
of potential candidates will be input of the system.
1'3.3 Target users of the developed decision support system for short listing
potential candidates in recruitrnent process are recruitrnent officers who are active in
recruitrnent functions for not less than 5 years. The system will subsequently be
developed by taking into consideration skills, competency, and requirements of
recruitment officers. The recruitment officers are not only target users but alsoCopyright by Mahidol University
I
Fac. of Grad. studies, Mahidol univ. M.Sc.(Tech. of Info.sys.Management) / 5
system administrators: they will input details of new candidates into the database,
update the database, maintain the database and input criteria into the system.
1.3.4 To finalize data of potential candidates and input it into the database
must sometimes rely on judgement and analytical skill of recruitment officers.
1.3.5 Decision support system for short listing potential candidates in
recruitment process that will be developed will be implemented in stand-alone
personal computer. The system can collect and conclude some information about
potential candidates in line with criteria and input details from recruifinent officers.
1.3.6 Functions and criteria for the developed system must not be against
standards and laws the model organization complies with, particularly no
discrimination among candidates.
1.3.7 It is assumed that not more than 9,999 job applications sent in to
Personnel/fluman Resource Deparfrnent
I.4 STEPS OF TIIE STTJDY
.. l
The steps of this study are as follows:-
1.4.1 Planning for development of decision supporr system (DSS)
1'.4.2 Identification of a relevant approach for addressing user needs and
available resources
1.4.3 System analysis and conceptual design of decision support system for
short listing potential candidates in the recruitment process
1.4.4 Designing decision support system for short listing potential candidates
in the recruitment process
Copyright by Mahidol University
? Nowarat U-bol Introduction / 6
1.4.5 Construction of decision support system for short listing potential
candidates in the recruitment process
1.4-6 Implementation of decision support system for short listing potential
candidates in the recruitment process
L.4.7 Maintenance and documentation
Project Scheduling
t
Stepof Study Month
ldmonlh 2d monlh 3d month 4Dmon& 5o month
1. Planning for development ofdecision support system @SS)
Identification of a relevant
approach for addressing user needs
and available resources
System analysis and conceptual
design of DSS for short listing
potential candidates in the
recmitrnent process
Designing DSS for short listing
potential candidates in the
recruitrnent process
Construction of DSS for short
listing potential candidates in the
recruitment process
Implementation of DSS for short
listing potential candidates in the ,
recruitment process I
Maintenance and documentation I
2.
3.
4.
5.
6.
7.
I
tCopyright by Mahidol University
.-.. Fac. Of Grad. Studies, Mahidol Univ. M.Sc.(Tech. of Info.Sys.Management) /7
15 EXPECTED REST.'LTS
A prototype of decision support system for short listing potential candidates in
the recruitmentprocess will be developed.
I.6 EXPECTtsD BBNETTTS
Expected benefits of this study cover:-
1.6.1 All sent in valid applications will be keyed into the system.
Subsequently, no application is left unattended in the filings.
1.6.2 Recruitnent offrcers timely and conveniently search for potential
$ candidates in the system.
1,.6.3 Candidates short-listing will be done transparency without bias and
other negative influences.
1.6.4 Recruifinent process will be done more efEciently.
rCopyright by Mahidol University
)Nowarat U-bol Literature Review / 8
CHAPTER II
LITERATURE NNVMW
This chapter illustrates recruitment process, external recruitment process,
decision making, and decision making process. Meanwhile, details of decision
support system are also included.
2.1 RECRrrrrMEr{T PROCESS (1)
Recnriment is the process of seeking out and attempting to attract individuals
in external labour markets who are capable of and interested in filling available job
vacancies. It is an intermediate activity whose primary function is to serve as a link
between stafEng planning on the one hand and selection on the other. Staffing
planning identifies the job vacancies to be filled from outside the organization. It is
then the task of recruitrnent to generate and then, if necessary, pare down the pool of
candidates from which new employees are subsequently selected. Recruitment has
some direct effect on trErsonnel,/human resource outcomes; there is evidence showing
that various approaches differ in the frequency with which they nrn up high-quality
applicants who eventually become successful employees.
Recruitment is one personnel/human resource activity that typically requires
relatively little action by top or line management. Top management may establish
general policies concerning such matters as hiring standards, acceptable and
unacceptable sources of applicants, starting salaries, and the organization's equal
T
TCopyright by Mahidol University
t
Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management)/9
employment opportunity/affirmative action posture. The impetus to begin recruiting
generally comes from line management through the staffing planning process and,
more specially, through the issuance of employee requisitions or manpower
requisitions (that is, specific authorizations to hire).
In many organizations, line manageni play no active role in the actual
recruifinent process for any employee group. In others, they play an active part only
in the recruitment of managerial and professional employees, usually by making
recruiting uips to various college campuses once or twice a year. Except in small
organizations, it is uncommon to find line managers heavily involved in the
recruiment of technical, clerical, or blue-collar employees.
Thus, PersonneL/lluman Resource Department usually assumes the major
responsibility for recruitment. It recommends policy to top management, develops
strategies and procedures, sometimes shares authorities for issuing employee
requisitions, lobbies for the involvement of line management where deemed
appropriate, sends recruiters into the field where necessary, and maintains the
capability to process and screen applications and applicants. The Personnel,/lluman
Resource Departrnent also monitors the entire process for effectiveness, efficiency
and makes improvement as necessary.
ECopyright by Mahidol University
Nowarat U-bol
f Literature Review / l0
l-r* II -+r*
|
Employeerequisition
Figure 2.1 Recruibment hocess (l)
Figure 2.1 shows that the recruitment process consists of five interrelated
stages: (l) planning, Q) strategy development, (3) searching, (4) screening, and (5)
evaluation and control. The ideal recruitment progftrm is one that attracts a relatively
large number of qualified applicants who will accept positions with the organization ifoffered. RecruiEnent programs can miss the ideal in many ways: by failing to atkact
enough applicants, by failing to attract high-quality applicants, by under- or
overselling the organization, or by inadequately screening applicants before they enter
the selection process. Thus, to approach the ideal, individuals responsible for the
recmitment process must know how many and what types of employees are needed,
where and how to look for individuals with the appropriate qualifications and
interests, what inducements to use (and avoid) for various types of applicant groups,
how to distinguish applicants who are unqualified from those who have a reasonable
change of succeeding, and how to evaluate their work.
t
hCopyright by Mahidol University
Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / ll
2.2 EXTERNAL RECRLITTMENT METHOD (2)
To recruit any officer, the firm has a number of outside sources available,
among which are the following
22.1 Professional or trade associations
Many associations provide placement services for their members.
These services may consist of compiling descriptive text on, or listings of, job hunting
members and their qualifications and providing access to members during regional or
national conventions. Furttrer, many associations publish or sponsor trade journals or
magazines for their membership. These publications often carry classified
advertisements from employers interested in recruiting their members.t.
2.2.2 Advertising
There is a trend toward more selective recruiment in advertising. This
can be effected in at least two ways. First, advertisements can be placed in a media
read only by particular group; for example, The Tool Engineer is ordinary read by
production engineers. Secondly, more information about the company, the job, and
the job specification can be included in the ad to permit some seH-screening. When
time is limilsd, the daily newspaper will reach the maximum number in the shortest
period,
*Copyright by Mahidol University
+
Nowarat U-bol Literature Review / 12
2.2.3 Employee referral
Often when culrent employees hear of job openings in their firm, they
will inform their friends or relatives and encourage them to apply. Such referrals
frequently result in high-quality hires for the organization. Current employees know
both the organization and their friends and relatives well enough to avoiding
recommending a poor match to either.
2.2.4 Employment agencies
Additional screening can be effected through the utilization of
employment agencies, both public and private. Today, in contrast to their former
unsavory reputation, the public employment agencies are well-regarded, particularly
in the fields of unskilled, semiskilled, and skill operative jobs. In the technical and
professional areas, however, the private agencies appear to be doing most of the work.
Many private agencies tend to specialize in a particular type of worker and job, such
as sales, office, executive, or engineer. A recent innovation, the videotaped interview,
promotes more effective decision making with easier scheduling and more time
saving for the hiring organization. When job specification s are somewhat nebulous,
as they generally are in the higher type ofjobs, the addition of a 3O-minute videotaped
interview to the usual, more sterile resume enables representatives of the hiring
organization to quickly narrow the pool of candidates to a few finalists.
ilCopyright by Mahidol University
T Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / 13
2.2.5 Campus recruiting
Jobs in business have become increasingly technical and complex to
the point where high school and college degrees are widely demanded. Consequently,
many firms make special efforts to establish and maintain constnrctive relationships
with school faculties and administrations. In recruiting at the college level, inquiries
from 255 new technical college graduates, both before and 1 year after hiring,
revealed that the most important influences affecting choice of firm and job were
work-related factors, such as the nature of the assignment, degree of responsibility,
and possibilities for advancement. Bachelor's-degree candidates were more interested
in training opportunities and precise definition of the initial assignment in order to
|} reduce first-job anxiety. Master's candidates were also interested in the nature of the
work, but in addition, exhibited considerable concern about the human organization
and the personalities with whom they will be working. Doctoral-degree candidates
indicated a significantly greater interest in the first job assignment than in future
allocation. They were also interested in the human organization as well as the status
of the industry in which the employing organization was located.
2.2.6 Labour rrnion
Firms with closed or union shops must look to the union in their
recruitment efforts. Disadvantages of a monopolistically controlled labour source are
offset, at least partially, by savings in recruitment costs. With one fifth of the labour
force organized into unions, organized labour constitution an important source of
personnel.Copyright by Mahidol University
ItNowarat U-bol Literature Review / 14
2.2.7 Casualapplicants
unsolicited applications, both at the gate and through the mail,
constitute a much-used source of personnel. These can be developed through
provision of attractive employment office facilities and prompt and courteous replies
to unsolicited letters.
2.2.8 Executive search frrms
Executive search firms direct their efforts toward finding high-level
managerial and professional talent for organizations. Their fees are rather high
(sometimes as much as 33 percent of a year's salary for the successful applican! plus
expenses), but they provide a specialized service that may require personnel skills not
available in the employer's own personnel's own PersonneL/lluman Resource
Department. Further, it is often said that the best talent is already employed. To the
extent this is fiue, executive search firms may provide high-quality talent by "raiding"
or luring employees away from other organizations. (These firms are sometimes
called headhunters because of this behavior.) Such tactics are tactics are often better
left to such firrrs than to an employer's own PersonneL/lluman Resource Department.
These agencies may also serve as a useful source for highly qualified minority
applicants. Such applicants may not be available from other sources more routinely
used by the firm.
f
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2.2.9 Nepotism (3)
The hiring or relatives will be an inevitable component of recruitment
program in family-owned firms. Such a policy does not necessarily coincide with
hiring on the basis of merit, but interest and loyalty to the enterprise are offsetting
advantages.
2.2.10 Leasing
To adjust to short-term flucnrations in personnel needs, the possibility
of leasing personnel by the hour or day should be considered. This practice has been
particularly well-developed in the office administration field. The firm not only
obtains well-trained and selected personnel but avoid any obligation in pensions,
insurance, and other benefits.
2.2.11 Special events
On occasion, an employer may wish to recnrit applicants at special
events such as job fairs. These events usually represent infrequent opportunities to
appear with other hiring firms under the sponsorship of a nonprofiq well-respected
third party. Job fairs may be sponsored by a chamber of corlmerce, educational
institution, or govemment agency.
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23 RECRUTIMENT PROCESS IN MODEL ORGANIZATION
Recruitment process begins when departments that require new staff forward
Man-Power Requisition Form to Personnel Departuent. The requisition form needs
such departrnents to indicate positions they want the new computer to fill in.
Meanwhile, it is also duty of the departnent to indicate qualifications of their desired
candidates in term of education degree, field of study, major of study, and age. In
addition, the departments must provide details of English proficiency in term of
understanding, speaking, writing and reading command they require, as well as
computer skills, years of direct experience, and age of preferred candidates.
After receiving the Man-Power Requisition Form, Personnel Department, if
necessary will place a classified advertisement looking for interested candidates.
Otherwise, recruiunent personnel, Personnel Department, directly short list available
candidates whose job applications are already at personnel Departrrent.
l
If the advertisement is placed, upon receipt of application leffers, recruitment
offices then do the short list process.
i)
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I Successful :
i candidate illt----- _ _- -__ ----l
Figure 2.2 Recruifuent process in model organization
To handle recruitment function, there are four recruifinent personnel including
one recruitrnent supervisor and three recruitment officers as depicted in Figure 2.3.
Deparhentsrequiring new staffo Job analysiso Qualifications
identificationo Interviewo Evaluation
Personnel DepartmenURecruitment Sectiono Requisition
verificationo Advertisement if
necessaryo Candidates searcho Short list processo Negotiation if
Figure 2.3 Organization Chart of Personnel Department
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2.4 DECTSTON-MAKTNG (4)
Decision in an organization can be classified into three groups as follows:
2.4.1 Structure decision, or programmable task, do not need a decision-
maker for implementation, because a well-defined standard operating procedure exists
for the execution of these types of decisions. Record-keeping operations, payrolls, and
simple inventory problems are examples of this type of tash in which computer
technology can be of significant help.
2.42 Semistructure decision is the structure that are not quite as well-
defined by standard operating procedures as stnrcture decisions. However, the
decisions include structured aspects that greatly benefit from information reffieval,
analytical models, and information system technology in general. Sales forecasting,
budget preparation, and capital acquisitions analysis are some decision within this
group.
2.43 Unstructure decision are unique in nature, are mostly nonconcurring
and have no standard operating procedure ttrat pertains to their implementation. In
these circumstances, the decision-maker's intuition plays the most significant role and
computer technology offers the least support. Those are numerous instances of these
types of decision, including research and development, hiring and firing, and
introduction of a new product.
;
G
Copyright by Mahidol University
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Figure 2.4 illustrates organizational levels and types of decision. This
figure highlights the potential of informative technology in general and DSS
specifically in all level of an organization.
Strategic
Management
Tactic
Management
t operational
Management
/\Introduction o
Merger
Plant
/ Ibrctntcture
/ s*irt*arr"1
/ structure
esolving
Sal
/
Unstructure
Semistructure
Sffucnre
fion ofa new product
Plant location
ing conflict benreen two decision
Sale forecast
Budget Preparation
Setting sequence priorities
Accounts receivable
Payroll
Figure 2.4 Organizational levels and types of decision (4)
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Literature Review / 20
DECTSTON-MAKTNG PROCESS (s)
Systematic decision-making process involves three major phases: intelligence,
design, and choice. A fourth phase, implementation, was added later. A conceptual
picture of decision-making process is shown in Figure 2.5. There is a continuous flow
or activities from intelligence to design to choice @old line), but at any phase there
may be a retum to previous phase (feedback). Modeling is an essential part of this
process.
*
(
Intelligence Phase
Validation of the model
Reality
eOrganizational objectiveSearch and scanning proceduresData collectionProblem identificationProblem ownershipProblem classificationProblem statement
Problem statement
Formulate a modelSetcriteriaforchoice i
Search for alternativePredict and measure outcomes
Solution to the modelSensitivity analysisSelection of the best alternative(s)
Plan for implementation
Figure 2.5 Decision-Making Process (5)
Copyright by Mahidol University
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Fac. Of Grad. Stuides, Mahiol Univ.
2.5.1 Intelligence Phase
M.Sc.(Tech. of Info. Sys. Managemen$ / 2l
Intelligent entails scanning the environment, either intermittently or
continuously. It includes several activities aimed at identifying problem situations or
opportunities as follows:
1) Finding the problem. The intelligence phase begins with the
identification of organization goals and objectives and determination of whether they
are being met. Problems arise out of dissatisfaction with the way things are going.
Such dissatisfaction is the result of a difference betweeh what we desire and what is
(or is not) happening. In this phase one attempts to deterrrine whether a problem
exist, idenffied its symptoms, determine its magnitude, and explicitly define the
problem. Often, what is described as a problem (such as excessive costs) may be only
a symptom of a problem (such as improper inventory levels). Because real-world
problems are usually complicated by many interrelated factors, it is sometimes
difficult to distinguish berween the symptoms and the real problem.
tCopyright by Mahidol University
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The existence of a problem in an organization can be appraised by
monitoring and analyzing the organization productivity level. The measurement of
productivity and construction of the model are based on data. The collection of
existing data and estimation of future data are among the most difficult steps in the
analysis. Some issues that may arise during data collection and estimation are as
follows:
o outcome (or results) may occur over an extended period of
time. As a result, revenues, expense and profit will be recorded at different points in
time. To overcome this difficulty, a present-value approach should be used, if the
results are quantifiable.
o It is often necessary to use a subjective approach to data
estimation.
o It is assumed that future data will be similar to historical data.
If not, it is necessary to predict the nature of the change and include it in the analysis.
Once the preliminary investigation is completed it is possible to
determiqe whether a problem really exists, where it is located, and how significant it
is.
2) Problem Classification. This activity is the conceptualization
of a problem in attempt to classify it into a definable category. An important
classification is according to the degree of structuredness evident in the problem.
*
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3) Problem Decomposition. Many complex problems can be
divided into subproblems. Solving the simpler subproblems may help in solving the
complex problem. Also, some seemingly poorly structure problems may have some
highly structure subproblems. Such an approach also facilitates communication
between the people involved in the solution process.
4) Problem Ownership. In the intelligence phase, it is important to
establish the ownership problem. A problem exists in an organization only if someone
or some group is willing to take the responsibility to solve it and if the organization
has the capability to solve it. For example, many companies feel that they have a
problem because interest rates are too high. Because interest rate levels are
determined at the national level and most companies can do nothing about them, high
I interest rates are the problem of the federal government, not of a specific company.
The problem companies face is how to operate in an environment in which the interest
rate is high. For the individual company the interest level is an unconfrollable factor.
The intelligence phase ends with a problem statement. At ttrat time, the
design phase can be started.
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2.5.2 Design Phase
The design phase involves generating, deveroping, and analyzing
possible courses of action. This includes activities such as understanding the problem
and testing solutions for feasibility. Also in this phase, a model of the problem
situation is constructed, tested and validated.
Modeling phase involves the conceptualization of the problem and its
abstraction to quantitative and/or qualitative form. For mathematical model, the
variables are identified and equations describing their relationships are established.
Simplifications tue made, whenever necessary, through a set of assumption For
example, a relationship between two variables may be assumed to be linear, even
though in reality there may be slight nonlinear effect (such as in the model of a
pendulum). A proper balance between the level of model simplification and the
representation and faster solution, but is less representative of the real problem.
2.53 Choice Phase
The boundary between the design and the choice phase is often unclear
because certain activities may be performed both during the design and the choice
phase and because one may return frequently from the choice activities to the design.
For example, one may generate new alternatives while performing and evaluation of
the existing ones. The choice phase includes search, evaluation and recommending
and appropriate solution to the model. A solution to a model is a specific set of values
for the decision variable in a select alternative.
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2.5.4 Implementation Phase
The definition of implementation is somewhat complicated because
implementation is a long involved process whose boundaries are vague. In a
simplistic manner, it may be defined as putting a recommended solution to work.
Many of the generic issues sf implementation, such as a resistance to
change, degree of support of top management, and user's training, are important in
dealing with Management Support Sysrem (MSS).
The decision-making process is conducted by people, but it can be improved if
it is supported by computers.
DECTSTON SUPPORT SYSTEM (DSS)
2.6.1 DSS Definitions
DSS is defined as a "model-base set of procedures for processing data
and judgments to assist a manager in his decision making." To be the successful,
such a system must be simple, robust, easy to control, adaptive, complete on
important issues, and easy to communicate with. Implicit in this definition is the
assumption that the system is computer-based and seryes as an extension of the user's
problem-solving capabilities (6).
+2.6
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In addition, DSS (7) is further defined by contrasting it with tradirional
Electronic Data Processing system on five dimensions, as sholn in Table 2.1
Table 2.1 DSS vensus EDP (O
However, it is argued that the structuredness concept, so much a part of
early DSS definitions (that is, that DSS can handle semistructure and unstructure
situations), is not meaningful in general; a problem can be described as stnrctured or
unstructured only with respect to a particular decision-maker (that is, sfirctured
decisionS are structured because we choose to treat them that way). Thus, they definer
DSS as extendible system capable of supporting ad hoc data analysis and decision
modeling, oriented toward furure planning, and used at irregular, unplanned intervals
(8).
s
Dimension DSS EDP
Use
User
Goal
Time horizon
Objective
Active
Line and staff management
Effectiveness
Present and future
Flexibility
Passive
Clerical
Mechanical efficiency
Past
Consistency
Copyright by Mahidol University
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Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) 127
The term DSS is also applied "to situations where a final system can be
developed only through an adaptive process of learning and evolution." Thus, he
defines DSS as the product of the developmental process in which the DSS user, the
DSS builder, and the DSS itself are all capable of influencing one another, resulting in
system evolution and patterns of use (9).
A DSS is additionally defined as a computer-based system consisting
of three interacting components: a language system (a mechanism to provide
communication between the user and other components of the DSS), a knowledge
system (the repository of problem domain knowledge embodied in DSS, either as data
or procedures), and a problem-processing system (the link between the other two
components, containing one or more of the general problem-manipulation capabilities
required for decision-making) (10).
These definitions are compared and contrasted by examining the
various concepts used to define DSS (see Table 2.2). lt seems that the basis for
defining DSS has been developed from the perceptions of what a DSS does (such as
support decisions making in unstructured problems) and from ideas about how the
DSS's objective can be accomplished (such asi components require, appropriate usage
pattern, and the necessary development processes).
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Table 2.2 Corcepts Underlying DSS Definitions (5)
Source DSS Defined in term of
Gorry and Scott Morton[1971] Problem type, system function (support)
Little U9701 System function, interface characteristics
Alter [1980] Usage pattern, system objectives
Moore and Chang t19801 Usage pattern, system capabilities
Bonczek et al. [1989] System components
*
Keen [1980I Development process
Unfornrnately, the formal definitions of DSS do not provide a consistent focus
because each tries to narrow the population differently. Furthermore, they collectively
ignore the central issue in DSS; that is, to support and improve decision making.
In later DSS definitions, the focus seems to be on the inputs rather than the outputs. A
very likely reason for this change in emphasis is the difficulty of measuring the
outputs of a DSS (such as decision quality or more confidence in the decision made).
2.6.2 Characteristics and Capabilities of DSS (5)
The lists are the ideal characteristics and capabilities of DSS.
1) DSS provides support for decision makers mainly in
semistructured and unstructured situations by bringing together human judgement and
computerized information. Such problems cannot be solved (or cannot be solved
conveniently) by other computerized systems or by standard quantitative methods or
tools.
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2) Support is provided for various managerial levels, ranging from
top executives to line managers.
3) Support is provided to individuals as well as to groups. Less
structured problems often require the involvement of several individuals from
different departments and organizational level.
4) DSS provides support to several interdependent and/or
sequential decisions.
5) DSS Bupports all phases of the decision-making processes:
intelligence, design, choice, and implementation.
6) DSS supports variety of decision-making processes and styles.
7) DSS is adaptive over time. The decision-maker should be
reactive, able to confront changing conditions quickly, and adapt the DSS to meet
these chlnges. DSS are flexible, so users can add, delete, combine, change, or
rearange basic elements.
8) Users must feel at home with DSS. User-friendliness, sfiong
graphic capabilities, atrd an English-like interactive human-machine interface can
greatly increase the effectiveness of DSS.
9) DSS attempts to improve the effectiveness of decision-making
(accuracy, timeliness, and quality) rather than its efficiency (cost) of making
decisions.
10) The decision-maker has complete confiol over all steps of the
decision-making process in solving a problem. A DSS specifically aims to support
and not to replace the decision-maker
I
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11) End-users should be able to construct and modify simple
systems by themselves. Larger system can be built with assistance from Information
System (IS) specialists.
12) DSS usually utilizes models for analyzing decision-making
situations. The modeling capability enables experimenting with different strategies
under different confi gurations.
13) DSS should provide access to variety of daa sources, formats,
and types, mngrng from geographic information systems to object-oriented ones.
r
-',1
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Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / 3l
These characteristics enable decision makers to make better, more
consistent decisions in a timely manner. As state earlier, the characteristics and
capabilities of DSS are provided by its major components.
t
2. For managers
at different level
3. For groups
and individuals
5. Support
intelligence, design,
choice and
implementation
phase
6. Support variety
ofdecision styles
and processes
Figure 2.6 Ideal characteristics and Capabilities of DSS (5)
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Components of DSS
DSS is composed of the following subsystems:
o Data Management Subsystem.
o Model Management Subsystem
o Knowledge Management Subsystem
o User Interface (Dialog) Subsystem
Figure 2.7 shows a schematic view of a DSS and above components.
Data externaland internal
a
Figure 2.7 Schematic view of DSS (5)
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Ihe Data Management Subsystem
The data management subsystem is composed of the following
elements:
DSS Database
Database Management System
Query Fasility
Data Directory @ictionary)
l. DSS Database
A database is a collection of interrelated daa organized
to meet the needs and structure of an organization and can be used by more than one
Frson for more than one application. There are several possible configurations for a
database. For large DSS, the database is basically included in daa warehouse. For
some applications, a special database is constnrcted as needed. Several databases may
be used in one DSS applications, depending on the data sources.
I
wZ,,,"ffi
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The data in the DSS database, as shown in Figure 2.5, is
extracted from internal and external data sources, as well as personal data belonging
to one or more users.
Internal data come mainly from the organization,s
transaction processing system. A typical example of such data is the monthly payroll.
Depending on the needs of the DSS, operational data from functional areas, such as
marketing, might be included. Examples of other internal data are machine
maintenance scheduling, forecasts of future sales, cost of out-of-stock items, and
future hiring plans. Sometimes internal data are made available through Web
browsers over and Intranet, an internal Web-base system.
External data may include industry data, marketing
research dat4 census data, regional employment data, government regulations, tax
rate schedules, or national economic data. These data might come from U.S.
govemment, frade associations, marketing resegch firms, econometric forecasting
firms, and the organization's own efforts in collecting external data. Like internal
data, the external data may be maintained in the DSS database or may be entered
when the DSS is used. External data are provided, in many cases, over the (Web)
Internet or from computerized online services.
Private data may include guidelines used by specific
decision makers and assessments of specific data and/or situations.
I
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To create a DSS database, or data warehouse, it is often
necessary to caPture data from several sources. This operation is call extraction. It is
basically the importing of files, summarization, filfiation, and condensation of data.
Exffaction also occurs when the user produces reports from the data in the DSS
database. The extraction process is managed by a DBMS.
Figure 2.8 Structure of Data Management Subsystem (5)
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2. Database Management System
The database is created, assessed, and updated by a
DBMS. Most DSS are built with a standard commercial DBMS that provides
capabilities as follows:
o Capture/extracts data for inclusion in a DSS
database
o Update (adds, deletes, edits, changes) data
records and files
o Interrelates data from different sources
o Reffieves data from the database for queries and
reports
o Provides comprehensive data security (such as
protection from unauthorized access and recovery capabilities)
o Handle personal and unofficial data so that users
can experiment with alternative solutions based on their own judgment
.. o Performs complex data manipulation tasks based
on queries
o Tracks data use within the DSS
o Manages data through adatadictionary
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An effective database and its management can support
many managerial activities; general navigation among records, support for creating
and maintaining a diverse set of data relationships, and report generation are typical
example, however, the real power of DSS occurs when the database is integrated with
its models.
3 Ouery Facility
In building and using DSS, it is often necessary to
access, manipulate, and query the data. The query facility performs these tasks. It
accepts requests for data from other DSS component, determines how these requests
can be filled (consulting the data directory, if necessary), formulates the detailed
requests, and returns the results to the issuer of the request. The query facility includes
a special query language. Important functions of a DSS query system are selection
and manipulation operation (for example, the ability to follow and instruction such as
"search for all sales in zone B during January 1997 and summarize sales by sales-
person").
4 Data Directory @ictionary)
The data directory is a catalog of all the data in the
database. It contains the data definitions, and its main function is to answer questions
about the availability of data items, data source, and data exmct meaning. The
directory is especially appropriate for supporting the intelligence phase of the
decision-making process by helping to scan data and identify problem areas or
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opportunities. The directory, like any other catalog, supports the addition of new
entries, deletion of entries, and retrieval of inforrration on specific objects.
2. TheModelManagementSubsystem
The model management subsystem of the DSS is composed of
the following elements:
o Model Base
o Modeling Ianguage
o Model Base Management System
o Model Directory
o Model Execution,Integration, and Command Processor
e
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Figure 2.9 depicts the elements and their interface with
the other DSS components while the definition and each function of these elements
are described next.
Figure 2.9 Structure of Model Management Subsystem (5)
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I Model Base
A model base contains routine and special statistical,
financial, forecasting, management science, and other quantitative models that
provide the analysis capabilities in a DSS. The ability to invoke, run, change,
combine, and inspect models is a key DSS capability that differentiates it from other
Computer Base Information System (CBIS). The models in the model base can be
divided into four major categories: strategic, tactical, operational, and model-building
block and routines.
Sffafegic moilels are used to support top management's
strategic planning responsibilities. Potential applications include developing corporate
objectives, planning for mergers and acquisitions, plant location selection,
environmental impact analysis, and nonroutine capital budgeting. Strategic models
tend to be broad in scope, with many variables expressed in aggregated form. Mostly
external data are used.
Tactical models are used mainly by middle
management to assist in allocating and controlling the organization's resources.
Examples of tactical models include labor requirement planning, sales promotion
planning, plant layout determination, and routine capital budgeting. Tactical models
are usually applicable only to an organizational subsystem such as the accounting
department. Their time horizon varies from one month to less than two years. Some
external data are needed, but greatest requirements are for internal data.
*
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Operational models are used to support the day-to_day
working activities of the organization. Typical decisions are approving personal Ioans
by a bank, production scheduling, inventory control, maintenance planning and
scheduling, and quality control. Operational models support mainly first-line
managers' decision making with a daily to monthly time horizon. These models
normally use internal data.
The models in the model base can also be classified by
functional areas (such as financial models or production control models) or by
discipline (such as statistical models or management science allocation models). The
number of models in a DSS can vary from afew to several hundred.
Model Building Bloclcs and Routines
In addition to strategic, tactical, operational models, the
model base can contain model building blocks and routines. Examples include a
random number generator routine, curye line fitting routine, present-value
computational routine, or regression analysis. Such building blocks can be used in
several ways. They can be used on their own for applications such as data analysis.
They can also be used as components of larger models. For example, a present-value
component can be part of a make-or-buy model. Some of these building blocks are
used to determine the value of variables and parameters in a model, as in the use of
regression analysis to create trend lines in a forecasting model. Such building blocks
are available in DSS commercial development software.
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2 Modeling LanEuages
Because DSS deal with semistructured or unstructured
problems, it is often necessary to customize models. This can be done with high-level
languages. Some examples of these are COBOL, with a spreadsheet or with other
fourth-generation language, and special modeling languages, such as IFPS/?lus.
3 Model Base Manasement System (MBMS)
The functions of the Model Base Management System
(MBMS) software are model creation using subroutines and other building blocks,
generation of new routines and reports, model updating and changing, and model data
manipulation. The MBMS is capable of interrelating models with the appropriate
linkages through a database. The major functions of the MBMS are following
o Creates model easily and quickly, either from
scratch or from existing models or from the building block
o Allows user to manipulate the models so they
can conduct experiments and sensitivity analyses ranging from what-if to goal seeking
o Stores, reftieves, and manages a wide variety of
different types of models in a logical and integrated manner
o Catalogs and displays the directory of models
for use by several individuals in the organization
o Tracks model data and application use
o Interrelates models with appropriate linkages
with the database and integrates them within the DSS
t
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o Manages and maintains the model base with
management function analogous to database managemenfi store, access, run, update,
link, catalog, a16 query
o Uses multiple models to support problem
solving
4 The Model Directory
The role of the model directory is similar to that of a
database directory. It is a catalog of all the models and other software in the model
base. It contains the model definition, and its main function is to answer questions
about the availability of the models.
*
5 Model Execution.Integration" and Command
The following activities are usually controlled by model
management:
o Model execution is the process of controlling the
actual running of the model.
o Model integration means combining the
operations of several models when needed (such as directing the output of one model
to be processed by another one).
o A model command processor is used to accept
and interpret modeling instructions from the dialog component and to route them to
the MBMS, the model execution, or the integration functions.
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Interesting issue in a DSS might be, "Which models
should be used for what situation?" Such model selection cannot be done by the
MBMS because it requires expertise and therefore is done manually. This is a
potential automation area for a knowledge component assisting the MBMS.
3. The Knowledge Management Subsystem
Many unstructured and semistructured problems are so
complex that they require expertise for their solutions in addition to regular DSS
capabilities. Such expertise can be provided by an expert system or other intelligent
system. Therefore, the more advanced DSS are equipped with a component called
lcnowledge management. Such a component can provide the required expertise for
solving some aspects of the problem and providing knowledge that can enhance the
operation of other DSS component.
Knowledge-base decision aids that support the steps of decision
. piocess unaddressed by mathematics; intelligent decision modeling systems that help
users build, apply, and manage libraries of models; and decision analytic expert
systems that integrate theoretically rigorous methods of uncertainty into the expert
system knowledge bases.
The knowledge component consists of one or more intelligent
systems. Like data and model management, knowledge management software
provides the necessary execution and integration of the intelligent system.
(}Copyright by Mahidol University
t Fac. Of Grad. Stuides, Matriol Univ. M.Sc.(Tech. of Info. Sys. Management) /45
A decision support system that includes such a component is
called an intelligent DSS, a DSS/ES, expert support systern, or knowledge-base DSS.
4. User Interface @ialog) Subsystem
The term user interface covers all aspects of communication
between a user and the Management Support Systems (MSS).It includes not only the
hardware and software, but also factors that deal with ease of use, accessibility, and
human-machine interactions. Some MSS expert feel that the user interface is the most
important component because much of the power, flexibility, and ease-of-use
characteristics of MSS are derived from this component. Others state that because the
user sees only the part of MSS, to him or her, the user interface is the system. An
inconvenient user interface is one of the major reasons why manager have not used
computers and quantitative analyses to the extent that these technologies have been
available.
t
;Copyright by Mahidol University
5Nowarat U-bol Literature Review / 46
Management of the User Interface Subsystem
The user interface subsystem is managed by sofrware
called the User Interface Management System (UMS). The LJMS is composed of
several prograrns that provide the capabilities as following:
o Provides graphical user interface
r Accommodates the user with a variety of input
devices
o Presents data with a variety of forrrats and
output devices
o Gives user help capabilities, prompting,
diagnostic and suggestion routines, or any other flexible support
o Provides interactions with the database and the
model base
Stores input and output data
o Provides color graphics, three-dimensional
graphics, and data plotting
o Has windows to allow multiple functions to be
displayed concurrently
o Can support communication among and between
users and builders MSS
o Provides training by examples (guiding user
through the input and modeling process)
o Provides flexibility and adaptiveness so the MSS
can accommodate different problems and technologies.
+
r-Copyright by Mahidol University
tr Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Manag ement) 147
o Interacts in multiple, different dialog sfyles
o Capfures, stores, and analyze dialog usage
(tracking) to improve the dialog system. Tracking by the user is also available.
The UIMS is also known as the dialog generation and
management system.
Figure 2.10 Schematic View of User Interface System (5)
t
Copyright by Mahidol University
lNowarat U-bol Literature Review / 48
The User Interface Process
The user interacts with the computer via an action
language processed via UIMS. In advanced systems, the user interface component
includes a natural language processor or may use standard objects (such as pull-down
menus and button) through a Graphical User Interface (GUI). The LJMS enables the
user to interact with the model management and data management subsystem.
2.7 DBCISION St ppORT SYSTEM TECIINOLOGY (s)
2.7.1 DSS Technology Level and Tools
DSS construction includes three DSS technology levels: DSS primary
tools, special DSS and DSS integrated tools
1) DSS Primary Tools
At the level of DSS technology are the primary tools. These
elements facilitate the development of either a DSS generator or a specific DSS.
Examples of DSS primary tools are programming languages, graphics, editors, query
systems and random number generators.
{
Copyright by Mahidol University
p Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) 149
2) Specific DSS (DSS Apptications)
The final product, or DSS application that actually
accomplishes the work, is called a Specific DSS (SDSS).
3) DSS Integrated Tools
A DSS generator (engine) is an integrated development
software package that provides a set of capabilities to build a specific DSS quickly,
intensively and easily. A popular PC-based generator is Excel. A generator possesses
diverse capabilities rangrng from modeling, report generation, and graphic display to
performing risk analysis. These capabilities are integrated into and easy-to-use
package.
DSS generators are an alternative to the use of several separate,
single-function development software tools. In the latter case, it is necessary to load
each tool and the same data files into the computer each time a tool is used.
Sometimes standalone packages cannot import or export data files created by other
tools. The DSS generators that are integrated package have solved these problems by
allowing the user to work with variety of tools that use standardized commands and
allow shifting among various tools (in a manner similar to call waiting in a
telephone). For example, data can pass from a database to a spreadsheet easily. The
integration of several tools into one allows a user to follow a natural thought process.
*
t Copyright by Mahidol University
t
Norvarat U-bol Literature Review / 50
The following tools are typical "raw materiars'; for integrated package:
. Spreadsheet
o Data management
o Word processing
o Communication
Graphics
Calendar (time management)
Desk management
Project management
A popular integrated package, Lotus l-2-3, includes three
major components: spreadsheet, graphic and database management. Recognizing the
deficiencies of standalone packages, some software vendors offer both integrated
packages and individual tools. For example, although Mcrosoft offers database
management capability and graphics in its Excel producl it also offers specialized
tools such as Access and PowerPoint. It is still possible to purchase individual tools,
but most people do not.
*Copyright by Mahidol University
t
Fac. Of Grad. Stuides, Mahiot Univ. M.Sc.(Tech. of Info. Sys. Management) /51
To increase functionality, vendors offer another level of
integration, creating and integrated office suite that includes several application
package components. Microsoft office includes Excel, powerpoin! wor( and
Access. Integrated package, such as Mcrosoft OfEce, Lotus SmartSuite, and Perfect
Office have been continuously improving. They have reached the point where each
component is a high-quality standalone producl
In mid-1990s, each vendor provided Web hooks: the ability to
generate and read automatic Hypertext Markup Language (I{Itvfl,) documents from
exist'ng files within applications. Thqse provide for easy GIII interfaces with specific
DSS and ES deployed over the Web.
zJZ Relationships Among the Three Levels
The relationships among the three levels are presented in Figure 8.6.
The DSS primary tools are used to construct generators, which in turn are used to
constnrctspecific DSS. However, primary tools can also be used directly to construct
.specific DSS. In addition, there may be simpler tools for consructing more
complicated tools.
The use of DSS generators or integrated suites is extremely helpful in
constructing specific DSS and enabling them to adapt quickly to changes. Using
generators can save a significant amount of time and money, thus making a DSS
financially feasible. Constructing DSS with only primary tools can be a very lengthy
and expensive proposition, especially if the primary tools themselves must be+Copyright by Mahidol University
t Nowarat U_bol
Literature Review / 52
developed. Although most of the early DSS were developed without generators, the
opposite is true today.
2.73 Significance
The classification of technology levels is important not only for
understanding the construction of DSS (and also ES) but also for developing a
framework for their use. A field study revealed that DSS generators and tools are
exremely useful for end-user, even for senior manalers.
2.7.4 Selection of DSS Development Tools
A large number of DSS tools are commercially available at prices that
) range from hundreds to hundreds of thousands of dollars. Some of the software has
been created for personal computers, whereas other software prograrr1i are available
only for RISC workstations or mainframes.
Specific DSS
DSS generators
DSS tools
'F
Figure 2.11 DSS Technology Levels (5)
Copyright by Mahidol University
-tFac. of Grad. stuides, Mahiol univ. M.Sc.(Tech. of Info. sys. Managemenr) / 53
Several interrelated questions must be answered by an organization intending
to use DSS tools; which tools to use, which hardware to run it on, which operating
system to use, and which network to run it on.
l) Mainframe DSS Software
Mainframe DSS Software costs between $30,000 and $300,000 and
has several powerful capabilities.
2) PC DSS Software
Several vendors offer pC versions of their mainframe products at a
considerably lower price. Other vendors offer only PC-base tools. With the increased
capabilities of PCs and the improvement of the PC+o-mainframe connections, clearly
more PC-DSS, most of which are Windows-based, are being developed.
* 3) Softu,are selection
Selection the tools or generator is a complex process for the following
reasons:
o At the time of the selection, DSS inforuration requirements and
outputs are not completely known.
o There are hundreds of software packages on the market.
o The software package are changing very rapidly (especially for
PCs).
o price change are frequent
o several people may be involved in the evaluation team.
o One language may be used in the construction of several DSS.
Thus, the required capabilities of the tools may change from one application to
- another.
Copyright by Mahidol University
{rNowarat U-bol Literature Review / 54
o The selection decision involves dozen of criteria against which
competing packages are compared. Several criteria are intangible; others are in direct
conflict with each other.
Technical, functional, end-user, managerial issues are all
considered.
o Commercially available evaluations conducted by companies
such as Data Decisions, Data Pro, and Software Digest Inc., and the buyer's guides of
journals such as PC Week and InfoSystems, are subjective and often superficial,
especially for tools that are also used for non-DSS applications,
o The desirability to stay with a few vendors and the
nonavailability of clienUserver open system environments that allow mixing and
Imatching products from multiple vendors must be considered.
2,1.5 Selection of DSS Generator
When an organization has a DSS generator, it is likely that this
generator will be the one selected for DSS generators. However, firms do not
necessarily use only one generator. Some DiS generators are better for certain types
of applications than others. Thus, organizations use several generators and may need
to purchase a new DSS generator at times.
tCopyright by Mahidol University
*
Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.CIech. of Info. Sys. Management) / 55
2.8 CONCEPTS rN MULTTOBJECTTVE CHOTCE (11)
The general problem is that of making a choice among alternatives which have
consequences measured by more than one attributes. Problem with multiple objectives
may involve a variety of atributes. Table 2.3 shows three example problems with
diverse attributes. The nature of attributes may also vary. They may be objectively
measured scores, objective indexes, or assignments of direct preference.
Table 2.3 Example Seh of Athibutes (11)
Choosing a home Promoting a product Medical treahent
Zt=
h=
74=
7-4=
Zs=
k=
Price
Location
Size
Architecture
Condition
Neighborhood
Cost
Market share
Goodwill
Cost
Days of discomfort
Time until relapse
Assume that the homebuyer has settled on three objectives for discussion
purposes: to minimize the cost of the purchase, to maximize the size of the home, and
to maximize the quality of the neighborhood. The relevant attributes of any
prospective house are then Price, Size, and Quality of the Neighborhood. Natural
objective measures (dollars and square feet of interior space) will be used for the first
two attributes, while the last is a direct preference assessment. Thus Quality of
Neighborhood is scored from 0 (worst possible neighborhood in the city) to 100 (bestI
Copyright by Mahidol University
U
Nowarat U-bol Literature Review / 56
possible). There are various stages of analysis of the general multiobjective problem
as follows:
1) Eliminationby Aspects
Sometime it is easy to eliminate some alternatives. A process that
many of us use to pare down the list of options has been labeled elimination by
aspects in this process, alternatives are excluded because of some undesirable aspects.
For example, the home buyer may drop a prospective home because of its adobe
construction or because it just does not look right on the lot. It usually makes sense to
carry out this elimination process before scoring alternatives on the attributes.
2) Dominance
After alternatives are scored on all attributes, it may be apparent that
one (or several) alternatives are inferior to some other alternatives with respect to
every atEibute. Then without question the alternative may be dropped from
consideration.
Dominancer if the alternative I is at least as desirable as alternative J
on all attibutes and more desirable on at least one attributes, then alternative J is
dominated by I.
i
Copyright by Mahidol University
]
Fac. Of Grad. Stuides, Matriol Univ. M.Sc.(Tech. of Info. Sys. Managemenr) /57
Table 2.4 shows the attribute scores for four homes being considered
by the home buyer. The home on Antrium street (A), for example, has a higher price,
small size, and worse neighborhood ttran the Brookmere Road home @). thus A is
dominated by B and can be dismissed. The home on canterbury Lane (c), on the
other hand, has a better price than (B) and (A), even ttrough it is smaner than the
others. Therefore, C is not dominated, Neither is the home on Downfield Avenue.
Table 2.4 Affribute Scores for Four Homes (11)
The nondominated alternatives then are B, C, and D. Nondominated
alternative are often referred to as the fficient set or the admissible set of altematives.
Antium Street (A)
Brookmere Road (B)
Canterbury Lane (C)
Downfield Avenue @)
89,000
82,000
70,000
95,000
2800
3600
2600
3650
75
85
85
60
$Copyright by Mahidol University
NowaratU-bol Literature Review / 58
3) The l*xicographic Rule
The lexicographic rule works like a rule for deterrrining alphabetical
order, from which it derives its name (a lexicon is a dictionary). First, alternatives are
rank-ordered according to their scores on a most-important attribute. If the
alternatives tie on this attribute, they are rank-ordered using a second attribute, then a
third, pnd so on, until all ties are broken.
The decision maker pre-specifies the order in which attributes are
used to rank the alternatives. As an example, assume that the home buyer first uses
Quality of Neighborhood, then Price, and at least Size to order homes
lexicographically.Using Quality of Neighborhood, there is a tie betrveen B and C. this
U de is broken using price in favor of C. thus the lexicographic ranking would be C>B>
A>D.
The lexicographic procedure is easy to use since the decision-maker
specifies only the order in which the attributes are to be considered. Unfornrnately,
the rule is often inadequate because it does not fully consider every atribute. Only
one atffibute is used unless there is a tie.
4) Satisficing
A "satisficing" rule is often used by decision-makers. Decision-
makers searches until finding an alternative that exceeds some aspiration level on
each attribute. Like the efficient set, there may be more than one satisficing
alternative, but unlike the efficient set, there may be none.sCopyright by Mahidol University
f
Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / 59
The satisficing approach can be used in conjunction with the
lexicographic procedure. Thus the decision maker has an aspiration level in mind for
the most important attribute. For any alternatives that exceed this aspiration level, the
next most important athibutes is considered. For any alternatives that are at or above
the aspiration level for the second most important attribute, another attribute will be
cal[ed into consideration, and so on.
As an example of this suppose that the home buyer consider Quatity
of Neighborhood most important and has an aspiration level of 70. Price is next most
important with an aspiration level of $85,000 (remember lower prices are better).
Finally, the aspiration level on Size is 3,000 square feet. The lexicographic procedures
with an aspiration level would, on the basis of Quality of Neighborhood, gives three
satisficing alternatives: A, B, and C. A would have an unsatisfactory Price, leaving B
and c. only B could satisfice on size. Thus B would be the favored home.
Neither the lexicographic nor satisficing approaches allow
consideration of the compensating effect of attributes. In other words, a superior
performance on one attribute in (such as Size) not compensate for a poor performance
on another attributes (such as Price).
Because these rules are sirnple to use, they have their place in
practice. However, more robust methods are needed to capture the compensating
effects of one attribute for another.
Copyright by Mahidol University
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5) Rate andWeight: LinearAdditive Scoring Rules
The simplest decision rule that allows high scores on one attribute to
compensate for lower scores on the other attributes uses ratings and weightings.
Ratings are scores for alternative themselves the process is outlined as follows:
(1) Rate the alternatives on each attribute:
rij = rating of alternative I on attribute j
The different types of quantities that might be used as athibutes.
One majortype are those that can be objectively measured, such as price and Size in
the home buyer's choice. With these quantities, the units are unambiguous, for
example dollar and square feet.
Subjective measures generally have their own specffic scale. For
example, an air quality index might be measured on a scale from I to l0; a student
may be graded on a scale of A, B, c, D and F. when subjective attributes, such as
there are used, it is necessary to convert rating into numerical scores. In the rate and
weight process, these ratings will be used eventually as measures of desirability; thus
the numerical scores should reflect value.
sometimes there is neither an objective measure nor an
appropriate scale for a subjective measure. In such cases it is appropriate to rate
alternatives by direct preference measurement. Then the attribute is scored on a scale
of 0 to 100, as was done for Quality of Neighborhood for the home buyer example.
There are two common ways in which the decision-maker may define 0 and 100.
lt
tCopyright by Mahidol University
aFac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / 6l
o Predefined range. Set upper and lower limits for the
attribute such no alternative would ever be considered that had an attribute rating
outside 'rtrese limits. Assign the rating 0 to least desirable end of the interval, which
may be the upper limit when more of the attribute is less preferred. The most desirable
end of the interval is given the rating 100.
I . Range defined by alternatives. If the set of alternatives
to be consider is complete (no new alternatives are yet to be identified), find the worst
and the best alternatives with respect to the attribute and give them ratings of 0 and
100, respectively.
(2) Weigh the relative importance of each attribute:
ine of attribute
The weight associated with the attributes indicate their
importance in the decision. Only relative weight matter; weight of 1,2, and 3 assign
to the attributes Price, Size, and Quality of Neighborhood.
Weights are often obtained in practice simply by asking the
decision maker to assign number for each attribute on the basis of its importance.
D
Copyright by Mahidol University
a Nowaratu-bol Literature Review / 62
(3) score the alternatives using the sum of the weights multiplied
by rates:
Vi = Wtfit *WZtiZ+ ... + Wmfim
Where alternatives are ranked according to:
(l)
Vi = value assigned to alternative i
I
The comparison of the home buyer's alternatives by rate and weight
can now be completed. The value score for each house could be calculated using
V = _.001 x price +.06 * Size + 1.9 *. euality of neighborhood
which conforms to Equation (l) above using the weights that had
been assessed.
The results of using Equation (1) to evaluate each home (Table 2.5)
indicate that the ranking would be B>D>C>A. In the table, separate weight times rate
scores are evaluated for each attribute for each alternatives.
t Copyright by Mahidol University
Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / 63
Table 2.5 Rate and Weight Result for Possible llome (11)
i?
llome
Price
($ooo1
Size, sq. fL Quality of
Neighborhood
Total
Amount w*r Amount w*r Amount w*r V score
A
B
C
D
88 -88
82 -82
70 -70
95 -95
2800 168
3600 216
2600 156
3650 2l
75 75
85 85
85 85
60 60
155
219
17r
184
62G\a
kryc
G
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Nowarat U-bol Materials and Methods / 64
CHAPTER III
MATERIALS AND METHODS
This chapter explains the research tools, and steps and research methodology of this
study.
I
3.1. RESEARCH TOOLS
3.1.1 Hardware
To develop a decision support system for short-listing potential
candidates in recruitment process, microcomputer whose minimum specification as
the following is required.
CPU
RAM
Hard Disk
Monitor
Peripherals
Intel Pentium compatible
At least 32NIB
At least 3 GB
15" Super VGA Monitor
Keyboard, Mouse pointer, Scanner,
and Laser Printer
I
Copyright by Mahidol University
Fac. of Grad. studies, Mahidol Univ. M.Sc.(Tech of Info. Sys. Management) / 65
3.1,2 Software
The software used to develop a decision support system for short
listing potential candidates in recruitment process is as follows:-
operating sysrem : Microsoft window 95 or 98 Thai Edition
I epptcation Tool : Microsoft Visual Basic 6.
DBMS : Microsoft Access
Diagram Development Visio v. 5
Photo Edition : Adobe photoshop
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Nowarat U-bol Materials and Methods / 66
3.2 STEPS AND RESEARCH METHODOLOGY
Due to the semistructured or unstructured nature of problems addressed by
decision support system, the needs for information may be unclear. Subsequently,
most DSS are developed by prototyping process. The prototyping process as a
disram below is applied for this study.
Planning: Needs assessmeng problem diagnosis,
and objectives of DSS
Researchz How to address user needs? What
rcsources are available? The DSS environment
Analysis: What is the best development approach?
What are the necessary resources?
Design problem
processing system
(model base)
Construction: Putting together ttre DSS, test
Implementation: Testing and evaluation
M aint enanc e and D o cument at i o n
Figure 3.1 Phase in Building a Decision Support SystemCopyright by Mahidol University
Fac. Of Grad. Studies, Mahidol Univ. M.Sc.(Tech of Info. Sys. Management) 167
3.2.1 Planning
Planning deals mainly with need assessment and problem diagnosis.
Here the objective and goal of decision support are defined. A crucial step in the
planning effort is determining the key decisions to be supported by DSS.
I
3.2.2 Research
This phase involves the identification of a relevant approach for
addressing user needs and available resources (hardware, software, system, studies or
related experiences in other organization, and reveal ofrelevant research).
3.23 System Analysis and Conceptual Design
This phase includes the determination of the best construction
approach and specific resources required to implement it, including technical,
financial, and resources.
3,2.4 Design
The detailed specification of the system components, sfircture and
features are determined. The design can be divided into four parts corresponding to
the major components of a DSS, as follows: Design problem processing system
(model base), Design DSS database and Design user interface.
:
L-
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I Nowarat U-bol Materials and Methods / 68
3.2.5 Construction
DSS can be constructed in different ways depending on the design
philosophy and the tool being used. The construction is the technical implementation
of the design. As the system is constucted, it is tested continuously and improved.
3.2.61 Implementation
The implementation phase consists of the following tas}s: testing and
evaluation. These tasks are performed simultaneously.
Testing.In this phase, data on the system outputs are collected
and compared against the design specifications.
Evaluation During this phase, the implemented system is$
evaluated to see how well it meets users' need. Technical and organizational loose
ends are also identified. Evaluation is particularly difficult with a DSS because the
system is continuously being modified or expanded, and therefore does not have
neatly defined completion dates or standards for comparison. Testing and evaluation
usually result in changes in the design and construction. The process is cyclic, and
also repeats several time. A small Intanet computer network room will be established
at Faculty of Engineering, Mahidol University for evaluating the application.
3.2,7 Maintenance and Documentation
Maintenance involves planning for ongoing support of the system and
its user community. Proper documentation for using and maintain the system is also
developed. And concluding the result of this research and give some advices in
tt research document.
Copyright by Mahidol University
I Fac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) t 69
CHAPTER TV
RESULTS
This chapter describes system analysis and design, data flow, database
analysis and design, model analysis and design, decision support system for short
listing potential cpndidates, and system evaluation.
SYSTEM ANALYSE AND DESIGN
4.1.1 System Analysis
Decision support system for short listing potential candidates in
recruifinent process is the tool to help recruifinent officers do short listing more
effrciently. Since the system is developed by taking into consideration users'
requirement, it not only well fulfills users' need but also enables timely and
conveniently shon listing procedure.
To short list potential candidates in recnriEnent process, the following
factors are taken into consideration:-
I Position candidates applied
2 Education degree of candidates
3 Field of study of candidates
4 Major of study of candidates
5 English proficiency of candidates
6 Computer skill of candidates
4.1
{Copyright by Mahidol University
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Nowarat U-bol Results / 70
7 Direct experience of candidates
8 Age of candidates
9 Sex ofcandidates
The aforementioned factors can be categorized into principle factors and
alternative factors. 1
'" Principle factors are the factors that the candidates, to be selected, must
exactly match the requirement, and in short listing process they include positions
candidates applied, education degree of candidate, field of study of candidates, major
of study of candidates, and age of candidates.
I Position applied
Valid positions available for interested candidates to apply for office
staffinclude 50 positions as follows:-
, Assistant
, Assistant Chief
, Assistant Designer
, Assistant Engineer
, Assistant Manager
, AssistantMerchandiser
Assistant Patterner
Assistant Section Manager
Bill Collector
Cashier
Copyright by Mahidol University
I Fac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) I 7 |
. Clerk
. Computer Operator
. Coordinator
. Decorator
. Delivery Man
r Dep3rtment Head
. Designer
. Disffict Supervisor
. Draftman
. Driver
. Electrician
. Engineer
. Executive
. Executive Secretary
. Graphic Designer
. Interior Designer
. Junior Merchandiser
. JuniorPlanner
. Line Engineer
. Manager
. Merchandiser
. Messenger
. Officer
. Patterner
t
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Nowarat U-bol
Planner
Programmer
Secretary
Section Manager
Senior Cashier
Senior Clerkl
Senior Decorator
Senior Electrician
Senior Merchandiser
Senior Planner
Senior Secretary
Senior Supervisor
Senior SystemAnalyst
Senior System Operator
. System Analyst and
. System Operator
Each candidate is allowed to apply for not more than 3 positions.
Results / 72t
q
ICopyright by Mahidol University
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Fac. of Grad. Studies, Mahidol Univ. M..sc.(Tech. of Info.Sys.Managemen r) t 73
2 Education degree
Valid education degrees for interested candidates who apply for office
staffare as follows:-
. Vocational certificate
. Fligh vocational certificate
. Diploma I
. Bachelor's degree
i Post graduate diploma
. Master's degree and
. Doctoral degree
3 Field of study
Valid fields of study for interested candidates who apply for of6ce
staffare as the following:-
. Agdcultural Extension and Cooperatives
. Agdculture
. fuchitecture
. Arts
. BusinessAdministration
. Communication Arts
. Demography
. Dentistry
. DevelopmentEconomics
. Economicst Copyright by Mahidol University
Nowarat U-bolI Resuls / 74
il
. Education
. Engineering
. Fine and Applied Arts
. Fine Arts
. Home Economics
. Housing Development
. Law
. Medicine
. Nursing
. Pharmacy
. Political Science
. Psychology
. Public Health
. Science
. Social Development
. Statistic
. Teaching
. Textile and Clothing
. Tropical Medicine
. Veterinary
. Other
and
tCopyright by Mahidol University
Fac. of Grad. studies, Mahidol Univ. M..sc.(Tech. of Info.Sys.Management) t 7s
4 Major of study
Major of study of interested candidates who apply for office staff are
such majors as:-
. Accounting
o Botany
. Chemical Engineering I
. Developmentalpsychology
. Economics
. Family and Social Development
. Geology
. Health Economics
. Imaging and Printing Technology
. Journalism
. Korean
. LabourRelations and Development
. Mental Health and Psychiatric Nursing
. NuclearTechnology
. Occupational Health and Safety
. painting
. Religious Studies
. Sports Science
. Technology of Information System Management
. Urban Planning
o Western Music
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a [owarat U-bolResults / 76
. Zoology
5 Age
Valid ages of interested candidates who apply for office staff are at
least 18 years old through not more than 50 years old.
I
Meanwhile, in addition to the aforementioned principle factors, alternative
factors are significant to short list potential candidates in recruitment process. The
candidates will be scored in line with their qualifications.
Altemative factors in short listing process include English proficiency,
t computer skills, direct experience, and sex.
1 English proficiency
English proficiency can be categorized into four aspects as follows:-
Understanding
Reading
. Speaking
. Writing
Meanwhile, proficiency is separated into three level of command.
. Good
. Fair
. Poor
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Fac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Managemen t) I 77
Computer skills
Computer skill can be summarized as the following:-
. Mcrosoft Windows
. Microsoft Word
. Mcrosoft Excel
. Microsoft Access
. Microsoft Power Point
. Internet
. Graphic
. Visual Basic
. Visual Foxpro
. Other
3 Direct experience
Direct experience is the experience directly involved with the first
position interested candidates apply for office staff, for example, direct experience for
the position of Executive Secretary is to be an Executive Secretary for certain time,
not to be a Secretary or Coordinator.
This direct experience is summarized as a number of years the
candidates have been worked as, for example, 2 yearc. In case the number of years
is not a complete full year, for example, 2 years 5 months or 2 years 7 months, the
number will be adjusted to a complete year in line with a number of months. In otherCopyright by Mahidol University
t Nowarat U-bol Results / 78
word, if a number of months is less than 6,
counted as 1 year if the number is 6 and more.
it will be calculated as 0 year, while
Sex
Sex of candidates can be divided as follows:-
. Female
. Male
Based on this study, recruihent officers' decision to short list potential
candidates is Multiple Goal Decision-Making. In the other word, the officers must
take into consideration many factors to select the potential candidate.s who highly
fulfill their requirements. However, it must be realized that the reported potential
candidates may not be suitable for particular user needs.
From the aforementioned information, the researcher realizes that suitable
evaluation system for short listing potential candidates in recruifinent process posses
two characters including Sequential Elimination by Conjunctive Conshaints (or
Elimination by Aspects) and weighting Method (orRate and weight).
The Sequential Elimination by Conjunctive Constraints (or Elimination by
Aspects) is an approach that gets rid of candidates whose qualifications do not match
mandatory qualifications. That is, the candidates must satisfy principal factors and
then pass the examination. Meanwhile, the Weighting Method (or Rate and Weight)
is an approach to weight each factor based on specified priority.
t
Copyright by Mahidol University
*Fac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) t 79
In conclusion, Decision Support System for short listing potential candidates
in the recntitment process uses Multiple Goal Decision-Making as decision theory
while uses Sequential Elimination by Conjunctive Consfraints and Weighting
Method as evaluation approaches.
{
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4.1.2 System Design
After understanding factors in system decision and evaluation
approaches, the next process is system design as follows:_
4.1,2,1 Design the function system
Decision support system for short listing potential
candidates in recruitment process not only provides some information but also
analyzes the database for users. Consequently, function system is categorized as
follows:
Decision Support System process function
Database management function
4.1.2.2 Design each step of function systems
1) Decision support system process function
To cope with different officers' need, decision
support system for short listing potential candidates in recruitment process is designed
by using Sequential Elimination by Coniunctive Constraints approach as the principal
alternatives evaluation to select the candidates to fit officers' need. After that, the
system provides opportunities for the ofEcers to weigh each factor used in decision
making through Weighting Method.
{
1)
2)
ilCopyright by Mahidol University
tFac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) / 8l
For the system to select the most suitable candidates for recruitment
personnel, Possible Potential Solution, the process as figure below is implemented.
s
Lists and details ofpotential candidatesawarded high scores
Field of studyfrom officers' input
Major of studyfrom offrcers' input
Calculating total scores ofinterested candidates
Weight of factorsfrom officers' input
Figure 4.1 Decision Support System Process FunctionCopyright by Mahidol University
I Nowaratu-bol Results / 82
2) Database management function
Database management function will allow
recruiment officers to manage the dabbase as follows:
. To add new data
. . To delete data
. To update data
. To retrieve data
!Copyright by Mahidol University
t Fac. Of Grad. Studias, Matridol Univ. M..Sc.(Tech. of Info.Sys.Managemeng / g3
4.2 DATA FLOW DIAGRAMS
Data flow diagrams for Decision Support System for short listing potential
candidates in recruitrnent process are as the following.
Requisitlon RecrultmentRecruitment Heports
bET!d(U
ooE5ootr
:=(U
oooE=at,oE
Figure 42DFO Level0
t
I
Copyright by Mahidol University
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Get & Verify Data
Personal Data Personal Dala
Data EntryProcess
Personal Data
GenerateReports
t Figure 43 DFD Level I
t
(rtEoCLot,5ooIE
Get & Verily Data
Personal Database
Personal Data
GenerateResumeReports
ResumeResume Reports
Figure 4.4 DFD Level2
Copyright by Mahidol University
?
Fac. of Grad. studies, Mahidol univ. M..Sc.(Tech. of Info.Sys.Managemen0 / g5
4.3 DATABASE ANALYSIS AND DESIGN
Database is a principal part of Decision Support System that comprises of
database serving its purpose; model's calculation, and a way of using output data for
user needs.
Input of the database is designed mainly based on an existing job application
form of a model organization while such factor as computer skill is altered to be more
up-to-date.
4.3.1 Entity-Relationship Model
Entity-Relationship Model @-R Model) is used as a tool for effrciently
database analysis and desigu for decision support system for short listing potential
candidates in recruiment process.
After studying and completing data analysis, lists of entities are as
follows:-
. Personal
. Family
. Family data
. Nation
. Education
. Education level
. Education degreeI Copyright by Mahidol University
Nowarat U-bolI Results / 86
. Education field
. Education major
. Language
. Language knowledge
. Computer
. Computerknowledge
o Equipment skill
o Equipment skill knowledge
. Experience
. Training
. Province
. Position
. Position applied
. DSS Mark
. Operator
Copyright by Mahidol University
tFac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) I 87
T
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Figure 4.5 Entity-Relationship diagram of candidates database
Copyright by Mahidol University
Nowarat U-bolt Results / 88
4.3.2 Data Dictionary of Candidates Database
Data dictionary of candidates databases is as follows:-
Field Name Type Size Description
1 id_code Text 13 ID code ofcandidate
2 id issued_date Date/Time. 8 Issued date ofID card
3 id_expired_date Dateflimd 8 Expired date of ID card
4 id-issued_place Text 50 Issued place ofID card
5 pass_port , Text 10 Passport number
6 pass_issued_date Date/Time 8 Issued date ofpassport
7 pass_expired_date Date/Iime 8 Expired date of passport
8 pass issued_place Text 50 Issued place of passport
9 tax_card_no Text 15 Tax ID number
10 social-card_no Text 15 Social Security ID number
11 sex Text 1 Sex
t2 thai-prefix_name Text 60 Prefix to Thai first name
13 thai_first_name Text 60 First name in Thai
,,4 thai-last_name Text 60 Last narne in Thai
15 enaprefix-name Text 60 Prefix to first name in English
t6 engfirst_name Text 60 First name in English
t7 eng-last_name Text 60 Last name in English
18 birth_date Date/Iime 8 Birthdate
L9 heigh Number (Integer) 2 Height
20 weigh Number (Integer) 2 Weight
2t blood-group Text 2 Blood group
22 present_address Text 50 Home number of present addresj
23 present_sub_district Text 60 Subdistrict of present address
24 present-district Text 60 District of present address
25 present_province Text 60 Province of present addressCopyright by Mahidol University
t Fac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) / g9
Field Name Type Size Description26 present_zipcode Text 5 Zipcode of present address
27 present_tel Text 20 Telephone number of prxent aF28 present_fax Text 20 Fax number ofpresent address
29 home_address Text 50 Home no of hometown
30 home_sub-disrict Text 60 Subdisrict of hometown31 home_disEict Text 60 District of hometown
32 home_province Text 60 Province of hometown
33 home_postal , Text 5 Zpcode of hometown
34 home-tel Text 20 Telephone of hometown
35 home_fax Text 20 Fax of hometown
36 nation Text 50 Nationality of candidate
37 race Text 50 Race of candidate
38 religion Text 20 Religion of candidate
39 marital-status Text I Marital status of candidate
40 married Text 50 Madtal certificate of candidate
4t emergency_name Text 150 Name for emergency contact
a emergency_add Text 50 Address for emergency contact
43 emergency_tel Text 20 Telephone for emergency contact
M military_status Text I Marital status of male candidate
45 military_recruigear Text 4 Year of military recruitrnent
46 max_educate Text I Highest edusation of candidate
47 pic-path Text 50 Picture of candidate
Copyright by Mahidol University
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Field Name Type Sizet
DescriptionI id_code Text t3 ID code of candidate2 family_seqence Number (nteger) 2 Family sequence
3 family_relative Text 2 Family relation4 family_name Text 150 Name of family member5 family_age Number (krteeer) 2
fee of
family member
6 family_occupation Text 50 Occupation of family member7 family-address Text 150 Address of family memberI family_tel Texf 20 Telephone of family member
l
Field Name TJpe Size DescriptlonI id_code Text 13 ID code ofcandidate2 Ievel Text 2 Education level3 seqence Number (Integer) 2 Sequence ofeducation4 field-code Text 2 Field of study
5 major-code Text 4 Major of study
6 degree-code Text 2 Eclucation degree
7 grade Text 5 Grade point average
8 institute Text 50 Name of institution9 place Text 150 Place of institution10 year Text 50 Year graduatedCopyright by Mahidol University
a Fac. Of Grad. Studies, Matridol Univ. M..Sc.(Tech. of Info.Sys.Management) t gl
Code of field of study
Code of major of study
flPI{qd:_i&5g$r$ffh+,ir]*i,T.l.#F:. qt+Er r;8Lis!r
Field Name Type Size Description1 Ianguage_code Text 2 Code of language
2 language-description Text 50 Language description
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Nowarat U-bolResults / 92
Field Name Type Size Description
I id-code Text l3 ID Code of candidate
2 Ianguage_sequence Number (Integer) 2 Language sequence
3 language_code Text 2 Language code
4 understanding Text I Understanding skill5 speaking Text I Speaking skill --r6 reading Text I Reading skill7 writing Text 1 Writing skill
;
Field Name Type Size Description
I id_code Text 13 ID code of candidate
2 computer_seqence Number (Integer) 2 Computer sequence
3 computer_code Text 2 Computer code
4 computer_desc Text 50 Computer description
Type of equipment skill
frCopyright by Mahidol University
Fac. Of Grad" Studies, Mahidol Univ. M..Sc.(Iech. of Info.Sys.Managemenr) I 93
fi;
Field Nme Type Size Description
1 id-code Text t3 ID code of candidate
2 training_sequence Number (Integer) 2 Training sequence
3 Traininasubject Text 150 Training subject
4 Institute Text 150 Training institution
5 Course-period Text 50 Training duration
6 Certificate Text t20 Certificate granted
iCopyright by Mahidol University
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Field Name IYpe Stze Description
I id-code Text t3 ID code of candidate
2 Seq-Position Number (Integer) 2 Position sequence
3 position-code Text 3 Position code
4 Salary Number (Lone) 4 Salary
s
Field Name Type Size Description
I id-code Text t3 ID code of candidate
2 EngMark Number (Long) 4 Mark for English proficiency
3 ComIVIark Number (Long) 4 Mark for computer skill
4 ExpMark Number (Lone) 4 Mark for direct experience
5 SexMark Number (Long) 4 Mark for sex
6 Mark Number (Long) 4 Total score
tCopyright by Mahidol University
e Fac. Of Grad. Studies, Matridol Univ. M..Sc.(Tech. of Info.Sys.Management) t gs
il
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4.4 MODEL ANALYSIS AND DESIGN
Taking into consideration that decision support system for short listing
potential candidates in recruifinent process reports lists and resumes of potential
candidates highly suitable for users' need, the alternatives; the highest score is the
best alternative.
Applied from Bidgoli' s Rate and Weight Decision Rules, the Rate and Weight
Decision Rules model for short listing potential candidates in the recnrifinent process
has the following variables and form:
v candiaate = w Engtirhp.frciency (f engishFoRciency) + w ****, (t *rn
W Directexperirno (l DirecrexperieacJ + W s.x (r srr, )
V candirlare = scores of some candidates (some alternatives) having in database
W = principle weight which ofEcers use to short list potential candidates
W sncrirr,proficiency = principle weight officers use to select English proficiency
\M computerskir = principle weight officers use to select computer skill
W Directexperience = principle weight officers use to select direct experience
W sr* = principle weight officers use to select sex
rlCopyright by Mahidol University
Fac. Of Grad. Srudies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Managemen t) t 97
f English proliciency
f Computer skill
f oirect experience
f sex
points of each alternative factor based on calculation outcome
in line with officers' input
points of English proficiency
points of computer skill
points of direct experience
points of sex
Calculation of points of altemative factorc for short listing potential candidates
in recruitment process,
1. Calculation of points of English profrciency
The process to calculate poins of English proficiency is as follows:-
f English pmficiency =
f Undqstanding =
rspearing =
f writing =
f Resding =
f Understandinglf lpeating* f wrirtuc + r Readiinc
points for command of understanding English
points for command of speaking English
points for command of writing English
points for command of reading English
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1.1 Calculation of r gn6..s6ding, f speaking, r w;tin& f Reading
Command is categorized into 3 levels as follows:-
Good
Fair
Poor
Good command is the best and it is certainly better than fair and poor
command.
Fair command is better than poor command.
In the case candidates' command is at lower level than
required, 0 point is given.
l 5 points r* uuo**o
case candidates' command is at same level as required'
o ln the case candidates' command is at better level than
required, 10 points are awarded.
certain English command that is not identified will get no point.
1.2 Plus all r of each command and multiply them by W Engtish proficiency os
the officers' input. The outcome is points of English proficiency of candidates
Copyright by Mahidol University
t Fac. Of Grad. Studies, Matridol Univ. M..Sc.(Tech. of Info.Sys.Management) t gg
Calculation of points of computer skill
The process to calculate points of compurer skill is as follows:-
2.1 Calculation of r sorpu6..1i11
In the case candidates' computer skill is not as required, 0 point
is given.
o [a the case candidates' computer skill is as required, 5 points
are allocated.
points *" u**ru.
In the case candidates' computer skill is better than required' r0
For example, in the case candidate is required to be able to run
Microsoft Windows, Microsoft Word, Microsoft Access and Microsoft power point,
he or she who can operate exacfly all of such required applications will get 5 points.
Meanwhile, he or she who cannot operate all of such required applications, though
able to handle other applications as Internet and Graphic, will receive 0 points. On
the other hand, he or she who can not only use all of such required applications but
also other additional applications as Internet and Graphic will receive 10 points.
2.2 Multiply r computer sriu bY W compurcr skil BS the officers' input. The
outcome is points of computer skill of candidates.
,2
I
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Calculation of points of direct experience
The process to calculate points of direct experience is as follou,s:-
3.1 Calculation of r p;,o1"r*ri"no
In the case a number of years of candidates' direct experience
is less than required, 0 point is given.
In the case a number of years of candidates' direct experience
is exactly as required,5 points are allocated.
o fu the case a number ofyears ofcandidates' direct experience
is greater than required, 10 points are awarded.
For example, in the case candidate is required to have 5 years of direct
experience, he or she who has less than 5 years of direct experience will get 0 point.
Meanwhile, he or she who possesses exact 5 years of direct experience will receive 5
points. Furthermore, he or she who owns more than 5 years of direct experience. i.e.
6 years, 10 years, will get l0 points.
3'2 Multiple f Direct experience by W Direct exprien"". The outcome is points of
direct experience.
3
t
tCopyright by Mahidol University
a Fac. of Grad. studies, Mahidol univ. M..Sc.(Tech. of Info.sys.Managemen0 / l0l
4 Calculation of points of sex
The process to calculate points of sex is as follows:-
4.1 Calculation of r s.*
In the case sex of candidates is not as required, 0 point is given.
I Io ,h. case no sex is specified or both two sexes are specified, 0
points is as well awarded.
In the case sex of candidates is exactly as required, 10 points
are allocated.
For example, if male is required, candidates who are males well get 10
points for female get 0 points and vice versa.
4.2 Multiple r sexby W so The outcomeis points of sex.
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4.4 DECISION SI.]PPORT SYSTEM FOR SHORT LISTING POTENTIAL
CANDIDATES IN TIIE RECRI.IITMENT PROCESS
The Decision Support System for short listing potential candidates in the
recruitment process is designed by taken into consideration qualifications and
requirements of recruiEnent personnef who are entitled recruiment supervisor and
recruitment officers. In this research, they are referred to as users. The recruifinent
supervisor is airthorized for both system access and database administration while the
recruitment officers are authorized only for system access.
To ensure system security, user name and password will be assigned to each
recnritment personnel and system access is allowed only if correct user names and
password have been entered. As a result, other Human Resources/Personnel saff are
unable to access the system.
Screen design is one of most important part of the system since it allows the
users to connect or interface with the system. Active screens in the decision support
system for short listing potential candidates in the recruitment process are divided as
follows:-
I
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4.4.1 Decision Support System process function
Screens are designed by Microsoft Visual Basic ver. 6 and they are to
communicate between recruifinent personnel and the system.
1 Login
To access the system, the officer must input their user name
I
and password. System access is allowed only if user name and password is correct.
U*el Hame: lnaowarat
Figure 4.6Lo$nScreen
L
tCopyright by Mahidol University
I Nowarat U-bol
Main Menu
After getting through login screen,
menu that provides them the opportunity to chose which
run: DSS for Short Listing, Candidates Database, or Exit.
Resuls / lM
the ofEcers will reach main
function they would like to
t
Figure4.7 Main Menu Screen
In the case the officer would like to access Decision support
System for short listing potential candidates in the recnrihent process, he or she just
simply click "DSS for Short Listing" button.
In the case the officer would like to access candidates database,
he or she just simply click "Candidates Database" buffon.
In the case the officer would like to exit the system, he or she
just simply click "Exits" button.
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; ['ac. Of Grad. Studias, Matridol Univ. M..Sc.(Tech. of Info.Sys.Managemenq / 105
3 Decision Support System Form
If "DSS for Short Listing" is selected, Decision Support
System Form is displayed as follows:-
tn06-lrlcrd
3
Figure 4.E Decision Support System Screen
After that, the officer must first input principle qualifications of
desired candidates in terms of :-
. Position applied
. Education Degree
. Field of Study
. MajorofStudy
. Age
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The screen will remind the officer to specify only one input for
each qualification, i.e. one position applied, one education degree, one field of study,
one major of study, and one range of age.
Dot-down lists are available to facilitate the officer in locating
qualification. Meanwhile, age is also ranged from 18 years old to maximum 50 years
old in line with valid age mentioned before. This is to protect input error in the case
input age is lower than 18 years old or higher then 50 years old.
Comments are also provided at left bottom of the screen to
ensure accuracy and validity of qualification input.
After finishing qualification input for each principle factor, the
officer must then handle alternative factors: i.e. English proficiency, computer skill,
direct experience, and sex. He or she has to identify weight of each factor in terms of
certain percentage while must also realize that a sum of percentage is 100.r
Meanwhile, he or she ought to input data where necessary as the following.
. English proficiency
The officer must indicate level of English command in
terms of good, fair, or poor for understanding, speaking, writing, and reading English.
. Computer skill
The officer must mark computer applications candidates are
required to be capable of where applicable.
)Copyright by Mahidol University
IFac. of Grad. Studies, Mahidol univ. M..sc.(Tech. of Info.sys.Managemenr) I lo7
. Direct experience
The officer must specify a number of years of desired direct
experience.
. Sex
The officer should mark required sex of candidates.
However, he or she is able to mark both sexes or make none if desire.
More importantly, to make search ou@ut more flexible, the officer is
also able to indicate a number of records of candidates who are short listed.
All required input is desigued to fit in only one screen so that the
; officer will have overall view of qualifications input and it is convenient for him or
her to verify the qualifications.
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Figure 4.9 depicts a sample of complete Decision Support System
Form
DSS for short listing poteflial Endidate6For each lollowing lactor,please droose onfi on qualificalion
Position applied lexacutiveeeoetaryloffSpecificalion
ege lEl Years,to l5i'l vaare
For foltouing fa@i'.please raigtrt percentage (aum ol psrcsntage for 4 lactor
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J;9*t*".1"r']i;: l-l years
l- Male F FsnsElg;s#i"li i'ffi
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Fidt{ (}'sucyMaior(}l'Strdy
Request [-l n"-ra
Figure 4.9 Complete Decision Support System Screen
After data verification, the officer just simply clicks "search" button to
search for potential candidates whose qualifications satisff the requirements in the
system.
In case the officer would like to return to Main Menu, he or she just
simply click'Main Menu" button.
Copyright by Mahidol University
Fac. Of Grad. Studies, Matridol Univ. M..Sc.(tech. of Info.Sys.Management) I lW
In case the officer would like to make another search, he or she is able
to do so by clicking "Cancel" button to clear existing qualifications and input new as
the new search starts.
tF
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4 Output Screen
Figure 4. 10 Output Screen
Upon "Search" buffon is pressed, the system will process and
finally reports lists of potential candidates who are awarded highest scores as records
required.
In the case certain candidates get equal total scores, the system
will chose the candidates who earn highest scores for the alternative factor weighted
highest, higher, high, and less scores respectively. However, in the case that the
candidates still get equal total scores after going through such priority, grade point
average for required education degree will be used to make a final selection.
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ICopyright by Mahidol University
lFac. of Grad. Studies, Mahidol univ. M..Sc.(Tech. of Info.sys.ManagemenQ / lll
In addition, detailed resume of each selected candidate is also
available when "Short Listed Candidate(s)" button is pressed. The officer is also able
to print each resume for further process.
Figure 4.11Resume Report Screen
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4.4.2 Database Management function
For database management function, Microsoft Access 97 forms have
been used for data input. The following are screens for data input.
Figure 4.12 Candidates Database Main Screen
On this main screen, 3 tabs including Position Required, Address, and
Personal Data are available for the officer to input details of certain candidate into the
database.
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Copyright by Mahidol University
IFac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) / I I 3
Meanwhile, to add details of new candidates, the officer just simply clicks
"Add'button.
To save record, he or she just simply clicks "Save" button
To edit record, he or she just simply clicks *Edit" button
To delete record, he or she just simply clicks "Del" button
To print record, he or she just simply clicks *Print" button
To find record, he or she just simply clicks "Find" button
To exit to main menu, he or she just simply clicks 'Main Menu" button
?
TCopyright by Mahidol University
Nowarat U-bolI Resuls / 114
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Figure 4.13 Address Screen
To save record, the officerjust simply clicks "Save" button
To edit record, he or she just simply clicks'Edit" button
To delete record, he or she just simply clicks "Del" button
To print record, he or she just simply clicks *Print'button
To find record, he or she just simply clicks 'Find" button
To exit to main menu, he or she just simply clicks'MainMenu" button
TCopyright by Mahidol University
s
Fac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) / l15
Figure 4.14 Personal Data Screen
To save recor4 the officer just simply clicks "Save" button
To edit record, he or she just simply clicks "Edif'button
To delete record, he or she just simply clicks "Del" button
To print record, he or she just simply clicks "Print" button
To find record, he or she just simply clicks "Find" button
To exit to main menu, he or she just simply clicks'Main Menu" button
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rFigure 4.15 Education Screen
To save record, the officer just simply clicks "Save" button
To edit record, he or she just simply clicks "Edit" button
To delete record, he or she just simply clicks "Del" button
To print record, he or she just simply clicks "Print" button
To find record, he or she just simply clicks "Find" button
To exit to main menu, he or she just simply clicks "Main Menu" button
To go to previous or next screen, he or she just simply clicks "<{' or '}>"
Results / 116
iii
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DCopyright by Mahidol University
Fac. Of Grad. Studies, Matridol Univ. M..Sc.CIech. of Info.Sys.Management) I ll7r}
|?Figure 4.16 ExPerience Screen
To save record, the officer just simply clicks "Save" button
To edit recor( he or she just simply clicks "Edit" button
To delete record, he or she just simply clicks "Del" buffon
To print record, he or she just simply clicks *Print" button
To find record, he or she just simply clicks "Find" button
To exit to main menu, he or she just simply clicks'Main Menu" button
To go to previous or next screen, he or she just simply clicks "<d' or '},>"
rlD Csdllo--lr*lDdd4 Erl
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Copyright by Mahidol University
Nowarat U-bol Results / 118
Figure 4.17 Special Skilt Screen
To save record, the officer just simply clicks "Save" button
To editrecord, he or she just simply clicks *Edit''button
To delete record, he or she just simply clicks "Del" button
To print record, he or she just simply clicks "Print''button
To find record, he or she just simply clicls'find" button
To exit to main menu, he or she just simply clicks 'Main Menu" button
To go to previous or next screen, he or she just simply clicks "<<" or ')>"
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Copyright by Mahidol University
q
Fac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.ManagemenD / 119
Figure 4.18 Training Screen
To save record, the officerjust simply clicks "Save" button
To edit record, he or she just simply clicks "Edit" button
To delete record, he or she just simply clicks "Del" button
To print record, he or she just simply clicks "Print" button
To find record, he or she just simply clicks "Find" button
To exit to main menu, he or she just simply clicks'Main Menu" button
To go to previous screen, he or she just simply clicks "Previous Page" button
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Copyright by Mahidol University
Nowarat U-bol Results / 120
Figure 4.19 Language Screen
To save record, the officerjust simply clicks "Save" button
To edit record, he or she just simply clicks "Edit" button
To delete record, he or she just simply clicks "Del" button
To print record, he or she just simply clicks "Print" button
To find record, he or she just simply clicks "Find" button
To exit to main menu, he or she just simply clicks'Main Menu" button
To go to previous screen, he or she just simply clicks "Previous Page"button
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Copyright by Mahidol University
IFac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Managemenr) I l2l
Figure 4.20 Family Screen
{
To save record, the officer just simply clicks "Save" button
To edit record, he or she just simply clicks "Edif' button
To delete record, he or she just simply clicks "Del" button
To print record, he or she just simply clicks "Print" button
To find record, he or she just simply clicks "Find" button
To exit to main menu, he or she just simply clicks'Main Menu" button
To go to previous screen, he or she just simply clicks "Previous Page" button
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ICopyright by Mahidol University
tNowarat U-bol Results / 122
4.6 SYSTEM EVALUATION
After development of decision support system for short listing potential
candidates in recruitment process, the system was tested and evaluated by certain
groups as follows:-
. All of 5 recruitrnent personnel as target users
. 15 Personnel officers in other function as general users.
lnterview was a tool to gather their opinions, comments and feedback in terms
of overall system performance, decision support system function and database
function.
Overall system function
l00%o of target users showed their satisfaction towards overall system
performance. In other word, they though the system worked well and much eased
them. They responded that the system facilitated them in searching potential
candidates and appreciated the system facility that can provide also provide resume of
short listed candidates.
90Vo of general users provided feedback that overall system function is
good since it can short list candidates within a short period of time while another 107o
expressed that the system performance is OK.
'r
llrCopyright by Mahidol University
tFac. of Grad. Studies, Mahidol Univ. M..sc.(Tech. of Info.sys.Management) I lz3
2 Decision support system function
907o of target users revealed their appreciation to decision support
system function while another l07o would like the function to provide more
comments and error and error protection messages so that they will always be
reminded and aware.
85Vo of general users reported that the function is interesting and useful
for recruitment function while another 25Vo sudit is quite complicated.
3 Database function
100Vo of target users advised that the database function totally fulfilled
their requirement, i.e. the database can maintain as much information as they want
and it is easy to print the data.
75Vo of general. users responded that this function well kept the
information while another 25Vo expressed that the database maintained too much
candidates' data.
rlCopyright by Mahidol University
tNowarat U-bol Discussion I 124
CHAPTER V
DISCUSSION
To recruit competent staff is very significant to success of any organization
because human resources are vital assets of the organization. Realizing importance of
such human resources, the Decision Support System for short listing potential
candidates in recnritrnent process is developed to help recruitment personnel
efficiently and effectively short list potential candidates. Meanwhile, the system is
also able to provide users value suggestions suitable or close to users need.
Though the system is evaluated successfully, several topics should be
discussed for further study and ttrey include database management subsystem, model
base, and user interface.
5.1 DATABASEMANAGEMENTST]BSYSIEM
Microsoft Access 97 is selected as a tool for database management system
(DBMS) because of its advantages as follows:-
. Microsoft Access 97 is user-friendly and easy to use. It well fits with
qualifications of target users who are not so competent in database management
. It is convenient to move file because Microsoft Access keeps its
database in only one file. Subsequently, user interface and database can be developed
together on Microsoft Access. However, if preferred, users can split the table from
other objects.
t
Copyright by Mahidol University
IFac. of Grad. Studies. Mahidol Univ. M.Sc. (Tech. of Info. Sys. Management) I l2S
. It has objects that facilitate users in application development. For
exurmple, it has Forms, Queries, Report, Macro and Module especially Visual Basic
for Application.
. It is widely used in many departments and in many organizations.
Therefore, system support is very convenient.
. It works well with Microsoft Visual Basic.
However, though possessing several advantages, Microsoft Access 97 has
weakpoints that users should be aware. That is, if the database contains more than
9,999 records, it will take time to reEieve ttre data. Subsequently, it is recommended
that the database be created by Microsoft SQL.
Microsoft SQL will not only provide effective and lengthy data retrieval, it
also provides more reliable system security. As a result it is a cost-effective tool.
To convert the application developed on Microsoft Access 97 to Microsoft
SQL can be accomplished through importing table command while other Microsoft
Access 97 objects as Forms. Queries, and Reports can also be transferred.
t
Copyright by Mahidol University
INowarat U-bol Discussion / 126
5.2 MODEL BASE
The researcher applied two following approaches for the system to help
recruitment officers short list potential candidates.
. Sequential Eliminate by Conjunctive Constraints (or Eliminate by
Aspects)
Through Sequential Eliminate by Conjunctive Constraints (or Eliminate
by Aspects), only candidates who exactly match the criteria will be selected.
Mandatory or principle factors applied with this approach cover position applied,
education degree, field of study, major of study, and age.
. Rate and Weight Decision Rules
Rate and Weight Decision Rules is an approach used to evaluate
alternative factors. That is, candidates who best fit the input criteria will receive
highest scores while other candidates who less fit the criteria will get lower scores
respectively. Alternative factors in this research include English proficiency,
computer skill, direct experience, and sex.
The model provided significant impacts on search results. In other word,
different models lead to different outcomes. The model therefore must be studied
carefully and throughroughly.
t
rE
Copyright by Mahidol University
$Fac. of Grad. Studies. Mahidol Univ. M.Sc. (Tech. of Info. Sys. Management) I 127
5.3 USER INTERFACE
While the database is maintained on Microsoft Access 97, Microsoft Visual
Basic v. 6 is chosen as an application tool to develop user interface as amendment to
source code is quite convenient and it works well with Microsoft Access 97.
Available Microsoft Access 97 object forms are used for interface with the
database since it is easy to use while instnrction is also provided when system
administrators are in doubt.
The system to be user-friendly, comments and tips are provided for users when
* pointing mouse to active arffN.
*
Copyright by Mahidol University
*
Nowarat U-bol Conchrsions and Recommendations / 128
CHAPTER VI
CONCLUSIONS AND RECOMMENDATIONS
This chapter covers conclusions, problems, and recommendations.
6.I CONCLUSIONS
This research is to analyze, design and develop a prototype of Decision
Support System for short listing potential candidates in recruitrnent process. The
system is based on actual recnritment process implemented in one of the World's
leading manufacturer and exporter of lady's underwear in Samuprakarn province and
it suitably satisfied and accomplished users requirements who are recruitment
personnel.
The developed Decision Support System for short listing potential candidates
in recruitment process helps recruitinent officers to timely, effectively, efficiently and
conveniently short list potential candidates. It also allowed transparent process.
Microsoft Access 97 is used as a tool for database management since it is user-
friendly while Microsoft Visual Basic v. 6 is an application tool.
t
fCopyright by Mahidol University
r)Fac. of Grad. Studies. Mahidol Univ. M.Sc. (Tech. of Info. Sys. Management) I lZ9
Sequential Eliminate by Conjunctive Constraints or Elimination by Aspects is
applied with principle factors including position applied, education degree, field of
study, major of study, and sex. Meanwhile, Rate and weight is an approach used to
evaluate alternative factors covering English proficiency, computer skill, direct
experience and sex.
After processing, the Decision Support System provides lists of short listed
candidates as well as their resume for the officers to carry on further actions.
PROBLEMS
To develop this Decision Support System, the problems as follows were
encountered.
6.2.L Since the database stores pictures of potential candidates, database file
size is large. As a result, to retrieve data in the database is sometimes slow.
6.2.2 Recruitrnent process is somehow complicated and quite sensitive while
it is no limit for candidates qualifications. It is subsequently hard to design the system
to cover all potential cases. As a result, the system may not provide the best solutions
in some cases.
6.2.3 The system should process more efficiently in case certain default
qualifications are provided for certain position. For example, candidates for Secretary
must be female, good at understanding, speaking, reading and writing English, and
t
I|,Copyright by Mahidol University
}Nowarat U-bol Concl:sions and Recommendations / 130
can run Microsoft Word and Microsoft Excel. However, based on actual practice;
such default qualifications are unavailable, the system therefore does not work well as
it is aimed to.
6.2.4 Rate and Weigh approach provides significant impact towards system
output. Though the research already tried her best to develop this Decision Support
System, existing rate and weigh might not be able to general best lists of potential
candidates in some cases.
n
rCopyright by Mahidol University
)Fac. of Grad. Studies. Mahidol Univ. M.Sc. (Tech. of Info. Sys. Management) / l3l
6.3 RBCOMMENDATIONS
To further develop the Decision Support System for short listing potential
candidates in recruitment process, the researcher would like to recommend as
follows:-
6.3.1 To speed up data retrieval, database should be created on other
application rather than Microsoft Access. Microsoft SQL is recommended.
6.3.2 In this first development of the systerq potential candidates are
allowed to apply for not more than 3 positions in line with actual practice in the model
organization. It will be better if such candidates are allowed to apply for more
positions to make great use of available data.
6.3.3 In this first development, candidates' direct experience is only
involved with the first position the candidates apply, or the position they would like to
work as most. However, it would be much better if the experience is not limited to
such direct experience. In other word, researchers should find means that enable the
system to consider all experience.
6.3.4 Since data input is very important towards suitable resolution, the
system should have measure to verify the input. For example, in case the candidate is
25 years old but his/trer experience is input at 40 years, this system should prompt an
error message. Likewise, for the decision support form that the officer has to input
3
sCopyright by Mahidol University
iNowarat U-bol Concl.rsions and Recommendations / 132
weight, the system should provide message whether sum of the weight is exactly
l00%o.
6.3.5 To speed up data retrieval, default qualifications should be set up for
possible positions.
6,3.6 H certain candidates are installed as peflnanent employees of the
organization, their record from the database should be able to transfer to employee
database.
6.3.7 To enable multi users and share the system among Soup of companies,
the system should be implemented in the network or on the Internet and allow non-
Personnel staff to access the system. Meanwhile, ssystem administrators should be
other persons than Personnel staff.
6.3.8 In the future, walk in job seekers should be allowed to input their
details into the candidates database.
!
*
L
Copyright by Mahidol University
Fac. Of Grad. Studies. Mahidol Univ. M.Sc. (Tech. of Intb. Sys. Management) / 133
REFERENCES
l. Heneman, H. et all (1983). Personnel/Human Resources Management. United
States of America: Richard D. Irwin,Inc.
2. Floppo, E. (1984). Personnel Manaqement. United States of Amerca:
MCGraw-Hill, Inc.
3. Leap, T. and Crino, M. (1993). Personnel/Human Resource Management,
United States of America: Macmillan Publishing Company
4. Bidgoli, H. (1989). Decision Support Systems. Taiwan: West Publishing
Company.
) 5. Turban, E. (1998). Decision support and expert systems: Manaqement support
system. 5th ed. Singapore: Macmillan Publishing Company.
6. Little, J.D.C. (1970). Models and Manaeers: The Concept of a Decision
Calculus. Management Science, Vol. 16, No. 8
7. Alter, S.L. (1980). Decision Support Sy$tern: Current Practices and
Continuing Challenges. United of America: Addison-Wesley Printing
8. Moore J. H. and M.G. Chang (1980). Design of Decision Support System.
Data Base,Yol.l2,Nos. I and2.
9. Keen, P.G.W. (1980). Adaptive Design for Decision Support System. Dota
base,Yol.12, Nos. I andZ.
10. Bonczek, R.H. et all (1980). The Evolving Roles of Models in Decision
Support Systems. Decision Science, Vol. I l, No. 2
D ll. Bodily, S. E. (1988). Modem Decision Makine: A Guide to modeling with
Decision Support Systems: Singapore: MCGraw-Hill, Inc.
Copyright by Mahidol University
Noward U-bol Appendix Al134
t APPEi\IDX A(ne[udeta€$,lu
APPL]CATION FOH EMPLOYMENT AND PEBSONNEL RECORD CARD
nr:irdrlrnsiruuti.lo:oiolnonolrlfiriGrtutflu::u:r:nl o 16ou n:srn:ondonrrrrilruoorhlnnoiar Iouoiru::o.lnn:run::luluarin:lru uirinr o:rfi uliriluilr:i6orjrrnrr: rirnrnuifn.r onnl{rlriru,-rrir.lruAll Emphrrmmt rtill lre on a prob.rtitrn.rn b.uis of 6 monlhs perird. Plus fill it out all entris completely and accurntely in capiLrl lettcrll t'mplord. thir .rpplic.rti(,n trronrts a p.rrl ol pur pem.rnmt rccord.
| %r1J'Y?9I6I?U9I? / PERSONAL DATA
:tkirflPICTURE
CONFIDENTIAL
$
p
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Name in English
lll lo8u u rnoDah of Birth
nn1unliln'l:s!rra / Illarit.1l Status
tr lffi," tr ffifl*tr HI" O B,tl,_*
lD C.rrd/Passport &rk No.
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ar6::6nur Vrratiohal
2mtnau Collcge
uyt.t2?1u'lnu Unirenity
auJ Othes
Nl:?NAU5il,/TRAINING BACKGROUNDCopyright by Mahidol University
{t
Fac. ofGrad. Studies. Ivlahidol Univ. M.Sc. (Tech. oflnfo. Sys. Management) I 135
i d ooI A: O.l tU 6nU n {'lU ttA s n?1 }lA1u
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r a-'o1.tnu1 ua:luflaJ01UtJuzotzu., t,tu'nottiluj un:/l,ti0 ntlRuntuln rl n.Jau
I ct'rtify that all st,rtenrerrts gilcrr in this APPLICATION is ABSOLUTELY TRUE. tf .rnt,is ftruntl to tt UNTRUE,-ritor entagcrnerrt, Tl IE COIVIPANY has the right to TERIIINATE nry enrplovment rritlrout anv prior noticc antl rrithout contptrrs.rtiun,scrver.lnce pi1y, .1n{/1rr dunage fct to inrmctliate disnrisal.
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Conp.rnr's Name & r\ddrnsd::rnntorfilnr:Trpe of Businss
u1$ullouotJlmmcrJiate Supenisrrr
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riruriljurf,mor:nuuri u :nin:uruuuci n301il ?[ro totr rttrn c.tr or ntrrtrr crclc ?
, a r)riruiiluniufi :nuuoi /', nnin,uiuuuoi ni alri ?
Drr you lnrld driving liccns. ?
rirun:rurirr nr:iu an'n:JluluohtruriidloiDrhJl: ?
lnrlirxte surcr. rf inform.rtion t,t lpplv f,,r this prsition ?
riruori'tur:nirla!.rfl:rri!1301il Q tri B tt r6ouArc \rrr pngn.rnt I No Yts nronths
virurnuvirfi onSnuru ua:rio.rn6oror uiohi ?
lhvt'vou n'er committctl anv illeg.rl ,rct or crinrin.rl c.u' J
viruinrrufi orJni unyriaunrirlnrunsolri? n'rilj:odulll[ rrrr h.rlt' .rnv phrsicrl rltlttt:, pkrrsc dcxrribe.
rirurnrarin:l'ru nSornuvir.rruriuuiu-yn urriaurialr.i? rirrnulil:aul'lrrua:r6uoIl,rlr' rrrr crr.r applittl [' wrrrl lirr this Cnryp of Grmp.lnics ? lf YES, glt'ax' drxrit'e
frrr C()N.ll'AN)' (nrlv :
This Applic.rrrt is .rcctl,tctl for (POSITION)
Scr'titlr / Dcl'artnrcnt Others AgreententsIirl'111".; st.rrt d.lt.'
l'ropo5p{ sLlrt salnry
Dt'1',111p1"t r1,,\utlrorizcrl Pt rsrrns AcknorvJcdged L.y Personncl l)L,partnlcnt
Datc Datc
tCopyright by Mahidol University
*
Nowarat U-bol
PERSONNELI
Appendix B I 136
APPENDIX B
To
From
PERSONNEL DEPARTMENT
Marketing DepartmentMAN.POWER REQUISITION
Position to be filled
To be supervised by
D<eeutive Secretary
Mr. Aron Fugama
OosrCeHren@oe Approximata Sahry Range
20,000 - 25,000.00 Baht / MonthztO0
Proposedstartdatel ASAP
Employment l-l Permanent
Stafus n temporaryHowlorgneeded
I Months
tl Days
Qmntityneeded
1 Person
Job Description or Duties of Work
o To handle secretarial function
o To provide support to Marketing Manager
SEX:
E uer-e tr FEmALE EDUCATION DEGREE:
AGE (YEARS):
from 25 to 30
tr Vocatonal tr Dlplorna B Post Graduats tr oocmnt
tr HEh vooatorut tr Bafiehr tr Master
FIETDOF STUDY: Busruess aourNrsTRATroN
MEdOR OFSTUDY: MARKMNG
ENGLISH PROFICIENCY:
(Gmo, Farn, PooR)
UNDERSTANDINO: FaiT
RgeorNo: Fair
SpearcHo:
WnrnHe:
Fair
Fair
COMPUTER SKILL:
(Put"Yes" rF REoUIRED
PUT "No" tr uor neoutneo)
\MHoows: ves POWERPOIN.N NO VISI,AL Fo)(PRO: NO
WORD: YES INTERNET: NO OTHER: NO
D(CEL: YES GMPHIC: NO
ACCESS: YES VISIJALBASIq NO
YEARS OF DIRECT DGERIENCE 2 YEARS As UEoUIIvESECRETARY
FecroR WEIG}IT
(atlocareemceHTAGETo EAcH FAcToRwHTLEMATNIAN lfl) asasuN pencENTAGEoFFouRracrons)
EHoLsn PRoFrctENcY
Goupurcnsxttt-
DIRECT B(PERIENCE
40
30
25
5
Rrouesreo Rr: APPRo\ED BY
SUPERToR/ MANAGER DEPARTMENT MANAGER FRsT LE\EL MANAGEMENI ExEcU[\E DRECToR
Dete Date Date DateCopyright by Mahidol University
T
Fac. Of Grad. Studies. Mahidol Univ.
NAME
DATE O['BIRTH
PLACE OF BIRTH
INSTITUTIONS ATTENDED
ADDRESS
Biography/ 137
BIOGRAPHY
Ms. Nowarat U-bol
l0 April 1972
Songkhl4 Thailand
Prince of SongklaUniversity, 1990 -1994
Bachelor of Business Administation
(Marketing)
Thammasat Universigy,lggg - 2001:
Master of Arts @nglish for Careers)
Mahidol University, 1997 -2002:
Master of Science (Technology of
Information System Management)
14 Moo 4, Tambol Kohyor,
Amphur Muang,
Songkhla 90100
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