دانلود مقاله روش ارزیابی کارایی HRM بنگاه های خرده فروشی زنجیره ای
چکیده
1. مقدمه
2. روش ارزیابی کارایی مدیریت منابع انسانی شرکت های خرده فروشی زنجیره ای بر اساس پایگاه داده های توزیع شده
3. آزمایش
4. نتیجه گیری
منابع
Abstract
1. Introduction
2. Evaluation Method of Human Resource Management Efficiency of Chain Retail Enterprises Based on Distributed Database
3. Experiment
4. Conclusion
Data Availability
Conflicts of Interest
Acknowledgments
References
چکیده
محاسبه روش ارزیابی کارایی مدیریت منابع انسانی زیاد است که بر کارایی فنی و کارایی مقیاس نتایج ارزیابی تأثیر می گذارد. بر اساس پایگاه داده توزیع شده، یک روش ارزیابی کارایی مدیریت منابع انسانی شرکت های خرده فروشی زنجیره ای پیشنهاد شده است. الگوریتم ژنتیک برای طراحی پایگاه داده توزیع شده برای تحقق بهترین طرح تخصیص داده اعمال می شود. پایگاه داده توزیع شده برای ذخیره اطلاعات منابع انسانی شرکت های خرده فروشی زنجیره ای برای اطمینان از سازگاری داده ها و در دسترس بودن اطلاعات استفاده می شود. عناصر ورودی و خروجی را انتخاب کنید که می توانند وضعیت مدیریت منابع انسانی شرکت های خرده فروشی زنجیره ای را در پایگاه داده توزیع شده منعکس کنند، سیستم شاخص ارزیابی کارایی مدیریت را طراحی کنید و مدل ارزیابی DEA را بسازید. پس از آزمایش، کارایی فنی و کارایی مقیاس روش طراحی در این مقاله بالاتر از روشهای ارزیابی کارایی مدیریت منابع انسانی شرکت‌های خرده‌فروشی زنجیره‌ای بر اساس تحلیل مؤلفه‌های اصلی و ارزیابی جامع فازی است که منجر به تصمیم‌گیری مدیریت می‌شود.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
The calculation of human resource management efficiency evaluation method is large, which affects the technical efficiency and scale efficiency of evaluation results. Based on distributed database, an evaluation method of human resource management efficiency of chain retail enterprises is proposed. Genetic algorithm is applied to the design of distributed database to realize the best data allocation scheme. The distributed database is used to store the human resource information of chain retail enterprises to ensure the data consistency and information availability. Select the input and output elements that can best reflect the human resource management status of chain retail enterprises in the distributed database, design the management efficiency evaluation index system, and construct the DEA evaluation model. After testing, the technical efficiency and scale efficiency of the design method in this paper are higher than the evaluation methods of human resource management efficiency of chain retail enterprises based on principal component analysis and fuzzy comprehensive evaluation, which is conducive to management decision-making.
Introduction
Human resources were limited in the twenty-first century. Simultaneously, as a new capital, it has garnered increasing attention from society. Human resources may infuse organizations with life and help them compete more effectively. It is a term that refers to the efficient and rational deployment of this finite resource via materialization in order to optimize resource usage and economic advantages. Within an organization, good management enables the subjective initiative to flourish, operational costs to be reduced, and core competitiveness to be enhanced [1]. Level and efficiency have a direct impact on short-term progress and are critical in achieving long-term strategic goals. As a result, all sectors of society should manage their internal human resources scientifically and prudently in order to optimize revenues and foster long-term company growth [2]. However, as a result of the effect of factors such as inadequate professional quality and corporate culture on the managers of the majority of Chinese firms, the human resource management situation is often overlooked. For a long period of time, human resource management has been inefficient, and the realization of human resource value is not assured, which is very detrimental to long-term growth [3]. As a consequence, there is a pressing need to study management effectiveness.
A chain operation is a modern business idea that comprises of several stores selling similar goods and services. The transportation and service sectors are the most affected. Despite the fact that it has not developed in China for a long time, this new business model has changed the way traditional single-store operations are performed, accelerated product circulation, and simplified people’s lives. It has steadily evolved into the primary organizational structure for China’s commercial operations, demonstrating a high level of vitality and growth potential. At the moment, chain operation is prevalent in all retail formats for store sales in China and has evolved into the primary growth method employed by retail firms. The share of merchants engaging in chain operations is likewise expanding in the retail business. By and large, China’s chain retailing business began late. Its management idea, technology application, human resource management level, and capital application are significantly inferior to those of worldwide chain organizations.
Conclusion
In terms of investment, the evaluation indicators are selected from two aspects: human resource scale and human resource structure. In terms of output, indicators are selected from three aspects: profitability, business growth ability, and development innovation ability to form an innovative evaluation index system. The construction of the index system has laid a solid foundation for the follow-up research of this paper. This study is a new perspective on the efficiency of chain retail enterprises and provides a theoretical reference for the allocation. However, this paper has not been perfectly presented in the process of text description or empirical analysis, which needs to be improved by the latecomers. In order to fully understand the efficiency, it is necessary to establish an index system covering enterprise strategy, performance management, salary management, organizational structure, and so on, so as to minimize the subjectivity of index selection. There is a time difference between the input and output of any resource, and there is still no answer to the determination of the lag period of the output of human resource allocation. This paper does not consider the lag problem in the research, which is another deficiency of this paper. Future research should pay attention to the determination of lag length to make the research closer to reality.