Volume XL-6/W1
Int. Arch. Photogramm. Remote Sens. Spatial Inf. Sci., XL-6/W1, 31-37, 2015
https://doi.org/10.5194/isprsarchives-XL-6-W1-31-2015
© Author(s) 2015. This work is distributed under
the Creative Commons Attribution 3.0 License.
Int. Arch. Photogramm. Remote Sens. Spatial Inf. Sci., XL-6/W1, 31-37, 2015
https://doi.org/10.5194/isprsarchives-XL-6-W1-31-2015
© Author(s) 2015. This work is distributed under
the Creative Commons Attribution 3.0 License.

  27 May 2015

27 May 2015

MULTI-CRITERIA DECISION-MAKING METHODS AND THEIR APPLICATIONS FOR HUMAN RESOURCES

M. G. D'Urso1 and D. Masi2 M. G. D'Urso and D. Masi
  • 1DICeM, Department of Civil and Mechanical Engineering, University of Cassino and Southern Lazio, Via G. Di Biasio, 43 03043 Cassino (Frosinone), Italy
  • 2Via Boschetto, 41 03023 Ceccano (Frosinone), Italy

Keywords: Fuzzy logic, multi-criteria decision-making method, analytic hierarchy process

Abstract. Both within the formation field and the labor market Multi-Criteria Decision Methods (MCDM) provide a significant support to the management of human resources in which the best choice among several alternatives can be very complex. This contribution addresses fuzzy logic in multi-criteria decision techniques since they have several applications in the management of human resources with the advantage of ruling out mistakes due to the subjectivity of the person in charge of making a choice. Evaluating educational achievements as well as the professional profile of a technician more suitable for a job in a firm, industry or a professional office are valuable examples of fuzzy logic. For all of the previous issues subjectivity is a fundamental aspect so that fuzzy logic, due to the very meaning of the word fuzzy, should be the preferred choice. However, this is not sufficient to justify its use; fuzzy technique has to make the system of evaluation and choice more effective and objective. The methodological structure of the multi-criteria fuzzy criterion is hierarchic and allows one to select the best alternatives in all those cases in which several alternatives are possible; thus, the optimal choice can be achieved by analyzing the different scopes of each criterion and sub-criterion as well as the relevant weights.