@Research Paper
<#LINE#>Performance improvements using multi server queuing model by reducing customer wait time of a bank<#LINE#>Azad@Tanzila ,Hasnain @Amitsaha,Sithil @Shaikh ,Rafi@Rafiul  <#LINE#>1-10<#LINE#>1.ISCA-RJMS-2018-023.pdf<#LINE#>Department of Mechanical and Production Engineering, Ahsanullah University of Science and Technology, Dhaka, Bangladesh@Department of Mechanical and Production Engineering, Ahsanullah University of Science and Technology, Dhaka, Bangladesh@Department of Mechanical and Production Engineering, Ahsanullah University of Science and Technology, Dhaka, Bangladesh@Department of Mechanical and Production Engineering, Ahsanullah University of Science and Technology, Dhaka, Bangladesh<#LINE#>31/12/2018<#LINE#>24/4/2019<#LINE#>In a bank, the customer expects to receive service quickly. The queuing in relation to the time spent by customers has a great effect, for accessing banking services which is progressively becoming a major source of concern to most of the bank service provider. Customers waiting too long in the queue could results to waiting cost in contrary not providing enough service capacity results in excessive waiting time and cost. So, these fallouts in a relation between waiting time of customer and service capacity. A study was done to a bank named Agrani Bank Limited using a Multi-server queuing model and the waiting as well as service costs determined to get optimal level of service. Using TORA optimization Software along with descriptive analysis the data was analyzed. An assessment was done to regulate the wait time of customer which was expected and on expected queue length. The outcome of the study gives recommendation of adding one more server than the previous case for improving the waiting time of customer. For discussing the cost impact of adding one more server an economic cost analysis is also provided.<#LINE#>Toshiba S., Sanjay S. and Anil K.K. (2013).@Application of queuing theory for the improvement of bank service.@International Journal of Advanced Computational Engineering and Networking, 1(4), 15-18.@Yes$Jhala N. and Bhathawala P. (2016).@Application Of Queuing Theory In Banking Sector.@IOSR Journal of Mathematics (IOSR-JM), 12(2), 73-75.@Yes$Bagchi S. (2015).@Analyzing Distributed Remote Process Execution Using Queuing Model.@Journal of Internet Technology, 16(1), 163-170.@Yes$Mahmood K., Chilwan A., &Oslash;sterb&oslash; O. and Jarschel M. (2015).@Modelling of OpenFlow-based software-defined networks: the multiple node case.@IET Networks, 4(5), 278-284.@Yes$Al-Mogren A., Iftikhar M., Imran M., Xiong N. and Guizani S. (2015).@Performance Analysis of Hybrid Polling Schemes with Multiple Classes of Self-Similar and Long-Range Dependent Traffic Input.@Journal of Internet Technology, 16(4), 615-628.@Yes$Rasmussen A., Yu H., Ruepp S., Berger M.S. and Dittmann L. (2014).@Efficient round-robin multicast scheduling for input-queued switches.@IET Networks, 3(4), 275-283.@Yes$Lee W. and Lambert C.U. (2000).@Impact of waiting time on evaluation of service quality and customer satisfaction in foodservice operations.@Foodservice Research International, 12(4), 241-254.@Yes$Lee K.W. and Lambert C.U. (2007).@Using simulation to manage waiting time in acafeteria.@Information Technology in Hospitality, 15(4), 127-141.@Yes$Banks J., Carson J.S., Nelson B.L. and Nicol D.M. (2001).@Discrete-Event System Simulation.@Prentice Hall International series, 3rd edition, 24-37.@Yes$Chou C.Y. and Liu H.R. (1999).@Simulation study on the queuing system in a fastfoodrestaurant.@Journal of Restaurant & Foodservice Marketing, 3(2), 23-36.@Yes$Curin S.A., Vosko J.S., Chan E.W. and Tsimhoni O. (2005).@Reducing service time at a busy fast food restaurant on campus.@In Proceedings of the 37th conference on Winter simulation. Winter Simulation Conference, 2628-2635.@Yes$Kuhl M.E., Steiger N.M., Armstrong F.B. and Joines J.A. (2003).@Proceedings of the 2005 Winter Simulation Conference.@Ann Arbor, MI: The University of Michigan, 2629-2635.@Yes$Adan I.J.B.F., Boxmal O.J. and Resing J.A.C. (2000).@Queuing models with multiple waiting lines.@Department of Mathematics and Computer Science, Eindhoven University of Technology, 1-105.@Yes$Berhan E. (2015).@Bank Service Performance Improvements using Multi-Sever.@Journal of business and management, 17(6), 65-69.@Yes
<#LINE#>Priorities human resource management using DEMATEL and ANP<#LINE#>Nazarifard@Fariba ,Broumand@Zahra ,Amirkabiri@Alireza  <#LINE#>11-18<#LINE#>2.ISCA-RJMS-2019-020.pdf<#LINE#>Department of Public Management, Central Tehran Branch, Islamic Azad University, Tehran, Iran@Department of Public Management, Central Tehran Branch, Islamic Azad University, Tehran, Iran@Department of Public Management, Central Tehran Branch, Islamic Azad University, Tehran, Iran<#LINE#>5/10/2019<#LINE#>6/12/2019<#LINE#>The purpose of this paper is to prioritize green human resource (GHRM) indicators. Making Trial and Evaluation Laboratory (DEMATEL), Multi-criteria Technique and Fuzzy Network Analysis are applied in this study to prioritize the GHRM indicators. In order to achieve the paper goal is used the accepted GHRM model which has been published the past. Result is shown the high priority allocated to green training and internal criteria. In other word, management support and culture have more effect on green human resource management framework compare with external criteria. In addition; Sensitive analyses confirm the priorities which have been done.<#LINE#>Mehta K. and Chugan P.K. (2015).@Green HRM in pursuit of environmentally sustainable business.@Pursuit of Environmentally Sustainable Business (June 1, 2015). Universal Journal of Industrial and Business Management, 3(3), 74-81. doi:10.13189/ujibm.2015.030302.@Yes$Daily B.F., Bishop J.W. and Steiner R. (2007).@The Mediating Role Of EMS Teamwork As It Pertains To HR Factors and Perceived Environmental Performance.@Journal of Applied Business Research, 23. 10.19030/jabr.v23i1.1411.@Yes$Govindarajulu N. and Daily B.F. (2004).@Motivating employees for environmental improvement.@Industrial Management & Data Systems, 104(4), 364-372. https://doi.org/10.1108/02635570410530775@Yes$Benito J. and Gonz&aacute;lez-Benito O. (2006).@A Review of Determinant Factors of Environmental Proactivity.@Business Strategy and the Environment, 15(2), 87-102. 10.1002/bse.450.https://doi.org/10.1002/bse.450@Yes$Dodds R. and Venables R. (2005).@Engineering For Sustainable Development: Guiding Principles, London.@The Royal Academy of Engineering.@Yes$Opatha H.H.D.N.P. (2013).@Green Human Resource Management: A Simplified Introduction.@HR Dialogue, Department of HRM, Faculty of Management Studies and Commerce, University of Sri Jayewardenepura, 22-41.@Yes$Opatha H.H.D.N.P. and Anton Arulrajah A. (2014).@Green Human Resource Management: A Simplified General Reflections.@International Business Research, 7(8), 101-112.@Yes$Aragon-Correa J. and Rubio-L&oacute;pez E. (2007).@Proactive Corporate Environmental Strategies: Myths and Misunderstandings.@Long Range Planning, 40, 357-381. 10.1016/j.lrp.2007.02.008@Yes$Boiral O. (2009).@Greening the corporation through organizational citizenship behaviors.@Journal of Business Ethics, 87, 221-236. doi:10.1007/s10551-008-9881-2@Yes$Jabbour C.J.C., Santos F.C.A. and Nagano M.S. (2010).@Contributions of HRM throughout the stages of environmental management: methodological triangulation applied to companies in Brazil.@The International Journal of Human Resource Management, 21(7), 1049-1089. doi:10.1080/09585191003783512@Yes$Schroeder H. (2012).@The importance of human resource management in strategic sustainability: An art and science perspective.@Journal of Environmental Sustainability, 2(2),  4. DOI: 10.14448/jes.02.0004.  Available at: http://scholarworks.rit.edu/jes/vol2/iss2/4@Yes$Arulrajah A.A., Opatha H.H.D.N.P. and Nawaratne N.N.J. (2016).@Green human resource management practices: a review.@Sri Lankan Journal of Human Resource Management, 5(1), 1-16. DOI: http://doi.org/10.4038/ sljhrm.v5i1.5624@Yes$Mandip G. (2012).@Green HRM: People Management Commitment to Environmental Sustainability.@Research Journal of Recent Sciences, Vol. 1 (ISC-2011), 244-252 (2012), ISSN 2277-2502  www.isca.in@Yes$Nazarifard F. and Broumand Z. (2019).@Provide a conceptual framework for green human resource management based on sustainable development approach.@Res. J. Management Sci., 8(2), 1-9.@No$Si S.L., You X.Y., Liu H.C. and Zhang P. (2018).@DEMATEL Technique: A Systematic Review of the State-of-the-Art Literature on Methodologies and Applications Mathematical Problems in Engineering.@Article ID 3696457, 33 pages https://doi.org/10.1155/2018/3696457@Yes$Wu W.W. (2008).@Choosing knowledge management strategies by using a combined ANP and DEMATEL approach.@Expert Systems with Applications, 35(3), 828-835.@Yes$Momeni M. (2008).@New Topics in Operations Research.@University of Tehran Press, Iran, Second Edition, 63.@No$Saltelli A. (2002).@Sensitivity analysis for importance assessment.@Risk analysis, 22(3), 579-590. CiteSeerX 10.1.1.194.7359. doi:10.1111/0272-4332.00040.@Yes
@Case Study
<#LINE#>Six-sigma methodology: its role in measuring and improving customer satisfaction at Alnoran Hotel, Libya<#LINE#>Elshahoupy@Naser ,Gnieber@Omar Khalifa  <#LINE#>19-29<#LINE#>3.ISCA-RJMS-2019-014.pdf<#LINE#>Department of Engineering Business Management, Universiti Teknologi Malaysia, Kuala Lumpur, Malaysia@Department of Industrial Engineering, University of Benghazi, Benghazi, Libya<#LINE#>29/7/2019<#LINE#>27/10/2019<#LINE#>The main objective of the thesis is to assess and improve the customer satisfaction at Alnoran hotel in Benghazi city. In other words, this study has two specific objectives; Measuring the level of guests\' satisfaction in the areas of front office and housekeeping and identifying potential improvement processes that would enhance the service level. To achieve the objectives of this study, Six-Sigma methodology has been applied which provides a structured approach to solve problems.  The approach has five phases; Define, Measure, Analyze, Improve and Control (DMAIC). Initially, the data were collected based on interviews with both employees and guests. Additionally, a questionnaire was conducted to elicit reliable responses from the guests. Relevant literature was studied to get a deeper understanding of the problem. Some of the literature is summarized in the theory part of the study. The results of the case study presented recommendations for the hotel management to improve the service level. Finally, quality do not get much interest at Libyan service sector, even though the methodology has been successfully used globally. It is expected that the study would encourage other organizations in local area to adopt this study as a guideline in order to enhance the quality of service.<#LINE#>Prasad K.D., Subbaiah K.V. and Padmavathi G. (2012).@Application of Six Sigma methodology in an engineering educational institution.@International Journal of Emerging Sciences, 2(2), 210-221.@Yes$Ferreira J.E. and Lopes I.S. (2010).@Improvement of scrap request process with Six-Sigma methodology.@Proceedings of the World Congress on Engineering, London, U.K, Jun 30 - Jul 2, 3, 1-6.@Yes$Chuan T.K. and Ayon C. (2009).@Room for improvement: hotel giant resorts to Six-Sigma to improve operations.@Six-Sigma Forum Magazine, 9(1), 20-24.@Yes$Antony J. (2004).@Some pros and cons of Six-Sigma: An Academic Perspective.@TQM Magazine, 16(4), 303-306.@Yes$Chakrabarty A. and Tan K.C. (2007).@The current state of Six-Sigma application in services.@Journal of Managing Service Quality, 17(2), 194-208.@Yes$Nakhai B. and Neves J.S. (2009).@The challenges of Six-Sigma in improving service quality.@International Journal of Quality and Reliability Management, 26(7), 663-684.@Yes$Dehghan A., Shahin A. and Zenouzi B. (2012).@Service quality gaps and Six-Sigma.@Journal of Management Research, 4(1), 1-11.@Yes$Su A.Y.L. (2004).@Customer satisfaction measurement practice in Taiwan hotels.@International Journal of Hospitality Management, 23(4), 397-408.@Yes$Kangogo E.J., Musiega and Manyasi J. (2013).@Effect of customer satisfaction on performance of the hotel industry in the western tourism circuit of Kenya.@European Journal of Business and Management, 5(14), 87-99.@Yes$Mohajerani P. and Miremadi A. (2012).@Customer satisfaction modelling in hotel industry: A case study of Kish island in Iran.@International Journal of Marketing Studies, 4(3), 134-152.@Yes$Tan K.C. and Chakraborty A. (2009).@Room for improvement: hotel giant resorts to Six-Sigma to improve operations.@Six-Sigma Forum Magazine, 9(1), 20-24.@Yes$Ahmed I. (2012).@Significance and impact of training through Six-Sigma in hotels.@VSRD International Journal of Business and Management Research, 2(7), 374-386.@Yes$Kamar Abou S.M. (2014).@Six-Sigma application in the hotel industry: Is it effective for performance improvement?.@Research Journal of Management Sciences, 3(12), 1-14.@Yes$Wittwer J.W. (2016).@PICK Chart for Lean Six-Sigma.@Vertex42.com, accessed 4 Sep 2016.@Yes$Sandra L. Furterer (2009).@LEAN SIX SIGMA in SERVICE -  Applications and Case Studies.@Taylor and Francis Group, US, 57. ISBN: 978-1-4200-7888-6.@No