A Study Approach of Decision Support System with Profile Matching

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A Study Approach of Decision Support System with Profile Matching Oktopanda Informatics Management, AMIK Intel Com Global Indo, Jl. Graha Abdi Satya No 7-8, Kisaran, Indonesia gokilzz_fitri@ymail.com Abstract: Process of employee assessment subjectively be a major problem for any company due to many factors resulting in inaccuracies and errors in judgment, many ways we can do to help the evaluation process one of them with a decision support system such as Profile Matching methods, the selection method of profile matching is good enough because it is a method that uses the gap to compare the value of each criterion with a value alternative weighting criteria and this study to provide results from using profile matching method for selection best employees. Keyword: Alternative and Criteria, Decision Support System, Gap Value, Multi Decision Criteria, Profile Matching I.INTRODUCTION Nowadays the concept of decision support system for computer-based growing [1] [] and many methods very rapidly could be used to help the decision-making process [1], decision-making carried by doing a systematic approach to the problem through the course of collecting information and also added factors to consider in making a decision [1] [] [], based on that implementation of decision support systems need to be applied in everyday life to help make decisions [5] [6]. Research in this article examine case the selection of the best employees with Profile Matching methods, giving value to the employees is essentially subjective, and it is a separate issue to determine whether or not an employee's right to be the best employee. Decision-making also has criteria that will be influential in selecting the best employees, the methods used to assist in the assessment of the best employees using methods Profile, the selection method of profile matching is suitable for decisionmaking related to evaluation of multi-criteria due to the use of weights and gap [] [7] [8] [9]. II.THEORY Decision support system is a shape of information that is adaptive, flexible, interactive and used to solve unstructured problems with the selection of several alternative actions that have set, where no one knows for sure how the decision made [1] [] [5] [7] [9]. Fig 1. Decision Support System Diagram @IJRTER-017, All Rights Reserved 1

Volume 0, Issue 0; February - 017 [ISSN: 55-157].1 Profile Matching Profile matching method is a method often used as a mechanism for decision-making by assuming that there is an ideal level of predictor variables that must be met by the subjects studied [] [] [], instead of the minimum rate that must be met or passed. In a profile matching process outlines are process of comparing the value of the actual data from a profile that will be judged by the value of the expected profile [], so it can be the difference competence (also called gap), the smaller the resulting gap, the greater the weight value [] [6]. Profile Matching method using the following formula [] []: 1. Weighting At this stage, determine the weight values for each criterion will be compared with the value of each test of the alternative. The input of this weighting process is the difference between the value of the customer's criteria and the criteria of eligibility standards, in determining the ratings on the eligibility criteria of customers every gap, examples gap value shown in below: Table 1. Weighting Value No Difference Gap Weight Value Explanation 1 0 No Difference 1.5 Reasonable -1 Feasibility shortage 1 level 1.5 Feasibility shortage level 5-1 Feasibility shortage level. Grouping of Core and Secondary Factor After determining the weight gap value of the required criteria, and each the criteria are classified into two groups: core factor and the secondary factor. a. Core Factor Core factor is an aspect (the criteria) most major required in the assessment process, to calculate the core factor used the formula: NCF = NC IC NCF = average value of core factor NC = Number of total core factor IC = Number of items cores factor b. Secondary Factor The secondary factor is a value other than the most important aspects (core), and secondary factors used to calculate the formula: NSF = NS IS NSF = average value of secondary factor NS = Number of total secondary factor IS = Number of items secondary factor. Ranking The final result of profile matching process is a classification of any viable alternatives to the unworthy, and classification decisions using the following formula: @IJRTER-017, All Rights Reserved

N = Total Value Criteria NCF = Core Value Factor NSF = Secondary Value Factor International Journal of Recent Trends in Engineering & Research (IJRTER) Volume 0, Issue 0; February - 017 [ISSN: 55-157] N = 60% NCF + 0% NSF III.RESULT AND DISCUSSION Selecting the best employees in this study by paying attention to various aspects such as performance, personality and so on, the selection of the various aspects of course not easy to do manually but requires a method, in this case were using profile matching method, the criteria used in the this study as follows: Table. Criteria Profile Matching Criteria Description of Sub Criteria Work performance SA = Skill / Ability AC = Accuracy RE = Responsible PE = Performance GW = Goals Work Attitude and Personality E = Ethics DIS = Discipline MO = Motivation AP = Appearance SD = Self-development Teamwork LE = Leadership IN = Inisiatif CO = Cooperative ABC = Ability to Communicate DW = Division of work Intellectual capacity ST = Systematic Thinking LP = Practical Logic KR = Creativity The next is a weighted value for each sub-criteria listed in Table 1 Table. Value Sub Criteria Value Sub Criteria 1: Very Bad : Bad : Pretty Good : Good 5: Very Good The sample used in the selection of the best employees with a profile matching method using ten alternative and four criteria: @IJRTER-017, All Rights Reserved

Volume 0, Issue 0; February - 017 [ISSN: 55-157] Table. Alternative No Alternative Description 1 Yopi A1 Friska A Donni Sikumbang A Helmi Yahya A 5 Ismail Marzuki A5 6 Novita Mustika A6 7 Angga Novian A7 8 Amelia A8 9 Lisa Wardani A9 10 Ebenezer A10 For more details, mapping competency gaps will display to each of the criteria, below are giving value to each criterion with the specified gap 1. Work Performance Table 5. Classification Gap Criteria for Work Performance No Alternative SA AC RE PE GW Gap 1. A1. A 5. A 5 5. A 5 5. A5 6. A6 5 5 7. A7 5 8. A8 9. A9 5 10 A10 5 Required Value 5 (+) (-) 1. A1 1 0 - -1-1 1. A 0 0 1 - -1 1. A 1 0 - -. A -1 0 1-1 - 1 5. A5 0 0 - - 0 0 6. A6 1-1 1 0 0 1 7. A7 0-1 - -1 8. A8 1-1 -1-0 1 9. A9 0 0 - -1 10. A10 0 0-1 0 0 0 1 @IJRTER-017, All Rights Reserved

Volume 0, Issue 0; February - 017 [ISSN: 55-157]. Attitude and Personality Table 6. Classification Gap Criteria for Attitude and Personality No Alternative E DIS MO AP SD Gap 1. A1. A. A. A 5 5. A5 5 6. A6 5 7. A7 5 5 8. A8 9. A9 5 5 10 A10 5 Required Value 5 (+) (-) 1. A1-1 0 0-1 0 0. A -1 - -1-1 1 1. A -1-1 0 0 0 0. A -1 1 1 0 1 5. A5-1 0 0 1 6. A6-1 1 0 7. A7-1 1 8. A8-1 0 0 0 1 1 1 9. A9-1 1 0 0 1 10. A10 0 0 0 1 0. Teamwork Table 7. Classification Gap Criteria for Teamwork No Alternative LE IN CO ABC DW Gap 1. A1. A 5. A 5 5. A 5 5 5. A5 5 6. A6 5 7. A7 5 5 8. A8 5 9. A9 5 10 A10 5 5 Required Value (+) (-) 1. A1 1 1-1 -1-1. A 1 0 1 0-1 1. A 0 1 0 1 1 0. A 0 0-1 1 5. A5 0 1 1 0-1 1 6. A6 1-1 0-1 7. A7 0-1 -1 8. A8 0-1 0-1 9. A9 1-1 -1-1 10. A10-1 0-1 @IJRTER-017, All Rights Reserved 5

Volume 0, Issue 0; February - 017 [ISSN: 55-157]. Intellectual capacity Table 8. Classification Gap Criteria for Teamwork No Alternative ST LP KR Gap 1. A1 5. A 5 5. A. A 5 5. A5 6. A6 7. A7 5 5 8. A8 5 5 9. A9 5 10 A10 5 Required Value (+) (-) 1. A1 1-1 1. A 0 0. A 1 1 0 0. A 1 1 1 0 5. A5 0 1-1 1 1 6. A6 1 0 0 1 0 7. A7 0 1 0 8. A8 1 1 0 9. A9 0-1 1 10. A10 0 1 1 0 After getting gap of each alternative, each alternative profile weighted according to the value of the weight table below the value gap. Table 9. Description Weight Value the Gap No Gap Weight Value Description 1. 0 5 There was no difference (conform with the required competence). 1,5 Competence individual excess 1 level. -1 Competence individual shortage 1 level.,5 Competence individual excess level 5. - Competence individual shortage level 6.,5 Competence individual excess level 7. - Competence individual shortage level 8. 1,5 Competence individual excess of level 9. - 1 Competence individual shortage of level Each employee will have a table of weighting values as an existing table below. Here are the results of the weight gap value of each aspect: @IJRTER-017, All Rights Reserved 6

Volume 0, Issue 0; February - 017 [ISSN: 55-157] 1. Work Performance Table 10. Results Weight Value of Gap Work Performance No Alternative SA AC RE PE GW 1. A1 1 0 - -1-1. A 0 0 1 - -1. A 1 0 - -. A -1 0 1-1 - 5. A5 0 0 - - 0 6. A6 1-1 1 0 0 7. A7 0-1 - -1 8. A8 1-1 -1-0 9. A9 0 0 - -1 10. A10 0 0-1 0 0 Gap Value 1. A1,5 5. A 5 5,5. A,5,5 5. A 5,5 5. A5 5 5 5 6. A6,5,5 5 5 7. A7,5 5 8. A8,5 5 9. A9,5 5 5 10. A10 5 5 5 5. Attitude and Personality Table 11. Results Weight Value the Gap Attitude and Personality No Alternative E DIS MO AP SD 1. A1-1 0 0-1 0. A -1 - -1-1 1. A -1-1 0 0 0. A -1 1 1 0 0 5. A5-1 0 0 0 6. A6-1 1 0 0 7. A7-1 1 0 8. A8-1 0 0 0 1 9. A9-1 1 0 0 10. A10 0 0 0 1 1 Gap Value 1. A1 5 5 5. A,5. A 5 5 5. A,5,5 5 5 5. A5 5 5,5 5 6. A6,5,5 5 5 7. A7,5,5,5 5 8. A8 5 5 5,5 9. A9,5 5 5,5 10. A10 5 5 5,5,5 @IJRTER-017, All Rights Reserved 7

Volume 0, Issue 0; February - 017 [ISSN: 55-157]. Teamwork Table 1. Results Weight Value the Gap Teamwork No Alternative LE IN CO ABC DW 1. A1 1 1-1 -1-1. A 1 0 1 0-1. A 0 1 0 1 1. A 0 0-1 5. A5 0 1 1 0-1 6. A6 1-1 0-1 7. A7 0-1 -1 8. A8 0-1 0-1 9. A9 1-1 -1-1 10. A10-1 0-1 Gap Value 1. A1,5,5. A,5 5,5 5. A 5,5 5,5,5. A,5,5 5 5 5. A5 5,5,5 5 6. A6,5,5 5 7. A7,5,5 5 8. A8,5 5 5 9. A9,5,5 10. A10,5,5 5. Intellectual Capacity Table 1. Results Weight Value the Gap Intellectual Capacity No Alternative ST LP KR 1. A1 1-1. A 0. A 1 1 0. A 1 1 1 5. A5 0 1-1 6. A6 1 0 0 7. A7 0 1 8. A8 1 1 9. A9 0-1 10. A10 0 1 1 Gap Value 1. A1,5,5. A,5,5 5. A,5,5 5. A,5,5,5 5. A5 5,5 6. A6,5 5 5 7. A7,5 5,5 8. A8,5,5,5 9. A9,5 5 10. A10 5,5,5 @IJRTER-017, All Rights Reserved 8

Volume 0, Issue 0; February - 017 [ISSN: 55-157] After knowing the weight of the value gap, the following factors are grouped into core and secondary factor, here is the process 1. Work Performance NCF = SA, RE, PE, SR NSF = AC NCF =,5+++ NCF = +,5++ NCF =,5+5++ NCF = +,5++ NCF = 5+++5 NCF =,5+,5+5+5 NCF =,5+++ NCF =,5+++5 NCF =,5+5++ NCF = 5++5+5. Attitude and Personality NCF = E, DIS NSF = MO, AP, SD NCF = +5 NCF = + NCF = + NCF = +,5 =,875 NSF = 5 1 =5 =,875 NSF = 5 1 =5 =,65 NSF =,5 1 =,5 =,875 NSF = 5 1 =5 = NSF = 5 1 =5 =,75 NSF = 1 = =,65 NSF = 5 1 =5 =,15 NSF = 5 1 =5 =,875 NSF = 1 = =,75 NSF = 5 1 =5 =,5 NSF = 5++5 =,5 NSF = ++,5 = NSF = 5+5+5 Table 1. Gap Work Performance No Alternative NCF NSF 1. A1,875 5. A,875 5. A,65,5. A,875 5 5. A5 5 6. A6,75 7. A7,65 5 8. A8,15 9. A9,875 5 10. A10,75 5 =,5 NSF =,5+5+5 =,67 =5 =,167 =,8 @IJRTER-017, All Rights Reserved 9

NCF = +5 NCF = +,5 NCF = +,5 NCF = +5 NCF = +,5 NCF = 5+5. Teamwork NCF = CO, ABC, DW NSF = LE, IN NCF = ++ NCF =,5+5+ NCF = 5+,5+,5 NCF = 5+5+ NCF =,5+5+ NCF = +5+ NCF = 5++ NCF = +5+5 NCF = ++ NCF = +5+ International Journal of Recent Trends in Engineering & Research (IJRTER) Volume 0, Issue 0; February - 017 [ISSN: 55-157] =,5 NSF = 5+,5+5 =,75 NSF =,5+5+5 =,75 NSF =,5+,5+5 =,5 NSF = 5+5+,5 =,5 NSF = 5+5+,5 = 5 NSF = 5+,5+,5 =,5 =,8 =, =,8 =,5 =,67 Table 15. Gap Attitude and Personality No Alternative NCF NSF 1. A1,5,67. A,5,167. A 5. A,5,8 5. A5,5,5 6. A6,75,8 7. A7,75, 8. A8,5,8 9. A9,5,5 10. A10 5,67 = NSF =,5+,5 =,5 NSF =,5+5 =,67 NSF = 5+,5 =,67 NSF =,5+,5 =,5 NSF = 5+,5 =, NSF =,5+,5 =, NSF =,5+,5 =, NSF =,5+5 = NSF =,5+,5 =, NSF =,5+,5 =,5 =,75 =,75 =,5 =,75 = =,5 =,5 = =,5 @IJRTER-017, All Rights Reserved 0

. Intellectual Capacity NCF = KR NSF = ST, LP NCF = 1 NCF = 5 1 NCF = 5 1 NCF =,5 1 NCF = 1 NCF = 5 1 NCF =,5 1 NCF =,5 1 NCF = 1 NCF =,5 1 International Journal of Recent Trends in Engineering & Research (IJRTER) Volume 0, Issue 0; February - 017 [ISSN: 55-157] = NSF =,5+,5 = 5 NSF =,5+,5 = 5 NSF =,5+,5 =,5 NSF =,5+,5 = NSF = 5+,5 = 5 NSF =,5+5 =,5 NSF =,5+5 =,5 NSF =,5+,5 = NSF =,5+5 =,5 NSF = 5+,5 Table 16. Gap Teamwork No Alternative NCF NSF 1. A1,5. A,5,75. A,67,75. A,67,5 5. A5,5,75 6. A6, 7. A7,,5 8. A8,,5 9. A9 10. A10,,5 = =,5 =,5 =,5 =,75 =,75 =,5 = =,5 =,75 Table 17. Gap Intellectual Capacity No Alternative NCF NSF 1. A1. A 5,5. A 5,5. A,5,5 5. A5,75 6. A6 5,75 7. A7,5,5 8. A8,5 9. A9,5 10. A10,5,75 @IJRTER-017, All Rights Reserved 1

Volume 0, Issue 0; February - 017 [ISSN: 55-157] The next process is to calculate the total value based on the core factors and secondary factors that effect on the assessment of each profile. For the calculation can be seen in the formula below: N = (x)%ncf(x)%nsf Calculation of the total value should determine the value of percent is used, the core factor of 60% and 0% secondary factor. Then these two values will be summed according formula. Here is the calculation of the total value: 1. Work Performance A = (60% x,875) + (0% x 5) =,5 + =,5 B = (60% x,875) + (0% x 5) =,5 + =,5 C = (60% x,65) + (0% x,5) =,175 + 1,8 =,975 D = (60% x,875) + (0% x 5) =,5 + =,5 E = (60% x ) + (0% x 5) =, + =, F = (60% x,75) + (0% x ) =.85 + 1,6 =,5 G = (60% x,65) + (0% x 5) =.175 + =,175 H = (60% x,15) + (0% x ) =.75+ 1,6 =,075 I = (60% x,875) + (0% x 5) =.5 + =,5 J = (60% x,75) + (0% x 5) =.85 + =,85 Based on the above formula is made tables total value of work performance as below: Table 18. Total Gap of Work Performance No Alternative NCF NSF NA 1. A1,875 5,5. A,875 5,5. A,65,5,975. A,875 5,5 5. A5 5, 6. A6,75,5 7. A7,65 5,175 8. A8,15,075 9. A9,875 5,5 10. A10,875 5,5. Attitude and Personality in these criteria by using the function same as work performance criteria, will the results obtained in the table below: Table 19. Total Gap of Attitude and Personality No Alternative NCF NSF NA 1. A1,5,67,568. A,5,167,7668. A 5,. A,5,8,86 5. A5,5,5,5 6. A6,75,8,186 7. A7,75,,986 8. A8,5,8,66 9. A9,5,5,5 10. A10 5,67,868 @IJRTER-017, All Rights Reserved

Volume 0, Issue 0; February - 017 [ISSN: 55-157]. Teamwork. Intellectual Capacity Table 0. Total Gap of Teamwork No Alternative NCF NSF NA 1. A1,5,. A,5,75,6. A,67,75,70. A,67,5,0 5. A5,5,75,6 6. A6,,0 7. A7,,5,00 8. A8,,5,0 9. A9 10. A10,,5,00 Table 1. Total Gap of Intellectual Capacity No Alternative NCF NSF NA 1. A1. A 5,5,. A 5,5,8. A,5,5,5 5. A5,75, 6. A6 5,75,9 7. A7,5,5, 8. A8,5, 9. A9,5,1 10. A10,5,75,6 Calculation of the final result or ranking refers to the results of the previous calculation. For the calculation of the final result or the ranking can be seen in the formula below: Ha = (x)%+ (x)% A= (0% x,5) + (0% x,568) + (0% x,) + (0% x ) =,079 B= (0% x,5) + (0% x,7668) + (0% x,6) + (0% x,) =,75 C= (0% x,975) + (0% x,) + (0% x,70) + (0% x,8) =,19 D= (0% x,5) + (0% x,86) + (0% x,0) + (0% x,5) =,87 E=(0% x,) + (0% x,5) + (0% x,6) + (0% x,) =,5 F= (0% x,5) + (0% x,186) + (0% x,0) + (0% x,9) =,116 G= (0% x,175) + (0% x,986) + (0% x,00) + (0% x,) =,191 H= (0% x,075) + (0% x,66) + (0% x,0) + (0% x,) =,1 I= (0% x,5) + (0% x,5) + (0% x ) + (0% x,1) =,5 J= (0% x,85) + (0% x,868) + (0% x,00) + (0% x,6) =,66 Based on the final results, the greatest value is.66 then Ebenezer is best employees based on the calculation method Profile Matching. IV.CONCLUSION Profile Matching Method in this research examines the case of the best employees, with the use of this method any cases could be resolved properly by using of gap that has specified first, the calculation @IJRTER-017, All Rights Reserved

Volume 0, Issue 0; February - 017 [ISSN: 55-157] of the alternative criteria be expedited and comparing among the alternative is also not difficult, for another case with the concept of multi-criteria could be resolved with this method, one development that can be done with this approach is the need to add functionality so that the optimal weight calculation process does not need to be repeatedly done with results not much different. REFERENCES [1] Risawandi and R. Rahim, "Study of the Simple Multi-Attribute Rating Technique For Decision Support," International Journal of Scientific Research in Science and Technology (IJSRST), vol., no. 6, pp. 91-9, 016. [] R.SEETHARAM, "Profile Matching Scheme in Mobile Social Networks using icpm Protocol," International Journal of Computer Engineering in Research Trends, vol., no. 1, pp. 1-17, 015. [] L. Abdullah and C. R. Adawiyah, "Simple Additive Weighting Methods of Multi-criteria Decision Making and Applications: A Decade Review," International Journal of Information Processing and Management(IJIPM), vol. 5, no. 1, pp. 9-9, 01. [] F. Dressler, G. Fuchs, S. Truchat, Z. Yao, Z. Lu and H. Marquardt, "Profile-Matching Techniques for On-Demand Software Management in Sensor Networks," Hindawi Publishing Corporation - Journal on Wireless Communications and Networking, vol. 007, pp. 1-10, 007. [5] R. Fadlalla and A. Elsheikh, "Multi-Criteria Decision Making in Hotel Site Selection," International Journal of Engineering Science Invention, vol. 6, no. 1, pp. 15-18, 017. [6] K. Shewale and S. D. Babar, "An Efficient Profile Matching Protocol Using Privacy Preserving In Mobile Social Network," Procedia Computer Science, vol. 79, pp. 9-91, 016. [7] Adriyendi, "Multi-Attribute Decision Making Using Simple Additive Weighting and Weighted Product in Food Choice," I.J. Information Engineering and Electronic Business, vol. 6, pp. 8-1, 015. [8] N. Aneja and S. Gambhir, "Geo-Social Profile Matching Algorithm for Dynamic Interests in Ad-Hoc Social Network," Scientific Research Publishing (SCIRP) - Social Networking, vol., pp. 0-7, 01. [9] R. P. Kusumawardani and M. Agintiara, "Application of Fuzzy AHP-TOPSIS Method for Decision Making in Human Resource Manager Selection Process," Procedia Computer Science, vol. 7, pp. 68-66, 015. @IJRTER-017, All Rights Reserved

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