Different Groups Of Employees Research Articles

Удосконалення системи мотивації персоналу на прикладі АТ «УКРПОШТА»

Companies must constantly look for new ways to increase efficiency and improve management systems in today’s competitive environment. We all know that talent is an organization’s most important resource. The more investment and attention paid to talent, the better the overall efficiency and profitability of the enterprise. Motivation is one of the main components of people management. When exploring the nature of motivation, it is essential to consider that motivation is a process that drives a person’s behavior in a specific direction, forcing them to behave in a certain way in a particular situation. By understanding motivational methods that have yet to be sufficiently studied, we can better explain people’s behavior at work or in other situations. At the current stage of business and logistics industry development in Ukraine, Ukrposhta faces challenges and tasks related to increasing competitiveness and improving customer service. One of the crucial factors influencing the successful fulfillment of these tasks is the compelling motivation and management of personnel. The incentive system at Ukrposhta may need to be revised or improved to ensure high productivity and employee satisfaction. Motivation processes need to be more transparent, non-individualized, and able to consider the needs of different groups of employees, such as couriers, sorters, managers, etc. This situation can lead to low productivity, decreased motivation, increased staff turnover, and deterioration in the quality of customer service. The purpose of the article is to study the peculiarities and importance of forming an effective labor motivation system at an enterprise, as well as to analyze the current state of the motivation system at Ukrposhta JSC and to find ways to improve it. Improving the staff motivation system is crucial to any organization’s successful management and development. Companies can achieve many benefits with a properly designed and implemented motivation system. Motivated staff work more efficiently and achieve high results, contributing to the company’s productivity. Suppose employees feel valued and have development opportunities. In that case, it reduces the risk of losing valuable staff and the need to find new employees. Satisfied employees are more focused on the quality of their work and customer service, which helps to attract and retain customers. An effective incentive system can foster creative and innovative solutions among employees. A well-designed incentive system can improve the working climate, make the work environment more conducive, and promote teamwork. A robust incentive system can be a tool for attracting and retaining talented employees. Thus, at Ukrposhta, remuneration is the main economic incentive. The company uses various forms and systems of labor. Management pays attention to material incentives but ignores stimulating the moral needs of subordinates, such as improving work performance and conditions, maintaining team spirit, etc. Keywords: motivation, motivation system, staff motivation, improvement of motivation, ways of motivation.

Human resource management in small enterprises

Small enterprises with fewer than 50 employees form the backbone of the economy in many countries and significantly contribute to gross domestic product, employment, and exports. Given their importance and role in economic development, economies can benefit from a strong, productive, innovative, growing small enterprises sector. Employees play an essential role in the development of small enterprises. For this reason, it is important to examine the extent to which small enterprise owners pay attention to human resource management and its development. Previous research on human resource management has mainly focused on large enterprises, while there is little evidence on how small enterprises manage and develop their employees. This paper analyses the approach to human resource management in two small Croatian enterprises. Based on six semi-structured qualitative interviews conducted with three different groups of employees – the senior manager, the middle manager, and the senior staff, two qualitative case studies were conducted to gain a deeper understanding of the approach to managing and developing employees in small enterprises. The findings suggest that small enterprise managers know the importance of their employees and the need to support their future development. Although small enterprises implement and adapt human resource management practices according to their capabilities and limitations, it is evident that fostering and empowering employees is embedded in their organizational culture.

Managerial (dis)preferences towards employees working from home: Post-pandemic experimental evidence.

Work from home (WFH) has been a part of the professional landscape for over two decades, yet it was the COVID-19 pandemic that has substantially increased its prevalence. The impact of WFH on careers is rather ambiguous, and a question remains open about how this effect is manifested in the current times considering the recent extensive and widespread use of WFH during the pandemic. To answer these questions, this article investigates whether managerial preferences for promotion, salary increase and training allowance depend on employee engagement in WFH. We take into account the employee's gender, parental status as well as the frequency of WFH. Furthermore, we examine whether managers' experience with WFH and its prevalence in the team moderate the effect of WFH on careers. An online survey experiment was run on a sample of over 1,000 managers from the United Kingdom. The experiment was conducted between July and December 2022. The findings indicate that employees who WFH are less likely to be considered for promotion, salary increase and training than on-site workers. The pay and promotion penalties for WFH are particularly true for men (both fathers and non-fathers) and childless women, but not mothers. We also find that employees operating in teams with a higher prevalence of WFH do not experience negative career effects when working from home. Additionally, the more WFH experience the manager has, the lesser the career penalty for engaging in this mode of working. Our study not only provides evidence on WFH and career outcomes in the post-pandemic context but also furthers previous understanding of how WFH impacts careers by showing its effect across different groups of employees, highlighting the importance of familiarisation and social acceptance of flexible working arrangements in their impact on career outcomes.

USING CLUSTERING ALGORITHMS FOR COMPANY PERSONNEL SEGMENTATION

This research thoroughly examines the importance and potential of applying clustering algorithms in the context of human resource management. It is noted that personnel segmentation is a strategic component for companies of any size and industry, as it allows for more effective adaptation of management strategies to the needs and characteristics of different groups of employees. It is emphasized that clustering algorithms can automate the segmentation process, providing objective and consistent results. Various types of clustering algorithms are described in detail, including their principles of operation and application peculiarities in the context of personnel management. In particular, it is highlighted how clustering can be based on different criteria such as skills, professional experience, motivation, and others, and how these clusters can be used to improve hiring processes, career planning, performance evaluation, and personnel development. Successful case examples of implementing clustering algorithms in human resource management practices are also provided, demonstrating their positive impact on company efficiency and strategic development. Finally, the need for further research in this area is emphasized to refine personnel segmentation methodologies and expand their application in various business sectors. This research conducted a cluster analysis of a dataset with marketing data using three different clustering methods: k-means, DBSCAN, and agglomerative clustering. The results of the evaluation showed that DBSCAN demonstrated the best performance both with the full and reduced dataset, indicating its effectiveness in identifying densely populated clusters with irregular distributions of points. In contrast, the k-means method proved to be less effective for data with irregular distributions and outliers. Agglomerative clustering yielded moderate results but was found to be vulnerable to outliers and demanding in terms of computational resources. Overall, the study allows us to conclude on the effectiveness of different clustering methods in identifying data structures in marketing research.

LEADERSHIP STYLE ON JOB SATISFACTION MODERATED BY EMPLOYEE COMMITMENT

Leadership is the process or ability of a person to lead, direct, and influence other people or a group of people in achieving a certain goal or vision. Leadership involves various aspects, including decision making, communication, problem solving, motivation, and developing a vision or direction for an organisation or group. The objective of this study is to evaluate the leadership style that can be adopted by a leader. This study will be conducted to examine the relationship between leadership style and job satisfaction for different groups of employees. Through a detailed review of relevant scientific literature, this study will explore whether the effect of leadership style on job satisfaction is stronger for employees with high work commitment compared to those with low work commitment. The scope of this study is for individuals who work in service and real estate companies, focusing on the problem of intense competitions between major companies and how to distinguish themselves from the rest. At the beginning of this study, this article will use literature review to find the research gap in this field whether local or international. It is hoped that the results of the study in this writing will be able to provide evidence to the gaps in previous studies. This study will be carried out by providing analysis to individuals involved as department or company leaders. The significance of this study will be able to prove that the issue of leadership is a broad and important topic in aspects of life, and the understanding of what leadership is can vary according to the context and approach used in the organisation. Results demonstrate that diverse leadership approaches effectively navigate fierce competition and enhance company efficacy.

Green, keen, and somewhere in between: An employee environmental segmentation study

Past research analyzes employee engagement in pro-environmental behavior by assuming all employees are similar in their values, beliefs, and norms (VBN). We argue that a segmented approach is more effective in understanding workplace pro-environmental behaviors (PEBs) and seek to develop a typology of employees. Analyzing data from 702 office employees in the UK, this study yields a more finely grained segmentation of employee differences regarding environmental dimensions, personality traits, behaviors, and perceptions. Based on a cluster analysis methodology, this paper identifies three distinct employee segments: ‘Acorns,’ ‘Saplings,’ and ‘Trees.’ Theoretically, our findings suggest that the VBN theory should be expanded by integrating personality traits, and that organizational environmental policy makers should pay attention to the green subcultures that may form within clusters. Practically, our typology helps organizations design interventions to target different groups of employees with customized motivational strategies, communication tactics, and engagement approaches.

Main motivations and barriers to pro-environmental behaviour: a study from the employee’s perspective

PurposeThe purpose of this study is to identify groups of employees based on their motivations, detecting the main barriers that may influence their willingness to participate in the pro-environmental initiatives proposed by their employer.Design/methodology/approachTo identify the different groups of employees, an online survey was conducted, and the Chi-square automatic interaction detection algorithm segmentation technique was used with a sample of 483 employees from 9 Latin American universities.FindingsThe results allowed us to identify various segments, in which the main obstacle linked to intrinsic motivation is the university culture and, to a lesser extent, the lack of equipment, while for extrinsic motivation, the lack of infrastructure is the most determining factor. Likewise, the results reflect that, compared to the less motivated employees, those who show greater motivation (both intrinsic and extrinsic) are the ones who encounter the greatest barriers, so that the perceptions of the most motivated, as expert observers, help to identify the main obstacles that organisations must remove to promote pro-environmental behaviours among staff members.Practical implicationsThe results obtained help to guide the representatives or organisational leaders on the actions that generate the greatest impact in the mitigation of climate change from a motivational approach of behavioural prediction.Social implicationsThis study contributes to a more sustainable society by developing an understanding of how employees react to issues related to climate change. Knowing the perceptions of employees can be a turning point so that other members of society can get involved in pro-environmental behaviours.Originality/valueMany studies have analysed the intrinsic and extrinsic motivations of employees to engage in pro-environmental behaviours; however, as far as the authors are aware, this has not been analysed from the perspective of barriers to motivation.

Leadership Practices and Work Engagement in Higher Education: The Mediating Role of Job Demands-Resources

There has been extensive research on leadership and work engagement, but little is known concerning leadership practices and work engagement levels in higher education in Namibia. This study examines leadership practices and work engagement in higher education, as well as the mediating role of job demands and job resources in the link. A quantitative approach was adopted following an explanatory research design to explain the mediating roles of job demands and resources in the interplay between leadership practices and work engagement. A combination of sampling strategies (stratified, convenience, and purposive sampling) was adopted to draw a sample of 450 respondents from different groups of employees within the target population of the study. The primary data was collected through an online survey, which was formatted using the Likert-type rating scale. Quantitative data was analyzed using structural equation modelling via SmartPLS Version 3.3.9. Leadership practices have significant relationships with both job demands and resources. On the other hand, job demands have a significant positive relationship with work engagement, but job resources exert no significant effect on work engagement levels. Therefore, the relationship between leadership practices and work engagement was fully mediated by job demands in higher education.

Ad hoc decisions as latent strategies: How do firms use nonstandard employment contracts?

AbstractWe derive a typology of firms regarding how they use non‐standard contracts, using register data. We find that 58% of firms fit the core‐periphery model. They use non‐standard contracts differently for low‐skilled and high‐skilled employees. The other firms use non‐standard contracts similarly for different groups of employees.

Perceived Job Satisfaction and its impact toward employee loyalty at new higher institution in the Sarawak Corridor Renewable Energy (SCORE) Region

Job satisfaction and employee loyalty are Human resource management concepts that significantly contribute to individual and organizational performance. Both job satisfaction and employee loyalty represents one of the most critical challenges faced by the managers in organization today when it comes to managing their employees. Employees are the most valuable resource for all organizations; the longer an employee works for a company the more valuable it becomes. The aim of the study was to examine the impact of job satisfaction on employee loyalty in case of higher education sector. Descriptive analysis, independent-samples t test and bivariate correlation were employed to analyze a sample of 129 employees from one new higher institution in the middle region of Sarawak. The empirical results showed that career development, reward and compensation, job security and workplace environment have positive significant relationship with job satisfaction and loyalty among the new employees at the private institution. We have also examined the interaction among job satisfaction and employee loyalty among different groups of employees. The analysis revealed that most of the new employees between 21- 30 years old (1 year working experience) have the highest job satisfaction and loyalty indices while workplace environment is the most important factor toward job satisfaction and loyalty among the employees. In this regard, the management of the institution should develop a long term human resource strategies in order to retain the young employees in the long term. This would ultimately contributing to the high performance and productivity of the institution in the future as well as economic and social development in Sarawak.

COVID-19-related changes at work and psychosocial work environment: a prospective cohort study

Abstract Background Stressful events and uncertain times are known to pose occupational risks. COVID-19 pandemic brought many changes to work, work arrangements, and work environment. Prospective studies are needed to assess the potential effects of these changes on psychosocial work environment. Methods We followed a large cohort of Finnish public sector employees using biennial survey data from 2016 to 2022 (n = 22,688). Those who reported a change (over to remote work, other tasks, or team reorganization) in work due to the pandemic in 2020 were compared to those who did not report such a change. Sex-, age, and socioeconomic status -adjusted means for psychosocial factors were calculated in four timepoints separately for the groups of employees with and without changes. Multilevel modelling was applied to examine the change in psychosocial factors accounting for autocorrelation between observations. To examine the potential difference in trends between the groups, time x group interaction was tested. Results Transfer to working from home in 2020 (n = 10,587, 47%) was associated with increased work time control (b = 0.07; 95% CI 0.05, 0.08) and social capital (b = 0.03, 95% CI 0.01, 0.05) over time. A transfer to other work tasks in 2020 (n = 1660, 7%) was associated with suboptimal trend in work time control (b= -0.06; 95% CI -0.09, -0.03), and procedural justice (b= -0.05; 95% CI -0.10, 0.00), particularly in 2020 compared to those not exposed to such transfer. Team reorganization in 2020 ((n = 1067, 5%) was associated with suboptimal trend in work time control compared to those not exposed to team reorganization (b= -0.06; 95% CI -0.10, -0.02). Conclusions COVID-19 pandemic induced changes at work were associated with mixed changes in the perceived psychosocial work environment. Key messages • COVID-19 -induced changes at work may have had unequal impacts on different groups of employees in the public sector. • Promoting the resilience of the most vulnerable employee groups needs attention in the future.

RESEARCH ON THE QUALITY OF WORK LIFE AND EMPLOYEE MOTIVATION IN IT COMPANY

The quality of work life and motivation are essential for the success of companies. Research into these topics provides insights for improving the conditions and motivation of workers. The aim of this paper is to investigate the factors that most influence the quality of work life and motivation within a team of an IT company, to determine whether there are significant differences in the perception of the quality of work life and motivation among different groups of employees and how the working conditions and motivation of employees can be improved. The research sample was purposive sampling, employees in an IT company in the Republic of Serbia (n = 70). The research results show that investing in modern infrastructure, support for career development and continuous learning, as well as providing a mentorship program, can be key factors in achieving a successful work environment that stimulates and satisfies employees.

CREATION OF SALARY PREDICTION SYSTEM

Salary prediction is an important problem for many organizations as it directly affects the financial wellbeing of employees and the competitiveness of the organization. Accurately predicting employee salaries enables organizations to make informed decisions about compensation and benefits packages, leading to a more equitable distribution of compensation, improved organizational performance and increased employee satisfaction. In today’s highly competitive job market, accurate salary prediction is increasingly important as organizations seek to attract and retain the best talent, maintain a motivated and productive workforce, and stay ahead of the competition. The prediction of salaries for employees can be challenging as it requires taking into account a wide range of factors including years of experience, education, skills, job responsibilities, industry trends and more. Salary prediction systems can also help to identify and eliminate any potential salary disparities between different groups of employees. By providing a more objective and data-driven approach to determining salaries, these systems can help to promote fairness and equity in the workplace. Additionally, salary prediction systems can be useful for companies to budget and plan their finances, by having a better understanding of the potential salary range for a given job, the company can budget accordingly. The practical value of this work is the salary prediction system which can provide valuable insights and help to make more informed decisions about compensation, which can benefit both employers and employees Moreover, with the advent of machine learning and artificial intelligence, it has become possible to develop sophisticated algorithms and models to analyze vast amounts of data and make accurate salary predictions. These systems use deep learning techniques, such as neural networks, to analyze large amounts of data and predict salaries based on a wide range of factors. This technology is becoming increasingly widespread and is poised to play a major role in the future of human resources and compensation decision-making.

Polarisierung oder Verringerung ungleicher Teilnahmechancen? Auswirkungen der COVID-19-Pandemie auf das berufliche Lernen im Erwachsenenalter

ZusammenfassungIn politischen und wissenschaftlichen Diskursen wird immer wieder betont, wie wichtig das lebenslange Lernen in den heutigen Wissensgesellschaften ist. Gleichzeitig ist die Teilnahme an berufsbezogener Weiterbildung (BWB) aber nach wie vor sozial stratifiziert: Es profitieren vor allem diejenigen, die sowieso schon bessere Voraussetzungen und mehr Ressourcen mitbringen. Obgleich die Corona-Pandemie das Angebot an und die Nachfrage nach Weiterbildung in kurzer Zeit tiefgreifend verändert hat, ist insgesamt noch nicht abzusehen – und empirisch bislang nicht ausreichend untersucht – wie sich die Pandemie auf die Beteiligung an BWB ausgewirkt hat und welche Barrieren und Chancen die Krise für unterschiedliche Beschäftigtengruppen mit sich gebracht hat. Diese Fragen beantworten wir empirisch auf Basis der Daten der NEPS-Startkohorte 6 bei einer Stichprobe Erwachsener, die vor und während der Corona-Krise an den NEPS-Befragungen teilgenommen hat und kurz vor dem Ausbruch der Pandemie erwerbstätig war. Unsere Ergebnisse zeigen, dass die Covid-19-Pandemie in Deutschland mit einem moderaten Rückgang der Teilnahme an berufsbezogenen Kursen und Präsenzveranstaltungen einherging. Die vor der Pandemie stark ausgeprägten sozialen, beruflichen und betrieblichen Differenzen in diesen Beteiligungsformen sind im Zuge der Pandemie ebenfalls leicht zurückgegangen. Wir schließen daraus, dass die Pandemie zumindest in ihrer ersten und zweiten Welle zu einem Rückgang der sozialen Ungleichheit von Weiterbildung geführt hat.

A Systematic Review of Work Organization, Work Environment, and Employment Conditions in Warehousing in Relation to Gender and Race/Ethnicity.

Studies in the goods supply chain in areas outside of warehousing show evidence of gender and racial/ethnic inequalities in working conditions (i.e. in work organization, work environment, and employment conditions). This review aimed to identify, summarize, and discuss research focused on inequality in warehousing and its effects on warehouse working conditions. In the review, racial/ethnic inequality includes inequality related to country of birth and (im)migration status. We performed a systematic search in the Scopus and Web of Science databases to identify warehouse studies that addressed working conditions and (in)equality at a workplace level. Screening of records was performed using the Rayyan systematic review tool. Risk of bias was assessed according to established methods and checklists. Database searches yielded 4910 articles. After title-abstract-keyword and full-text screenings, 21 articles were included. Results showed inequality based on gender and race/ethnicity in both work organization (different tasks were performed by different groups of employees), work environment conditions (physical and psychosocial aspects differed), and employment conditions (disparate employment types and incomes between groups of employees). Health differences, as a possible result of unequal working conditions, were evident between different racial/ethnic groups of employees. A hierarchy that included both gender and race/ethnicity was found, with (im)migrant and racialized women positioned at the bottom. We found evidence that gender and race/ethnicity influenced work organization, work environment conditions, and employment conditions. Evidence was found for an intersection between gender and race/ethnicity. To improve working conditions, and subsequently occupational health, we encourage researchers to simultaneously consider gender and race/ethnicity factors at work, and to consider both why inequality is present and how it impacts working conditions in future studies of warehousing, particularly in online retailing.

Perceived alternative job opportunities and turnover intention as preliminary steps in employee withdrawal

Background: Employee turnover represents permanent withdrawal from the organization, which brings longterm unfavorable consequences, especially when it comes to the voluntary early departure of quality employees. Turnover intention is a preliminary step that can predict the employee's intention to leave and is very often the main precursor to the final decision to leave or stay. In addition to internal organizational influences, a strong influencing factor on such a decision is represented by perceived alternative job opportunities. Purpose: The goal of the paper is, therefore, to examine the employee's perception of the possibilities of alternative employment and their turnover intention to determine that the main factor of the environment strongly shapes thinking in the context of leaving. Study design/methodology/approach: The primary research was conducted on a convenience sample of 423 in 15 medium and large enterprises in Croatia (Slavonia and Baranja region) and in various economic sectors: Agriculture, Industry, Energy, Construction, Services, Trade, Transport, Education, and Tourism and Hospitality. The data were subjected to univariate and bivariate analysis. The influence of sociodemographic variables was also tested to identify possible differences between different groups of employees. Findings/conclusions: The results of the research indicate fairly low rates of turnover intention, with a simultaneous perception of very few or weak possibilities for alternative employment. There are no statistically significant differences between the sociodemographic groups, so all employees, for the most part, do not intend to leave the organization in which they are currently employed, but they also do not think that they could easily be employed elsewhere. Limitations/future research: The biggest limitation is the examination of only these two variables without studying cause-effect relationships, which is also a recommendation for future research. It could be helpful to analyze competitiveness on the labor market, because the situation of the market can also affect the perception of employability, which would determine whether the perceptions are close to the real picture.

Overqualification and Turnover Intention: The Significance of Work-Life Balance for Canadian-Born and Immigrant Employees

This study aims to help employers retain overqualified employees or reduce their turnover intention. Specifically, using conservation of resources (COR) theory, we tested whether employee perceptions of overqualification directly affect turnover intention and the moderating effect of work-life balance on this relationship. We study this 3-way relationship in a specific environmental context (in Canada) and compared two different groups of employees: Canadian-born and immigrant, the latter facing more challenges to integrating into the labour market and getting a job that corresponds to their qualifications. For this, there are many reasons, such as language barriers, discrimination, undervaluation of their assets, lack of work experience and lack of a professional network in the host country. We tested our hypotheses by conducting two questionnaire-based field studies in Canada: one among 227 Canadian-born employees and the other among 237 immigrant employees. Our results confirm the value of COR theory in understanding the relationship between overqualification and turnover intention among Canadian-born and immigrant employees and the moderating effect of work-life balance on this relationship among immigrants. Given the scarcity of talent, employers should do more to recognize and use their employees’ skills, whether local or immigrant. To retain their immigrant employees, employers should help them balance their work and personal lives. Finally, employers should provide overqualified immigrants with ongoing assistance (information, emotional support, tools, continuous follow-up) to help them manage their daily lives, strike a balance between their work and personal lives and, ultimately, reduce their turnover intention. Abstract Using conservation of resources (COR) theory (Hobfoll, 1989, 2002), we first investigated the direct influence of overqualification on turnover intention. Second, we tested whether the perceived work-life balance affects the relationship between overqualification and turnover intention. To that end, we used questionnaires to conduct independent field studies of two groups of Canadian workers: 227 local human resources professionals and 237 immigrant employees. Both studies confirmed that perceived overqualification increased their intention to quit their jobs. Perceived work-life balance moderated the relationship between overqualification and turnover intention only among the immigrant employees. This paper sheds light on how perceived overqualification can affect the intention to quit a job among local and immigrant employees. It also shows how perceived work-life balance can affect the relationship between perceived overqualification and the intention to quit a job.

How work passion and job tenure mitigate the effect of perceived organizational support on organizational identification of flight attendants during the COVID-19 pandemic

Grounded in Herzberg's motivation-hygiene theory, this research examines whether the characteristics of flight attendants in terms of work passion and job tenure moderate the effect of perceived organizational support on organizational identification. Data was collected from 307 flight attendants among the five domestic airlines based in Thailand during the COVID-19 pandemic. This study used the partial least squares structural modeling to analyze the data. The results confirmed the positive association between perceived organizational support on organizational identification. However, the results from the moderating effect analysis indicate that perceived organizational support tends to have a weaker positive effect on organizational identification for the flight attendants who demonstrate high work passion and for the flight attendants with long tenure. As a theoretical contribution, the study extends the knowledge from prior research by proposing the boundary conditions in terms of individual characteristics to explain why different groups of employees may not be motivated by organizational support to the same degree.

Retraction Note: Psychological contract differences for different groups of employees: big date analysis from China

Retraction Note: Psychological contract differences for different groups of employees: big date analysis from China

인시던트 관리 프로세스에서 대체 인력에 대한 네트워크 분석 방법론 개발

An organization should maintain the high quality and availability of IT services by rapidly managing incidents that may cause interruptions or deterioration of the services. However, when an employee in charge of resolving incidents is absent due to unforeseen factors such as sick leave or resignation, an organization cannot operate services normally. Therefore, finding appropriate employees to substitute the absent employee is critical. This study presents a methodology for finding an appropriate substitute employee when an employee in charge of resolving incidents is absent. First, an interaction network, a social network that demonstrates cooperative relationships between two different groups of employees, is constructed using event logs. The two groups are classified according to the role responsible for resolving incidents. Next, an interaction network is projected onto the group to which the absent employee belongs in order to represent the relationships among the employees within the group. The substitute candidates for the absent employee are identified from the projected network. Finally, the substitute similarity measures between the absent employee and the candidates are calculated using the employees’ attributes. The employee with the highest substitute similarity measure is selected as the final substitute employee. This study is expected to quickly resolve incidents and provide high-quality IT services by selecting appropriate substitutes for absent employees.