Learning optimization models in the presence of unknown relations

In a sequential auction with multiple bidding agents, it is highly challenging to determine the ordering of the items to sell in order to maximize the revenue due to the fact that the autonomy and private information of the agents heavily influence the outcome of the auction. The main contribution of this paper is two-fold. First, we demonstrate how to apply machine learning techniques to solve the optimal ordering problem in sequential auctions. We learn regression models from historical auctions, which are subsequently used to predict the expected value of orderings for new auctions. Given the learned models, we propose two types of optimization methods: a black-box best-first search approach, and a novel white-box approach that maps learned models to integer linear programs (ILP) which can then be solved by any ILP-solver. Although the studied auction design problem is hard, our proposed optimization methods obtain good orderings with high revenues. Our second main contribution is the insight that the internal structure of regression models can be efficiently evaluated inside an ILP solver for optimization purposes. To this end, we provide efficient encodings of regression trees and linear regression models as ILP constraints. This new way of using learned models for optimization is promising. As the experimental results show, it significantly outperforms the black-box best-first search in nearly all settings.Comment: 37 pages. Working pape

The 1990 progress report and future plans

This document describes the progress and plans of the Artificial Intelligence Research Branch (RIA) at ARC in 1990. Activities span a range from basic scientific research to engineering development and to fielded NASA applications, particularly those applications that are enabled by basic research carried out at RIA. Work is conducted in-house and through collaborative partners in academia and industry. Our major focus is on a limited number of research themes with a dual commitment to technical excellence and proven applicability to NASA short, medium, and long-term problems. RIA acts as the Agency's lead organization for research aspects of artificial intelligence, working closely with a second research laboratory at JPL and AI applications groups at all NASA centers

Identify the HR factors that affect employee turnover in MasterHouse restaurant.

For organisations that seek reduction in employee turnover, it is crucial to identify which specific factors have the greatest impact on the staff turnover rate of the organisation. Similarly, after identifying influencing factors, it is also very important to formulate HR processes and policies based on the actual situation of the organisation. The aim of this research is to identify the HR factors that affect employee turnover rate in MasterHouse restaurant. High employee turnover rate will affect the performance of the organisation’s employees and the decline of daily functions, it will also increase the cost of organisation recruitment on-boarding and training. The purpose of this research is to identify the specific factors that affect employee turnover in MasterHouse and develop a practical plan for MasterHouse restaurant to improve employee loyalty and reduce employee turnover through the organisation’s human resources processes and policies. This research will lead to an understanding of the factors affecting the turnover rate of MasterHouse through secondary research, then researchers will collect data through quantitative research, and develop a strategic plan for MasterHouse to reduce employee turnover. The researcher will use questionnaires to investigate the HR strategies of MasterHouse and employees’ views on MasterHouse current HR process and policies. This research will involve five factors that affect employee turnover rate: Long-term relationships, benchmark, work-life balance, talent management, rewards and motivation. The researcher then connected and compared survey results with information in the literature and developed a practical plan for MasterHouse to reduce employee turnover rate

Keeping profits in New Zealand

The tourism industry is the second biggest for New Zealand and is expected to regain the top spot if current, exponential growth continues. Online travel agencies (OTAs) such as those owned by Expedia Inc. and Booking Holdings Inc. facilitate this boom by encouraging travellers to visit beautiful locations, but are taking huge chunks of this income away from the local Gross-Domestic Product (GDP) in the commission they charge on every night of accommodation booked. One of the largest consumers of New Zealand’s tourism industry is Chinese nationals. This study looks at feasibility of a small player developing an app in a market full of large corporates that are dominating the playing field. The primary research used mixed methods and sought to reach 120 questionnaire respondents and 10 interview participants which uncovered thoughts on stakeholders on either side of the discussion, the China-based potential customers and the New Zealand-based accommodation providers. Preliminary results indicate that Chinese nationals are often likely to conduct thorough research when making decisions about international travel and a large portion are enthused about the prospect of regular international travel. Accommodation providers in New Zealand are rarely hesitant to support a local OTA as they are often frustrated with the poor service received from the large corporates. Developing an app that is based in China and attempts to market the New Zealand tourism industry will be a difficult proposition but is plausible with the implementation of a marketing plan that is strategically thought out

To find a better way of training and development for a small retail business in the health product industry

This research is aimed at finding out how to bring a better training and development process to a small retail business in the health product industry to increase the effectiveness of employees' performance. The study was carried out at Dekang Nutrition Ltd. Currently，it has set up three physical stores in Rototuna, Hamilton. Dekang also has a 300-square-metre warehouse and delivery centre at Te Rapa, and operates two sales platforms online. This research uses qualitative methods. The primary qualitative method that used is interview. The study found out that the type of training needed to be changed, as the current training system is not enough for employees to keep up with rapid changes in the external environment. It also provides an insight into the lack of systematic follow up. The study recommends Dekang to have a mentoring/buddy system for training and to develop an evaluation system for employees to have a clear idea of their own performance in a timely manner. Also, the study recommends that Dekang have a clear career pathway to help employees improve

Measuring level of satisfaction

Customers are the ones to judge their level of satisfaction. Now times have changed and organisations have realized the value of retaining customers. This project is about knowing the level of customer satisfaction in a dairy shop, Melville Price Cutter, situated at 17 Bader Street, Hamilton. The information was gained by doing a survey of 50 customers who came to the dairy. Results obtained from this survey showed that most of the customers visited the dairy twice a week. 35% of the surveyed people were visiting the shop twice a week. When asked why they visit the dairy for shopping, the majority answer was time and location. 40% of the customers thought going to the dairy was time saving or should be very quick. 30% used the dairy for shopping because of its location. Customers preferred the nearest location to shop at a dairy. The results showed that customers who came to the dairy were always in hurry. They did not have time to go to supermarkets, so they expected to get quick service from the dairy. Customer felt happy when they were served quickly and they did not have to be in a queue. They liked deals where they could take advantage of cheap prices

The drivers of motivation

This project has been completed for a medium-sized supermarket located on the southern side of Hamilton. They currently have 83 people employed to work there. The reason for researching the drivers of motivation is so employers can begin to understand the best ways to motivate their individual employees The aim of the project was to analyse what drives motivation in the workplace and to provide recommendations for the supermarket. Both a questionnaire and interview were used, the questionnaire with the purpose of gathering a large amount of quantitative data in a short period of time and the interview to build on the results received from the questionnaires and provide qualitative data. Only employees in the grocery and checkout departments were asked to participate. Results from the questionnaire and interview showed that when it came to store culture, most staff felt that it could improve, that the store’s values were not being displayed, and that if store culture improved they would be better motivated. The store culture was also identified as an important motivator, especially for the staff over 26 years of age. When data concerning training and development was analysed, it was found that both training and career development were important motivators, with most staff wishing to undertake training and/or career development opportunities if they arose. From the analyses of the results for the reward and recognition questions, the staff indicated they felt they were not valued as employees and would prefer to receive more feedback to help increase their motivation. Pay was the last motivator to be analysed. The respondents indicated that they felt an increase in their pay rate would improve their motivation. However, upon further analysis through the interview, it was found although initially they would be motivated whether this would permanently improve their motivation was questionable. There were three recommendations for the organisation. These were, to implement a reward and recognition programme that addressed meeting the three motivational needs of the staff mentioned above, rewards and recognition, pay, and training and development. The second was to improve store culture, which would involve taking existing store values and establishing them into everyday life at the supermarket, so they become a shared set of values by them team. The third was to undertake further research to investigate how the motivational needs for the supermarket industry, a typical low skill, entry level job may differ to that of a higher skill job