Rethinking and Recomputing the Value of ML Models

In this paper, we argue that the way we have been training and evaluating ML models has largely forgotten the fact that they are applied in an organization or societal context as they provide value to people. We show that with this perspective we fundamentally change how we evaluate, select and deploy ML models - and to some extent even what it means to learn. Specifically, we stress that the notion of value plays a central role in learning and evaluating, and different models may require different learning practices and provide different values based on the application context they are applied. We also show that this concretely impacts how we select and embed models into human workflows based on experimental datasets. Nothing of what is presented here is hard: to a large extent is a series of fairly trivial observations with massive practical implications

In-Service Training and Higher Productivity: A Case of the Administrative Staff of UEW

The achievement of the goals of every organization depends on the ability of its staff being given training and the availability of resources within the organization. The study, sought to determine whether the administrative staff of UEW are offered in-service training and if so, how had the in-service training increased productivity in UEW. This was verify as to whether indeed in-service training is the true factor that had propelled the progress of UEW to this far. Simple Random Sampling was used to select 100 administrative staff at Winneba and Ajumako Campuses as the sample units for the study. Self administered questionnaire was used to collect primary data from respondents.  The study found that, even though in-service training were done for administrative staff in the university, the training is not done at regular intervals. Those administrative staff who have had the opportunity to attend in-service training indicated that it has contributed to their growth and that of the University as a whole. The study recommended that the University must offer in-service training to its administrative staff annually, with regards to the various offices they work. This will improve their competencies and contribute to their growth and in the long run boost the output and image of the University

Teams, Team Process, and Team Building

This chapter examines what is involved in creating effective teams first by differentiating between work units and teams, examining team processes, understanding how and when teams can contribute to a more effective organization, and discussing how to select and develop the best team members, develop effective team leadership, and motivate team performance. It examines some of the latest developments and challenges in teams, including virtual and global teams. The group process model says that the sum of the individuals’ potential plus process gain minus process loss equals group effectiveness. The chapter describes the situations in which teams can be productive and those in which they cannot. It is important for employees to understand how their tasks contribute to the success of others’ tasks and what the successful performance of these tasks means to the organization. Team members should be selected based on either possessing technical skills, problem-solving and decision-making skills or interpersonal skills, or having a strong aptitude for their development. The chapter explains the importance of training with respect to teams, distinguishes between task-related training and team-related training, and helps the reader to understand the concept of team building. Successful team leaders know that team performance comes from collective effort and action. Goal-setting theories suggest that goals can improve performance because they generate, direct, and sustain effort. The chapter explains how to evaluate team and team member performance, and emphasizes individual performance in terms of contribution to the team

Lean Tools Selector - A Decision Support System

Small and Medium Enterprises (SMEs) contribute significantly to the economy of any country, but in return, they are limited in their resources. A large part of these companies, when setting out to promote the Lean Manufacturing (LM) have difficulties with the selection and analysis of Lean tools to implement. Eventually, if the improvement actions aren't properly planned, structured or supported by the whole organization then, they end up failing in their implementation. Besides this problem, the literature on LM does not provide enough information about how the selection of Lean tools or practices should be conducted. Therefore, this study presents a decision support system that can help organizations to identify waste and to select the most appropriate tools or Lean practices to implement. It should be noted that, before any implementation of a Lean tool or practice, the organization should take care of knowing its stakeholders, define its system, be informed of the current state of the organization, and identify all the processes that add value to the organization. The correct selection of Lean tools or practices does not ensure the success of the Lean philosophy in any organization, because there are some factors that must be required, namely, the commitment of top management, knowing how to lead and communicate with all employees, being the education and training a crucial point to ensure a good cultural change in the organization.This work was supported in part by Fundação para a Ciência e Tecnologia (FCT) and C-MAST- Centre for Mechanical and Aerospace Science and Technologies, under project UIDB/00151/2020.info:eu-repo/semantics/publishedVersio

A Study to Reconnoitering the dynamics of Talent Management Procedure at Hotels in Jharkhand

Talent is the product of capability (skills, education, training, and knowledge), attached with motivation (assignation, gratification, challenge, and well-being) and opportunity (H.G. van Dijk, October 2008). An integrated strategic approach to managing careers involves attracting, retaining, developing, and transitioning people within the organization (Valamis, 2021). The world of knowledge-intensive business considers human resources to be rare and unique. According to most experts, the sector of talent management does not have a clear sense of dimensions, terminology, and a theoretical framework. The goal of this study paper is to investigate and conclude how select hotels in Jharkhand handle and differentiate their staff management operations in terms of talent recruitment and retention. Hotels in Jharkhand use a range of approaches to evaluate the effectiveness of their actions and initiatives, including an overview of how they treat an employee and how they plan to continue to innovate to measure the success of their actions and projects? Additionally, their approach needs to be more inclusive. The findings would be significant for managers who recruit and manage employees, hoteliers, and higher education institutions dealing with the industry's skills gap

Evaluating Best Practices In Document Management

The purpose of this research is to create a knowledgebase of best practices for records managers to select the vendor that best fits the individual needs of the organization. Investigative interviews were conducted with individuals from Association for Information and Image Management (AIIM) and the Project Management Institute (PMI). These project managers were asked questions in regards to the best practices when implementing a document management system. Best practices are relevant when implementing a document management solution. In order to consider best practices when implementing a document management solution, the following research objectives will be taken into consideration: How do companies currently manage their documents? Who is responsible for the document management? What format is preferred for a document? What are the accepted standards for a document management system? This data was analyzed qualitatively and presented through an explanation of a proper document management project. The critical success factors for a document management project include creating a proper taxonomy, support from management, and in-depth training

The Center of Success: A Case Study on Hilton\u27s Company Culture

Company culture is an essential element to the success of any organization. This is especially true in the hospitality industry where positive employee experiences are vital to customer satisfaction. The purpose of this study was to examine the company culture of Hilton. Data were sourced primarily from Hilton websites, third-party websites, and academic articles. This study found that Hilton’s culture is shaped by compelling mission, vision, and value statements that drive every organizational aspect. Additionally, award-winning reward, recognition, and training programs sustain and reinforce a culture that grants Hilton a unique competitive advantage. To maintain market leadership, Hilton must continually improve internal programs and update metrics that align employee performance with business goals. It is recommended that Hilton’s cultural practices be used as a benchmark for other hospitality companies. Lastly, future research should analyze how consistently Hilton’s culture practices are implemented across its myriad luxury, resort, and select service brands

Micropolitical Influences on Teacher Leader Selection & Enactment

The teacher leader phenomenon is plagued with uncertainty but has potential to be a catalyst for building school capacity and increasing school improvement. Questions remain about defining teacher leadership, roles of teacher leaders, and how they carry out a quasi-leadership role in a traditionally hierarchical system. Research on micropolitics in education, specifically how micropolitical influences within an organization affect teacher leader selection and enactment, is lacking. This phenomenologically informed study explored micropolitical influences on teacher leader selection and enactment through the shared experiences of teacher leaders and administrators. Purposeful, criterion sampling was used to select administrator and teacher leader participants. Interviews were the main source of data and were transcribed and coded using in vivo, descriptive, and causation coding. Findings were consistent with previous research on teacher leadership and identity. However, two starting points for teacher leader selection emerged that placed more emphasis on administrator influence and less on teacher leadership preparation programs than previously suggested by research. The administrators’ influence was found to affect other micropolitical factors, creating a domino effect that allowed teacher leadership to thrive or collapse. Implications for school, district, and collegiate levels are discussed suggesting these levels must work together to alleviate uncertainty around teacher leadership. A universal teacher leader preparation program would establish a common understanding of the role as well as training and preparation for administrators to prepare them to identify, select, and develop teacher leaders. With better understanding of teacher leadership, micropolitical influences that have an adverse impact can be curtailed

Effectiveness of Management of Change in an Organization (Case of Kenya Power Ltd, Central Rift, Nakuru County)

Change is inevitable in business life and business that fails to change is doomed to extinction Marcus (2011). Efforts of implementation of change management in organisations very often fail, most of the transformation efforts undertaken in firms end up with a failure, producing only disappointment, frustration, burned-out and scared employees, and waste of resources. The objective of the research was to find the effective and efficient ways of implementing change management obtain useful solutions for practitioners and new knowledge for scholars and managers. The objectives include,to establish the extent to which the organization plan for implementation of change management,to find out the significance of education and training on the implementation of change management in an organization, to examine how the organization deals with resistance to change management  implementation. The target population was1057 employees of which 857 are employees of Kenya power and 200 Kenya power contracted companies employees in Central Rift Region Nakuru county. Research utilized stratified random sampling to select 265 employees and contractor for the study. Self administered Questionnaires were used to collect the data.  The cording system was inco-operated in the Statistical Package for Social Science (SPSS) data analysis software and Ms –Excel The data was collected and analysed by use of both descriptive statistics. Percentages mode median and means calculated from responses to questionnaire. The study established that Kenya Power Ltd was able to sustain change in its operations leading to service delivery but was unable to achieve employees’ satisfaction and the desired goal of changing organization culture in spite of changing the organization name through restructuring

Determinants of Successful Implementation of Early Childhood Development Education by County Governments in Kenya; Implementing Partners Perspective

The purpose of this study was to assess the determinants of successful implementation of Early Childhood Development Education (ECDE) by County Governments in Kenya from the implementing partners‟ perspective. This study was guided by the following specific objectives: to determine the influence of the capacities of the County Government staff on the implementation of early childhood development education by County Governments in Kenya, to determine the how management of early childhood development education affects its implementation by County Governments in Kenya, to assess how availability of physical facilities affect the implementation of early childhood development education by County Governments in Kenya and to examine how policies affect the implementation of early childhood development education by County Governments in Kenya. Decentralization theory and organization learning theory were used to explain the relationship between the study variables. Descriptive research design was used in the study. The population for the study was implementing partners working with County Governments in Kenya to support ECDE. Purposive sampling technique was used to select the respondents to participate in the study. A total of 100 respondents were targeted from the 10 organizations studied out of which 70 participated giving a response rate of 70%. Questionnaire was used as instrument for data collection. Both qualitative and quantitative data analysis techniques were used to analyze the data. The study found that the implementation of ECDE by County governments in Kenya was generally successful from the implementing partners‟ perspective and indicated by 56.8%. It is also worth noting that beside the general success, there were myriads of challenges facing the implementation of the program by county governments. Findings from regression analysis showed that the coefficient of determination indicated that 63.5% of the variations on the implementation of ECDE by county governments can be explained by staff capacity, management of ECDE, availability of physical facilities and ECDE policies. The remaining 36.5% can be explained by other variables not included in the study. R square and adjusted R is above average an implication that an above average variation can be explained by the model. The study recommended that county governments should allocate more funds for the renovation and construction of more ECDE centres, allocate adequate funds for the implementation of ECDE and that they should organize consistent in-service training for ECDE teachers and at the same time employ more ECDE staff to cater for the large number of children in ECDE centres.