CEOs' cultural and demographic attributes and organisational performance of Indian SMEs: an upper echelon approach

2018 ◽  
Vol 10 (5) ◽  
pp. 483 ◽  
Author(s):  
Carina B. Friedmann ◽  
Ritam Garg ◽  
Dirk Holtbrügge
Keyword(s):  
Organisational Performance ◽  
Upper Echelon ◽  
Demographic Attributes

A Resamping Approach for Customer Gender Prediction Based on E-Commerce Data

2017 ◽  
Vol 3 (1) ◽  
pp. 76 ◽  
Author(s):  
Duong Tran Duc ◽  
Pham Bao Son ◽  
Tan Hanh ◽  
Le Truong Thien
Keyword(s):  
Data Mining ◽  
Bayesian Network ◽  
Web Applications ◽  
Service Providers ◽  
Main Idea ◽  
Classification Methods ◽  
Cost Sensitive Learning ◽  
Network Method ◽  
Demographic Attributes ◽  
Privacy Issues

Demographic attributes of customers such as gender, age, etc. provide the important information for e-commerce service providers in marketing, personalization of web applications. However, the online customers often do not provide this kind of information due to the privacy issues and other reasons. In this paper, we proposed a method for predicting the gender of customers based on their catalog viewing data on e-commerce systems, such as the date and time of access, the products viewed, etc. The main idea is that we extract the features from catalog viewing information and employ the classification methods to predict the gender of the viewers. The experiments were conducted on the datasets provided by the PAKDD’15 Data Mining Competition and obtained the promising results with a simple feature design, especially with the Bayesian Network method along with other supporting techniques such as resampling, cost-sensitive learning, boosting etc.

scholarly journals Impact of Emotional Intelligence on Organisational Performance: An Analysis in the Malaysian Public Administration

2021 ◽  
Vol 11 (3) ◽  
pp. 76
Author(s):  
Suganthi Supramaniam ◽  
Kuppusamy Singaravelloo
Keyword(s):  
Emotional Intelligence ◽  
Succession Planning ◽  
Workforce Planning ◽  
Civil Servants ◽  
Organisational Performance ◽  
Learning And Development ◽  
Emotional Maturity ◽  
The Impact ◽  
Goals And Objectives ◽  
Positive Effect

Organisations have shifted from traditional beliefs to the incorporation of agile methods for attaining high levels of performance through its established goals and objectives. Emotional intelligence (EI) is envisaged to contribute to the achievement of higher levels of performance. With the current global economic crisis and the pandemic situation, it has become very critical to achieve higher levels of performance with limited resources. Countries confront challenges by way of attaining a higher level of emotional maturity and realisation in order to sail through the current economic storm. The Administrative and Diplomatic Officers (ADOs) are seen to shoulder a heavy responsibility in materialising this shift. This study analyses the impact of EI on organisational performance (OP) in the Malaysian public sector. A survey instrumentation was distributed to 700 ADOs based in Putrajaya, within five selected ministries, obtaining 375 valid responses. The results attained, analysed using the SMART-PLS method, affirm the significant positive effect of EI on OP, suggesting the need for an increase in the EI of civil servants by including EI indicators and measures in the areas of recruitment, learning and development, workforce planning, succession planning, and organisational development. EI should actively be adopted to increase awareness and maturity, which would thus enable civil servants to embrace the current challenging agile environment.

scholarly journals Reflecting on the contemporary relevance of the forgotten management pioneers: A creative auto/biography

2019 ◽  
Vol 12 (2) ◽  
pp. 205979911986328
Author(s):  
Hester Nienaber
Keyword(s):  
Reflective Practice ◽  
Well Being ◽  
Base Change ◽  
Theory And Practice ◽  
Organisational Performance ◽  
Relevant Today ◽  
Practice Gap ◽  
Theory Practice Gap ◽  
And Control

Management theory and practice are characterised by the ‘theory–practice gap’. A way of addressing this divide is to engage in reflective practice, in this instance, a creative auto/biography. This different way of presenting an old issue demonstrates how the original teachings of the management pioneers remain relevant today. The central issues are the purpose of the organisation and the role of both leadership and employees in unlocking human competence in pursuit of organisational performance. The concepts ‘autonomy’ and ‘control’ transpired as crucial, which could easily be misunderstood or misapplied. This personal reflection presents evidence on which to base change, enhancing the well-being of employees, societies and the profit of organisations. This article contributes to knowledge by making inaccessible knowledge, accessible and inclusive, and the expectation that the meaning emanating from this reflection will result in the management audience to reconsider management, advancing management science and benefitting society at large.

Coping with Demographic Change in Job Markets: How Age Diversity Management Contributes to Organisational Performance

2015 ◽  
Vol 29 (1) ◽  
pp. 5-30 ◽  
Author(s):  
Gisela Bieling ◽  
Ruth Maria Stock ◽  
Florian Dorozalla
Keyword(s):  
Resource Dependence ◽  
Diversity Management ◽  
Developed Countries ◽  
Resource Dependence Theory ◽  
Steady Increase ◽  
Organisational Performance ◽  
Age Diversity ◽  
Dependence Theory ◽  
Demographic Shifts ◽  
Hr Managers

Demographic shifts are altering job markets in developed countries. A steady increase in the average age of employees and a decline in the number of young, qualified workers have intensified the war for talent, resulting in highly competitive and dynamic job markets. Using resource dependence theory, this study investigates how organisations respond to such challenges. An investigation of a sample of 153 German companies provides support for the hypotheses that HR managers implement age diversity management in both appraisal and compensation practices as a response to competitive job markets which, in turn, contributes to organisational performance.

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