Technological efforts are currently being used across a broad array of industries. Through the combination of consumer choice and matching principle, the goal of this paper is to investigate the prospective implications of artificial intelligence systems on businesses’ outcomes. From an entrepreneurship standpoint, the research revealed that artificial intelligence systems can help with better decision-making. What impact does the introduction of AI-based decision-making technologies have on organizational policymaking? The quirks of human and AI-based policymaking are identified in this research based on five important contextual factors: precision of the choice search area, contribution to the innovation of the policymaking process and result, volume of the replacement collection, policymaking pace, and generalizability. We create a novel paradigm comparative analysis of conventional and automation judgment along these criteria, demonstrating how both judgment modalities can be used to improve organizational judgment efficiency. Furthermore, the research shows that, by involving internal stakeholders, they can manage the correlation among AI technologies and improve decision for businessmen. Furthermore, the research shows that customer preferences and industry norms can moderate the link between AI systems and superior entrepreneurial judgment. The goal of this work is to conduct a thorough literature analysis examining the confluence of AI and marketing philosophy, as well as construct a theoretical model that incorporates concerns based on established studies in the areas. This research shows that, in a setting with artificial intelligence systems, customer expectation, industry standards, and participative management, entrepreneurial strategic decisions are enhanced. This research provides entrepreneurs with technology means for enhancing decision-making, illustrating the limitless possibilities given by AI systems. A conceptual approach is also formed, which discusses the four factors of profit maximization: relationship of AI tools and IT with corporate objectives; AI, organizational learning, and decision-making methodology; and AI, service development, and value. This study proposes a way to exploit this innovative innovation without destroying society. We show real-world examples of each of these frameworks, indicate circumstances in which they are likely to improve decision-making performance in organizations, and provide actionable implications into their constraints. These observations have a wide variety of implications for establishing new management methods and practices from both academic and conceptual viewpoints.
Business development is dependent on a well-structured human resources (HR) system that maximizes the efficiency of an organization’s human resources input and output. It is tough to provide adequate instructions for HR’s unique task. In a time when the domestic labor market is still maturing, it is difficult for companies to make successful adjustments in HR structures to meet fluctuations in demand for human resources caused by shifting corporate strategies, operations, and size. Data on corporate human resources are often insufficient or inaccurate, which creates substantial nonlinearity and uncertainty when attempting to predict staffing needs, since human resource demand is influenced by numerous variables. The aim of this research is to predict the human resource demand using novel methods. Recurrent neural networks (RNNs) and grey wolf optimization (GWO) are used in this study to develop a new quantitative forecasting method for HR demand prediction. Initially, we collect the dataset and preprocess using normalization. The features are extracted using principal component analysis (PCA) and the proposed RNN with GWO effectively predicts the needs of HR. Moreover, organizations may be able to estimate personnel demand based on current circumstances, making forecasting more relevant and adaptive and enabling enterprises to accomplish their objectives via efficient human resource planning.
Today's ‘employee’ in organisations is treated more than an ‘employee’. The conventional cynicism of considering an employee as a mere ‘workforce for production’ has changed into a more ‘value based asset’. Employee engagement constitutes the core competence of a successful organization. It is suggested as a measurement tool of performance in many organisations. The Institute of Employee Studies (IES, UK) suggests a diagnostic tool, which can be used to derive organisation-specific drivers from attitude survey data. The tool was developed on the basis of common drivers of engagement in all organisations though some variability is likely. A strong connection between ‘feeling valued and involved and engagement’ through organisation-specific drivers is established in this model. The study collects empirical evidence to support this model. The survey was conducted among 108 respondents in the Kochi Refineries, Kerala, which is one of India's major regional oil refineries. This study highlights the application of the diagnostic tool propounded by IES to create ‘feeling value and involved’ which leads to employee engagement.
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