Discuss whether the use of artificial intelligence employee monitoring brings about a Pareto improvement.
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Discuss whether the use of artificial intelligence employee monitoring brings about a Pareto improvement.
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- Cousins Jeri Lynn DeBose, Tish Hoover, and Josephine (Joey) Parks looked forward to meeting up during the Christmas holidays to compare notes on the results of midyear teacher evaluations. All were public school teachers in districts scattered over the state. In the pressured search for new levels of teacher accountability demanded by legislators, the state department of education joined 16 other States in implementing a new teacher evaluation system. The goal is to hold teachers account-able for student learning progress in the classroom. Under the guidance of the National Council for Teacher Quality, criteria varies by State, but in most cases, 40 percent of each teacher's accountability score would be based on the principal's evaluation and ranking based on personal observation, 30 percent would be based on personal observation by a master teacher from outside the district, and the Other 30 percent would be based on student test score gains. The state department of education would set a performance goal each school district, and the principal would set a performance goal for each teacher. In preparation, the State conducted intensive training sessions for principals and designated master teachers who would conduct the evaluations based on four class observations per teacher. Officials used standardized achievement tests to derive value-added scores that measure student learning over the year. Teacher ratings were I —5, with I am being the lowest and 5 representing near perfection. The publication of the first year's evaluations stirred interest and controversy, particularly among teachers who worried about the possible long-term effects on job retention and tenure. Now, with the first-year evaluations in hand, the three cousins pored over their experiences. The three represented different types of school systems within the state. Jeri Lynn worked for a metropolitan system in the state capital. The system included many low-income students whose first language was nor English, and several schools within the system were teetering on the brink of State takeover if improvement in student scores didn't materialize this school year. Tish worked in a county System dominated by upper-income residents, and Joey taught in the rural community in which all three grew up. The rural community had high unemployment, and a low percentage of graduates went on to college. As a result, the cousins came to the table with differing teaching experiences. "The numbers are all over the place," Jeri Lynn remarked as she studied the pages. "The whole system is flawed, and they need to make changes," Joey said. " It's too subjective. The principal and master teacher observations are subjective because there are personal factors that affect a true outcome." "Yeah, look at the numbers from your upper-income district," Jeri Lynn said to Tish. "How can 60 percent of the teachers score 5s?" Tish chuckled. "Yeah, lucky us. Our schools are overflowing with children from wealthy families. These are the kids who will apply to Ivy League schools. I can tell you that the principals are going to avoid confrontation on all fronts. No principal is going to give any indication that their students are receiving an education that's less than perfect, and that means cramming the rankings with 5s. They claim a higher level of motivation for students, and thus the selection of an elite team of educators. So with those pressures, I don't think we get personal feedback that IS accurate." "At the other end of the spectrum, we have my rural district," Joey said. "The big problem is that the principals know everyone and have longstanding relationships with everyone in the county, so I think scores are based on personal history. We could almost predict who would get high or low scores before the observations. For principals, it can go back as far as his daddy and my daddy hated each other in high school, and now I get to evaluate his daughter "I think that in many cases, principals feel pressure to align scores with state expectations. The stare expected my district to have high scores and expected rural schools such as yours to be lower," Tish said. "But isn't that partially offset by lower goals for the rural school distracts responded Joey. "The key to the accountability system is the principal in each school," Jeri Lynn suggested. "With several of the schools in Metro teetering on the edge of state takeover by the end of the year, we had lots of strict principals who wanted to hold our feet to the fire with lower scores." "l thought the whole idea was to provide the teachers With feedback so that we would know the areas where we need improvement," Tish said. "The principals were supposed to conduct two observations in the fall and two more in the spring," Jeri Lynn said. think that's asking too much of them when they already have so much on their plates. I think a lot of them are skimping on their visits. know I only had one observation last semester, and I'm sure Mr. Talley just faked the second set of numbers. The master teachers make only two observations a year, which may be more objective but counts for less." "I'm wondering, too, how a principal measure performance in a course area outside his area of expertise, such as math," Joey said. "If the guy has a phobia about math, anything the teacher says or does is going to 100k brilliant—thus a 5." Tish and Jeri Lynn looked at each other and laughed. Maybe we picked the wrong subjects," Tish said. "My question is one of perception," Jeri Lynn said. "A large percentage of my students are ELL. That affects their scores. How do you measure a 3 in my situation against a 5 for Tish? At the end of the school year, little Carlos is thrilled that his reading in English has improved, but there's no Big Bang here. a slow steady improvement that may not actually show up in big strides for a couple of years: "So, the question is how do they create a system that is fair?" Tish asked. "And accurate," added Jeri Lynn. What do you see as the major strengths and flaws in the feedback control system used in the schools in this scenario? What changes do you recommend to overcome the flaws?Hiring Neurodiverse Employees The Australian Defense Department is developing a neurodiversity program in cybersecurity. The superior pattern-detection abilities of neurodiverse employees is expected to improve performance on tasks including examining messy data for signs of intrusion or attack. Using methods borrowed from the Israeli Defense Forces (IDF), it has assessed candidates whose relevant abilities are “off the charts.” Some neurodiverse people are so good at pattern identification that the IDF’s Special Intelligence Unit 9900, responsible for analyzing aerial and satellite imagery, staffs one group mostly with employees on the autism spectrum. The case for hiring these people is especially compelling given the cybersecurity skills shortage[i] where the biggest deficits are expected to be in strategically important and fast-growing areas including data analytics and IT services implementation, whose tasks are a good match with the talents of some neurodiverse people.[ii] It…generate 10 questionnaires of First year students’ perceptions of their experiences, challenges and measures to overcome the challenges.
- enumerate theprimary goals and intended outcomes of implementing employee feedback surveys as a part of an organization's feedback and improvement strategy?The manager of the Marketing Department in Hilton Group noted that in recent years, absenteeism has been steadily increasing, as has staff turnover. There have been instances of dysfunctional behavior such as the unauthorized sale of customer lists. Marketing Department employees who are directly involved with promotion campaigns are offered bonuses on the basis of the sales that are generated from their specific campaigns. This scheme has not been well-received by staff, since they feel that the sales generated from marketing campaigns are not a true measure of the value of the campaigns. They argue that the sales are dependent on many other factors outside the control of the Marketing Department and typically, bonuses payments are rarely paid to the Marketing employees. They feel that this is unfair, since many of the other departments receive regular bonuses. Marketing Department employees are also not satisfied with the opportunities for training and advancement, compared to other…Employee Attitudes at Anko Ltd. Anko Ltd. rents sports equipment. Its main business is renting out ski equipment and snowmobiles. During the winter, the number of employees ranges between 50 and 60 at five locations in various winter resort areas. Al Anko, the owner, hired a management consultant to evaluate employee satisfaction and attitudes. After interviewing nearly 2o employees and supervisors, the consultant developed an attitude survey that was mailed to all employees. From the interviews and attitude surveys, the consultant made the following observations. Nearly two-thirds of the employees felt little loyalty to the firm because they considered their jobs temporary. Many employees applied to work at Anko because they were interested in skiing. Although the firm gave few benefits, many employees commented about the reduced rental rates on equipment as an important "extra" of their jobs. Every supervisor mentioned that the most important selection criterion was whether an…
- Explain the concept of validity in business research. Discuss the various types of validity with examplesSuppose a state department of education develops a new tool for assessing teacher performance. Create and briefly describe three studies that developers can conduct to ensure the tool has construct validity?How specifically, did this KK Mixer model facilitate employee engagement?
- 1- ____________ is a monitoring and search service for global research publications. a. Financial Times b. EBSCO c. Web of Science d. Zetoc 2- Response to _______ method of administering questionnaires is generally between 20 percent to 40 percent. a. telephonic b. online c. postal d. face to faceAnalyse How Normal is Normal The Mitsubishi Motors Sexual Harassment Case using SWOT analysisWhat are the advantages and disadvantages of Direct Observation and Indirect Observation?