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performance</title> <meta name="description" content="Search results for: individual performance"> <meta name="keywords" content="individual performance"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="individual performance"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 16479</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: individual performance</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16479</span> The Effects of Three Leadership Styles on Individual Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Leilei%20Liang">Leilei Liang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Leadership is commonly classified as formal leadership and informal leadership, which ignores and neglects the effects of 3rd type leadership. The emergence of 3rd type of leadership is closely related to special relations. To figure out the mechanism and effects of 3rd type leadership as well as the impacts of formal leadership and informal leadership on employee performance, this study collects data from 350 participants through a survey and proposes three hypotheses respectively from the perspective of expectation theory. The analytical results provide strong evidence for two of the three hypotheses, which demonstrate the positive correlation between formal leadership and individual performance and the negative relationship between 3rd type leadership and individual performance. This study contributes to leadership literature by putting forward the concept of the 3rd type of leadership. In addition, the effects of formal leadership, informal leadership, and 3rd type leadership on individual performance are discussed respectively in this study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=formal%20leadership" title="formal leadership">formal leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=informal%20leadership" title=" informal leadership"> informal leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=3rd%20leadership" title=" 3rd leadership"> 3rd leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=individual%20performance" title=" individual performance"> individual performance</a>, <a href="https://publications.waset.org/abstracts/search?q=expectation%20theory" title=" expectation theory"> expectation theory</a> </p> <a href="https://publications.waset.org/abstracts/138223/the-effects-of-three-leadership-styles-on-individual-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/138223.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">242</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16478</span> Modeling Football Penalty Shootouts: How Improving Individual Performance Affects Team Performance and the Fairness of the ABAB Sequence</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pablo%20Enrique%20Sartor%20Del%20Giudice">Pablo Enrique Sartor Del Giudice</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Penalty shootouts often decide the outcome of important soccer matches. Although usually referred to as ”lotteries”, there is evidence that some national teams and clubs consistently perform better than others. The outcomes are therefore not explained just by mere luck, and therefore there are ways to improve the average performance of players, naturally at the expense of some sort of effort. In this article we study the payoff of player performance improvements in terms of the performance of the team as a whole. To do so we develop an analytical model with static individual performances, as well as Monte Carlo models that take into account the known influence of partial score and round number on individual performances. We find that within a range of usual values, the team performance improves above 70% faster than individual performances do. Using these models, we also estimate that the new ABBA penalty shootout ordering under test reduces almost all the known bias in favor of the first-shooting team under the current ABAB system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=football" title="football">football</a>, <a href="https://publications.waset.org/abstracts/search?q=penalty%20shootouts" title=" penalty shootouts"> penalty shootouts</a>, <a href="https://publications.waset.org/abstracts/search?q=Montecarlo%20simulation" title=" Montecarlo simulation"> Montecarlo simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=ABBA" title=" ABBA"> ABBA</a> </p> <a href="https://publications.waset.org/abstracts/104452/modeling-football-penalty-shootouts-how-improving-individual-performance-affects-team-performance-and-the-fairness-of-the-abab-sequence" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/104452.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">162</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16477</span> An Empirical Study of Performance Management System: Implementation of Performance Management Cycle to Achieve High-Performance Culture at Pertamina Company, Indonesia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Arif%20Budiman">Arif Budiman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Any organization or company that wishes to achieve vision, mission, and goals of the organization is required to implement a performance management system or known as the Performance Management System (PMS) in every part of the whole organization. PMS is a tool to help visualize the direction and work program of the organization to achieve the goal. The challenge is PMS should not stop merely as a visualization tool to achieve the vision and mission of the organization, but PMS should also be able to create a high-performance culture that is inherent in each individual of the organization. Establishment of a culture within an organization requires the support of top leaders and also requires a system or governance that encourages every individual in the organization to be involved in any work program of the organization. Keywords of creating a high-performance culture are the formation of communication pattern involving the whole individual, either vertically or horizontally, and performed consistently and persistently by all individuals in each line of the organization. PT Pertamina (Persero) as the state-owned national energy company holds a system to internalize the culture of high performance through a system called Performance Management System Cycle (PMS Cycle). This system has 7 stages of the cycle, those are: (1) defining vision, mission and strategic plan of the company, (2) defining key performance indicator of each line and the individual (‘expectation setting conversation’), (3) defining performance target and performance agreement, (4) monitoring performance on a monthly regular basis (‘pulse check’), (5) implementing performance dialogue between leaders and staffs periodically every 3 months (‘performance dialogue’), (6) defining rewards and consequences based on the achievement of the performance of each line and the individual, and (7) calculating the final performance value achieved by each line and individual from one period of the current year. Perform PMS is a continual communication running throughout the year, that is why any three performance discussion that should be performed, include expectation setting conversations, pulse check and performance dialogue. In addition, another significant point and necessary undertaken to complete the assessment of individual performance assessment is soft competencies through 360-degree assessment by leaders, staffs, and peers. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=360-degree%20assessment" title="360-degree assessment">360-degree assessment</a>, <a href="https://publications.waset.org/abstracts/search?q=expectation%20setting%20conversation" title=" expectation setting conversation"> expectation setting conversation</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20management%20system%20cycle" title=" performance management system cycle"> performance management system cycle</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20dialogue" title=" performance dialogue"> performance dialogue</a>, <a href="https://publications.waset.org/abstracts/search?q=pulse%20check" title=" pulse check"> pulse check</a> </p> <a href="https://publications.waset.org/abstracts/66870/an-empirical-study-of-performance-management-system-implementation-of-performance-management-cycle-to-achieve-high-performance-culture-at-pertamina-company-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/66870.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">440</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16476</span> 'When 2 + 2 = 5: Synergistic Effects of HRM Practices on the Organizational Performance'</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Qura-tul-aain%20Khair">Qura-tul-aain Khair</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohtsham%20Saeed"> Mohtsham Saeed </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Synergy is a main characteristic of human resource management (HRM) system. It highlights the hidden characteristics of HRM system. This research paper has empirically tested that internally consistent and complementary HR practices/components in the HR system are more able to predict and enhance the organizational performance than the sum of individual practice. The data was collected from the sample of 109 firm respondents of service industry through convenience sampling technique. The major finding of this research highlighted that configurational approach to synergy or the HRM system as a whole has an ability to enhance the organizational performance more than by the sum of individual HRM practices of HRM system. Hence, confirming that the whole is greater than the sum of individual parts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=internally%20consistant%20HRM%20practices" title="internally consistant HRM practices">internally consistant HRM practices</a>, <a href="https://publications.waset.org/abstracts/search?q=synergistic%20effects" title=" synergistic effects"> synergistic effects</a>, <a href="https://publications.waset.org/abstracts/search?q=horizontal%20fit" title=" horizontal fit"> horizontal fit</a>, <a href="https://publications.waset.org/abstracts/search?q=vertical%20fit" title=" vertical fit "> vertical fit </a> </p> <a href="https://publications.waset.org/abstracts/1835/when-2-2-5-synergistic-effects-of-hrm-practices-on-the-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/1835.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">354</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16475</span> Evaluating the Performance of Offensive Lineman in the National Football League</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nikhil%20Byanna">Nikhil Byanna</a>, <a href="https://publications.waset.org/abstracts/search?q=Abdolghani%20Ebrahimi"> Abdolghani Ebrahimi</a>, <a href="https://publications.waset.org/abstracts/search?q=Diego%20Klabjan"> Diego Klabjan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> How does one objectively measure the performance of an individual offensive lineman in the NFL? The existing literature proposes various measures that rely on subjective assessments of game film, but has yet to develop an objective methodology to evaluate performance. Using a variety of statistics related to an offensive lineman’s performance, we develop a framework to objectively analyze the overall performance of an individual offensive lineman and determine specific linemen who are overvalued or undervalued relative to their salary. We identify eight players across the 2013-2014 and 2014-2015 NFL seasons that are considered to be overvalued or undervalued and corroborate the results with existing metrics that are based on subjective evaluation. To the best of our knowledge, the techniques set forth in this work have not been utilized in previous works to evaluate the performance of NFL players at any position, including offensive linemen. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=offensive%20lineman" title="offensive lineman">offensive lineman</a>, <a href="https://publications.waset.org/abstracts/search?q=player%20performance" title=" player performance"> player performance</a>, <a href="https://publications.waset.org/abstracts/search?q=NFL" title=" NFL"> NFL</a>, <a href="https://publications.waset.org/abstracts/search?q=machine%20learning" title=" machine learning"> machine learning</a> </p> <a href="https://publications.waset.org/abstracts/137608/evaluating-the-performance-of-offensive-lineman-in-the-national-football-league" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/137608.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">144</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16474</span> Interactive Effects of Challenge-Hindrance Stressors and Core Self-Evaluations on In-Role and Extra-Role Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Khansa%20Hayat">Khansa Hayat</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational stress is one of the vital phenomena which is having its roots deep down in has deep roots in management, psychology, and organizational behavior research. In the meanwhile, keeping its focus on the positive strength of humans rather than the traditional negativity oriented research, positive psychology has emerged as a separate branch of organizational behavior. The current study investigates the interactive effects of Challenge and hindrance stressors and core Self Evaluations (CSE’s) of the individual on job performances including the in-role performance and extra role performances. The study also aims to investigate the supporting/buffering role of the human dispositions (i.e., self esteem, self efficacy, locus of control and emotional stability). The results show that Challenge stressors have a significant positive effect on in role performance and extra role performance of the individual. The findings of the study indicate that Core Self evaluations strengthen the relationship between challenge stressors and in role performance of the individual. In case of Hindrance Stressors the Core self Evaluations lessen the negative impact of Hindrance stressors and they let the individual perform at a better and normal position even when the Hindrance stressors are high. The relationship and implication of conservation of resource theory are also discussed. The limitations, future research directions and implications of the study are also discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=challenge-hindrance%20stressors" title="challenge-hindrance stressors">challenge-hindrance stressors</a>, <a href="https://publications.waset.org/abstracts/search?q=core%20self%20evaluations" title=" core self evaluations"> core self evaluations</a>, <a href="https://publications.waset.org/abstracts/search?q=in-role%20performance" title=" in-role performance"> in-role performance</a>, <a href="https://publications.waset.org/abstracts/search?q=extra-role%20performance" title=" extra-role performance"> extra-role performance</a> </p> <a href="https://publications.waset.org/abstracts/62345/interactive-effects-of-challenge-hindrance-stressors-and-core-self-evaluations-on-in-role-and-extra-role-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/62345.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">277</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16473</span> Describing Professional Purchasers' Performance Applying the 'Big Five Inventory': Findings from a Survey in Austria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Volker%20Koch">Volker Koch</a>, <a href="https://publications.waset.org/abstracts/search?q=Sigrid%20Swobodnik"> Sigrid Swobodnik</a>, <a href="https://publications.waset.org/abstracts/search?q=Bernd%20M.%20Zunk"> Bernd M. Zunk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The success of companies on globalized markets is significantly influenced by the performance of purchasing departments and, of course, the individuals employed as professional purchasers. Nonetheless, this is generally accepted in practice, in literature as well as in empirical research, only insufficient attention was given to the assessment of this relationship between the personality of professional purchasers and their individual performance. This paper aims to describe the relationship against the background of the 'Big Five Inventory'. Based on the five dimensions of a personality (openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism) a research model was designed. The research model divides the individual performance of professional purchasers into two major dimensions: operational and strategic. The operational dimension consists of the items 'cost', 'quality delivery' and 'flexibility'; the strategic dimension comprises the positions 'innovation', 'supplier satisfaction' as wells as 'purchasing and supply management integration in the organization'. To test the research model, a survey study was performed, and an online questionnaire was sent out to purchasing professionals in Austrian companies. The data collected from 78 responses was used to test the research model applying a group comparison. The comparison points out that there is (i) an influence of the purchasers’ personality on the individual performance of professional purchasers and (ii) a link between purchasers’ personality to a high or a low individual performance of professional purchasers. The findings of this study may help human resource managers during staff recruitment processes to identify the 'right performing personality' for an operational and/or a strategic position in purchasing departments. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=big%20five%20inventory" title="big five inventory">big five inventory</a>, <a href="https://publications.waset.org/abstracts/search?q=individual%20performance" title=" individual performance"> individual performance</a>, <a href="https://publications.waset.org/abstracts/search?q=personality" title=" personality"> personality</a>, <a href="https://publications.waset.org/abstracts/search?q=purchasing%20professionals" title=" purchasing professionals"> purchasing professionals</a> </p> <a href="https://publications.waset.org/abstracts/82692/describing-professional-purchasers-performance-applying-the-big-five-inventory-findings-from-a-survey-in-austria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/82692.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">170</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16472</span> Factors Affecting Slot Machine Performance in an Electronic Gaming Machine Facility</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Etienne%20Provencal">Etienne Provencal</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20L.%20St-Pierre"> David L. St-Pierre</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A facility exploiting only electronic gambling machines (EGMs) opened in 2007 in Quebec City, Canada under the name of Salons de Jeux du Québec (SdjQ). This facility is one of the first worldwide to rely on that business model. This paper models the performance of such EGMs. The interest from a managerial point of view is to identify the variables that can be controlled or influenced so that a comprehensive model can help improve the overall performance of the business. The EGM individual performance model contains eight different variables under study (<em>Game Title, Progressive jackpot, Bonus Round, Minimum Coin-in, Maximum Coin-in, Denomination, Slant Top and Position</em>). Using data from Quebec City’s SdjQ, a linear regression analysis explains 90.80% of the EGM performance. Moreover, results show a behavior slightly different than that of a casino. The addition of <em>GameTitle</em> as a factor to predict the EGM performance is one of the main contributions of this paper. The choice of the game (<em>GameTitle</em>) is very important. Games having better position do not have significantly better performance than games located elsewhere on the gaming floor. <em>Progressive jackpots</em> have a positive and significant effect on the individual performance of EGMs. The impact of <em>BonusRound </em>on the dependent variable is significant but negative. The effect of <em>Denomination</em> is significant but weakly negative. As expected, the <em>Language</em> of an EGMS does not impact its individual performance. This paper highlights some possible improvements by indicating which features are performing well. Recommendations are given to increase the performance of the EGMs performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=EGM" title="EGM">EGM</a>, <a href="https://publications.waset.org/abstracts/search?q=linear%20regression" title=" linear regression"> linear regression</a>, <a href="https://publications.waset.org/abstracts/search?q=model%20prediction" title=" model prediction"> model prediction</a>, <a href="https://publications.waset.org/abstracts/search?q=slot%20operations" title=" slot operations"> slot operations</a> </p> <a href="https://publications.waset.org/abstracts/63512/factors-affecting-slot-machine-performance-in-an-electronic-gaming-machine-facility" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/63512.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">255</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16471</span> Quantifying Individual Performance of Pakistani Cricket Players</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kasif%20Khan">Kasif Khan</a>, <a href="https://publications.waset.org/abstracts/search?q=Azlan%20Allahwala"> Azlan Allahwala</a>, <a href="https://publications.waset.org/abstracts/search?q=Moiz%20Ali"> Moiz Ali</a>, <a href="https://publications.waset.org/abstracts/search?q=Hasan%20Lodhi"> Hasan Lodhi</a>, <a href="https://publications.waset.org/abstracts/search?q=Umer%20Amjad"> Umer Amjad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The number of runs scored by batsmen and wickets taken by bowlers serves as a natural way of quantifying the performance of a cricketer. Traditionally the batsmen and bowlers are rated on their batting or bowling average respectively. However, in a game like Cricket, it is not sufficient to evaluate performance on the basis of average. The biasness in selecting batsman and bowler on the basis of their past performance. The objective is to predict the best player and comparing their performance on the basis of venue, opponent, weather, and particular position. On the basis of predictions and analysis, and comparison the best team is selected for next upcoming series of Pakistan. The system is based and will be built to aid analyst in finding best possible team combination of Pakistan for a particular match and by providing them with advisories so that they can select the best possible team combination. This will also help the team management in identifying a perfect batting order and the bowling order for each match. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=data%20analysis" title="data analysis">data analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=Pakistan%20cricket%20players" title=" Pakistan cricket players"> Pakistan cricket players</a>, <a href="https://publications.waset.org/abstracts/search?q=quantifying%20individual%20performance" title=" quantifying individual performance"> quantifying individual performance</a>, <a href="https://publications.waset.org/abstracts/search?q=cricket" title=" cricket"> cricket</a> </p> <a href="https://publications.waset.org/abstracts/34511/quantifying-individual-performance-of-pakistani-cricket-players" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34511.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">297</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16470</span> The Impact of Transformational Leadership on Individual Attributes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bilal%20Liaqat">Bilal Liaqat</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Umar"> Muhammad Umar</a>, <a href="https://publications.waset.org/abstracts/search?q=Zara%20Bashir"> Zara Bashir</a>, <a href="https://publications.waset.org/abstracts/search?q=Hassan%20Rafique"> Hassan Rafique</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohsin%20Abbasi"> Mohsin Abbasi</a>, <a href="https://publications.waset.org/abstracts/search?q=Zarak%20Khan"> Zarak Khan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Transformational leadership is one of the most studied topics in the organization sciences. However, the impact of transformational leadership on employee’s individual attributes have not yet been studied. Purpose: This research aims to discover the relationship between transformational leadership and employee motivation, performance and creativity. Moreover, the study will also investigate the influence of transformational leadership on employee performance through employee motivation and employee creativity. Design-Methodology-Approach: The data was collected from employees in different organization. This cross-sectional study collected data from employees and the methodology used includes survey data that were collected from employees in organizations. Structured interviews were also conducted to explain the outcomes from the survey. Findings: The results of this study reveal that transformational leadership has a positive impact on employee’s individual attributes. Research Implications: Although this study expands our knowledge about the role of learning orientation between transformational leadership and employee motivation, performance and creativity, the prospects for further research are still present. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20creativity" title="employee creativity">employee creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20motivation" title=" employee motivation"> employee motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a> </p> <a href="https://publications.waset.org/abstracts/85528/the-impact-of-transformational-leadership-on-individual-attributes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85528.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">228</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16469</span> Effectiveness of Lean Manufacturing Technologies on Improving Business Performance: A Study of Indian Manufacturing Industries</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saumyaranjan%20Sahoo">Saumyaranjan Sahoo</a>, <a href="https://publications.waset.org/abstracts/search?q=Sudhir%20Yadav"> Sudhir Yadav</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Indian manufacturing firms operating in rapidly changing and highly competitive market, over the last few decades, have embraced organization-wide transformation to achieve cultural and operational excellence. In recent years, numerous approaches have been proposed to improve business and manufacturing performance. Lean practices in particular, Total Productive Management (TPM) and Total Quality Management (TQM) have received considerable attention, as they being adopted and adapted for raising the performance standard of Indian manufacturing firms to world class levels. The complementary nature of TPM and TQM is being practiced in many companies to achieve synergy. Specifically, this research investigates whether joint TPM-TQM implementation contribute to higher business performance when compared to individual implementation. Data from 160 manufacturing firms were analyzed that demonstrate synergetic implementation of both TPM-TQM practices over a reasonable period of time, contributed in delivering better business performance as compared to individual implementation strategy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=total%20productive%20management" title="total productive management">total productive management</a>, <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title=" total quality management"> total quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=Indian%20manufacturing%20firms" title=" Indian manufacturing firms"> Indian manufacturing firms</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20performance" title=" business performance"> business performance</a> </p> <a href="https://publications.waset.org/abstracts/60572/effectiveness-of-lean-manufacturing-technologies-on-improving-business-performance-a-study-of-indian-manufacturing-industries" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60572.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">271</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16468</span> Sustainability Performance in the Post-Pandemic Era: Employee Resilience Impact on Improving Employee and Organizational Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sonali%20Mohite">Sonali Mohite</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Severe changes to Organizational Sustainability (OS) have been brought about by the COVID-19 pandemic. This situation forces organizations to tackle the competencies required to augment Employee Resilience (ER) and make profitable growth. This study explores how employee resilience contributes to both individual and organizational success in the wake of the COVID-19 pandemic. We suggest that employees who possess strong coping mechanisms and adaptability are better equipped to handle ongoing disruptions, resulting in improved individual performance metrics like productivity, engagement, and innovative thinking. Hence, exploring the efficiency of ER in improving EP and OS in post-pandemic (PP) is the aim of this research. By utilizing convenience sampling techniques, a total of 422 employees have been collected from numerous organizations. After that, the study’s hypothesis is analysed by using Structural Equation Modelling (SEM). As per the study’s findings, the ER factors of “Job Satisfaction (JS)”, “Self-Efficacy (SE)”, “Supervisors’ Support (SS)”, and “Facilitating Conditions (FC)” have positive and significant associations with organizational efficiency. Furthermore, the study’s findings also exhibited that there is the most important relation between SE and EOP. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20resilience" title="employee resilience">employee resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=post-pandemic" title=" post-pandemic"> post-pandemic</a> </p> <a href="https://publications.waset.org/abstracts/189250/sustainability-performance-in-the-post-pandemic-era-employee-resilience-impact-on-improving-employee-and-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/189250.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">22</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16467</span> CSR and Its Internal Communication – Effects on the Employee Commitment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Silke%20Bustamante">Silke Bustamante</a>, <a href="https://publications.waset.org/abstracts/search?q=Andrea%20Pelzeter"> Andrea Pelzeter</a>, <a href="https://publications.waset.org/abstracts/search?q=Andreas%20Deckmann"> Andreas Deckmann</a>, <a href="https://publications.waset.org/abstracts/search?q=Rudi%20Ehlscheidt"> Rudi Ehlscheidt</a>, <a href="https://publications.waset.org/abstracts/search?q=Franziska%20Freudenberger"> Franziska Freudenberger</a> </p> <p class="card-text"><strong>Abstract:</strong></p> CSR is associated with a great number of positive effects. This also includes the positive impact of CSR on the commitment of its employees. The internal CSR communication here takes the essential function as a mediator of the CSR performance of a company to the employees. The importance of CSR communication is, therefore, essential. Employees can usually only perceive the CSR efforts of a company if it is also communicated to them. Only if the employees perceive the CSR of their employer positively, the employer-CSR can also have a positive impact on their affective commitment. Therefore, organizational and individual factors are crucial and thus need to consider. This relationship between the organizational and individual factors was investigated in a qualitative case study in six companies of the German service sector. Expert interviews and focus group interviews were conducted and questionnaire-based ratings by company representatives were raised. Among the individual factors, in terms of CSR, the expectations and relevance of its employees, as well as the perception of CSR by the staff, are included. The organizational factors include the actual CSR performance and its communication. Ultimately, the impact of CSR on the commitment is examined with this holistic approach. The results show that the individual CSR perception does not always match the corporate CSR performance and its depiction in internal communication. Furthermore, employees have given suggestions on how CSR should be communicated by their employer. Knowledge memory systems (e.g. wiki) on the on hand and media-based information, on the other hand, were highlighted. Primarily the employee-related CSR is most important for the employees, whereas ecological CSR activities hardly play a role. The findings indicate the importance of CSR communication in the CSR concept as it provides the missing link between CSR performance and appreciation by an increase in commitment. It should only be communicated, what is done. CSR communication should also be carried out in a plausible and transparent way. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=CSR" title="CSR">CSR</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20commitment" title=" employee commitment"> employee commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=employer%20brand" title=" employer brand"> employer brand</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20communication" title=" internal communication"> internal communication</a> </p> <a href="https://publications.waset.org/abstracts/46336/csr-and-its-internal-communication-effects-on-the-employee-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46336.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">265</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16466</span> Emerging Dimensions of Intrinsic Motivation for Effective Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Prachi%20Bhatt">Prachi Bhatt</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Motivated workforce is an important asset of an organisation. Intrinsic motivation is one of the key aspects of people operations and performance. Researches have emphasized the significance of internal factors in individuals’ motivation. In the changing business scenario, it is a challenge for the organizations’ leaders to inspire and motivate their workforce. The present study deals with the intrinsic motivation potential of an individual which govern the innate capability of an individual driving him or her to behave or perform in the changing work environment, tasks, teams. Differences at individual level significantly influence differences in levels of motivation. In the above context, the present research attempts to explore behavioral trait dimensions which influence motivational potential of an individual. The present research emphasizes the significance of intrinsic motivational potential and the significance of exploring the differences in the intrinsic motivational potential levels of individuals at work places. Thus, this paper empirically tests the framework of behavioral traits which affects motivational potential of an individual. With the help of two studies i.e., Study 1 and Study 2, exploratory factor analysis and confirmatory factor analysis, respectively, indicated a reliable measure assessing intrinsic motivational potential of an individual. Given the variety of challenges of motivating contemporary workforce, and with increasing importance of intrinsic motivation, the paper discusses the relevance of the findings and of the measure assessing intrinsic motivational potential. Assessment of such behavioral traits would assist in the effective realization of intrinsic motivational potential of individuals. Additionally, the paper discusses the practical implications and furnishes scope for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=behavioral%20traits" title="behavioral traits">behavioral traits</a>, <a href="https://publications.waset.org/abstracts/search?q=individual%20differences" title=" individual differences"> individual differences</a>, <a href="https://publications.waset.org/abstracts/search?q=intrinsic%20motivational%20potential" title=" intrinsic motivational potential"> intrinsic motivational potential</a>, <a href="https://publications.waset.org/abstracts/search?q=intrinsic%20motivation" title=" intrinsic motivation"> intrinsic motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation" title=" motivation"> motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=workplace%20motivation" title=" workplace motivation"> workplace motivation</a> </p> <a href="https://publications.waset.org/abstracts/90248/emerging-dimensions-of-intrinsic-motivation-for-effective-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/90248.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">196</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16465</span> A Multimodal Approach to Improve the Performance of Biometric System</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chander%20Kant">Chander Kant</a>, <a href="https://publications.waset.org/abstracts/search?q=Arun%20Kumar"> Arun Kumar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Biometric systems automatically recognize an individual based on his/her physiological and behavioral characteristics. There are also some traits like weight, age, height etc. that may not provide reliable user recognition because of there common and temporary nature. These traits are called soft bio metric traits. Although soft bio metric traits are lack of permanence to uniquely and reliably identify an individual, yet they provide some beneficial evidence about the user identity and may improve the system performance. Here in this paper, we have proposed an approach for integrating the soft bio metrics with fingerprint and face to improve the performance of personal authentication system. In our approach we have proposed a combined architecture of three different sensors to elevate the system performance. The approach includes, soft bio metrics, fingerprint and face traits. We have also proven the efficiency of proposed system regarding FAR (False Acceptance Ratio) and total response time, with the help of MUBI (Multimodal Bio metrics Integration) software. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=FAR" title="FAR">FAR</a>, <a href="https://publications.waset.org/abstracts/search?q=minutiae%20point" title=" minutiae point"> minutiae point</a>, <a href="https://publications.waset.org/abstracts/search?q=multimodal%20bio%20metrics" title=" multimodal bio metrics"> multimodal bio metrics</a>, <a href="https://publications.waset.org/abstracts/search?q=primary%20bio%20metric" title=" primary bio metric"> primary bio metric</a>, <a href="https://publications.waset.org/abstracts/search?q=soft%20bio%20metric" title=" soft bio metric"> soft bio metric</a> </p> <a href="https://publications.waset.org/abstracts/12625/a-multimodal-approach-to-improve-the-performance-of-biometric-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12625.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">346</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16464</span> The Role of Self-Regulation and Assessment Feedback on Creative Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sylvie%20Studente">Sylvie Studente</a>, <a href="https://publications.waset.org/abstracts/search?q=Filia%20J.%20Garivaldis"> Filia J. Garivaldis</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The emotions and cognitions that underpin creative performance have been of interest for decades if not centuries, however, research evidence has still not conclusively offered reliable predictors of creativity. It is unclear whether stressors are detrimental to creative thinking, or whether some stress imposes necessary constraints to facilitate the creative process. The present research aims to examine the role of individual differences in self-regulation in influencing the links between emotions, cognitions, and creativity. Self-regulation is the capacity to disengage from moods that inhibit goal progress, and cope with failure, focus on impending intentions, and enhance the intrinsic appeal of tasks. Therefore, it is anticipated that individuals with an intuitive ability in self-regulation are able to harness their emotions and cognitions, to perform well on a creative task. In contrast, individuals with a deficiency in self-regulation will experience difficulty in such a task. Furthermore, stress in the form of positive and negative assessment feedback in the context of education will be manipulated to explore the interactive effects of environmental and individual difference factors on creative performance. The results will provide insight into the underlying factors associated with emotions and creativity, and inform future research in individual differences in cognition and emotion, and environmental triggers of creativity. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=creativity" title="creativity">creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=feedback" title=" feedback"> feedback</a>, <a href="https://publications.waset.org/abstracts/search?q=self-regulation" title=" self-regulation"> self-regulation</a>, <a href="https://publications.waset.org/abstracts/search?q=stress" title=" stress"> stress</a> </p> <a href="https://publications.waset.org/abstracts/87041/the-role-of-self-regulation-and-assessment-feedback-on-creative-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/87041.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">474</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16463</span> Service-Oriented Performance Considerations for Remotely Piloted Aircraft Systems Traffic Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Iraj%20Mantegh">Iraj Mantegh</a>, <a href="https://publications.waset.org/abstracts/search?q=Charles%20Vidal"> Charles Vidal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper considers Unmanned Aircraft Systems (UAS) Traffic Management system from a service-oriented architecture point of view and proposes a framework for its performance requirements. The architecture specifically considered is related to the Remotely Piloted Aircraft Systems (RPAS) Traffic Management that is adapted by Transport Canada, in close collaboration with other jurisdictions in the United States and European Union. First, the functional performances for each individual service that comprises the Traffic Management system are defined here, and then quantitative parameters to gauge the performances of individual services are proposed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=UAV" title="UAV">UAV</a>, <a href="https://publications.waset.org/abstracts/search?q=drone" title=" drone"> drone</a>, <a href="https://publications.waset.org/abstracts/search?q=UAS" title=" UAS"> UAS</a>, <a href="https://publications.waset.org/abstracts/search?q=traffic%20management" title=" traffic management"> traffic management</a>, <a href="https://publications.waset.org/abstracts/search?q=UTM" title=" UTM"> UTM</a> </p> <a href="https://publications.waset.org/abstracts/150892/service-oriented-performance-considerations-for-remotely-piloted-aircraft-systems-traffic-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/150892.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">177</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16462</span> Performance in Police Organizations: Approaches from the Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Felipe%20Haleyson%20Ribeiro%20dos%20Santos">Felipe Haleyson Ribeiro dos Santos</a>, <a href="https://publications.waset.org/abstracts/search?q=Edson%20Ronaldo%20Guarido%20Filho"> Edson Ronaldo Guarido Filho</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This article aims to review the literature on performance in police organizations. For that, the inOrdinatio method was adopted, which defines the form of selection and classification of articles. The search was carried out in databases, which resulted in a total of 619 documents that were cataloged and classified with the support of the Mendeley software. The theoretical scope intended here is to identify how performance in police organizations has been studied. After deepening the analysis and focusing on management, it was possible to classify the articles into three levels: individual, organizational, and institutional. However, to our best knowledge, no studies were found that addressed the performance relationship between the levels, which can be seen as a suggestion for further research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=police%20management" title="police management">police management</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=multi-level" title=" multi-level"> multi-level</a> </p> <a href="https://publications.waset.org/abstracts/153739/performance-in-police-organizations-approaches-from-the-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/153739.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">108</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16461</span> Data-Driven Performance Evaluation of Surgical Doctors Based on Fuzzy Analytic Hierarchy Processes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yuguang%20Gao">Yuguang Gao</a>, <a href="https://publications.waset.org/abstracts/search?q=Qiang%20Yang"> Qiang Yang</a>, <a href="https://publications.waset.org/abstracts/search?q=Yanpeng%20Zhang"> Yanpeng Zhang</a>, <a href="https://publications.waset.org/abstracts/search?q=Mingtao%20Deng"> Mingtao Deng</a> </p> <p class="card-text"><strong>Abstract:</strong></p> To enhance the safety, quality and efficiency of healthcare services provided by surgical doctors, we propose a comprehensive approach to the performance evaluation of individual doctors by incorporating insights from performance data as well as views of different stakeholders in the hospital. Exploratory factor analysis was first performed on collective multidimensional performance data of surgical doctors, where key factors were extracted that encompass assessment of professional experience and service performance. A two-level indicator system was then constructed, for which we developed a weighted interval-valued spherical fuzzy analytic hierarchy process to analyze the relative importance of the indicators while handling subjectivity and disparity in the decision-making of multiple parties involved. Our analytical results reveal that, for the key factors identified as instrumental for evaluating surgical doctors’ performance, the overall importance of clinical workload and complexity of service are valued more than capacity of service and professional experience, while the efficiency of resource consumption ranks comparatively the lowest in importance. We also provide a retrospective case study to illustrate the effectiveness and robustness of our quantitative evaluation model by assigning meaningful performance ratings to individual doctors based on the weights developed through our approach. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=analytic%20hierarchy%20processes" title="analytic hierarchy processes">analytic hierarchy processes</a>, <a href="https://publications.waset.org/abstracts/search?q=factor%20analysis" title=" factor analysis"> factor analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=fuzzy%20logic" title=" fuzzy logic"> fuzzy logic</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20evaluation" title=" performance evaluation"> performance evaluation</a> </p> <a href="https://publications.waset.org/abstracts/181443/data-driven-performance-evaluation-of-surgical-doctors-based-on-fuzzy-analytic-hierarchy-processes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/181443.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">58</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16460</span> Comparative Analysis of Competitive State Anxiety among Team Sport and Individual Sport Athletes in Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hossein%20Soltani">Hossein Soltani</a>, <a href="https://publications.waset.org/abstracts/search?q=Zahra%20Hojati"> Zahra Hojati</a>, <a href="https://publications.waset.org/abstracts/search?q=Seyed%20Reza%20Attarzadeh%20Hossini"> Seyed Reza Attarzadeh Hossini</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Anxiety levels before and during competition are not clear due to conflicting findings; various athletes have reported different levels of anxiety from much too low. With respect to the fact that every sport field has its own special nature, and the lack of a comprehensive theory in this field made the author to compare competitive state anxiety among team sport and individual sport athletes in Iran. The sample included 120 male athletes, 60 athletes in individual sports (taekwondo, karate, and wrestling) and 60 athletes in team sports (volleyball, basketball, futsal). All participants in this study were regularly competing at the super leagues and regional level. The research instrument employed was the Persian version of the Competitive State Anxiety Inventory-2. This inventory was distributed among the subjects about 30 minutes before the first competition. Finally, using one-way ANOVA data was analyzed. The results indicated that the mean score of cognitive and somatic anxiety among individual sport athletes was higher than that of team sport athletes (P<0.05). Self-confidence levels of individual sports athletes was higher than that of team sports athletes but the difference was not significant (P >0.05). It seems the being part of a team alleviates some of the pressure experienced by those who compete alone. Conclusion: Individual sport athletes may be more exposed to evaluation and more engaged in their own skills and abilities than team sport athletes given that responsibility for performance is not distributed across several performers. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20state%20anxiety" title="competitive state anxiety">competitive state anxiety</a>, <a href="https://publications.waset.org/abstracts/search?q=cognitive%20anxiety" title=" cognitive anxiety"> cognitive anxiety</a>, <a href="https://publications.waset.org/abstracts/search?q=somatic%20anxiety" title=" somatic anxiety"> somatic anxiety</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20sports" title=" team sports"> team sports</a>, <a href="https://publications.waset.org/abstracts/search?q=individual%20sports" title=" individual sports"> individual sports</a> </p> <a href="https://publications.waset.org/abstracts/32449/comparative-analysis-of-competitive-state-anxiety-among-team-sport-and-individual-sport-athletes-in-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32449.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">576</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16459</span> Impact of Contemporary Performance Measurement System and Organization Justice on Academic Staff Work Performance </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amizawati%20Mohd%20Amir">Amizawati Mohd Amir</a>, <a href="https://publications.waset.org/abstracts/search?q=Ruhanita%20Maelah"> Ruhanita Maelah</a>, <a href="https://publications.waset.org/abstracts/search?q=Zaidi%20Mohd%20Noor"> Zaidi Mohd Noor</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As part of the Malaysia Higher Institutions' Strategic Plan in promoting high-quality research and education, the Ministry of Higher Education has introduced various instrument to assess the universities performance. The aims are that university will produce more commercially-oriented research and continue to contribute in producing professional workforce for domestic and foreign needs. Yet the spirit of the success lies in the commitment of university particularly the academic staff to translate the vision into reality. For that reason, the element of fairness and justice in assessing individual academic staff performance is crucial to promote directly linked between university and individual work goals. Focusing on public research universities (RUs) in Malaysia, this study observes at the issue through the practice of university contemporary performance measurement system. Accordingly management control theory has conceptualized that contemporary performance measurement consisting of three dimension namely strategic, comprehensive and dynamic building upon equity theory, the relationships between contemporary performance measurement system and organizational justice and in turn the effect on academic staff work performance are tested based on online survey data administered on 365 academic staff from public RUs, which were analyzed using statistics analysis SPSS and Equation Structure Modeling. The findings validated the presence of strategic, comprehensive and dynamic in the contemporary performance measurement system. The empirical evidence also indicated that contemporary performance measure and procedural justice are significantly associated with work performance but not for distributive justice. Furthermore, procedural justice does mediate the relationship between contemporary performance measurement and academic staff work performance. Evidently, this study provides evidence on the importance of perceptions of justice towards influencing academic staff work performance. This finding may be a fruitful input in the setting up academic staff performance assessment policy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=comprehensive" title="comprehensive">comprehensive</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic" title=" dynamic"> dynamic</a>, <a href="https://publications.waset.org/abstracts/search?q=distributive%20justice" title=" distributive justice"> distributive justice</a>, <a href="https://publications.waset.org/abstracts/search?q=contemporary%20performance%20measurement%20system" title=" contemporary performance measurement system"> contemporary performance measurement system</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic" title=" strategic"> strategic</a>, <a href="https://publications.waset.org/abstracts/search?q=procedure%20justice" title=" procedure justice"> procedure justice</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20performance" title=" work performance"> work performance</a> </p> <a href="https://publications.waset.org/abstracts/78800/impact-of-contemporary-performance-measurement-system-and-organization-justice-on-academic-staff-work-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78800.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">408</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16458</span> Performance Improvement in a Micro Compressor for Micro Gas Turbine Using Computational Fluid Dynamics</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kamran%20Siddique">Kamran Siddique</a>, <a href="https://publications.waset.org/abstracts/search?q=Hiroyuki%20Asada"> Hiroyuki Asada</a>, <a href="https://publications.waset.org/abstracts/search?q=Yoshifumi%20Ogami"> Yoshifumi Ogami</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Micro gas turbine (MGT) nowadays has a wide variety of applications from drones to hybrid electric vehicles. As microfabrication technology getting better, the size of MGT is getting smaller. Overall performance of MGT is dependent on the individual components. Each component’s performance is dependent and interrelated with another component. Therefore, careful consideration needs to be given to each and every individual component of MGT. In this study, the focus is on improving the performance of the compressor in order to improve the overall performance of MGT. Computational Fluid Dynamics (CFD) is being performed using the software FLUENT to analyze the design of a micro compressor. Operating parameters like mass flow rate and RPM, and design parameters like inner blade angle (IBA), outer blade angle (OBA), blade thickness and number of blades are varied to study its effect on the performance of the compressor. Pressure ratio is used as a tool to measure the performance of the compressor. Higher the pressure ratio, better the design is. In the study, target mass flow rate is 0.2 g/s and RPM to be less than or equal to 900,000. So far, a pressure ratio of above 3 has been achieved at 0.2 g/s mass flow rate with 5 rotor blades, 0.36 mm blade thickness, 94.25 degrees OBA and 10.46 degrees IBA. The design in this study differs from a regular centrifugal compressor used in conventional gas turbines such that compressor is designed keeping in mind ease of manufacturability. So, this study proposes a compressor design which has a good pressure ratio, and at the same time, it is easy to manufacture using current microfabrication technologies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=computational%20fluid%20dynamics" title="computational fluid dynamics">computational fluid dynamics</a>, <a href="https://publications.waset.org/abstracts/search?q=FLUENT%20microfabrication" title=" FLUENT microfabrication"> FLUENT microfabrication</a>, <a href="https://publications.waset.org/abstracts/search?q=RPM" title=" RPM"> RPM</a> </p> <a href="https://publications.waset.org/abstracts/108590/performance-improvement-in-a-micro-compressor-for-micro-gas-turbine-using-computational-fluid-dynamics" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/108590.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">162</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16457</span> On the Impracticality of Kierkegaard's Community of Authentic Individuals</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Andrew%20Ka%20Pok%20Tam">Andrew Ka Pok Tam</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Kierkegaard has been misinterpreted as an anti-social philosopher for a long time until in recent years when there are more discussions on his concept of community in Journals and Papers inspired by Karl Bayer. Community which is based upon an individual's relations to others is different from the crowd or the public where the numerical or the majority make decisions. As a result, authenticity is only possible in the community. But Kierkegaard did not explain how we can preserve the individual's authenticity by establishing a community instead of a public in the reality. Kierkegaard was against the democratic reform in 1848 Denmark because he thought all elections mean the majority wins and the authenticity of a single individual would be suppressed. However, Kierkegaard himself does not suggest an alternative political system that may preserve the authenticity of individual. This paper aims to evaluate the possibility for us to establish a Kierkegaadian community in practice so as to preserve every individual's authenticity. This paper argues that the practicality of Kierekegaadian community is limited. In order to have effective communications and relations among individuals, a Kierkegaardian community must be small and inefficient as every individual's must remain authentic in all political decision for the whole community. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=authenticity" title="authenticity">authenticity</a>, <a href="https://publications.waset.org/abstracts/search?q=community" title=" community"> community</a>, <a href="https://publications.waset.org/abstracts/search?q=individual" title=" individual"> individual</a>, <a href="https://publications.waset.org/abstracts/search?q=kierkegaard" title=" kierkegaard"> kierkegaard</a> </p> <a href="https://publications.waset.org/abstracts/64141/on-the-impracticality-of-kierkegaards-community-of-authentic-individuals" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64141.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">360</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16456</span> Organizational Learning, Job Satisfaction and Work Performance among Nurses</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rafia%20Rafique">Rafia Rafique</a>, <a href="https://publications.waset.org/abstracts/search?q=Arifa%20Khadim"> Arifa Khadim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research investigates the moderating role of job satisfaction between organizational learning and work performance among nurses. Correlation research design was used. Non-probability purposive sampling technique was utilized to recruit a sample of 110 nurses from public hospitals situated in the city of Lahore. The construct of organizational learning was measured using subscale of Integrated Scale for Measuring Organizational Learning. Job satisfaction was measured with the help of Job Satisfaction Survey. Performance of employees (task performance, contextual performance and counterproductive work behavior) was assessed by Individual Work Performance Questionnaire. Job satisfaction negatively moderates the relationship between organizational learning and counterproductive work behavior. Education has a significant positive relationship with organizational learning. Age, current hospital experience, marital satisfaction and salary of the nurses have positive relationship while number of children has significant negative relationship with counterproductive work behavior. These outcomes can be insightful in understanding the dynamics involved in work performance. Based on the result of this study relevant solutions can be proposed to improve the work performance of nurses. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=counterproductive%20work%20behavior" title="counterproductive work behavior">counterproductive work behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=nurses" title=" nurses"> nurses</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20performance" title=" work performance"> work performance</a> </p> <a href="https://publications.waset.org/abstracts/71137/organizational-learning-job-satisfaction-and-work-performance-among-nurses" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/71137.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">445</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16455</span> Motivational Factors on Non-Academic Staff of Higher Education</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Atya%20Nur%20Aisha">Atya Nur Aisha</a>, <a href="https://publications.waset.org/abstracts/search?q=Pamoedji%20Hardjomidjojo"> Pamoedji Hardjomidjojo</a>, <a href="https://publications.waset.org/abstracts/search?q=Yassierli"> Yassierli</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Motivation is an important aspect which affects employee behavior to achieve performance. Working motivation tend to be unstable, it easily changing. This condition could be affected by individual factors, namely working ability, and organizational factors, such as working condition and incentives system. The purpose of this study was to examine the impact of individual and organizational factors on non-academic staff motivation. A questionnaire was designed and distributed to 150 non-academic staff of a university in Indonesia. Regression analysis was used to identify the relationship. Results revealed that individual working ability and incentives system had a positive impact on non-academic staff motivation (sig 0.001). This study provides information about practical implication for university authorities and theoretical implications for researchers who interested in exploring motivational and employee performance in a higher education context. It was proposed to increase productivity and work motivation of non-academic staff, university authorities should maintain equality and feasibility of incentives system and design a human resource development to improve employee ability. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=motivation" title="motivation">motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=incentives" title=" incentives"> incentives</a>, <a href="https://publications.waset.org/abstracts/search?q=working%20ability" title=" working ability"> working ability</a>, <a href="https://publications.waset.org/abstracts/search?q=non-academic%20staff" title=" non-academic staff"> non-academic staff</a> </p> <a href="https://publications.waset.org/abstracts/39687/motivational-factors-on-non-academic-staff-of-higher-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39687.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">410</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16454</span> The Mediating Effect of Individual Readiness for Change in the Relationship between Organisational Culture and Individual Commitment to Change </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20Haffar">Mohamed Haffar</a>, <a href="https://publications.waset.org/abstracts/search?q=Lois%20Farquharson"> Lois Farquharson</a>, <a href="https://publications.waset.org/abstracts/search?q=Gbola%20Gbadamosi"> Gbola Gbadamosi</a>, <a href="https://publications.waset.org/abstracts/search?q=Wafi%20Al-Karaghouli"> Wafi Al-Karaghouli</a>, <a href="https://publications.waset.org/abstracts/search?q=Ramadane%20Djbarni"> Ramadane Djbarni</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A few recent research studies and mostly conceptual in nature have paid attention to the relationship between organizational culture (OC), individual readiness for change (IRFC) and individual affective commitment to change (IACC). Surprisingly enough, there is a lack of empirical studies investigating the influence of all four OC types on IRFC and IACC. Moreover, there is a very limited research investigating the mediating role of individual readiness for change between OC types and individual affective commitment to change. Therefore, this study is proposed to fill this gap by providing empirical evidence leading to advancement in the understanding of direct and indirect influences of OC on individual affective commitment to change. To achieve this, a questionnaire based survey was developed and self-administered to 226 middle managers in Algerian manufacturing organizations (AMOs). The results of this study indicated that group culture and adhocracy culture positively affect the IACC. Furthermore, the findings of this study show support for the mediating roles of self-efficacy and personally valence in the relationship between OC and IACC. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=individual%20readiness%20for%20change" title="individual readiness for change">individual readiness for change</a>, <a href="https://publications.waset.org/abstracts/search?q=individual%20commitment%20to%20change" title=" individual commitment to change"> individual commitment to change</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20culture" title=" organisational culture"> organisational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing%20organisations" title=" manufacturing organisations"> manufacturing organisations</a> </p> <a href="https://publications.waset.org/abstracts/24908/the-mediating-effect-of-individual-readiness-for-change-in-the-relationship-between-organisational-culture-and-individual-commitment-to-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24908.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">503</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16453</span> Preferred Leadership Behaviour of Coaches by Athletes in Individual and Team Sports in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ali%20Isa%20Danlami">Ali Isa Danlami</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examined the coaching leadership behaviours preferred by athletes in individual and team sports in Nigeria that may lead to increased satisfaction and performance. Six leadership behaviours were identified; these are democratic, training and instruction, situational consideration, autocratic, social support and positive feedback. The six leadership behaviours relate to the preference of coaches by athletes that leads to increased performance were the focus of this study. The population of this study is comprised of male and female athletes of states sports councils in Nigeria. An ex-post facto research design was employed for this study. Stratified and purposive sampling techniques were used to select the sampled states according to the six geo-political zones of the country. Two states (North Central (FCT, Nasarawa), North East (Bauchi, Gombe), North West (Kaduna, Sokoto), South East (Anambra, Imo), South west (Ogun, Ondo), South South (Delta, and Rivers) were selected from each stratum. A modified questionnaire was used to collect data for this study, and the data collected were subjected to a reliability test using the Statistical Package for Social Science (SPSS) to analyse the data. A two sample Z-test procedure was used to test the significant differences because of the large number of subjects involved in the different groups. All hypotheses were tested at 0.05 alpha value. The findings of the study concluded that: Athletes in team and individual sports generally preferred coaches who were more disposed towards training and instructions, social support, positive feedback, situational consideration and democratic behaviours. It was also found that athletes in team sports have higher preference for coaches with democratic behaviour. The result revealed that athletes in team and individual sports did not have a preference for coaches disposed towards autocratic behaviour. Based on this, the following recommendations were made: Democratic behaviour by coaches should be encouraged in team and individual sports. Coaches should not be engaged in autocratic behaviours when coaching. These behaviours should be adopted by coaches to increase athletes’ satisfaction and enhancement in performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20behaviour" title="leadership behaviour">leadership behaviour</a>, <a href="https://publications.waset.org/abstracts/search?q=preference" title=" preference"> preference</a>, <a href="https://publications.waset.org/abstracts/search?q=athletes" title=" athletes"> athletes</a>, <a href="https://publications.waset.org/abstracts/search?q=individual" title=" individual"> individual</a>, <a href="https://publications.waset.org/abstracts/search?q=team" title=" team"> team</a>, <a href="https://publications.waset.org/abstracts/search?q=coaches%E2%80%99" title=" coaches’"> coaches’</a> </p> <a href="https://publications.waset.org/abstracts/110879/preferred-leadership-behaviour-of-coaches-by-athletes-in-individual-and-team-sports-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/110879.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">131</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16452</span> Examining Relationship between Programming Performance, Programming Self Efficacy and Math Success </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mustafa%20Ekici">Mustafa Ekici</a>, <a href="https://publications.waset.org/abstracts/search?q=Sacide%20G%C3%BCzin%20Mazman"> Sacide Güzin Mazman </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Programming is the one of ability in computer science fields which is generally perceived difficult by students and various individual differences have been implicated in that ability success. Although several factors that affect programming ability have been identified over the years, there is not still a full understanding of why some students learn to program easily and quickly while others find it complex and difficult. Programming self-efficacy and mathematic success are two of those essential individual differences which are handled as having important effect on the programming success. This study aimed to identify the relationship between programming performance, programming self efficacy and mathematics success. The study group is consisted of 96 undergraduates from Department of Econometrics of Uşak University. 38 (39,58%) of the participants are female while 58 (60,41%) of them are male. Study was conducted in the programming-I course during 2014-2015 fall term. Data collection tools are comprised of programming course final grades, programming self efficacy scale and a mathematics achievement test. Data was analyzed through correlation analysis. The result of study will be reported in the full text of the study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=programming%20performance" title="programming performance">programming performance</a>, <a href="https://publications.waset.org/abstracts/search?q=self%20efficacy" title=" self efficacy"> self efficacy</a>, <a href="https://publications.waset.org/abstracts/search?q=mathematic%20success" title=" mathematic success"> mathematic success</a>, <a href="https://publications.waset.org/abstracts/search?q=computer%20science" title=" computer science"> computer science</a> </p> <a href="https://publications.waset.org/abstracts/18162/examining-relationship-between-programming-performance-programming-self-efficacy-and-math-success" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18162.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">502</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16451</span> Would Intra-Individual Variability in Attention to Be the Indicator of Impending the Senior Adults at Risk of Cognitive Decline: Evidence from Attention Network Test(ANT)</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hanna%20Lu">Hanna Lu</a>, <a href="https://publications.waset.org/abstracts/search?q=Sandra%20S.%20M.%20Chan"> Sandra S. M. Chan</a>, <a href="https://publications.waset.org/abstracts/search?q=Linda%20C.%20W.%20Lam"> Linda C. W. Lam</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Objectives: Intra-individual variability (IIV) has been considered as a biomarker of healthy ageing. However, the composite role of IIV in attention, as an impending indicator for neurocognitive disorders warrants further exploration. This study aims to investigate the IIV, as well as their relationships with attention network functions in adults with neurocognitive disorders (NCD). Methods: 36adults with NCD due to Alzheimer’s disease(NCD-AD), 31adults with NCD due to vascular disease (NCD-vascular), and 137 healthy controls were recruited. Intraindividual standard deviations (iSD) and intraindividual coefficient of variation of reaction time (ICV-RT) were used to evaluate the IIV. Results: NCD groups showed greater IIV (iSD: F= 11.803, p < 0.001; ICV-RT:F= 9.07, p < 0.001). In ROC analyses, the indices of IIV could differentiateNCD-AD (iSD: AUC value = 0.687, p= 0.001; ICV-RT: AUC value = 0.677, p= 0.001) and NCD-vascular (iSD: AUC value = 0.631, p= 0.023;ICV-RT: AUC value = 0.615, p= 0.045) from healthy controls. Moreover, the processing speed could distinguish NCD-AD from NCD-vascular (AUC value = 0.647, p= 0.040). Discussion: Intra-individual variability in attention provides a stable measure of cognitive performance, and seems to help distinguish the senior adults with different cognitive status. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=intra-individual%20variability" title="intra-individual variability">intra-individual variability</a>, <a href="https://publications.waset.org/abstracts/search?q=attention%20network" title=" attention network"> attention network</a>, <a href="https://publications.waset.org/abstracts/search?q=neurocognitive%20disorders" title=" neurocognitive disorders"> neurocognitive disorders</a>, <a href="https://publications.waset.org/abstracts/search?q=ageing" title=" ageing"> ageing</a> </p> <a href="https://publications.waset.org/abstracts/40980/would-intra-individual-variability-in-attention-to-be-the-indicator-of-impending-the-senior-adults-at-risk-of-cognitive-decline-evidence-from-attention-network-testant" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40980.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">475</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">16450</span> Corporate Social Responsibility Practices and Financial Performance: The Case of French Unlisted SMEs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zineb%20Abidi">Zineb Abidi</a>, <a href="https://publications.waset.org/abstracts/search?q=Marc-Arthur%20Diaye"> Marc-Arthur Diaye</a> </p> <p class="card-text"><strong>Abstract:</strong></p> There exists a large empirical literature concerning the relationship between corporate social responsibility (CSR) and corporate financial performance. This literature, however, applies mainly to large corporations and/or listed firms. To the best of our knowledge, the question of whether meeting CSR requirements impacts the financial performance of small and medium-sized unlisted SMEs has not so far been analyzed. This paper aims to analyze, for the first time, the effect of CSR on the financial performance of SMEs. Using an original database including 5,257 French SMEs, we show that adopting CSR practices has a positive but weak effect on a firm’s financial performance. To develop this further, we analyzed CSR practices interactions assessing the best combination of CSR components that positively influence SME financial performance. Our results show that French SMEs benefit more from their pro-social behavior when they choose a combination of CSR components best adapted to their individual characteristics. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title="corporate social responsibility">corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20performance" title=" financial performance"> financial performance</a>, <a href="https://publications.waset.org/abstracts/search?q=unlisted%20firms" title=" unlisted firms"> unlisted firms</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs" title=" SMEs"> SMEs</a> </p> <a href="https://publications.waset.org/abstracts/137045/corporate-social-responsibility-practices-and-financial-performance-the-case-of-french-unlisted-smes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/137045.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">172</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=individual%20performance&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=individual%20performance&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=individual%20performance&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=individual%20performance&page=5">5</a></li> <li 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