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Employing Deep Learning in Intraday Stock Trading
Accurate stock price prediction is a significant benefit to the Stock investors. The future Stock value of any company is determined by Stock market prediction. A successful prediction of the stock's future price could result in a significant profit; Hence investors prefer a precise Stock price prediction. Although there are many different approaches to helps in forecasting stock prices, this paper will briefly look into the deep learning models and compare LSTM model and its variants. The key intention of this study is to propose a model that is best suitable and can be implemented to forecasting trend of stock prices. This paper focuses on binary classification problem, predicting the next-minute price movement of SPDR SP 500 index The testing experiments performed on the SPDR SP 500 index reveals that the variants of LSTM models, Slim LSTM1, slim LSTM2, and Slim LSTM3 with less parameters, provide better performance when compared to the Standard LSTM Model. 2020 IEEE. -
Employing bioactive compounds derived from Ipomoea obscura (L.) to evaluate potential inhibitor for SARS-CoV-2 main protease and ACE2 protein
Angiotensin converting enzyme 2 (ACE2) and main protease (MPro) are significant target proteins, mainly involved in the attachment of viral genome to host cells and aid in replication of severe acute respiratory syndrome-coronaviruses or SARS-CoV genome. In the present study, we identified 11 potent bioactive compounds from ethanolic leaf extract of Ipomoea obscura (L.) by using GC-MS analysis. These potential bioactive compounds were considered for molecular docking studies against ACE2 and MPro target proteins to determine the antiviral effects against SARS-COV. Results exhibits that among 11 compounds from I. obscura (L.), urso-deoxycholic acid, demeclocycline, tetracycline, chlorotetracycline, and ethyl iso-allocholate had potential viral inhibitory activity. Hence, the present findings suggested that chemical constitution present in I. obscura (L.) will address inhibition of corona viral replication in host cells. 2020 The Authors. Food Frontiers published by NCU, NWU, JSU, ZJU & FAFU and John Wiley & Sons Australia, Ltd. -
Employing Artificial Intelligence and Automation in Sustainable Development Research
The rise of artificial intelligence (AI) and its increasingly widespread influence across various sectors necessitates an evaluation of its impact on the attainment of Sustainable Development Goals (SDGs). Industrialized nations have reaped the benefits of 21st-century technologies, particularly automation, which has fundamentally transformed the manufacturing and industrial production processes. The next evolutionary phase in automation is the advent of AI, characterized by machines and systems demonstrating intelligence, not only capable of performing tasks but also collaborating synergistically with humans and the environment. Among its myriad contributions, AI is poised to enhance development, foster sustainable resource utilization, and facilitate effective waste management. Intelligent systems are set to reshape various domains, including transportation, precision agriculture, biodiversity conservation, environmental modeling, public health, construction, manufacturing, and initiatives aimed at fostering prosperity on Earth. These systems will possess the ability to perceive, analyze situations, and responsively react to real-time cues such as human gestures, facial expressions, and the movement of pedestrians crossing busy streets. This research delves into the intricate relationship between AI systems and the objectives of sustainable development (SD). 2025 by Apple Academic Press, Inc. -
Employing Artificial Intelligence and Automation in Sustainable Development Research
The rise of artificial intelligence (AI) and its increasingly widespread influence across various sectors necessitates an evaluation of its impact on the attainment of Sustainable Development Goals (SDGs). Industrialized nations have reaped the benefits of 21st-century technologies, particularly automation, which has fundamentally transformed the manufacturing and industrial production processes. The next evolutionary phase in automation is the advent of AI, characterized by machines and systems demonstrating intelligence, not only capable of performing tasks but also collaborating synergistically with humans and the environment. Among its myriad contributions, AI is poised to enhance development, foster sustainable resource utilization, and facilitate effective waste management. Intelligent systems are set to reshape various domains, including transportation, precision agriculture, biodiversity conservation, environmental modeling, public health, construction, manufacturing, and initiatives aimed at fostering prosperity on Earth. These systems will possess the ability to perceive, analyze situations, and responsively react to real-time cues such as human gestures, facial expressions, and the movement of pedestrians crossing busy streets. This research delves into the intricate relationship between AI systems and the objectives of sustainable development (SD). 2025 by Apple Academic Press, Inc. -
Employer branding on the creation of anticipatory psychological contract
The process of the psychological contract (PC) starts before the employee joins the organisation. The brand of the company remains in the mind of candidates who apply for the job. Considering this relation, this research work is carried out to offer a detailed analysis of the position of employer branding (EB) in the formation of anticipatory psychological contracts (APCs) among millennials. The empirical study was carried out with a sample size of 330 respondents who are studying post-graduation management studies; these students are about to join the corporates. The outcomes of this study show that EB significantly impacts the PC. EB has a strong influence on relational expectations as compared to transactional expectations and employee obligations among potential employees. This paper helps recruitment managers to understand the expectations of potential employees and their beliefs towards their employers during the pre-employment phase. Copyright 2022 Inderscience Enterprises Ltd. -
Employees Job Satisfaction, Work-Life Balance, and Health During the Pandemic
The impact of the COVID-19 pandemic on private enterprises has been particularly noticeable in the IT and non-ITES sectors. Work came to a complete halt due to the ensuing lockdown, severely affecting businesses and further harming industries like aviation and hospitality. Widespread job losses, shortened workweeks, minimum wage reductions, short-term leave policies, and even company closures have been the results. To understand the extent of these impacts, a descriptive study was conducted online in AprilMay 2021, involving 2439 white-collar workers from various private companies. Convenient sampling methods were used to gather data on the experiences of employees in these sectors during the pandemic. The survey's findings demonstrate a positive but weak association between Work-Life Balance and Health Stress (r?=?0.24, p?<?0.01) and a positive low correlation between Work-Life Balance and Job Satisfaction (r?=?0.23, p?<?0.01). Therefore, work-life balance and job satisfaction among employees were significantly correlated throughout the epidemic. Additionally, there was a negative moderate correlation between Health Stress and Job Satisfaction (r?= ?0.48, p?<?0.01), indicating that as Health Stress decreases, Job Satisfaction increases at moderate levels. The implications of the study were discussed further. The Author(s), under exclusive license to Springer Nature Switzerland AG 2024. -
Employee Social Experiences and Performance Management Systems: A Brain-Friendly Approach in Organizations
In the wake of the COVID-19 pandemic, organizations are undergoing significant changes that call for more effective people management strategies. With new competitive challenges and constantly evolving environments, modern organizations need toadapt to ensure their continued success. One valuable tool for achieving this goal is a performance management system. However, it is crucial to update the theories and techniques of this system to meet the current demands. This study explores how the performance management system affects employees social experiences from a neuroscience perspective. Using a quantitative approach, the study gathered information from 268 employees across various industries in India, considering ten performance management criteria and evaluating social experience components using the SCARF model based on neuroscience. The results reveal that specific aspects of the performance appraisal system significantly impact employees social experiences. Based on their understanding of the link between different factors in the performance appraisal process and the quality of social experience, researchers recommend a performance appraisal model that promotes a brain-friendly work environment. These findings are especially relevant to managers and organizations, as they offer valuable insights into critical factors to consider when planning and implementing performance appraisal systems in modern workplaces. The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2025. -
Employee relations: a comprehensive theory based literature review and future research agenda
This study aims to conduct a systematic and integrative literature review to consolidate the extensive information on employee relations accumulated over the past century, thereby offering new insights into domain-specific phenomena. The research followed a four-phase search strategy in accordance with the Scientific Procedures and Rationales for Systematic Literature Reviews (SPAR-4-SLR) protocol. The keyword search utilized terms such as 'employee relations,' 'employee relation,' 'employment relation,' and 'employment relations' in the Scopus and Web of Science databases. By employing an integrative approach along with specific inclusionexclusion criteria, the researchers synthesized articles from leading journals in the field of employee relations, categorizing them based on geographical region, article types, prominent authors and their affiliations, and the most cited research articles. In the final stage, the researchers presented new insights through a conceptual framework utilizing the ADO-TCCM approach, which encompasses antecedents, outcomes, theories, context, methodology, mediators, and moderators of employee relations. This study synthesizes findings and reorganizes key themes into innovative frameworks, providing fresh perspectives on various aspects of employee relations. Ultimately, it offers valuable insights into the critical factors that strengthen long-term employee-employer relationships. The Author(s), under exclusive licence to Springer Nature Switzerland AG 2024. -
Employee relations: a comprehensive theory based literature review and future research agenda
This study aims to conduct a systematic and integrative literature review to consolidate the extensive information on employee relations accumulated over the past century, thereby offering new insights into domain-specific phenomena. The research followed a four-phase search strategy in accordance with the Scientific Procedures and Rationales for Systematic Literature Reviews (SPAR-4-SLR) protocol. The keyword search utilized terms such as 'employee relations,' 'employee relation,' 'employment relation,' and 'employment relations' in the Scopus and Web of Science databases. By employing an integrative approach along with specific inclusionexclusion criteria, the researchers synthesized articles from leading journals in the field of employee relations, categorizing them based on geographical region, article types, prominent authors and their affiliations, and the most cited research articles. In the final stage, the researchers presented new insights through a conceptual framework utilizing the ADO-TCCM approach, which encompasses antecedents, outcomes, theories, context, methodology, mediators, and moderators of employee relations. This study synthesizes findings and reorganizes key themes into innovative frameworks, providing fresh perspectives on various aspects of employee relations. Ultimately, it offers valuable insights into the critical factors that strengthen long-term employee-employer relationships. The Author(s), under exclusive licence to Springer Nature Switzerland AG 2024. -
Employee performance prediction model /
With the dominance of knowledge power in the success of an organization, competent human resource has become crucial for realization of organizational objectives. Human Resource Management, HRM is a set of tasks to maintain and develop a proficient human resource. A performance appraisal process helps the HRM in identifying the strengths and weaknesses of an employee. This evaluation of employee is based on several different parameters according to the work domain and organizational objectives. This activity of employee evaluation has a high significance in making strategic decisions of manpower planning than just salary reviews. The objective of the prediction model constructed in the study is to assist HR personnel in decision making by predicting the performance of an employee. -
Employee Performance Prediction Model
With the dominance of knowledge power in the success of an organization, competent human resource has become crucial for realization of organizational objectives. Human Resource Management, HRM is a set of tasks to maintain and develop a proficient human resource. A performance appraisal process helps the HRM in identifying the strengths and weaknesses of an employee. This evaluation of employee is based on several different parameters according to the work domain and organizational objectives. This activity of employee evaluation has a high significance in making strategic decisions of manpower planning than just salary reviews. The objective of the prediction model constructed in the study is to assist HR personnel in decision making by predicting the performance of an employee. This study, has developed an Employee Performance Prediction Model which can predict the performance category of an employee. Academic industry data is used for the analysis. The supervised learning approach of classification has been first applied to the performance data to construct the model. The methodology adapted by the study is a five step process of Data preprocessing, Dimensionality Reduction, Application of classification algorithm to build the classifier and Evaluation of the classifier. Based on the hierarchical characteristics of the data, three different approaches ?? Direct, Hierarchical and Integrated are followed for the construction of the classifiers. A comparative analysis of the classifiers performances based on prediction accuracy and error rate is performed. Unsupervised learning approach is used to understand natural similarities among the employees to enhance the evaluation process. The thesis is organized into five chapters. Chapter1, Introduction, starts with a brief overview of HRM and presents the objective of the study and the problem statement. It further describes a typical KDD process and role of data mining in a KDD process. Chapter 2, Literature review, discusses background work in the field of data mining and HRM. Different models and techniques used in the context are described. Chapter 3, Methodology elaborately discusses the processes and techniques used for constructing the Employee Performance Prediction Model. Starting with the block diagram, the chapter elaborates the sequence of steps that led to the results. Chapter 4, Results and Discussion discusses the performance statistics of the different classifiers constructed in the study. Chapter 5, Conclusion, summarizes the inferences concluded based on the results obtained. The chapter also discusses limitations and challenges and concludes with future scope of the study. Keywords: Human Resource Management, Performance Appraisal, Knowledge discovery, Data Mining, Supervised Learning, Unsupervised Learning, Classification and Prediction. -
Employee motivation for sustainable entrepreneurship: The mediating role of green hrm
This chapter aims to explore the relationship between employee motivation and sustainable entrepreneurship with a specific focus on the mediating role of green human resource management (HRM). As organizations increasingly recognize the importance of environmental sustainability, understanding the mechanisms through which employee motivation translates into sustainable entrepreneurial behaviors becomes crucial. By integrating concepts from the fields of entrepreneurship, sustainability, and HRM, this study proposes that Green HRM practices play a mediating role in fostering employee motivation for sustainable entrepreneurship. The findings of this research provide valuable insights for organizations seeking to enhance their sustainability efforts by leveraging employee motivation and implementing effective Green HRM strategies. 2023, IGI Global. All rights reserved. -
Employee experience, well-being and turnover intentions in the workplace
Purpose This study aims to examine the role of employee experience in influencing employee well-being and turnover intentions within organizations. The mediating role of well-being will also be investigated, along with an exploration of whether these relationships differ across genders, specifically in the Indian corporate context. Design/methodology/approach A descriptive, quantitative study was conducted using structured questionnaires to gather data from 111 employees in the Indian corporate sector. The study used a non-probability judgment sampling method. Data was analyzed through SPSS for descriptive and inferential statistics, and partial least squares was used to explore mediation and model fit. Findings The study found a significant impact of employee experience on well-being, as well as a negative correlation between both employee experience and turnover intention and well-being and turnover intention. Well-being was found to partially mediate the relationship between employee experience and turnover intention. Gender-based analysis revealed no significant differences in the relationships between these variables for men and women. Originality/value This research highlights the universal applicability of employee experience as a predictor of well-being and turnover intention, irrespective of gender. By establishing that gender does not moderate these relationships, this study provides new insights challenging traditional assumptions about gender disparities in workplace outcomes. 2024 Emerald Publishing Limited -
Employee experience, well-being and turnover intentions in the workplace
Purpose: This study aims to examine the role of employee experience in influencing employee well-being and turnover intentions within organizations. The mediating role of well-being will also be investigated, along with an exploration of whether these relationships differ across genders, specifically in the Indian corporate context. Design/methodology/approach: A descriptive, quantitative study was conducted using structured questionnaires to gather data from 111 employees in the Indian corporate sector. The study used a non-probability judgment sampling method. Data was analyzed through SPSS for descriptive and inferential statistics, and partial least squares was used to explore mediation and model fit. Findings: The study found a significant impact of employee experience on well-being, as well as a negative correlation between both employee experience and turnover intention and well-being and turnover intention. Well-being was found to partially mediate the relationship between employee experience and turnover intention. Gender-based analysis revealed no significant differences in the relationships between these variables for men and women. Originality/value: This research highlights the universal applicability of employee experience as a predictor of well-being and turnover intention, irrespective of gender. By establishing that gender does not moderate these relationships, this study provides new insights challenging traditional assumptions about gender disparities in workplace outcomes. 2024, Emerald Publishing Limited. -
EMPLOYEE ENGAGEMENT: ANTECEDENTS AND CONSEQUENCES
Employee engagement is the emotional connection and dedication that employees feel towards their organisation. It is a term used to describe how dedicated, enthusiastic and involved employees are towards/with their job and the organisation they work for. Antecedents are the variables that influence and contribute towards employee engagement, while consequences are the outcomes linked with employee engagement. Attrition of intellectual capital, disengagement with work, issues of conflict with students, lack of job satisfaction, etc. in the centres of higher education are becoming a burgeoning problem and constructive employee engagement is seen as the solution to these issues. The present study aims to examine the factors responsible for employee engagement as well as the outcomes that are derived due to effective implementation of employee-engagement practices. Data has been collected from 117 faculty members of higher-education institutions from South India using simple random sampling. Data has been analysed with the help of Excel, SPSS and AMOS, using statistical tools like T-test, ANOVA and SEM. The proposed model reflects strong positive association between antecedent variables like autonomy, rewards and recognitions, and fair and equitable treatment and employee engagement, and job satisfaction, organisational commitment and intention to stay as the outcomes of employee engagement. 2024 Published by Faculty of Engineering. -
EMPLOYEE ENGAGEMENT IN RELATION TO ORGANIZATIONAL CITIZENSHIP BEHAVIOR IN INFORMATION TECHNOLOGY ORGANIZATIONS
Employee contribution becomes a critical business issue because in trying to produce superior output, companies have no choice but to try and engage not only the body but the mind and soul of every employee. Most organizations today realize that a satisfied employee is not necessarily the best employee in terms of loyalty and productivity. The best employee is really an engaged employee ?? one who is intellectually and emotionally bound with the organization, who feels passionate about its goals and is committed towards its values. This employee goes the extra mile beyond the basic job requirements. Currently, organizations expect their employees to be proactive and show initiative, collaborate smoothly with others, take responsibility for their own professional development, and to be committed to high quality performance standards. Thus employees who feel energetic and dedicated and who are absorbed by their work, employees who can create a culture in the organization that would be for the well-being of the organization and people involved in the organization are most critical for the organization. These voluntary behaviors which contribute to the business unit performance are Organizational Citizenship Behaviors. Engaging employees of an organization is critical to the organizations success. Employee Engagement is often the most significant differentiator between competing IT organizations. This is true particularly for service based IT companies as revenues are directly proportional to number of engaged workforce in the organization. Majority of researches on employee engagement from survey houses and consultancies have established the relationship between employee engagement, financial business performance and profitability. Interestingly, there are very few academic literatures on engagement. Several literatures on OCB have highlighted the relationship between OCB and productivity, in-role performance, and business unit performance. However there has been no research established to find out if there is any relationship between employee engagement and OCB. In this research, the researcher is interested to focus on employee engagement and OCB in Indian and multinational companies operating in the IT sector in India. The research is focused to analyze if the dimensions of OCB like helping behavior, taking initiative, self development indicate the engagement levels of an employee. Based on the review of literatures and identified the gap, the investigator felt an imperative need to pursue with the current research. The sample consisted of 235 IT professionals from both Indian and MNC companies. The judgmental and convenient sampling technique was adopted for selecting the respondents. Two standard tools were used to measure the variables of the study:- 1.Employee Engagement questionnaire by Dilys Robinson (2004), the reliability for the scale was.880. 2.Organizational Citizenship Behavior questionnaire by Podsakoff (2000), the reliability for the scale was .703 The major findings of the study were - i. There was a positive significant relationship between Employee Engagement and Organizational Citizenship Behavior. ii.The drivers of engagement viz. pay and benefits, feeling valued and involved, training and development, job satisfaction, management, colleagues, equal opportunities, communication, current career intention are found to have significant positive correlation with Employee Engagement. iii.There was a significant negative relation between Employee Engagement and stress and work pressure. iv.The variable with highest influence on engagement was current career intension, followed by job satisfaction, pay & benefits, management, equal opportunities, and organization citizenship behavior. v.The variables colleagues, communication, training and development, feeling valued and involved were not found to have any significant impact on Employee Engagement. vi. There were significant differences in job satisfaction behavior between men and women professionals. Job satisfaction was significantly higher for women than for men. vii.There were significant differences in organizational citizenship behavior between men and women professional. The Organizational citizenship Behavior was higher for men than women. viii.There were significant differences in current career intension between different age groups. Current career intension was generally increasing with age, with the exception of the 41-45 yr. age group. There was no significant difference in other dimensions between age groups. ix.There was no significant difference in any of the dimensions based on work experience. x.There were significant differences in satisfaction with pay and benefits based on qualification. Satisfaction with pay and benefits was highest for professionals with PhDs, and lowest for post-graduates. xi.Stress and work pressure was highest for graduates, and lowest for PhDs there was no significant difference in other dimensions based on qualification. xii.There were significant differences in Employee Engagement and the type of companies. Employee Engagement was higher for professionals working in Multi National Companies than for those in Indian companies. xiii.Satisfaction with management was higher for professionals working in Multi National Companies than those working in Indian companies. xiv.Satisfaction with management was significantly higher for professionals working in Multi National Companies than those working in Indian companies. xv.Stress and work pressure was significantly higher for professionals working in Indian companies than those working in Indian companies. xvi.At a micro level analysis, it was found that type of IT company the employees belonged did not significantly differ among pay and benefits, feeling valued and involved, job satisfaction, colleagues, equal opportunities, training and development and current career intention. xvii.It was found that the driver qualification did not have any significant difference among feeling valued and involved, colleagues, equal opportunities, job satisfaction training and development and management. xviii.Gender did not significantly differ among the variables feeling valued and involved, colleagues, equal opportunities,training and development and current career intention, and management. xix.It was found that age did not significantly differ among any of the dimensions like feeling valued and involved, colleagues, equal opportunities, job satisfaction training and development and management. Length of service in the organization did not significantly differ among employees in any of the dimension. xx.It was found that there was no significant difference between Organizational citizenship Behavior, age of the employees, work experience of the employees, and qualification of the employees. xxi.It was found that there was no significant difference between Organizational citizenship Behavior, age of the employees, work experience of the employees, and qualification of the employees. xxii.It was found that male employees were satisfied with pay and benefits. xxiii.Female employees were feeling more valued and involved than male employees. xxiv.The female employees were more satisfied with the training and development activities. xxv.It was found that female employees had more levels of Employee Engagement than male employees. xxvi.It was found that female employees were more satisfied with management and colleagues. xxvii.Male employees seem to undergo more of stress and work related pressure than male employees. xxviii.It was found that male employees were more satisfied with communication and equal opportunities. xxix.Female employees had more intentions to stay with their companies than male employees. xxx.The level of Organizational citizenship Behavior was higher for men than women. xxxi.Employees working in MNCs were satisfied with pay and benefits, feeling valued and involved training and development. xxxii.Employee engagement level of MNC employees was higher than Indian employees. xxxiii.The stress and work pressure was higher for Indian employees than MNC employees. -
Employee development and training as a tool for improving employee performance in an organization /
Patent Number: 202241025596, Applicant: Dr. Rekha N Patil.
Employee development and training as a tool for improving employee performance in an organization Abstract: A company's long-term success depends on how well its employees are trained and how well they are taught new things. Workers can use these programmes to improve their skills, but businesses can use them to improve employee productivity and the company's culture at the same time. The 2020 Work Institute found that cutting down on employee turnover has a big impact on a company's bottom line. -
Employee development and training as a tool for improving employee performance in an organization /
Patent Number: 202241025596, Applicant: Dr. Rekha N Patil.
Employee development and training as a tool for improving employee performance in an organization Abstract: A company's long-term success depends on how well its employees are trained and how well they are taught new things. Workers can use these programmes to improve their skills, but businesses can use them to improve employee productivity and the company's culture at the same time. The 2020 Work Institute found that cutting down on employee turnover has a big impact on a company's bottom line. -
Employee development and training as a tool for improving employee performance in an organization /
Patent Number: 202241025596, Applicant: Dr. Rekha N Patil.
Employee development and training as a tool for improving employee performance in an organization Abstract: A company's long-term success depends on how well its employees are trained and how well they are taught new things. Workers can use these programmes to improve their skills, but businesses can use them to improve employee productivity and the company's culture at the same time. The 2020 Work Institute found that cutting down on employee turnover has a big impact on a company's bottom line. -
Employee development and training as a tool for improving employee performance in an organization /
Patent Number: 202241025596, Applicant: Dr. Rekha N Patil.
Employee development and training as a tool for improving employee performance in an organization Abstract: A company's long-term success depends on how well its employees are trained and how well they are taught new things. Workers can use these programmes to improve their skills, but businesses can use them to improve employee productivity and the company's culture at the same time. The 2020 Work Institute found that cutting down on employee turnover has a big impact on a company's bottom line.