Quantifying Performance of Human using AI : A Data-Driven Exploration

People's employability, skill, and drive may provide a long-term competitive advantage since these factors are difficult to replicate by rivals. Human engagement, and especially that of employees, has been singled out as a critical management strategy for creating this competitive edge. The fields of industrial relations and human resource management, however, have historically taken opposing stances on the importance of employees' input.The former has been steered by economic insights, while the latter is founded on employee reactions to choices made at work. Three of the most well-known ways to get workers invested in their company are via managerial or decision-making responsibilities, financial incentives, and stock holdings. 50 businesses in the NCR Reigon, India, were surveyed to see how three participation strategies affected employee happiness, productivity, and company success. 500 answers were collected from staff members regarding their involvement habits and general happiness, providing objective data for use in evaluating the organization's success. The findings demonstrated a substantial association between any type of engagement and employee well-being, even after adjusting for firm size and industry. Participation in making decisions by workers was shown to have a negative correlation with productivity on the job. Financial involvement procedures did not seem to have any correlation with the efficiency of the organisation, according to the statistical research. This study lends credence to the idea that one of the pillars of HR practises has a positive impact on employee well-being, but it does not provide conclusive evidence that employee involvement directly corresponds to better business results.Scientists and academic contributors get access to new areas of inquiry, while business leaders gain valuable insights.