Nickolas Hock Yuen Lam, Ji Xuan Voo, Xiangyu Macs.CL cond-mat.mtrl-sci
Silicon sampling can produce surprisingly good population estimates at times. Does doing it fast attenuate such fidelity? In this study, we extend and assess ongoing work in silicon sampling by comparing the algorithmic fidelity of "fast" and "slow" modes of silicon sampling among a nationally representative sample of Singaporean survey respondents. We find that silicon sampling with contemporary frontier models remains a method in early development to be used only with great caution. While silicon samples are able to produce moderately faithful estimates of population means, they continue to understate opinion variance and distort the latent contextual space behind human opinions. Conditional on such limitations, we find "fast" modes of silicon sampling to be relatively superior to traditional "slow" modes of silicon sampling. Fast silicon sampling is significantly more efficient in compute resources and run-time while being monotonically superior to slower modes of sampling in algorithmic fidelity.
This study examines the integration of AI into Human Resource Management in German companies. We ask if and how AI-based technologies are \enquote{augmenting} human resource management. Organisations employ generative AI or predictive analytics to transform traditional human resource functions, to streamline routine tasks and to reallocate resources toward strategic, people-centred activities. Our findings from interviews and group discussions and a survey (N=410) reveal that while AI tools enhance HR analytics capabilities, their adoption mainly serves efficiency and rationalising goals. The introduction of AI tools is shaped by organisational transformation factors such as digital infrastructure, co-determination frameworks, and ethical implications. The research highlights both the strategic potential for improved talent development and the challenges posed by data governance and algorithmic transparency. Overall, this work contributes to understanding the ambiguous role of technological change in HR, which promises to augment predictive capabilities yet serves the ends of efficiency and rationalisation.