International Journal of Cognitive Computing in Engineering 4 (2023) 240–247

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International Journal of Cognitive Computing in Engineering

journal homepage: https://www.keaipublishing.com/en/journals/international-journal-of-cognitive-
computing-in-engineering/

ARTIFICIAL INTELLIGENCE-ENABLED KNOWLEDGE MANAGEMENT

USING A MULTIDIMENSIONAL ANALYTICAL FRAMEWORK OF
VISUALIZATIONS
Priyadharshini Bhupathi 1, S. Prabu 2, Alexis P.I. Goh 3,∗
1
VIT School of Agricultural Innovations and Advanced Learning, Vellore Institute of Technology, Vellore, 632014, India
2
Department of Banking Technology, Pondicherry University (A Central University), Puducherry, 605 014, India
3
Executive Master Program in Business Administration, College of Management, National Yunlin University of Science and Technology, Taiwan R.O.C.

a r t i c l e i n f o a b s t r a c t

Keywords: To better manage human resources (HR), companies are increasingly incorporating artificial intelligence (AI) and
Human resource management other AI-based tools into their HR management (HRM) strategies, at a universal scale. Companies on a global
Machine Learning models scale, highlight the employment prospects and use of resources, business judgment, and make predictions using
Iterative Decision tree
machine learning approaches. This work aims at the situation that the human resource department faces high
Random Forest
employee turnover in the company especially some experienced employees leave. The termination of an employee
ABC rule miner
is predicted by using an enhanced ID3 decision tree with ABC rule miner. The best-classifying attributes are
chosen by ID3 and association rules are mined to generate an enhanced decision tree to perform classification. It
is then passed to the regressor model to make prediction. Gradient descent optimizer is used for optimizing the
proposed machine learning model. Predictive analysis is done in HR dataset v-14 by visualizing and analyzing and
exploiting the behavioral relationship among the attributes. The variables of employee termination are predicted
by a data-driven predictive analysis from the performance measure metrics.

1. Introduction
Technology has been an integral part of running a business and mak-
ing it more efficient and effective. Artificial intelligence (AI) is about
to change in a good way how people use technology. Artificial intel-
ligence can also help eliminate subjectivity by collecting data from
past employees who had similar jobs and making targeted questions
for hiring managers (Abraham et al., 2019). This gives more atten-
tion to the skills of the candidate, more information about what the
job is like, and a comparison to similar jobs in other companies. As
part of a fourth industrial revolution, new technologies like artificial
intelligence (AI), big data, computer vision, mobile cloud computing,
Industrial IoT, spatial and location-specific, augmented reality, natu-
ral language processing, and authentication are increasingly employed
(Abubakar et al., 2019). The implementation of these cutting-edge tech-
nologies has a significant impact on the design of work, the engage-
ment of workers, and the transformation of workplace processes among
others. AI is getting more people excited and interested in the work-
place. 50% of workers now use some kind of AI at work, up from 32%
last year. Workers in some countries use AI more than twice as much
as others. AI and other intelligence-based applications have made it
possible for businesses to realize their full potential in terms of strate-
gic goals including improving the quality of service, efficiency, cost-
effectiveness, the superiority of service (Agrawal et al., 2017), func-
tioning efficiency, client assignation, and trustworthiness. Staff service
quality (Malik et al., 2020) and significant cost savings (Wirtz et al.,
2019) in operations were other notable achievements. Reduced em-
ployee turnover and increased job satisfaction are two individual
benefits.
Artificial Intelligence (AI) has transformed various aspects of knowl-
edge management by enabling advanced analytics and visualization
techniques. By integrating AI algorithms and technologies, organiza-
tions can leverage vast data and extract meaningful insights to support
decision-making processes. One such approach is the adoption of a mul-
tidimensional analytical framework of visualizations. The multidimen-
sional analytical framework provides a structured approach to organiz-
ing, analyzing, and visualizing complex knowledge domains. It encom-
passes various dimensions, including data sources, information types,
knowledge domains, and user perspectives. By employing AI techniques,
such as machine learning and natural language processing, the frame-
work can efficiently process and analyze diverse data sets, including
structured and unstructured data.

∗
Corresponding author.
E-mail addresses: priyadharshini.b@vit.ac.in (P. Bhupathi), prabu.sevugan@pondiuni.ac.in (S. Prabu), alexisg@yuntech.edu.tw (A.P.I. Goh).

https://doi.org/10.1016/j.ijcce.2023.06.003
Received 16 January 2023; Received in revised form 28 June 2023; Accepted 28 June 2023
Available online 4 July 2023
2666-3074/© 2023 The Authors. Publishing Services by Elsevier B.V. on behalf of KeAi Communications Co. Ltd. This is an open access article under the CC
BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
P. Bhupathi, S. Prabu and A.P.I. Goh
Fig. 1. Workforce Recruitment Source.
The AI-enabled knowledge management framework facilitates the
identification of patterns, trends, and relationships within the data.
Through sophisticated machine learning algorithms, it can automati-
cally categorize and classify information, extract key concepts, and gen-
erate meaningful visual representations. These visualizations aid in un-
derstanding complex knowledge domains by presenting information in
a comprehensible and intuitive manner. By leveraging AI and visual-
ization techniques, organizations can achieve several benefits in knowl-
edge management. First, the multidimensional analytical framework en-
ables efficient knowledge discovery and retrieval. Users can explore vast
repositories of information and quickly identify relevant knowledge as-
sets. Additionally, visual representations enhance the interpretation and
comprehension of complex knowledge domains, allowing users to gain
insights and make informed decisions.
Collaboration, information sharing, creation, usage, and reuse are all
objectives of knowledge management (KM). Knowing how to use KM
can help you perform better, be more inventive, and learn more about
yourself and your organization. Knowledge is at the foundation of KM
and AI. Cognitive computing has been made possible by the relationship
between KM and AI (Azadeh and Zarrin, 2016). Computerized models
are used in cognitive computing to mimic how people think. Cognitive
computing is the use of self-directed or deep-learning artificial neural
network systems to imitate the functions of the human brain through
the use of text/data mining, pattern recognition, and natural language
processing (Paul and Criado, 2020). Future Techniques and approaches
incorporating AI and KM are leading to cognitive computing.
As both organized and unorganized data continue to proliferate,
ability requirements will be continued to extract the knowledge con-
tained inside these big data resources (Snyder, 2019). Cognitive com-
puting is essential for extracting knowledge from massive data sets.
Process-centric methods (Budhwar et al., 2022), strategies and inter-
organizational aspects of decision support to study new technology and
academic activities in this domain will continue to shed light on how
better decision-making on processing large data is performed.
Recruitment scores of the human resource (HR) database are visual-
ized in Fig. 1
Exploratory data analysis on HR datasets are
• Around 40% of the employee are married.
• Higher portion of female employees (57%) as compared with male
employees (43%)
• Two third of the employee performance score is fully met.
• Churn rate for this company is around one-third (33%).
• Employee satisfaction on average sit at 3.89 out of 5
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International Journal of Cognitive Computing in Engineering 4 (2023) 240–247
• Most of the employees (75%) is not involved in any special project
for the past 6 months and did not have any days late for the last 30
days.
AI gathers information about how each employee’s career
(Haleem et al., 2021) is going and gives it to them in a way that is
specific to them. 64% of individuals will indeed trust automation more
than their boss, and 50% of people have asked a robot for advice in-
stead of their boss. Employers also have to worry about paying the right
amount for the right jobs, so they don’t pay too little or too much. Lead-
ers need to plan ahead and try to figure out what their competitors are
doing so they can meet employee expectations and keep their best work-
ers. Since HR is always changing, it’s important that the way pay is set
also changes (Ward and Chapman, 2003) and hence there is a need for
automated prediction in HR management. Organizations need a greater
variety of information to develop an approach that collaborates with
their people and considers their different roles, skills, and expectations.
Major contributions are, firstly, it provides a standardized and trans-
parent decision-making process, reducing the potential for bias and
favoritism. Secondly, it enables organizations to identify performance
gaps and address them proactively, potentially mitigating the need for
terminations in some cases. Thirdly, the system assists HR professionals
and managers by providing data-driven insights and recommendations,
enhancing their decision-making capabilities. It provides organizations
with a clear understanding of how to collect and analyze relevant em-
ployee data. It helps improve decision-making, enhance predictive ac-
curacy and feedback loop, and continuous improvement. This feedback
loop bridges gaps ensuring relevance and effectiveness.
The organization of the paper is as follows: the related works on
knowledge management and machine learning approach for HR man-
agement are discussed in section 2 (Literature Review). A thorough anal-
ysis of machine learning techniques that can improve the abilities and
intelligence of a data-driven application is also presented. The applica-
bility of machine learning-based solutions in predicting employee ter-
mination and the proposed method is described in section 3 (Materials
and methods). The experimental analysis of the model implementation
with visualizations is illustrated in section 4 (Results and Discussion),
followed by the conclusion in section 5.
2. Literature review
The literature on artificial intelligence in human resource manage-
ment (Wirtz et al., 2019) is constantly debating how best to pinpoint
the characteristics of workers that will help their companies make the
most of such technologies. While modern HRM technology has nu-
merous advantages, humans are still superior to robots in many situ-
ations (Shank et al., 2019). Since AI and people may thrive and per-
form well when employed together, experts suggest that the best or-
ganizational gains come from complementing human workers with AI
applications rather than replacing them. HRM that incorporates AI pro-
duces fruitful outcomes via human-AI configuration processes is argued.
Evidence from single-country studies (Tranfield et al., 2003) or local
branches of large technology conglomerates is just beginning to emerge
(Tambe et al., 2019) research.
2.1. Interactions between human-AI technology setups
Over the past two decades, there has been a discernible increase
in studies examining human-AI collaboration. Though inconsistent
and erratic, this leaves a greater potential for theoretical and em-
pirical research on Automation technologies and human relationships
(Nguyen and Malik, 2021). AI enables the digitization of work via voice
recognition software, chatbots, and other process automation tools to
speed up workflows and increase work effectiveness. A common con-
text for investigation on frontline services is human-AI research, which
has discovered various staff-level results, notably clients’ perceptions
P. Bhupathi, S. Prabu and A.P.I. Goh International Journal of Cognitive Computing in Engineering 4 (2023) 240–247

Table 1
Summary of Machine Learning Models

Model Transparency of Algorithm

Decision Tree model
Rule-based
Regression model
K-Nearest Neighbor
Bayesian model
Without prior knowledge of mathematics, a human may simulate and derive the predictions of a decision tree on their own. Easily readable rules
that directly convey the predictive model and the information obtained from the data
The rule set size can be managed by a specific user alone, and the variables used in rules are legible. Due to the complexity of the rules and the
quantity of the rule set, mathematical methods are required to examine the stability of the data.
Variables and interconnections among the predictions are too complicated to perform an investigation
The model’s complexity (in terms of the number of variables, their clarity, and the similarity metric) corresponds to the naive simulation abilities of
humans. The user must rely on mathematical and statistical methods to examine the model since the similarity metric can indeed be deconstructed
and the amount of variables is huge.
The intended audience should be able to comprehend immediately both the statistical relationships modeled between variables and the variables by
themself. Even after decomposition, statistical correlations cannot be understood, and determinants are so complicated that only mathematical
techniques can be used to examine the model.

Fig. 3. Decision Tree Rules.

Fig. 2. Integrated framework of AI-enabled applications.
of service outcomes. Fig. 2. Illustrates the integration of human and AI
technology for developing applications. While cognitive and intellectual
jobs that require little emotional or social intricacy can be performed
by robotics technology, these tasks seek emotional genuineness, which
can only be demonstrated by a person. Additionally, highly complicated
jobs that demand strong emotional and social intelligence must be car-
ried out by people with the assistance of robots and AI. However, using
AI technology results in increased distress and needs role modifications.
2.2. Support Vector Machine
cial Intelligence (AI), decision trees are a graphical representation of
information that aids in making judgments or reaching a resolution.
Knowledge management software backed by artificial intelligence may
generate decision trees that extract information using smart keyword
extractors. Integrations with CRM are also feasible to automate proce-
dures while on call. This finally aids in the reduction of AHT (Average
Handle Time). When Augmented Reality (AR) is incorporated into the
scenario, it becomes the ideal combination of customer service alterna-
tives (Makarius et al., 2020). Knowledge management is supported by
Artificial Intelligence, allowing the consumer or the agent to receive the
appropriate instructions. The client is not just able to view how to fix a
machine or any other object. To keep the feel of on-site customer care,
this promotes contactless client support.

The basic SVM hardly ever works with very linearly inseparable data 3. Materials and Methods
and can only handle linearly separable or almost linearly separable data
(Islam et al., 2022). In other words, linear SVM can only be applied to Iterative Dichotomiser (ID3) is a decision tree learning algorithm
datasets accurately classified and divided by a hyperplane. Soon after, that generates a tree from the dataset based on the information gained
the kernel technique, also known as kernel SVM, is implemented to im- performing a spatial top-down greedy search. Gain (G) is a statistical
prove SVM’s capabilities. measure of how well an attribute separates a training dataset according
The issues of overfitting and underfitting in machine learning are to the target classification. The next attribute is selected according to
challenging but crucial. Most learning techniques currently in use can’t the G measure. This ID3 algorithm is used to choose the best attribute
effectively address these two issues; therefore, one may have to put up to perform classification.
much work to find the perfect balance by adjusting the parameters.
Table 1 represents the transparency of other classification models. 𝐺𝑎𝑖𝑛(𝑆, 𝐴𝑡𝑡) = 𝑂𝑟𝑖𝑔𝑖𝑛𝑎𝑙_𝐸𝑛𝑡𝑟𝑜𝑝𝑦(𝑆 ) − 𝑅𝑒𝑙𝑎𝑡𝑖𝑣𝑒_𝐸𝑛𝑡𝑟𝑜𝑝𝑦(𝑆 ) (1)
Entropy(H(.)) is the measure of impurity of random collection of S
2.3. Cognitive Decision Trees
examples for n-ary classifications.
𝑛
∑
Combining Artificial Intelligence and Knowledge Management can
𝐻 (𝑆 ) = −𝑝𝑖 log2 𝑝𝑖 (2)
result in novel breakthroughs like a cognitive decision tree. In Artifi-
𝑖=1

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Fig. 4. Generated Decision tree.

Where relative entropy is defined as, Salary, Manager_Name, ManagerID, Recruitment source, etc. Dealing
∑ |𝑆 | with HR metrics and measurements, it is easy to analyze and do pre-
𝑅𝑒𝑙𝑎𝑡𝑖𝑣𝑒_𝐸𝑛𝑡𝑟𝑜𝑝𝑦(𝑆 ) = | 𝑣 | ⋅ 𝑂𝑟𝑖𝑔𝑖𝑛𝑎𝑙_𝐸𝑛𝑡𝑟𝑜𝑝𝑦(𝑆 ) (3)
|𝑆 | 𝑣 diction and classification on the dataset. This dataset is passed to the
𝑣∈𝑣𝑎𝑙𝑢𝑒𝑠(𝐴𝑡𝑡)
Decision tree classifier to compute the best attribute classifier. A deci-
Partitioning S according to Att causes a reduction in entropy value. sion tree is constructed mainly based on the attributes such as project
The attribute with the maximum gain is selected. engagement, satisfactory level, Absence and performance score.
Iterative decision tree algorithm The procedure involved predicting the termination of an employee
from the HR dataset.
ID3(exemplars(S), target-attribute(TA),attributes(Att))
Create a tree root.
𝐼𝑓 all exemplars are positives, then return a root node of tree indicating (+) label
𝐼𝑓 all exemplars are negatives, then return a root node of tree indicating (-) label Step (1) Determine whether there is a relationship between who a person works for
𝐼𝑓 Att == {}, then return root with most common TA and their performance score.
𝐸𝑙𝑠𝑒 1.1 Check for Independence.
A ← attributes in Att best classifies S 1.1.1 Create a table between Manager & Performance score.
Decision attribute, root← Att 1.1.2 Check the degree of freedom and expected table.
𝐹 𝑜𝑟 𝑎𝑙𝑙 ∀𝑣𝑖 of Att, 1.1.3 Presume that there is a relationship between performance score with the
Add new branch Att=𝑣𝑖 manager and or department.
Let 𝑆𝑣𝑖 ⊂ 𝑆 𝑤𝑖𝑡ℎ 𝑣𝑖 𝑓 𝑜𝑟 𝐴𝑡𝑡 Step (2) Check for diversity in the profile
𝐼𝑓 𝑆𝑣 𝑖 𝑖𝑠 ∅, 𝑎𝑑𝑑 a leaf node which is highly common TA in S as a label 2.1 Find the majority of the employee is white and US citizens
𝐸 𝑙𝑠𝑒 𝑎𝑑 𝑑 𝐼𝐷3(𝑆𝑣 𝑖 , 𝑇 𝐴, 𝐴𝑡𝑡 − {𝐴}) 2.2 Around 40% of the employee are married.
Return root. 2.3 Higher portion of female employees (57%) as compared with male employees
(43%)
Human resource (HR) dataset of version 14 comprising of 312 obser- Step (3) Find the best recruiting sources to ensure a diverse organization.
vations and 36 different attributes available in Kaggle website. The at- 3.1 Apart from the white employees, the majority of other races were recruited by
tributes of this dataset are Employee_ID, Married, Marital status, Gender, Diversity Job Fair.
Emp_Status, Department, performance_score, From_DiversityJobFair, (continued on next page)

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Step (4) Predict the employee to be terminated and the accuracy level
4.1 Logistic regression is applied
4.2 Correlation matrix indicates that Diversity recruitment source and special
project count have the highest association with termination followed by
DaysLateLast30, marital status, and salary.
4.3 However, based on the low partial correlation results, termination could not be
predicted.
4.1.1 Most of the employees who are terminated mainly came from the special
project count with none or more than 4.
4.1.2 Recruited from Diversity Job Fair has a higher chance of being terminated.
4.1.3 Large portion of terminated employees come from the production department.
4.2 Split the department into each variable to obtain the production variable.
4.3.1 From Diversity Job Fair and days late last 30 days attained the highest
accuracy score among attribute combinations.
4.3.2 Highest accuracy of 69.5% is obtained through Diversity Job Fair, Production
department & DaysLateLast30 while any addition could not offer any uplift toward
the accuracy.

Therefore, association rules are to be mined from the user behavior

using the ABC rule miner.

3.1. ABC Rule miner

Association Rule for user behavior and context awareness (ABC) is

a rule-based machine learning approach that was developed to find the
interesting non-redundant rules needed to deliver intelligent services in
the actual world. Considering the significance or priority of the linked
contextual characteristics, this method efficiently detects redundancy in
connections and unearths a set of non-redundant association rules. Using
a top-down approach, this method first creates an association generation
tree (AGT), from which it then extracts the association rules by travers-
ing the tree. Because of this, ABC-Rule Miner is more effective than con-
ventional rule-based approaches in terms of both non-redundant rule
development and intelligent decision-making, especially in a context-
aware smart computing environment where user preferences are taken
into account. Association rules are mined based on the behaviour con-
text of the dataset and is illustrated in Fig. 3
The generated decision tree is shown in Fig. 4.
The Dataset is visualized using ggplot2 library and gg themes library.
Fig. 5 (a) and Fig. 5(b) represents the visualization of employee engage-
ment survey and employee absence in each department of HR dataset.
Based on the decision tree and ABC rules mined, termination of em- Fig. 5. (a) Employee engagement survey of each department. (b) Absence of
ployee is to be predicted. employee in each department.

3.2. Random forest (RF)

The mean value of the decision tree outcomes is considered by ran-
dom forest regression. Random forests are substantially more accurate
than a conventional decision tree and lower the risk of overfitting. More-
over, decision trees in a random forest operate concurrently to prevent
time from becoming a bottleneck. A group of decision trees is called a
random forest. This means that a Random Forest is made up of several
trees that were built in a particular "random" manner.
A separate sample of rows is used to build each tree, and a differ-
ent sample of characteristics is chosen for splitting at each node. Each
tree provides a unique prediction on its own. A single outcome is then
produced by averaging these predictions.
3.3. Gradient descent Boosting
Stochastic gradient descent (SGD) is an iterative approach for solving
the optimization problem with randomness. The SGD is a convex func-
tion that, mathematically speaking, produces a second derivative of a
set of its process variables. It is applied to optimize the proposed deci-
sion tree with the ABC rule miner. Gradient boosting accepts the tree as
input and optimizes the matrix to improve the performance. This boost-
ing regressor function intakes the parameters such as learning rate, loss,
number of estimators, maximum depth, and minimum sample split.
4. Results and Discussion
Huge data of employee information of the HR dataset and other pub-
licly available datasets are passed to the proposed ID3-based ABC rule
miner model. It is also passed to the random forest regressor model with
42 random states. A transformer involving an encoder performs oneho-
tencoder function which is used to fit the array for training the model.
Fig. 6 represents the coding snippet of the ML regressor model produc-
ing the mean absolute error as 79.62, residual sum of squares (MSE),
and R2 score as 0.69. The decision tree model with stochastic gradient
descent (SGD) optimization is deployed to find the factors influencing
employee turnover the most. It is found in general, performance level,
project satisfaction level is the major attribute to remain with the com-
pany. This information may help decision makers get better and sensible
decision and help the company run effectively and efficiently. Decision-
makers may be aided by this information in making wiser decisions that
will improve the company’s performance.
The ABC rule miner incorporates a three-step process: Attribute se-
lection, Building the decision tree, and Classifying instances, which al-
lows it to effectively identify the key attributes and rules that contribute
to employee termination. By leveraging this enhanced algorithm, or-
ganizations can make informed decisions regarding employee manage-
ment and take proactive measures to mitigate termination risks.

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Fig. 6. Coding snippet

Fig. 7. Visualization of HR dataset v-14. (a) Employee satisfaction vs count. (b) Special project count vs count. (c) Employee Absence vs count. (d) Performance
score vs employee count. (e) Employee count vs Terminated. (f) Engagement survey vs Density.
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Fig. 8. Cluster map.

Table 2
Performance measure of ML models

Machine Learning Model Accuracy (%) Training Time taken (in seconds)

Baseline 66.66 1.54

XGBoost 69.36 9.28
Linear 74.81 6.83
Decision tree 89.61 16.59
Ensemble 82.5 1.33
Random forest 85.45 56.94
Proposed Decision Tree-ABC 95.67 1.24

Termination prediction from the HR dataset is visualized and ex-

plored in the Fig. 7. The cluster map of the HR dataset is illustrated in
Fig. 8.
The predictive analysis of employee termination is performed by var-
ious machine learning models and its performance is shown in Table 2.
Fig. 9 illustrates that the performance of the proposed Decision tree
with ABC rule miner is outperforms the other ML models in prediction
of employee termination.
Enhancing ID3 decision tree for accurate prediction of employee ter-
mination have implications such as assisting HR and workforce man-
agement, framing policy and regulations, identifying employment prac-
tices, measuring work-life balance and employee well-being, and eco-
nomic impact. Society can benefit from increased awareness and dis-
cussions surrounding ethical AI and algorithmic governance, leading to
the establishment of guidelines and regulations that ensure responsible
accountable use of technologies.
The potential societal impacts of utilizing an AI-enabled knowledge
management framework are as follows,
• Improved Workplace Dynamics: By accurately predicting employee
termination, organizations can take proactive measures to address
issues that contribute to high turnover rates. This can lead to im-
Fig. 9. Performance of ML models
proved workplace dynamics, reduced employee stress, and increased
job satisfaction. Ultimately, this can create a more positive work en-
vironment and enhance employee well-being.
• Enhanced Employee-Management Relations: The use of the en-
hanced algorithm can promote better employee-management rela-
tions. By identifying potential termination risks early on, organiza-
tions can engage in open and honest conversations with employees,
offering support, guidance, and resources to address underlying is-
sues. This can foster a culture of trust, communication, and mutual
understanding between employees and management.
• Economic Impact: High turnover rates can have negative economic
consequences for organizations and society. The algorithm’s ability
to predict employee termination accurately can help organizations

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reduce turnover rates, resulting in cost savings associated with re-
cruitment, training, and onboarding. Additionally, a stable and en-
gaged workforce can increase productivity and innovation, benefit-
ing the overall economy.
• Labor Market Efficiency: Accurate predictions of employee termi-
nation can lead to a more efficient labor market. By understanding
the factors contributing to termination, policymakers and organiza-
tions can proactively address skill gaps, improve training programs,
and create better matching between job requirements and employee
capabilities. This can lead to a more productive and adaptable work-
force, contributing to overall economic growth and development.
• Social Equity: The research findings can help identify potential bi-
ases and disparities in employee termination patterns. By examining
the algorithm’s predictions and outcomes, policymakers and orga-
nizations can identify any unfair practices or discriminatory trends
that may exist. This can lead to efforts to address and eliminate sys-
temic biases, promoting social equity and equal opportunities for all
employees.
• Ethical Considerations: The use of algorithms in making important
decisions, such as predicting employee termination, raises ethical
considerations. Society needs to carefully consider issues such as
data privacy, transparency, accountability, and potential biases in-
herent in the algorithm. Ethical frameworks and regulations should
be in place to ensure that the algorithm’s application is fair, trans-
parent, and respects individual rights and dignity.
5. Conclusion
The research on enhancing ID3 decision-making algorithm with ABC
rule miner for accurate prediction of employee termination holds signifi-
cant implications for practice and society. Organizations and HR depart-
ments can utilize the enhanced algorithm to identify early warning signs
or patterns associated with potential employee terminations. By ana-
lyzing employee data such as performance metrics, attendance records,
feedback, and other relevant attributes, the algorithm can help HR pro-
fessionals proactively identify individuals at a higher risk of termination.
Thus AI-enabled framework supports collaborative knowledge sharing
and collaboration. The outcome of this intelligent employee termina-
tion decision-making system combines AI knowledge management tech-
niques to enhance objectivity, fairness, and efficiency in termination
processes. The system has the potential to revolutionize the way organi-
zations approach employee terminations, leading to better outcomes for
both employees and employers. At the societal level, the research con-
tributes to fairer employment practices, supports employee well-being,
and fosters discussions on ethical AI and algorithmic governance.
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International Journal of Cognitive Computing in Engineering 4 (2023) 240–247
Declaration of Competing Interest
The authors declare that they have no known competing financial
interests or personal relationships that could have appeared to influence
the work reported in this paper.
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