The purpose of this research is to determine how table-top tablets in restaurants are affecting customer dining experience. The data was collected through a survey that was administered to all individuals over the age of 18 who wished to participate in the survey. The questions in the survey focused on determining how tablets affected the customer's overall dining experience with respect to several key aspects of the customer's experience at the restaurant. In addition, the questions were intended to determine differences in personality, gender, age, and customers who had/did not have children under the age of 18 and how this affected the dining experience/tablet usage. Findings from the study demonstrate that table-top tablets are not providing a more positive experience overall to customers, but customers are enjoying the ability to pay on the tablets. Additionally, personality factors such as introversion and openness to experience do affect a customer's dining experience/tablet usage because individuals who are more introverted and less open to new experiences are slightly less likely to use the tablet and/or enjoy using the tablet. The findings from the study also help to show that various demographic difference do change how a customer uses the tablet, the customer's experience with the tablet, and whether the customer chooses to use the tablet or not. Furthermore, the results indicate that restaurants might be providing worse service than they were previously due to a minor reliance on these table-top tablets and a decrease in wait staff. Implications for these findings can be looked at from two different perspectives. This research can be helpful for not only restaurants possibly considering the implementation of table-top tablets, but also consumers/customers who are dining at these restaurants. Recommendations for future research are based on the findings from the study and the responses of the individuals.

In a global environment, innovation has become especially important to remain competitive in the market. Many factors affect the rate of innovation. Specifically, national culture significantly impacts a nation's ability to innovate. Using Hofstede's cultural dimensions [Power Distance, Individualism, Masculinity, Uncertainty Avoidance], this research attempts to explain a culture's effects on innovation. Based on data from the Organization for Economic Cooperation and Development (OECD), countries showing higher levels of innovation correlate with better quality of life and profitability amongst corporations in countries. Organizations can use the correlations identified between each of Hofstede's frameworks to improve company culture and increase rates of innovation. A low Power Distance and Uncertainty Avoidance coupled with an Individualistic culture had the largest positive effect on innovation.

Purpose: This thesis studies the behavior and actions of introverted and extraverted students in regards to preparing for and obtaining a postgraduate position. The purpose of this thesis is to develop an understanding of introverts' and extraverts' approach to the job search process and to provide suggestions to improve the job search process. Methodology: In addition to research of existing literature, a survey was given to students at the W. P. Carey School of Business at Arizona State University, to determine students' job search behaviors, and to recruiters of organizations who recruit from the W. P. Carey School of Business at Arizona State University to determine what recruiters look for in a candidate. Findings - We found that extraverts are more likely to network online than introverts. Secondly, we found that extraverts are more likely to self-promote their strengths to company recruiters than introverts. Thirdly, we found that introverts are more reserved when it comes to discussing their strengths with company recruiters than extraverts. Fourthly, we found that extraverts are more likely to feel as though they successfully represent themselves to company recruiters than introverts. Additionally, we found that the top three behaviors that recruiters look for in candidates include the candidate being energized about the prospects of working for the organization, that the candidate is knowledgeable about the organization, and that the candidate asks questions and introduces him-or-herself at organization information sessions. The three lowest rated behaviors were that the candidate uses live (in-person) networking to connect with the recruiter, that the candidate is reserved when discussing his/her accomplishments, and that the candidate uses online networking to connect with recruiters.

With many recent events, such as the 2008 Financial Crisis, still under heavy scrutiny from the public, the payment received by executives at some of the major US banking institutions has been at the center of a major debate: are bank executives overpaid? While many people have attempted to answer this question, it is important to look at historical data and determine whether banks tie executive pay to the performance of the firm. The authors gathered historical 10-K data on firm performance at five major banks (Bank of America, Citigroup, JP Morgan, US Bancorp, and Wells Fargo), as well as Proxy Statement data on how top-5 executives were being paid at these banks. Correlations between how the firm performed during a given year and what the executive officers of the bank were paid were calculated, to see whether the two subjects correlated with one another. Results were mixed-certain banks drew large correlations between the pay of executives and firm performance, while other banks did not. Interpretation of such data leads to a belief that some banks rely on overall firm performance when setting pay packages for executives, while other banks do not, perhaps using internal measures of performance unknown to the public. Extensive further research could be conducted on this issue to determine what other measures might play a more prominent role when it comes to deciding pay for executives at big banks.

For the past two years, New Venture Group (nVg) and the Havasupai Tribe have worked together on a variety of community development projects. The purpose of this paper is to provide descriptions and documentation for these projects and how they are related to the economic development of the community. The partnership with the Havasupai Tribe has allowed nVg to learn the history and culture of one of Arizona's oldest communities. It has been necessary to understand the traditional values of the Havasupai to design projects that will benefit the tribe and gain support from its members. The products that nVg has worked on under the direction of the Havasupai include: - Computer training sessions - A tribal website - Financial analyses of Supai enterprises - Data management resources These and additional activities will be explained in the following pages. They were created following several meetings with tribal members and Enterprise Managers in Tempe and Supai, Arizona over the last two years. The goal of these projects is to contribute to the economic development of Supai and the Havasupai people more generally. Economic development means combining the existing strengths of the Havasupai community with nVg's business management experience, creating a stronger and more productive economy that contributes to the overall quality of life for the Havasupai.

This meta-analysis examines current gaps in mentoring and networking research. Both mentoring and networking have been shown to lead to career satisfaction, promotions and salary increases. However little research has been done to compare the relative effects that each has on these career outcomes. Recent research that led to this analysis has shown that both networking and mentoring lead to positive career outcomes and both are needed however, some studies revealed that mentoring leads to more promotions while networking leads to higher salary and higher career satisfaction. However when this data was analyzed across more studies, meta-analytically, there were several inconsistencies with the original hypothesis. The findings from this study do suggest that there is a significant and positive correlation between mentoring and intrinsic satisfaction, salary and promotion. However there are unknown moderators present for intrinsic satisfaction. The relationship between networking and intrinsic satisfaction and salary were positive but not significant and networking and promotions were not related significantly. Statistics suggested moderators were present in the networking relationships. Additionally networking did not have a more significant relationship with intrinsic satisfaction and salary than did mentoring. Mentoring did prove to have a more significant effect on promotions than networking did. Overall more research needs to be done to understand the mixed results in this area of research.

This project is a business analysis of Corner Archery, a Glendale, AZ Archery shop. It addresses the various roles of the different employee positions within the company with a focus on the owner's responsibilities in particular. It also analyzes the business from an operations and revenue driver standpoint, making proposals to improve each of these areas.

The following creative project was a two part study regarding the wedding and event planning industry. Part one consisted of planning and executing an event followed by an analysis of the event in terms of strengths, weaknesses, and customer feedback. Part two consisted of evaluating a potential wedding planning company by the standards of the Business Model Canvas Method. The overall goal of this project was to determine if I would be pursuing a career as an independent wedding and event consultant or exploring other career options based on the research conducted and which option would be best aligned with my desires and career aspirations.

Purpose: This thesis studies students' motivations for accepting internships, and how companies can better their internship programs to retain interns for full-time employment. The purpose of this thesis is to produce ways for companies to increase the return on investment of their internship programs by increasing their conversion rates of interns to full-time employees. Methodology: In addition to research of existing literature, a survey was given to undergraduate students at Arizona State University to determine students' motivations for accepting internships, interest level in working for the company full-time before starting their internship and upon completion of their internship, what factors are important when seeking an internship versus a full-time job, what different companies offer in their internship programs, and how companies stay in contact with interns following their internship. Findings: Through my research I found that upper and lower division students have different motivations for completing internships, and that upper division students have more of a motivation for working full-time for the company they intern for. I also found that students' interest in the company will shift throughout the course of their internship, but those students that are satisfied with their internship will be more likely to want to work full-time with that employer. Students also found different factors important when seeking internships versus full-time jobs; students looking for internships are most interested in work that they enjoy, industry, and pay, while students searching for a full-time job find pay, work, that you enjoy, and location most important. I also found that students would be most satisfied with those internships in which the program centers on engagement, meaningful work, and feeling a part of the team. Finally, students who accept return offers from the company they intern for receive minimal communication from the company after they receive their offer. This may be the reason so many former interns continue to seek other job opportunities following the acceptance of their return offer.

With the retirement of the Baby Boomer generation, the workforce is getting younger. Millennials will soon make up the majority of the workplace, and it is therefore imperative for organizations to understand the values and work expectations of this emerging generation. This thesis examines the importance of employment benefits towards work life balance and work satisfaction to Millennials, and what employers can do to recruit and retain this generation of workers in the current marketplace. The data for this study was collected by surveying MBA students enrolled at the W.P. Carey School of Business at Arizona State University. A total of sixty-eight students completed the survey, forty-five being Millennials and twenty-three members of Generation X. The data was analyzed using various statistical techniques to assess the generational importance of work life balance and its relationship between particular employee benefits and recruitment and retention at organizations.