SMILE: Simulator for Maryland Imitation Learning Environment

As robot imitation learning is beginning to replace conventional hand-coded approaches in programming robot behaviors, much work is focusing on learning from the actions of demonstrators. We hypothesize that in many situations, procedural tasks can be learned more effectively by observing object behaviors while completely ignoring the demonstrator's motions. To support studying this hypothesis and robot imitation learning in general, we built a software system named SMILE that is a simulated 3D environment. In this virtual environment, both a simulated robot and a user-controlled demonstrator can manipulate various objects on a tabletop. The demonstrator is not embodied in SMILE, and therefore a recorded demonstration appears as if the objects move on their own. In addition to recording demonstrations, SMILE also allows programing the simulated robot via Matlab scripts, as well as creating highly customizable objects for task scenarios via XML. This report describes the features and usages of SMILE.

Too Busy to Be Fair? The Effect of Managers’ Perceived Workload on Their Core Technical Performance and Justice Rule Adherence

Despite the organizational benefits of treating employees fairly, both anecdotal and empirical evidence suggest that managers do not behave fairly towards their employees in a consistent manner. As treating employees fairly takes up personal resources such as time, effort, and attention, I argue that when managers face high workloads (i.e., high amounts of work and time pressure), they are unable to devote such personal resources to effectively meet both core technical task requirements and treat employees fairly. I propose that in general, managers tend to view their core technical task performance as more important than being fair in their dealings with employees; as a result, when faced with high workloads, they tend to prioritize the former at the expense of the latter. I also propose that managerial fairness will suffer more as a result of heightened workloads than will core technical task performance, unless managers perceive their organization to explicitly reward fair treatment of employees. I find support for my hypotheses across three studies: two experimental studies (with online participants and students respectively) and one field study of managers from a variety of organizations. I discuss the implications of studying fairness in the wider context of managers’ complex role in organizations to the fairness and managerial work demands literatures.