Nicholas R. Fry, Robert C. Richardson and Jordan H. Boyle
This paper aims to present a multi-axis additive robot manufacturing system (ARMS) and demonstrate its beneficial capabilities.
Abstract
Purpose
This paper aims to present a multi-axis additive robot manufacturing system (ARMS) and demonstrate its beneficial capabilities.
Design/methodology/approach
ARMS was constructed around two robot arms and a fused filament fabrication (FFF) extruder. Quantitative experiments are conducted to investigate the effect of printing at different orientations with respect to gravity, the effect of dynamically changing build orientation with respect to the build tray when printing overhanging features, the effect of printing curved parts using curved, conformal layers. These capabilities are combined to print an integrated demonstrator showing potential practical benefits of the system.
Findings
Orientation with respect to gravity has no effect on print quality; dynamically changing build orientation allows overhangs up to 90° to be cleanly printed without support structures; printing an arch with conformal layers significantly increases its strength compared to conventional printing.
Research limitations/implications
The challenge of automatic slicing algorithms has not been addressed for multi-axis printing. It is shown that ARMS could eventually enable printing of fully-functional prototypes with embedded components.
Originality/value
This work is the first to prove that the surface roughness of an FFF part is independent of print orientation with respect to gravity. The use of two arms creates a novel system with more degrees of freedom than existing multi-axis printers, enabling studies on printing orientation relationships and printing around inserts. It also adds to the emerging body of multi-axis literature by verifying that curved layers improve the strength of an arch which is steeply curved and printed with the nozzle remaining normal to the curvature.
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In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still…
Abstract
In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still be covered by the Act if she were employed on like work in succession to the man? This is the question which had to be solved in Macarthys Ltd v. Smith. Unfortunately it was not. Their Lordships interpreted the relevant section in different ways and since Article 119 of the Treaty of Rome was also subject to different interpretations, the case has been referred to the European Court of Justice.
Martin Götz and Ernest H. O’Boyle
The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and…
Abstract
The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).
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Neal M. Ashkanasy, Ashlea C. Troth, Sandra A. Lawrence and Peter J. Jordan
Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has…
Abstract
Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.
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Shane Connelly and Brett S. Torrence
Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of…
Abstract
Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.
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Paul Boyle, Tom Cooke, Keith Halfacree and Darren Smith
Presents the findings of a study of long distance migrations for employment opportunities in both the US and the UK. Compares the cross‐national differences between the two…
Abstract
Presents the findings of a study of long distance migrations for employment opportunities in both the US and the UK. Compares the cross‐national differences between the two countries and tries to investigate the effects of the relative resources of the partner in their subsequent search for employment. Attempts to discover any gender differences based upon occupational status. Evaluates the similarity and differences between the countries.
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Iraqi universities in the aftermath of invasion in 2003 experienced extremely high levels of “post”-war violence and insecurity. The most widely known dimension of this violence…
Abstract
Iraqi universities in the aftermath of invasion in 2003 experienced extremely high levels of “post”-war violence and insecurity. The most widely known dimension of this violence is the shocking assassination campaign that killed hundreds of Iraqi academics. This paper provides an analysis of violence and insecurity in post-2003 that takes a broader optic and considers multiple forms of vulnerability to attack including insurgencies, sectarian conflict, and criminal violence. It also considers the various responses to the security dilemma taken by Coalition forces – principally counter-terrorism and stabilization efforts – and by Iraqi policy-makers and higher education communities, including security measures, politicization, ethno-sectarianization, and displacement.
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Ronald H. Humphrey, Neal M. Ashkanasy and Ashlea C. Troth
Purpose: In this summative article the volume editors discuss some of the “antidotes” to negative emotions that the authors in this volume have set out. Design: The summary is…
Abstract
Purpose: In this summative article the volume editors discuss some of the “antidotes” to negative emotions that the authors in this volume have set out. Design: The summary is arranged in five sections: (1) Negative emotions as learning opportunities; (2) attributions and cognitive reframing; (3) importance of emotional intelligence; (4) leader empathy and organizational support; and (5) benefits of solving negative employee emotions. Findings: Despite the pervasiveness of negative emotions and experiences in organizations, they can lead to positive outcomes if handled appropriately. Research Implications: The contributions to this volume focus on a wide variety of important but underresearched topics in emotions and affect; and contain many original solutions to dealing with such emotions that may ultimately prove beneficial to organizations. Practical Implications: Organizations that are good at helping their employees cope with negative emotions have a competitive advantage in improving their employees' job performance and organizational commitment. Social Implications: The negative emotions examined in the articles presented in this volume have an impact on employee well-being. Thus, coping with these emotions is crucial to society. Originality/Value: The articles in this volume provide a variety of original solutions to what some might see as an “epidemic”’ of negativity in organizations.
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To explain how cumulative efforts contribute to learning and literacy development.
Abstract
Purpose
To explain how cumulative efforts contribute to learning and literacy development.
Design/methodology/approach
A representation of how efforts lead to lasting growth is discussed through a variety of historical and current perspectives across content disciplines. This chapter includes depictions of how positive experiences can promote further success and recognizing one’s cumulative efforts and the effects from those are fundamental to educational attainment.
Findings
The value one places on tasks such as reading or writing is often aligned to the frequency with which those events occur. Students view their time and effort as capital; they are students’ most valued possessions, and how they allocate these commodities is a choice.
Practical implications
For students to become avid readers and writers, we must utilize a host of strategies to impress the notion that these activities are worth their attention, time, and investment.