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This study aims to investigate and compare the characteristics of three topologies of moving-magnet linear oscillating actuator (LOA) based on their mover position. Positive aspects and consequences of every topology are demonstrated. Three topologies of axially magnetized moving-magnet LOA; outer mover, inner mover (IM) and dual stator (DS) are designed and examined. Due to its characteristically high thrust density and more mechanical strength, axially magnetized tubular permanent magnets (PMs) are used in these topologies.

LOAs are designed and optimized using parametric sweep, in term of design parameters and output parameters like thrust force, stroke and operating resonance frequency of the LOA. All the pros and cons of each topology are investigated and compared. Output parameters of the LOAs are compared using same size of the investigated LOAs. Mover mass, which plays a vital role in resonant operation, is analyzed for IM and DS designs. Investigated LOAs are compared with conventional designs of LOA for compressor in refrigeration system with regards of motor constant, stroke and thrust per PM mass.

This paper analyzes three topologies of moving-magnet LOAs. The basic difference between investigated LOAs is the radius of tubular-shaped mover from its central axis. All the design parameters are compared and concluded that thrust per PM mass of IMLOA is maximum. OMLOA provides maximum motor constant of value 180 N/A. DSLOA provides thrust force with motor constant 120 N/A and required intermediate materials of PMs. All the three designs give the best results in terms of motor constant and thrust per PM mass, compared to conventional designs of LOA.

This paper determines the impact of mover position from its central axis in a tubular-shaped moving-magnet LOA. This work is carried out in correspondence of latest papers of LOA.

This study aims to discuss relationship between job resources and employees adaptive job performance. Using the job demands-resource (JD-R) theory, the paper examines the mediating role of work engagement in the relationship between job resources and adaptive job performance. The study also explores the moderating role of psychological contract fulfillment.

The study is based on data gathered from 254 employees of hospitality sector in Pakistan through a Web-based survey. The statistical verification conducted through using partial least squares structural equation modeling.

Findings has confirmed that job resources positively related to employees’ adaptive job performance. Furthermore, the mediation effect is explained by employees’ work engagement. Interestingly, employee psychological contract fulfillment moderated the positive relationship between job resources and employees’ work engagement.

The present study expands the previous research that validates the assumptions of job demand-resources theory into hospitality employees to harness job resources with employees’ engagement and performance as well as highlight the role of psychological contract fulfillment.

The aim of this study is to investigate the relationships between transformational leadership (TL), informal learning and job involvement. The study delineates two pathways from TL to job involvement. The first is an indirect link through informal learning on job involvement, while the second pathway focuses on the moderating role of self-efficacy on the relationship between TL and informal learning.

Survey data were gathered from 596 employees of small services firms in Pakistan. The proposed hypotheses were examined using structural equation modeling.

The results reveal that TL is indirectly related to job involvement through informal learning. The study also shows that self-efficacy strengthens the relationship between TL and informal learning.

Previous studies have overlooked the potential influence of TL on job involvement through the mechanism of informal learning. The current study addresses this gap by examining informal learning as a mediator between TL and job involvement. Furthermore, the study provides several theoretical and managerial implications for research and practice.

The objective of this research is to investigate how ethical leadership (EL) directly or indirectly impacts adaptive performance (AP) within the hospitality industry, focusing on the mediation of trust in leaders (TiL) and job crafting (JC).

Data were gathered from 328 employees and 66 leaders across 28 hotels in central and northern areas of Pakistan using a time-lagged methodology. Structural equation modeling was applied for data analysis using SPSS and AMOS.

Findings present a strong connection between EL and AP, with both TiL and JC serving as independent and sequential mediators. The study also revealed that EL is directly linked to TiL and JC.

Findings suggest that hospitality firms should foster a culture of EL by focusing on hiring and employees’ development programs, enhancing their dynamic capabilities to adapt to the changes.

By examining the AP of frontline employees, this study identifies new outcomes of EL within the hospitality context. Furthermore, it also contributes to the literature by exploring the novel impact of EL on AP through TiL and JC.

This study aims to theoretically discuss and empirically test the mediating mechanism of psychological distress and the moderating effects of Islamic work ethics (IWE) in the relationship between despotic leadership and adaptive performance.

A three-wave survey was used to gather the data from middle managers and their supervisors of construction firms in Pakistan. The final sample consisted of 304 respondents and data analysis was performed through SEM analysis.

Despotic leadership enhances employees’ psychological distress which results in a negative impact on adaptive performance. In addition, IWE played a buffering role in mitigating the harmful impacts of despotic leadership on adaptive performance.

The study is among the pioneers that have investigated how despotic leadership impacts employees’ adaptive performance via the underlying mechanism of psychological distress through the conservation of resources and social exchange theory lens.

The goal of this study was to examine the mediating mechanism of informal learning between dimensions of learning climate and organizational citizenship behavior (OCB). In addition, the study also aimed to investigate the learning climate, in the dimensions of learning facilitation, learning appreciation and error avoidance as antecedents of informal learning.

The data were gathered from sports items manufacturing small and medium enterprises (SMEs) in Sialkot, Pakistan. Sialkot is home to manufacturing businesses that export their products worldwide. Survey data of 318 middle managers collected at 2 different times were used for testing the research model using structural equation modeling (SEM).

The results demonstrate that facilitation and appreciation learning climate have a positive relationship with informal learning and error-avoidance has a negative relationship with informal learning. The analysis also revealed that informal learning mediated the linkage between learning climate dimensions and OCB. Moreover, informal learning is significantly related to OCB.

HR practitioners and organizational leaders of SMEs can use, encourage and promote informal learning to improve the skills and knowledge of employees at low cost. For instance, management should strategically implement informal learning at the workplace by providing a supportive learning climate.

Previous studies have overlooked the impact of informal learning on OCB and its mediating effect. The present study addresses this gap by examining the mediating mechanism of informal learning between learning climate and OCB.

Based on the conservation of resources (COR) theory, this study seeks to investigate how job embeddedness (JE) and job frustration (JF) as serial mediators linking abusive supervision (AS) to project performance (PP) in the construction industry.

Data were gathered from 297 respondents working in six organizations involved in large-scale construction projects. The respondents were project managers, field engineers, consultants and civil engineers. Partial least squares structural equation modeling was used for data analysis and hypothesis testing.

The study findings indicate that JE and JF mediate AS’s impact on PP. The findings further reveal that JE and JF serially mediated the linkage between AS and PP.

This manuscript contributes to the relevant knowledge by investigating the overlooked psychological mechanisms of JE and JF between the linkage of AS to PP. The results of this study hold significant implications for both theoretical research and management practices.

Employees turnover is considered a prevailing worldwide problem (Vasquez,2014). This study aims to test the impact of job resources on employees’ work engagement and turnover intentions of different ages, gender and organizational hierarchy.

This study used an online survey method using the job demands-resources (JD-R) theory. Data were collected from 408 hotel employees. The analysis was conducted through structural equation modeling.

This study finds that job resources positively impact work engagement. Moreover, work engagement negatively influences employees’ turnover intention. In addition, work engagement is found as an underlying psychological mechanism between job resources and turnover intentions. Further, age, gender and organizational hierarchy play a significant role in moderating the relationship between work engagement and turnover intentions.

This study suggests that job resources can overcome turnover intentions among employees concerning diverse age, gender and organizational hierarchy for reciprocal relationships. Based on JD-R theory, this study empirically tests the neglected role of ages, gender and the organizational hierarchy on employees’ work engagement and turnover intentions in the hospitality sector in a developing country context.

Drawing upon conservation of theory, this study aims to extend the scant literature on the effect of leader-member exchange (LMX) on workplace deviance behaviour (WDB) and adaptive performance by investigating the role of Islamic work ethics as moderators.

A time-lagged and multi-source data of (269 paired responses) of employees working in Islamic banks were used for hypotheses testing.

Taken together, the findings revealed that Leader Member Exchange (LMX) has a positive and significant impact on adaptive performance and is negatively related to employees’ WDB. The results of the moderation effect showed the positive relationship of LMX with adaptive performance and the negative relationship with WDB is stronger for high Islamic work ethics (IWE).

This study provides practical insight that Islamic business ethics plays a significant role in fostering adaptive performance and reducing the deviance behaviour of employees.

To the best of the authors’ knowledge, this is the first study that examined the moderating role of IWE between LMX-adaptive performance and LMX-WDB. This study has also filled the gap of scant literature about the impact of LMX on adaptive performance and WDB.

Drawing from social exchange theory, the purpose of this study is to investigate the influence of servant leadership on organizational citizenship behavior, turnover intentions and work performance through mediating role of job embeddedness.

The data were gathered from 252 frontline employees of Pakistan's hotel industry in two-time lags with an interval of two months by using purposive sampling. PLS-SEM was applied for the analysis of data and hypothesis testing.

The study ascertained that job embeddedness is a potent mediator between the nexus of servant leadership and aforementioned work outcomes. The study results portray that servant leadership promotes job embeddedness, OCB, work performance and reduces turnover intentions.

Hotel management can use job embeddedness to boost servant leadership and reduce turnover intentions. In addition, management should also increase servant leadership by organizing training and workshops for their managers, which ultimately improves followers' organizational citizenship behavior and work performance.

Hotel management can use job embeddedness to boost OCB, work performance and reduce turnover intentions. In addition, management should also increase servant leadership by organizing training and workshops for their managers, which ultimately improves followers' citizenship behavior and work performance.

There are numerous calls for research to ascertain as well as sparse literature available whether job embeddedness act as a mediator in the nexus of servant leadership and work outcomes or not. The current study fills these voids and contributes to the literature by empirically examining the mechanism of job embeddedness between servant leadership and the work outcomes.