Triple Crossed Flexure Pivot Based on a Zero Parasitic Center Shift Kinematic Design

Thanks to their absence of play, absence of contact friction and possible monolithic fabrication, flexure pivots offer advantages over traditional bearings in small-scale, high accuracy applications and environments where lubrication and wear debris are proscribed. However, they typically present a parasitic center shift that deteriorates their rotational guidance accuracy. Existing solutions addressing this issue have the drawbacks of reducing angular stroke, prohibiting planar design, or introducing overconstraints or underconstraints. This article introduces a new triple crossed flexure pivot called TRIVOT that has a reduced parasitic center shift without overconstraints nor internal mobility, while allowing either optimal stress distribution in the flexures or a planar design. The new architecture also makes it possible to place the center of rotation outside of the physical structure, which is not the case with traditional bearings. Based on finite element simulations, we show that the parasitic shift is reduced by one order of magnitude in comparison to the widely used crossed flexure pivot. We also derive and validate formulas for the rotational stiffness and angular stroke limit of the TRIVOT. Finally, we show that a high support stiffness can be achieved with a lowest uwanted eignenfrequency 13.5 times higher than the first eigenfrequency. We expect this new pivot to become a competitive alternative to the crossed flexure pivot for applications where high accuracy and compactness are required.

Examining the Significance of Internal Mobility Hiring in Determining the Individual Vs Organizational Outcomes: An Empirical Investigation from ADNOC FURSA Platform During Recent Pandemic of COVID-19

Objective Scope: ADNOC group of companies introduced the Fursa platform which is an internal online website where HR acquisition partners among the 13 companies can post vacancies and employees from any of the 13 companies can apply to those vacancies. The aim of this initiative is to move ADNOC's employees internally to reskill, fill department gaps, and cross-collaborate to get a project done or hit an organizational goal with minimizing hiring cost and accelerate recruitment process. This study considers the above stated program as an explanatory factor to determine the individual's as well as organizational outcomes in ADNOC group of companies. Methods, Procedure, Process: To address the study objectives, qualitative and quantitative methods are adopted. More specifically, for quantitative approach, structural questionnaire was developed through adopting different items from the literature. Whereas qualitative analysis are conducted while using the information from structured interviews. Results, Observations, Conclusions: The study findings indicates that both individual and organizational outcomes are positively and significantly determined by internal mobility program. Similarly, analyses through qualitative approach confirms that internal mobility program helps to provide learning and development of the employees, productivity and performance in terms of individual outcomes, and sales and growth to reflect the concept of organizational outcomes. It is stated current program Enabled employees to find their next position, project, or mentor internally, and maximized ADNOC workforce potential and unlock the capacity to meet the corporate objectives. Other interesting outcomes are It takes less time and money to source (and saves money on relocation costs and as known during pandemic situation there is a restriction on international movement between countries); it enables faster onboarding and ramping up. Additionally, during internal mobility the company is confident that the candidate shares your mission and vision, and It also implies that you are aware of a candidate's most recent performance. Novel/Additive information: the study is unique in the sense that it is done in one of the giant oil and gas companies which employees working in different aspects of the business; upstream, downstream, and mid-stream. The study introduces modern ways of work in a speedy, natural manner, and the use of MS Teams to do virtual interviews. Fursa platform allows companies to act quickly. It only takes a few seconds to determine where talent should be directed, and a few more seconds to deploy it.

Editor’s Note: Another Tough Year Comes to an End

As the end of the year 2021 draws near, it is time to reflect and take stock as well as look into the future. This year like 2020 was equally tough as the coronavirus (COVID-19) pandemic continues to wreak havoc in the world. The mortality and morbidity rates remain high despite the development of a vaccine and many people being vaccinated. New variants of the virus emerged in 2021 leading to renewed restrictions on businesses and internal mobility as well as international travel to some parts of the world. No doubt, the pandemic has had a cascading disruptive effect on all facets of life and continues to impact on people’s mental health, and academic being a stressful career than others, scholars need to do what they can to take care of their mental health and wellbeing during this period. This can involve simple steps such as taking a few days off to relax or to connect with family and friends. I hope you have started planning and hopefully, we have learned some lessons from 2020 and 2021 and will be better prepared and equipped to adjust to whatever the ‘New Normal’ has in store for us in 2022.

Managing Turnover of STEM Teacher Workforce

We are facing a lack of skilled and certified STEM (science, technology, engineering, and math) teachers confined to schools with specific characteristics, such as working conditions and neighborhoods. It is essential to understand teachers’ decision-making processes that affect teacher turnover rates to enable schools to retain and motivate STEM. This study hypothesizes that lower job satisfaction concerning location and opportunities for advancement and independence is positively associated with voluntary leave from a school to another school or job switched from the K-12 teaching profession to other industries. We utilized a logit analysis for internal mobility if teachers remained in K-12 teaching but switch schools and external mobility if employed in non-education sectors using the National Survey of College Graduates data. The results varied by teacher experiences and mobility type. For novice STEM teachers, more opportunities for career advancements are needed to prevent external attrition. Internal mobility can be addressed via the overall improvement of the urban education environment and teacher compensation. Administrative support for experienced teachers’ career advancement should be considered. Government policies on STEM education need differentiated support considering teachers’ work experiences and working conditions.

Design of a Triple Crossed Flexure Pivot With Minimized Parasitic Shift

Thanks to their absence of play, absence of contact friction and possible monolithic fabrication, flexure pivots offer advantages over traditional bearings in small-scale, high accuracy applications and environments where lubrication and wear debris are proscribed. However, they typically present a so-called parasitic center shift that deteriorates their rotational guidance accuracy. Existing solutions addressing this issue have the drawbacks of reducing angular stroke, prohibiting planar design, or introducing overconstraints or underconstraints. This article introduces a new triple crossed flexure pivot called TRIVOT that has a reduced parasitic shift without overconstraints nor internal mobility while allowing either optimal stress distribution in the flexures or a planar design. The new architecture also makes it possible to place the center of rotation outside of the physical structure, which is not the case with traditional bearings. Based on finite element simulations, we show that the parasitic shift is reduced by one order of magnitude in comparison to the widely used crossed flexure pivot. We also derive and validate formulas for the rotational stiffness and angular stroke limit of the TRIVOT for given dimensions and material, which are valuable for its dimensioning towards practical applications. We expect this new pivot to become a competitive alternative to the crossed flexure pivot for applications where high accuracy and compactness are required.

The Impact of Internal Mobility Policies on Employee Performance at Private Banks Mysore

The banking industry has tremendous growth in Indian market .The entrance of new policies in banking sector has bought changes in employee performance. Retaining employees in private banks has lot of challenges. Employee retention and employee performance is a contemporary approach for the development of private banks. The private banks has initiated news ways to implement internal mobility policies to retain employees . This paper presents an novel employee internal mobility survey in the private banks in Mysore . The research study is based on the following criteria, internal mobility policies, employee satisfaction towards internal mobility, factors influencing employee satisfaction, internal mobility policies towards employees’ retention. The target population for the study is employees of private banks .Required analysis will be done to measure the impact of internal mobility on employee performance. The current study focuses on impact of internal mobility on employee performance in the organization, and also the factors which has impact on internal mobility policies on employee performance. For the persistence of study primary data and secondary data is used. The research results impact of internal mobility on employee performance in private banks Mysore.

Hindering talented employees’ internal mobility: managers’ territorial response to stress

PurposeIntegrating territoriality and the job demands-resources model, this study investigated tactics that managers use to hinder their talented employees’ internal job transfer attempts. This study proposed that managers’ psychological ownership of talent would relate to their use of persuasion and nurturing tactics, and that managers’ role overload and job social support would moderate these relationships.Design/methodology/approachThe data for this study was collected by administering two surveys approximately two weeks apart. A hundred and sixteen managers provided complete data for analysis.FindingsPsychological ownership of talent related to persuasion tactics but not nurturing tactics. When overload was higher and social support was lower, managers with higher psychological ownership reported using more persuasion tactics to hinder their talented employees’ internal mobility. This study did not find significant interactions for nurturing tactics.Practical implicationsInternal talent hindering can impede employee access to critical learning and growth opportunities, and employees who feel their mobility is restricted may be more inclined to turnover. Accordingly, managers who hinder internal mobility can negatively affect talented employees’ leadership development within an organization and the effectiveness of its succession plans.Originality/valueThis study demonstrates empirically that managers intentionally use tactics to hinder the internal transfers of their talented employees. This study identifies predictors and boundary conditions of hindering tactics, and this knowledge can help organizations address internal talent hindering.