Search results

Successive approximation register (SAR) analogue to digital converter (ADC) is well-known with regard to low-power operations. To make it energy-efficient and time-efficient, scientists are working for the last two decades, and it still needs the attention of the researchers. In actual work, there is no mechanism and circuitry for the production of two simultaneous comparator outputs in SAR ADC.

A small-sized, low-power and energy-efficient circuitry of a dual comparator and an amplifier is presented, which is the most important part of SAR ADC. The main idea is to design a multi-dimensional circuit which can deliver two quick parallel comparisons. The circuitry of the three devices is combined and miniaturized by introducing a lower number of MOSFET’s and small-sized capacitors in such a way that there is no need for any matching and calibration.

The supply voltage of the proposed comparator is 0.7 V with the overall power consumption of 0.257mW. The input and clock frequencies are 5 and 50 MHz, respectively. There is no requirement for any offset calibration and mismatching concerns due to sharing and centralization of spider-latch circuitry. The total offset voltages are 0.13 0.31 mV with 0.3VDD to VDD. All the components are small-sized and miniaturized to make the circuit cost-effective and energy-efficient. The rise and response time of comparator is around 100 ns. SNDR improved from 56 to 65 dB where the input-referred noise of an amplifier is 98mVrms.

The proposed design has no linear-complexity compared with the conventional comparator in both modes (working and standby); it is ultimately intended and designed for 11-bit SAR ADC. The circuit based on three rapid clock pulses for three different modes includes amplification and two parallel comparisons controlled and switched by a latch named as “spider-latch”.

There are many types of the ADCs implemented in the mobile and wireless devices. Most of these devices are battery operated and operational at low input voltage. SAR ADC is popular for its low power operations and simple architecture. Scientists are still working to make its working faster under the same low power area. There are many SAR-ADC implemented in the past two decades, but still, there is a big room for dual SAR-ADC.

The authors are presenting a dual SAR-ADC with a smaller number of components and blocks. The proposed ultra-low-power circuit of the SAR-ADC consists of four major blocks, which include Bee-bootstrap, Spider-Latch dual comparator, dual SAR-logic and dual digital to analog converter. The authors have used the 90-nm CMOS library for the construction of the design.

The power breaks down of the comparator are dramatically improved from 0.006 to 0.003 uW. The ultimate design has 5 MHz operating frequency with 25 KS/s sampling frequency. The supply voltage is 1.2 V with 35.724 uW power consumption. Signal-to-noise and distortion ratio and spurious-free dynamic range are 65 and 84 dB, respectively. The Walden's figure of merits calculated 7.08 fj/step.

The authors are proposing two-in-one circuit for SAR-ADC named as “dual SAR-ADC”, which obeys the basic equation of duality, derived and proved under the heading of proposed solution. It shows a clear difference between the performance of two circuit-based ADC and one dual circuit ADC. The number of components is reduced by sharing the work load of some key components.

Successive Approximation Register-Analog to Digital Converter (SAR-ADC) has been achieved notable technological advancement since the past couple of decades. However, it’s not accurate in terms of size, energy, and time consumption. Many projects proposed to make it energy efficient and time-efficient. Such designs are unable to deliver two parallel outputs.

To this end, this study introduced an ultra-low-power circuitry for the two blocks (bootstrap and comparator) of 11-bit SAR-ADC. The bootstrap has three sub-parts: back-bone, left-wing and right-wing, named as bat-bootstrap. The comparator block has a circuitry of the two comparators and an amplifier, named as comp-lifier. In a bat-bootstrap, the authors plant two capacitors in the back-bone block to avoid the patristic capacitance. The switching system of the proposed design highly synchronized with the short pulses of the clocks for high accuracy. This study simulates the proposed circuits using a built-in Cadence 90 nm Complementary Metal Oxide Semiconductor library.

The results suggested that the response time of two bat-bootstrap wings and comp-lifier are 80 ns, 120 ns, and 90 ns, respectively. The supply voltage is 0.7 V, wherever the power consumption of bat-bootstrap, comp-lifier and SAR-ADC are 0.3561µW, 0.257µW and 35.76µW, respectively. Signal to Noise and Distortion Ratio is 65 dB with 5 MHz frequency and 25 KS/s sampling rate. The input referred noise of the amplifier and two comparators are 98µVrms, 224µVrms and 224µVrms, respectively.

Two basic circuit blocks for SAR-ADC are introduced, which fulfill the duality approach and delivered two outputs with highly synchronized clock pulses. The circuit sharing concept introduced for the high performance SAR-ADCs.

This study investigates the mediating role of improvisation behavior in the relationship between employees' perceptions of procedural justice and their job performance, as evaluated by their supervisors, as well as the invigorating role of their organization-based self-esteem in this process.

Survey data were collected in three rounds among employees and their supervisors in Pakistan.

An important factor that connects procedural justice with enhanced job performance is whether employees react quickly to unexpected problems while carrying out their jobs. This mediating role of improvisation is particularly salient to the extent that employees consider themselves valuable organizational members.

For organizations, this study pinpoints a key mechanism—willingness to respond in the moment to unanticipated organizational failures—by which fair decision-making processes can steer employees toward performance-enhancing activities. It also reveals how this mechanism can be activated, namely, by ensuring that employees feel appreciated.

Improvisation represents an understudied but critical behavioral factor that links employees' beliefs about fair decision-making procedures to enhanced performance outcomes. This study shows, for the first time, how this beneficial role can be reinforced by organization-based self-esteem, as a critical personal resource.

This study seeks to unpack the negative relationship between employees' political ineptness and their job performance, by proposing a mediating role of organization-induced emotional exhaustion and a moderating role of perceived organizational unforgiveness.

The research hypotheses were tested with three-round survey data collected among employees and their supervisors across multiple industry sectors.

Political ineptness diminishes the likelihood that employees undertake performance-enhancing work behaviors because they perceive that their employer is draining their emotional resources. This mediating role of organization-induced emotional exhaustion is particularly salient when they perceive that organizational authorities do not forgive mistakes.

This study reveals a critical risk for employees who find it difficult to exert influence on others: They become complacent in their job duties, which then might further compromise their ability to leave a positive impression on others. This counterproductive process is especially prominent if organizational leaders appear unforgiving.

This study contributes to extant research by explicating an unexplored mechanism (organization-induced emotional exhaustion) and catalyst (organizational unforgiveness) related to the escalation of political ineptness into diminished job performance.

This study unpacks the relationship between violations of organizational promises, as perceived by employees and their job performance, considering the mediating effects of job-related anxiety and moderating effects of psychological contract type.

Multi-source, multi-wave data were collected from employees and their supervisors in Pakistan.

Feelings of organizational betrayal may reduce job performance due to the higher anxiety that employees experience in their daily work. This mediating role of enhanced job-related anxiety in turn is stronger to the extent that employees believe that their psychological contract contains relational obligations but weaker when it contains transactional obligations.

The study gives organizational decision makers pertinent insights into how they can mitigate the risk that employees who are angry about broken organizational promises stay away from performance-enhancing work activities, namely, by managing the expectations that come along with psychological contracts. In so doing, they can avoid imposing dual harms on employees, from both a sense that they have been betrayed and the risk of lower performance ratings.

This study offers expanded insights into the process that underpins the translation of psychological contract violations into diminished job performance, by pinpointing the simultaneous roles of experienced job-related anxiety and beliefs about employer obligations.

The purpose of this paper is to investigate important determinants of the culture of collective leadership in academic organizations. The present school improvement framework of Dubai School Inspection Board (DSIB) does not include cultural factors such as collective leadership, which is, according to many researchers, a leading factor of the operational efficiency and sustainable growth. The research objective was to identify the set of conditions that extend support to the development of collective leadership culture in the school work environment. In order to achieve research objectives, a sample of 271 employees from 12 underperforming private schools in Dubai was selected to examine the degree of the presence of visible practices promoting the culture of collective leadership. The past literature was explored to identify three manifest variables as determinants of the culture of collective leadership in the organization. The descriptive research design was adopted, and factor loadings on three manifest variables were examined through exploratory factor analysis (EFA) to validate the scale, and later the model hypotheses were tested using the linear regression model. The study has revealed that shared vision, employee’s commitment to achieving the organizational goal, and collaboration are key determinants, whereas staff commitment is the most important determinant of collective leadership. Generalization of the findings is one of the main concerns due to small sample size, which can be improved in future similar studies by running the model on the larger sample size. Indeed, this study is one of the few that provides a quantitative approach to the measurement of collective leadership in schools, and its findings can be a source of guideline for institutions in higher education and non-academic organizations as well.

The descriptive research design was adopted to explain the the characteristics of the population with respect to variables used in the model. The underlying variables were explored through the past literature; therefore, EFA was also undertaken to validate the relationship between scale items and manifest independent variables of the hypothesized construct. The testing of hypothesis makes this research “confirmatory” that allows making inference about the parameters of the multiple regression models in this empirical model.

The concept of collective leadership is explaining the wider role of leadership function in an organization. It is one of the cultural aspects that can be seen through everyday practices in any educational institution. These practices include shared vision among employees, commitment to achieving the common goal, and collaboration and teamwork. The results show that staff commitment is the most important determinant of collective leadership. The understanding of a cultural aspect of collective leadership is necessary to deal with the problems of nonperforming educational organizations. It is important that school leaders must think beyond the current DSIB model and include elements of collective leadership in their strategic plans. This will enable them to achieve sustainable students and organizational achievements. Employees’ clarity on the objectives, trust and collaboration are prerequisite of such culture.

Generalization is one of the main concerns in this study. The larger sample size can help overcome this problem. The sample size in the current study was also gathered without stratification of the population. Schools can be classified with respect to gender, ethnicity, curriculum and social status. These factors were controlled in this study but can produce different results if included for the analysis. Data collection can be expanded to the entire country, Middle East and Asian region for further generalized interpretation. This will also open the scope to the cross-cultural analysis on the subject. Moreover, the mediating or moderating role of many other variables needs to be involved in the model for more accurate findings, such as curriculum, economic status of students, employees nationality and qualification, leadership experience and school budgetary volume are considered important factors which may affect school performance. A similar study can be conducted for the entire country covering all states.

The culture of collective leadership is not a sole cultural factor that creates success for the institution. When an organization achieves maturity in the collective leadership, employees set up goals in their own work in alignment to the overall organizational objectives. These goals will act as challenges, and with the motivated employees will take up these challenges and find new and improved ways to address the problems. This will provoke the creative thinking among employees. They will start realizing the importance of the critical knowledge in the work. Ultimately, when the organization develops a system to identify, store and make use of such knowledge, it will become learning organization, which is ready to meet future challenges.

This study will help organizations in other sector and industry as well, especially in service industry including financial institutions, higher education, etc. This will also provide guidelines to the education ministries across the region and beyond.

This is a new contribution in the field of HRM or workplace practices. It describes the factors determining the culture of collective leadership that in return creates success for the organization. This paper was never published before.

The purpose of this study is to explain the adjustment rate made to target capital structures by listed non-financial firms in Pakistan during the courses of their life cycles and to determine what factors influence their adjustment rates.

The study used multivariate analysis to classify 39 years (1972-2010) of unbalanced panel data from listed non-financial Pakistani firms in terms of their growth, maturity and decline stages. Further, it used a fixed-effects panel data model to determine the factors that influence capital structure and adjustment rates during the life-cycle stages of firms.

The study observed a low–high–low leverage pattern during the growth, maturity and decline stages of businesses in line with tradeoff theory. Furthermore, the study observed an adjustment rate for growing firms of between 49.3-37.9 per cent, for mature firms of between 35.5-17.5 per cent and for declining firms of between 22.2-15.1 per cent toward their respective leverage targets. Furthermore, it was found that growing firms have higher leverage adjustment rates because, by having more investment opportunities, these firms can alter their capital structures easily by changing the composition of their new issues.

Erratic economic conditions in Pakistan have created an uncertain business environment. Therefore, even mature Pakistani firms remain skeptical about the sustainability of positive trends among current economic indicators. Furthermore, to avoid uncertainty, Pakistani firms grab short-term opportunities by using quickly available short-term debt as a main financing source. Government should introduce long-term policies that will stabilize the business environment and strengthen the financial, as well as the judicial, institutions of the country so that these firms may benefit from long-term investment opportunities and access more options for raising external financing. The results of this study will also help policymakers for other Asian economies where the capital markets are underdeveloped and where firms have higher leverage ratios, such as Thailand, Indonesia and Malaysia.

This is the first study in Pakistan that has used a multivariate approach to classify firms into their different life-cycle stages and to discover the leverage adjustment rates of firms during those life-cycle stages.

The problem of long delay and waiting time in Disabled Facilities Grants (DFG) housing adaptation has been ongoing for years. This study aimed at constructing an innovative smart solution to streamline the housing adaptation process to prevent lengthy delays for disabled and elderly people.

The Adapt-ABLE approach is suggested based on a constructive research approach, where extensive theoretical development of the Adapt-ABLE concept is developed. It consists of four integrated platforms that undergo theoretical and analogical development and validations through applicable theories, a workshop, four brainstorming sessions and a focus group.

The proposed Adapt-ABLE approach utilises process optimisation techniques through an IT system for streamlining the process. The merits of the semi-automated system include the development of a preventive measure that allows measurement of suitability index of homes for the occupants, indicative assessment that shorten the application duration, procurement and contracting platform that utilises principles based on framework agreement and call-off contract, and a platform that standardised performance management for continuous improvement.

The Adapt-ABLE solution will cut the application journey of non-qualified applicants and suggest where help can be sought. The qualified applicants' application journey will also be shortened through an online indicative assessment regime and early online resources (means) testing. Overall, the proposed system reduces the waiting time, and timely delivery improves the applicant's quality of life by living independently. It will potentially save the NHS billions of pounds used to replace hips and residential care costs due to lengthy delays in the housing adaptations process.

This paper investigates the role of psychological contract violation (PCV) as the antecedent of employee turnover intention. It also explores the role of job dissatisfaction and work disengagement as the sequential underlying mechanism of a positive effect of PCV on employee turnover intention.

Drawing on social exchange theory (SET), the authors postulate that PCV triggers negative reciprocity behaviour in employees, which leads to job dissatisfaction and work disengagement, which in turn develop into turnover intentions. The authors tested the research model on time-lagged data from 200 managers working in the banking sector of Pakistan.

The findings confirmed the hypothesis that employees experiencing PCV raise their turnover intentions because of a feeling of organisational betrayal which makes them dissatisfied and detached from their work.

This research advances the body of knowledge in the area of psychological contracts by identifying the mechanisms through which PCVs translate into employee turnover intentions.