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In a structural optimization design-based single-level response surface, the number of optimal variables is too much, which not only increases the number of experiment times, but also reduces the fitting accuracy of the response surface. In addition, the uncertainty of the optimal variables and their boundary conditions makes the optimal solution difficult to obtain. The purpose of this paper is to propose a method of fuzzy optimization design-based multi-level response surface to deal with the problem.

The main optimal variables are determined by Monte Carlo simulation, and are classified into four levels according to their sensitivity. The linear membership function and the optimal level cut set method are applied to deal with the uncertainties of optimal variables and their boundary conditions, as well as the non-fuzzy processing is carried out. Based on this, the response surface function of the first-level design variables is established based on the design of experiments. A combinatorial optimization algorithm is developed to compute the optimal solution of the response surface function and bring the optimal solution into the calculation of the next level response surface, and so on. The objective value of the fourth-level response surface is an optimal solution under the optimal design variables combination.

The results show that the proposed method is superior to the traditional method in computational efficiency and accuracy, and improves 50.7 and 5.3 percent, respectively.

Most of the previous work on optimization was based on single-level response surface and single optimization algorithm, without considering the uncertainty of design variables. There are very few studies which discuss the optimization efficiency and accuracy of multiple design variables. This research illustrates the importance of uncertainty factors and hierarchical surrogate models for multi-variable optimization design.

To provide valuable information for scholars to grasp the current situations, hotspots and future development trends of reliability analysis area.

In this paper, recent researches on efficient reliability analysis and applications in complex engineering structures like aeroengine rotor systems are reviewd.

The recent reliability analysis advances of engineering application in aeroengine rotor system are highlighted, it is worth pointing out that the surrogate model methods hold great efficiency and accuracy advantages in the complex reliability analysis of aeroengine rotor system, since its strong computing power can effectively reduce the analysis time consumption and accelerate the development procedures of aeroengine. Moreover, considering the multi-objective, multi-disciplinary, high-dimensionality and time-varying problems are the common problems in various complex engineering fields, the surrogate model methods and its developed methods also have broad application prospects in the future.

For the strong demand for efficient reliability design technique, this review paper may help to highlights the benefits of reliability analysis methods not only in academia but also in practical engineering application like aeroengine rotor system.

The purpose of this paper is to examine how employees’ sentiments of fear and companionate love toward their leaders relate to leader effectiveness and follower loyalty.

The analysis uses multi-level survey data (n=728) from a professional services firm. Proposed relationships are examined using multi-level modeling, polynomial regression and response surface analysis.

Companionate love moderates the relationship between fear of a leader and leader effectiveness and follower loyalty. At high levels of companionate love, leader effectiveness and loyalty increase with fear, but at low levels of companionate love, fear negatively relates to leader effectiveness and loyalty. There are diminishing returns at relatively high levels of love and fear or when love becomes relatively much greater than fear.

Findings suggest that employees may incorporate sentiments of love and fear into their implicit leadership theories (ILTs), though the authors do not measure ILTs.

Leaders may consider incorporating behaviors that elicit sentiments of both love and fear for greatest follower loyalty and effectiveness.

This study is the first to examine the combination of sentiments of love and fear. In contrast to the extant literature, which posits that fear has primarily negative effects, the results suggest that fear may have a more nuanced relationship with perceptions of the leader.

In this chapter, we develop and present the Multi-Perspective Multilevel Model of emotional labor in organizations. This model is based on three perspectives: (1) a service requirement, (2) an intra-psychic process, and (3) an emotional display, each involving five levels of analysis: within-person, between persons, in interpersonal exchanges, in groups, and across the organization as a whole. Our model is differentiated from earlier characterizations of emotional labor in that we propose that the phenomenon begins with energy generation instead of energy depletion; and is neither a one-way nor a one-by-one service episode. We further proffer that the intra-psychic processes embedded in emotional labor represent a form of social self-regulation that impacts across multiple levels within service organizations. We conclude by discussing the implications and limitations of our model for emotional labor research.

The concept of emotional labor refers to the management of emotions in interaction with customers. This study aims to suggest an integrative definition of emotional labor. It develops a conceptual framework that helps organize and synthesize key insights from the literature, in an interactional and multi-level perspective.

This integrated framework consists in a mapping of key research themes resulting from a systematic literature review, which includes research in sales and marketing. As critical affective processes in sales have not been studied sufficiently, both in business-to-business and business-to-customer selling, this review also incorporates works in other research fields.

Sales representatives’ emotional labor must be considered as a bi-directional interaction with the customer in a multi-level perspective. Moreover, emotional labor has rather negative consequences for the salesperson (e.g. burnout and job stress), but may have positive sales and customer outcomes. Findings suggest that the expression of genuine emotions should be used during sales interactions. In addition, organizations should prevent customers’ negative behaviors (e.g. mistreatment).

Emotional labor key practical implications with regard to several management functions such as the recruitment, performance management and training (Ashkanasy and Daus, 2002) of the sales representatives.

Research on emotional labor in a sales ecosystem is scarce. It has largely covered service industry employees in contact with customers, but has not paid enough attention to sales representatives (Mikeska et al., 2015). The proposed integrated framework concerning emotional labor focuses on the bi-directional interaction between the sales representatives and their customers.

In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being paid to the appropriateness of various human resources management (HRM) practices because practices that may be effective within one cultural context may not be effective in other cultural contexts. This chapter argues that a multi-level perspective is needed to explain the interplay between HRM practices and employee responses across cultural contexts. Specifically, the multi-level framework developed in this chapter elucidates the importance of fit between HRM practices, individual values, organizational values, and societal values. Societal values play a key role in the adoption of HRM practices, and the effectiveness of these HRM practices will depend largely on “fit” or alignment with the values of the societal culture in which the organization is operating. HRM practices also shape the collective responses of employees through organizational climate at the organizational level and through psychological climate at the individual level. For positive employee attitudes and responses to emerge, the climate created by the HRM practices must be aligned with societal and individual values. Building on these notions, the strength of the societal culture in which the organization is operating serves as a mechanism that links relationships between climate, value fit, and attitudes across levels of analysis. The chapter concludes with some recommendations for future research and implications for practice.

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.

The purpose of this study was based on the job demands -resources model (Bakker et al., 2004) and conservation of resources theory (Hobfoll, 1989) by using three levels of variables, namely, company (i.e., perceived organizational support), department (i.e., abusive supervision), and employee (i.e., deep acting, surface acting, and self-efficacy) levels, to investigate its interactions with contextual influences on service quality and its linkage with customer loyalty.

A three-level hierarchical linear model was examined in research settings by using a dyadic data set of 1,082 service employees and customers in international tourist hotels.

Findings revealed that deep acting relates positively to service quality, surface acting relates negatively to service quality, and service quality relates positively to customer loyalty. For the three-level interactions, the positive relationship between deep acting and service quality was strengthened by perceived organizational support (POS) and self-efficacy but weakened by abusive supervision. By contrast, the negative relationship between surface acting and service quality was mitigated by POS and self-efficacy but exacerbated by abusive supervision.

Given the importance of emotional labor research in the hospitality industry, the current study contributes to the areas of service quality and customer loyalty and suggests future directions for hospitality research.

Vibration exists widely in all machineries working under high speed. The unpredictability of vibration and the change of the relative surface speed may result in difficulties in the elastohydrodynamic lubrication (EHL) analysis. By far, few studies on EHL relating to vibration have been published. The purpose of the present study is to investigate the effect of the vertical vibrations and the influence of temperature on the thermal EHL contacts.

The lubricant was assumed to be Newtonian fluid. The time-dependent numerical solutions were achieved instant after instant in each period of the vibration. At each instant, the pressure field was solved with a multi-level technique, the surface deformation was solved with a multi-level multi-integration method and the temperature filed was solved with a finite different scheme through a sweeping progress. The periodic error was checked at each end of the vibration period until the responses of pressure, film thickness and temperature were all periodic functions with the frequency of the roller’s vibrations.

The results reveal that normal vibration produces little drastic change of pressure, film thickness and temperature in EHL. Under some conditions, the vibrations of the roller can produce transient dimples within the contact conjunction. It is also showed that the lubrication in the same sliding is better than the opposite sliding.

For the unpredictability of vibration, it is not easy to do the experiment to realize a real comparison with numerical results. The reach does not show any verification and consider the effect of non-Newtonian fluid.

The effect of the vertical vibrations on the thermal EHL point contact hast been studied. The effects of both the amplitude and the frequency on the predicted load-carrying capacity, minimum film thickness, center pressure and center temperature and the coefficient of friction were investigated. The role of the thermal effect was given.

The purpose of this study is to examine the impact of the (in)congruence between team leader self-evaluation and follower evaluation about the leader's transformation leadership (TL) on team performance, as well as the conditions under which the impact can be strengthened or weakened.

This study adopts a survey method to collect data from matched sales team leaders and sales team members in 81 teams. A multi-level polynomial regression analysis was conducted.

Team performance was higher in teams with balanced or high TL than with balanced or low TL. Among the teams with incongruence, no difference was found between leader underestimation and leader overestimation. TL congruence plays a moderating role in the relationship between team follower evaluation of TL and team performance, such that the relationship is stronger when team leader self-evaluation and follower evaluation are congruent than incongruent.

This study extends the authors' current understanding of TL literature by combining and contrasting the different perceptions of TL from both the leaders themselves and the followers towards leaders. The findings highlight the importance of congruence versus incongruence rather than just the high or low levels of follower TL evaluation. It provides a more complete understanding of the TL and team performance relationship than the traditional view that promotes a linear relationship between TL and performance.