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When employees believe in and trust their management it motivates and encourages employees' participation in decision making which improves employees' efforts, benefits their job satisfaction and commitment to work. All of these factors, in turn, contribute to a trustworthy manager‐employee relationship. While the literature supports this premise, there is little empirical evidence that patterns of causal inference in the relationship are clearly understood. This three part empirical case aims to focus on studying the relations between employee trust in management in a Quebec manufacturing company and their job satisfaction, intention to quit, level of employee participation in decision making and their commitment.

This empirical case will test five hypothesis regarding seven variables influencing the level of employee engagement and commitment, employee turnover, employee participation in decision making processes and job satisfaction.

The article finds that employee trust in management is an important determinant of their willingness to participate in decision making. Insufficient employee participation in decision making in turn leads to low level of employee job satisfaction and employee commitment. Lack of employee commitment and engagement affects the employee's intention to quit.

The sample size of the office workers was not sufficient in order to have statistically significant results of the correlations between the variables for the production department employees, and for the office/administrative staff. This could have helped to determine the level of internal communication specifically, but also the level of all of the other variables for the two different groups of employees.

This article offers useful insights for management in relation to strengthening interpersonal trust within an organization and introducing employee empowerment practices.

Owing to lack of trust in management, there will be high employee turnover. This in its turn will have a negative effect on both the performance of management and employees’ welfare, job satisfaction and commitment.

The findings provide empirical evidence to support theoretical models that link employee trust in management, participation in decision making, job satisfaction, commitment, turnover intentions and highlight the impact of these factors on organizational performance.

The loading and power variations in the power system, especially for the peak hours have abundant concussion on the loading patterns of the open access transmission system. During such unconditional state of loading the transmission line parameters and the line voltages show a substandard profile, which depicts exaction of congestion management of the power line in such events. The purpose of this paper is to present an uncomplicated and economical model for congestion management using flexible AC transmission system (FACTS) devices.

The approach desires a two-step procedure, first by optimal placement of thyristor controlled series capacitor (TCSC) and static VAR compensator (SVC) as FACTS devices in the network; second tuning the control parameters to their optimized values. The optimal location and tuning of TCSC and SVC represents a hectic optimization problem, due to its multi-objective and constrained nature. Hence, a reassuring heuristic optimization algorithm inspired by behavior of cat and firefly is employed to find the optimal placement and tuning of TCSC and SVC.

The effectiveness of the proposed model is tested through simulation on standard IEEE 14-bus system. The proposed approach proves to be better than the earlier existing approaches in the literature.

With the completed simulation and results, it is proved that the proposed scheme has reduced the congestion in line, thereby increasing the voltage stability along with improved loading capability for the congested lines.

The usefulness of the proposed scheme is justified with the computed results, giving convenience for implementation to any practical transmission network.

This paper fulfills an identified need to study exaction of congestion management of the power line.

Service firms constantly look for ways to differentiate their offering. Recently, personal values have emerged as a way to understand how customers fulfill deeper needs when consuming a service. This paper aims to examine how personal values operate in the evaluation of higher education services. Like other services, marketing has become essential to higher education as universities compete aggressively for students and differentiate their service offerings. Although attribute‐based measures such as SERVQUAL provide useful information to service providers, personal values may offer a deeper understanding of how customers judge the quality and desirability of an educational institution's services. This study seeks to determine whether personal values in higher education affect perceptions of overall value, satisfaction, and behavioral outcomes including loyalty and intention to recommend.

A survey measured student personal values, service quality, satisfaction, and behavioral outcomes in the USA – the largest exporter of higher educational service, and India – the largest net importer. Data were analyzed using confirmatory factor analysis, path analysis, and t‐tests.

The results describe the impact of personal values on satisfaction and behavioral outcomes, while showing differences between India and the USA.

The paper provides implications for applying the personal values concept to the marketing of a university. It also serves as a basis for future research on the impact of personal values in other service sectors.

The study fills an important gap in the literature by showing that personal values are an important dimension in services. Service firms need to move beyond attributes and measure personal values, as these values do impact customer satisfaction and loyalty.

When employees believe in and trust their management, it motivates and encourages employees' participation in decision making which improves employees' efforts, and benefits their job satisfaction and commitment to work. All of these factors, in turn, contribute to a trustworthy manager-employee relationship. While the literature supports this premise, there is little empirical evidence that patterns of causal inference in the relationship are clearly understood. This three-part empirical case aims to focus on studying the relations between employee trust in management in a Quebec manufacturing company and their job satisfaction, intention to quit, level of employee participation in decision making and their commitment.

This empirical case will test five hypotheses regarding seven variables influencing the level of employee engagement and commitment, employee turnover, employee participation in decision-making processes and job satisfaction.

The article finds that employee trust in management is an important determinant of their willingness to participate in decision making. Insufficient employee participation in decision making in turn leads to low level of employee job satisfaction and employee commitment. Lack of employee commitment and engagement affects the employee's intention to quit.

The sample size of the office workers was not sufficient in order to have statistically significant results of the correlations between the variables for the production department employees, and for the office/administrative staff. This could have helped to determine the level of internal communication specifically, but also the level of all of the other variables for the two different groups of employees.

This article offers useful insights for management in relation to strengthening interpersonal trust within an organization, introducing employee empowerment practices and increasing employee job satisfaction and commitment.

Due to lack of trust in management, there will be high employee turnover. This in its turn will have a negative effect on both the performance of management and employees' welfare.

The findings provide empirical evidence to support theoretical models that link employee trust in management, participation in decision making, job satisfaction, commitment, and turnover intentions and highlight the impact of these factors on organizational performance.

When employees believe in and trust their management, it motivates and encourages employees' participation in decision making which improves employees' efforts, benefits their job satisfaction and commitment to work. All of these factors, in turn, contribute to a trustworthy manager-employee relationship. While the literature supports this premise, there is little empirical evidence that patterns of causal inference in the relationship are clearly understood. This three-part empirical case seeks to focus on studying the relations between employee trust in management in a Quebec manufacturing company and their job satisfaction, intention to quit, level of employee participation in decision making and their commitment.

This empirical case will test five hypotheses regarding seven variables influencing the level of employee engagement and commitment, employee turnover, employee participation in decision-making processes and job satisfaction.

The article finds that employee trust in management is an important determinant of their willingness to participate in decision making. Insufficient employee participation in decision making in turn leads to low level of employee job satisfaction and employee commitment. Lack of employee commitment and engagement affects the employee's intention to quit.

The sample size of the office workers was not sufficient in order to have statistically significant results of the correlations between the variables for the production department employees and for the office/administrative staff. This could have helped to determine the level of internal communication specifically, but also the level of all of the other variables for the two different groups of employees.

This article offers useful insights for management in relation to strengthening interpersonal trust within an organization, introducing employee empowerment practices and increasing employee job satisfaction and commitment.

The findings provide empirical evidence to support theoretical models that link employee trust in management, participation in decision making, job satisfaction, commitment, and turnover intentions and highlight the impact of these factors on organizational performance.

This chapter analyzes the empirical performance of alternative option pricing models using Black and Scholes (1973) as a benchmark. Specifically, we consider the Heston (1993) and Corrado and Su (1996) models and price call options on the S&P 500 index over the period from November 2010 to April 2011, evaluating each model by computing in- and out-of-sample pricing errors. We find that the two proposed models reduce both types of errors and mitigate the smile effect with respect to the benchmark. Moreover, in most of the cases, the model in Corrado and Su (1996) beats that in Heston (1993). Then, we conclude that skewness and kurtosis matter for option pricing purposes.