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The goal of this paper is to validate the second-order model for the economic welfare scale in the context of violence. This study also aims to assess the relationship between the dimensions of the economic welfare scale’ declining food consumption and loss of income and the overall latent construct and assess the second-order model’s goodness of fit using appropriate fit indices.

The study is cross-sectional with a sample of 600 households from the violent zone, Northwest Nigeria. The data collected was used for confirmatory factor analysis, second-order model evaluation and model fit evaluation.

The second-order model for the economic welfare scale is valid and reliable; the dimensions significantly affect the formation of the overall construct. The model’s goodness of fit fulfilled the relevant fit indices.

The study offers researchers and policymakers practical insights into how each dimension influences the latent operational construct. It, therefore, encompasses replication in all the remaining modules.

The findings offer practical insight to policymakers in designing policies for promoting long-term peace structures and developing mechanisms to assist those who have suffered the greatest economic welfare losses due to violence in Nigeria.

The findings form an essential tool to assess the economic welfare effect in violently affected territories at the micro-level.

The outcomes are ground-breaking by validating the second-order model for the economic welfare scale. And established dimension influences over the overall latent variable.

The purpose of this paper is to address the statistical issues associated with the hierarchically structured data in previous studies that focused on servant leadership. To resolve these issues, multilevel modeling methods were applied to re-visit the construct validity of the servant leadership questionnaire developed by Barbuto and Wheeler (2006) and investigate the relationship between servant leadership and job satisfaction under a multilevel framework.

The survey data was obtained from a sample of 2,089 teachers from 117 primary and secondary schools in Hong Kong. The analyses were conducted using multilevel confirmatory factor analysis (MLCFA) and multilevel structural equation modeling (MLSEM).

The results revealed the significant and non-trivial variances that were explained at the organization level in the items measuring servant leadership, which justified the use of MLCFA and MLSEM. The results of MLCFA provided empirical support for the multidimensional construct as well as the second-order factorial structure of servant leadership measures at both the individual and organization levels. In addition, the positive relationships between servant leadership and the followers’ job satisfaction were found to vary at different levels.

This study reiterates the importance of using appropriate methods to capture a solid definition of the construct of servant leadership and provides new insights into the conceptual framework of servant leadership as well as the effects of servant leadership on individual and organizational outcomes.

The study aims to conceptualise, develop and validates a scale to measure an employer brand(ing) (EB) based on the opinion of existing and potential employees.

A total of 431 student-respondents from B-Schools across India were surveyed in a cross-sectional study using a 70-item scale generated through literature review and expert interviews. Through exploratory factor analysis, six EB dimensions were derived. These were further validated using confirmatory factor analysis on data of 120 employees of the power sector.

A new 20-item EB scale- “EmBran” covers six dimensions of EB, namely, good human resource (HR) practices, business impression and work conditions, financial compensation, work-life balance, passive culture and standard HR policy. The paper posits EB as a second-order factor determined by six first-order factors.

The EB scale can be used by talent acquisition teams to derive meaningful insights into designing a policy for hiring and attracting young talent. It, thus, makes a significant contribution towards talent management. The scale also provides researchers with a fresh conceptualisation of the concept of the EB.

This study is unique as it considers the opinions of both existing and potential employees. Additionally, dimensions of passive culture and business impression and working conditions, emerged in the study.

The quality management literature prescribes various critical quality improvement strategies. However, there have been few empirical studies that tested for the synergy or the relationships among these critical quality constructs. This study develops a second‐order factor model to test whether a set of critical quality management factors load on an overall construct that may be termed “Total quality management”. Using survey data collected from 173 manufacturing and service firms, the LISREL VII computer program is used to estimate and validate the proposed model. The results provide an initial empirical evidence of the importance of implementing the quality management strategies holistically rather than piecemeal.

The purpose of this paper is to study management control mechanisms (social, behavioral, and output control mechanisms) and their complementary effects on firm performance in lean manufacturing firms.

The study uses second-order structural equation modeling to analyze survey data from 368 different lean manufacturing facilities.

The paper finds that the complementary effects of management control mechanisms in lean manufacturing firms outweigh their additive effects on firm performance.

Applying isolated lean management control mechanisms leads to inferior performance, as these management control mechanisms are complementary. Thus, to realize the full potential of lean manufacturing, this paper suggests that lean management control mechanisms should be implemented as an integrated control system.

Firms seeking to benefit from the implementation of lean manufacturing should understand the complementarity among the management control mechanisms, as the performance effects of lean management control mechanisms when applied together are greater than their isolated additive effects.

This paper is the first to provide empirical evidence of the superior firm performance effects of complementary lean management control mechanisms compared with their additive effects. This paper also expands the understanding of how to conceptualize lean management control mechanisms. Specifically, this is the first paper to distinguish between social cultural control and social visual control mechanisms as well as between non-financial and financial control mechanisms. This paper is also the first to use a second-order structural equation model to properly test and account for the complementary effects on firm performance that stem from multiple control mechanisms.

This paper attempts to develop and validate a service quality instrument called HiEduQual to measure the perceived service quality of students in higher education institutions. This paper aims to propose a structural model by examining the theoretical and empirical evidences on the relationships between students’ perceived service quality (SPSQ), students’ satisfaction (SSt), students’ loyalty (SL) and students’ motivation (SM).

The paper uses survey research design to gather data regarding attitudes of students about quality of service, satisfaction, motivation and loyalty from seven public universities in India and tests the relationships between these variables using structural equation modeling.

The paper identifies a model with six-structured dimensions containing 23 items for HiEduQual. It proved the direct positive effect of the perceived service quality of students on satisfaction, loyalty and motivation. The paper also supports the partial and complete mediation role of students’ satisfaction between perceived service quality of students, their loyalty and motivation toward services being provided by the universities. The competing Model 1 (M1) with partial mediation role of students’ satisfaction between students’ perceived service quality, loyalty and motivation was proved as the best among the alternative models.

The paper developed and tested a new measurement instrument that covers all the service aspects experienced by the student as primary customer in higher education. Further studies can also measure service quality of the universities in the perspective of other key stakeholders. The authors would recommend studying other possible antecedents which would have influence on satisfaction motivation and loyalty.

The findings suggested that it would be worthwhile for university leaders to make proper allocation of resources, to provide better educational services including support services and facilities. It is believed that this paper has a significant competence for engendering more precise applications related to quality of services, especially concerning students’ satisfaction, loyalty and motivation.

The changing nature and need of higher education services and increase in competitive intensity necessitates higher performance levels in the Indian higher education (universities). These can only be achieved through a better understanding of the expectations of students and the importance placed by them on aspects such as teaching, administrative services, academic facilities, campus infrastructure, support services and internationalization. The paper identified that student perceived service quality is a key antecedent to student satisfaction, motivation and loyalty, which conveys that service quality is an important construct.

Previous studies have primarily focused on the relationship between service quality, satisfaction and loyalty. Along with the above, this paper includes students’ motivation and assesses the effect of service quality and satisfaction on motivation which was not previously used in services marketing research, especially in higher education sector. Higher education service holds some unique features like customers’ (student) cognitive participation in the service process, requirements of the students to be fulfilled by different parties and long-term continuous services. All these features require student participation. The results indicate that quality of academic and non-academic services play a vital role in motivating students to perform better in their academics.

The purpose of this paper is to present the static and dynamic characteristics of the rehabilitation joint.

The rehabilitation joint is driven by pneumatic muscle actuators (PMAs). Rehabilitation robot is normally composed of several rehabilitation joints. The static and dynamic characteristics of the rehabilitation joint are important for control of the rehabilitation robot. Analysis and modeling of the rehabilitation joint is based on experiments.

The static model of the PMA is obtained by the method of curve fitting and achieved better precision compared to the existing representative models. A second‐order model fits the dynamic characteristic of the rehabilitation joint better than a first order one.

The rehabilitation joint and the patient's joint combine to make an independent system, and the unstable factors of the patient's joint make it difficult in precisely modeling the rehabilitation joint.

The characteristics of the rehabilitation joint are all based on the data that were recorded in a series of with experiments, the same with modeling of the rehabilitation joint.

This study aims to model and investigate Basic Yellow 28 (BY28) adsorption onto activated carbon in batch and continuous process.

Batch adsorption experiments were carried out at 25 °C with 50 mg/L BY28 solution at pH 6 with different amounts of activated carbon. Freundlich and Langmuir adsorption isotherm models were used to model batch data. Pseudo-first-order and pseudo-second-order kinetic models were applied with linear regression. The changes of the breakthrough curve with the column height, flow rate, column diameter and adsorbent amount were examined in fixed bed column at room temperature. BY28 adsorption data were modelled by using different adsorption column models (Adams & Bohart, Thomas, Yoon & Nelson, Clark and modified dose–response) with non-linear regression.

Freundlich model and pseudo-second-order kinetic model expressed the experimental data with high compatibility. Modified dose-response model corresponded to the fixed bed column data very well.

Adsorption of Basic Yellow 28 on activated carbon in a fixed bed column was studied for the first time. Continuous adsorption process was modelled with theoretical adsorption models using non-linear regression.

Previous literature has recognized the variability of job performance, calling attention to the inter-individual differences in performance change. Building on Murphy’s (1989) theoretical model of performance, the purpose of this paper is to verify the existence of two distinct classes of performance, reflecting stable and increasing trends, and to investigate which personal conditions prompt the inclusion of individuals in one class rather than the other.

Overall job performance was obtained from supervisory ratings for four consecutive years for 410 professionals of a large Italian company going through significant reorganization. Objective data were merged with employees’ organizational tenure and self-efficacy. Growth Mixture Modeling was used.

Two main groups were identified: the first one started at higher levels of performance and showed a stable trajectory over time (stable class); the second group started at lower levels and reported an increasing trajectory (increasing class). Employees’ with stronger efficacy beliefs and lower tenure were more likely to belong to the stable class.

Through a powerful longitudinal database, the nature, the structure and the inter-individual differences in job performance over time are clarified. The study extends Murphy’s (1989) model, showing how transition stages in job performance may occur also as a result of organizational transformation. Moreover, it demonstrates the essential role of self-efficacy in maintaining high performance levels over time.