Employee motivation and engagement are crucial in attaining optimum workplace productivity because when employees are driven and interested in their duties, they are more likely to give more of themselves, be more innovative, and actively contribute to the organization’s success. The goal of this study is to examine the effects of intrinsic motivation and staff engagement on extra-role performance. It also examines how employee engagement functions as a mediating factor between these factors. The research participants are workers of a Kosovo-based energy production firm. The data were gathered using the convenience sample approach, with 350 people working in various jobs and locations. To investigate the study’s hypotheses, we employed the PROCESS 4 macro model and multiple regression analysis. The study found that motivation from within improves job performance and has a positive relationship with work engagement. Similarly, when the influence of engagement on extra-role performance was investigated, the findings found that engagement had a very significant effect. Furthermore, there was evidence of a positive relationship between intrinsic motivation and extra-role performance, with work engagement serving as a moderator. This study makes an important contribution that sustainably motivated and engaged employees are essentially more likely to stay in the organization, reducing the cost of staff turnover. Good employee performance increases the organization’s ability to adapt to change and innovate, contributing to long-term sustainability.

The manufacture of lightweight components is one of the most important requirements in the automotive and aerospace industries. Gears, on the other hand, are among the heaviest parts in terms of their total weight. Accordingly, a spur gear was considered, the body of which was configured as a lattice structure to make it lightweight. In addition, the structure was optimized by topology optimization using ProTOP software. Subsequently, the gear was manufactured by a selective laser melting process by using a strong and lightweight material, namely Ti-6Al-4V. This study defeated the problems of manufacturing orientation, surface roughness, support structure, and bending due to the high thermal gradient in the selective laser melting process. To experimentally investigate the benefits of such a lightweight gear body structure, a new test rig with a closed loop was developed. This rig enabled measurements of strains in the gear ring, hub, and tooth root. The experimental results confirmed that a specifically designed and selectively laser-melted, lightweight cellular lattice structure in the gear body can significantly influence strain. This is especially significant with respect to strain levels and their time-dependent variations in the hub section of the gear body.

All organizations are made up of organizational structures, which are made up of individual members who require motivation, development, performance, and psychological fulfilment. Management must exercise caution in upholding collectivist values, which have their roots in classical sociological theory, which opposes citizens’ autonomous desires in relation to social needs in institutions. The application of sociological theory allowed the concepts of individualism and collectivism to be included in psychology and organizational sciences. The goal of this research is to determine the impact of collectivist values and psychological needs on job performance, with conscientiousness acting as a moderator. Participants in this study were employees of public companies in Kosovo that operate in the field of post and telecommunication. A sample of 394 workers from these companies was used to test the hypotheses. We used PROCESS macro model 4 and model 59, as well as multiple regression analysis, to test the research hypotheses. The findings revealed that horizontal and vertical collectivism has a significant effect on work performance. Furthermore, the findings revealed a positive indirect relationship between horizontal and vertical collectivism and job performance via the mediation of psychological needs. Moreover, there was a positive direct relationship between horizontal and vertical collectivism and the three psychological needs, with conscientiousness acting as a moderator. The indirect effect of horizontal and vertical collectivistic values on work performance was found to be significant with moderation of the relatedness for low conscientiousness.