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The purpose of this paper is to examine the relationship of gender-sensitive practices and family support in predicting psychological well-being of women assessed as stress, job satisfaction, commitment and intent to leave. Using the crossover theory, it also examines how gender-sensitive practices lead to family support, which in turn leads to reduced stress leading to high satisfaction and commitment and reduced intention to leave.

Data were obtained from a sample of 302 women employees working in call centers in NCR, India on psychometrically sound scales.

Analysis revealed that gender-sensitive practices are positively related to family support through the mechanism of crossover. Amply supported by data, the study exhibits the complementary relationship between gender-sensitive practices and family support, and their impact on psychological well-being of women employees.

The sample may reflect same source bias as the data are collected from a single source.

The implementation of effective gender-sensitive practices might invite strong family support and then, both can be a source of great happiness to women employees and can lead to reduction in stress and, hence, greater job satisfaction, commitment and lesser intent to leave.

Very few research exist which have taken up the issue together. So, this study is an endeavor toward understanding the relationship between gender-sensitive practices and family support and their effect on job outcomes in a novel socio-cultural environment.

This study aims to focus on justice perceptions as the operating mechanism for leadership to impact whistle-blowing intention (WBI). Consequently, it aimed to test the mediating role of justice perception through which ethical leadership (EL) and servant leadership (SL) lead to WBI.

Data were gathered from 136 employees of IT companies in India through a questionnaire survey to test the proposed relationships.

The analysis showed that both EL and SL predict employees’ WBI via justice as the mediating mechanism.

Formal and informal mechanisms by leaders should focus on ensuring that justice is not only done but also perceived by their subordinates in such a way that just being an ethical or servant leader by itself might not result in pro-social behavior like whistle-blowing.

Many studies have shown the effect of SL and EL on outcomes like whistle-blowing; however, this study comprises that justice perception might play a critical mediating role through which both leadership styles impact normative/prosocial behavior like whistleblowing. Understanding the role of leadership and justice perception can offer valuable insights into one’s WBI and tendencies, thus increasing the amount of variance in the WBI that researchers can explain.

In the scope of the immense growth of corporate frauds and scandals, reporting unethical practices could be considered as an important mechanism to control them and ultimately improve organizational quality. To this end, this study proposes the conceptual framework comprising the enablers impacting employees' tendencies and behaviors to reporting misdemeanor in the workplace.

Systematic review of literature has been carried out. To understand the complexities among various enablers and to analyze their driving power and contingencies, a modified total interpretive structural modeling (TISM) approach has been adopted.

The findings indicate that enablers such as moral identity (MI) and job satisfaction (JS) having higher driving power (come at the bottom of the hierarchy) are relatively more important. Furthermore, perceived personal cost (PC), moral courage (MC), self-efficacy (SE) and anger have high dependent power of factors. Finally, the paper provides two paths that can lead to whistleblower's ethical decision.

A conceptual framework delivered in this paper requires to test against the field data. However, the conceptual understanding of driving enablers paves the way to top management in recruiting and hiring people in the workplace.

This study represents the first attempt to apply TISM for whistleblowing phenomenon. It provides a comprehensive conceptual framework in order to address the relative importance of various individual enablers in developing reporting tendencies against misdemeanors.

Drawing on similarity-attraction hypothesis and generational gap literatures, this study aims to examine the impact of age difference in a leader–member dyad on leader–member exchange (LMX). The study hypothesized that relational age would impact the subordinates-reported LMX. However, given that leaders have structural power over subordinates and hence have mechanisms of interaction available to them, the age difference might not determine their perception of quality of LMX. The study also hypothesized that generation gap in values and beliefs leads to lack of trust, on the part of subordinates, which in turn might be the reason for poor quality of LMX.

A total of 200 leader–member dyads from five organizations in the National Capital Region of India were used in this study. Data were collected via separate structured questionnaires for leaders and members, which comprised of standard scales of LMX and perceived trust, and demographics.

Hypotheses received substantial support from the data with a few exceptions. Only the loyalty dimension of perceived trust mediates the relationship between relational age and member perception of LMX.

Results have implications for relational age and LMX interventions. However, the results are to be viewed in the light of members’ perspective. While this is a common practice in LMX research, it would be interesting to explore leaders’ trust and psychological reactions as well, for additional insights into leadership practice.

Limited work has been done to explore the impact of relational age on LMX, that too mediated by trust. An attempt has been made in this study to do so via leader–member dyads.

It has been proposed that issues of justice and equity should be incorporated in the dyadic study of leadership (LMX) for predicting subordinate outcomes, as both the theories are based on social exchange. This research had two objectives: to assess the impact of two dimensions of LMX – contribution and affect – on citizenship behavior and to test the mediating impact of the three types of justice – distributive, procedural and interactional – on the LMX‐citizenship relationship.

The study reports responses of 306 professionals from 30 software organizations operating in different parts of India. Data were collected on a structured questionnaire containing standard scales of LMX, citizenship behavior, distributive, procedural and interactional justice. After establishing the psychometric properties of the scales, hypotheses were tested through statistical analysis of the data. Proposed mediation hypotheses were tested using Baron and Kenny's recommendations.

Results indicate that contribution dimension of LMX is more likely to predict citizenship behavior than the affect dimension of LMX. Further, procedural and interactional justices fully mediate the relationship of perceived contribution with citizenship behavior. However, distributive justice does not mediate this relationship.

The limitations of common method bias and cross sectional data are discussed in light of implications for future research. The results have implications for LMX enhancement interventions. In general enhancing work related interaction through guiding coaching or delegation can result in higher‐level employee outcomes.

Identifies how the two theories work in tandem to predict citizenship behavior.

The purpose of this paper is to assess cognitive, affective, and behavioral reactions of employees to merger and acquisition (M&A) situations.

The paper reports responses of 225 managers of four banks that have gone through mergers (two merger cases), recently in India. Data are collected on a structured questionnaire containing standard scales of leader‐member exchange (LMX), leader communication and employees' reactions to M&As. The psychometric properties of the measures are established before testing the hypotheses.

Results show that affect mediates the relationship between cognitive and behavioral reactions to M&A. Leader communication fully mediates the relationship of the contribution dimension of LMX with cognitive reactions.

The results have implications for using LMX and communication with the leader in M&A situations. Though, single source data may be a limitation but primary data from real‐life M&A situation is strength of the paper.

The study offers insight into the affective, cognitive and behavioral reactions of employees to merger and acquisition situations.

The purpose of this paper is to explore, deriving from social exchange theory, the process paths between leader‐member exchange (LMX) and subordinate outcomes (satisfaction and commitment). LMX is conceptualized as a two‐dimensional construct, consisting of LMX‐Contribution and LMX‐Affect. The two dimensions are hypothesized to have differential impact on subordinate outcomes. Procedural and distributive justice perceptions are hypothesized to mediate the relationship of LMX with subordinate outcomes, and voice is hypothesized to mediate the relationship of LMX with procedural justice. Additionally, alternate models based on the primacy of the procedures are tested.

The study reports responses of 295 professionals from 30 software organizations operating in different parts of India. Data were collected by means of a structured questionnaire containing standard scales of LMX, distributive, and procedural justice, voice, satisfaction and commitment. After establishing the psychometric properties of the measures, path analysis of the hypothesized and alternate models was conducted using structural equation modeling (SEM).

Overall, results provided support for most of the hypotheses with a few exceptions. Specifically, LMX led to distributive justice through procedural justice – a finding consistent with the “procedural primacy hypothesis”.

The results have implications for LMX interventions. However, the results are to be viewed in the light of common method variance and same source bias.

The paper is of value in that its results indicate that the negative effect of work‐group differentiation can be neutralized if the leader uses voice mechanisms for improving procedural justice. Also, this study adds to the literature by testing the proposed model in the Indian setting, thus providing some empirical cross‐cultural validity to LMX‐subordinate outcomes relationships.

Following Hackett et al.'s treatment of the reasonably established role of leader‐member exchange (LMX) in employee outcomes, this paper seeks to examine the mechanism which operates between LMX and various work outcomes in an attempt to bridge this gap in the literature.

The hypotheses were tested using data from 306 working software professionals in India. Data were collected through a structured questionnaire that contained standardized scales of LMX (perceived contribution and affect), satisfaction, commitment, and citizenship behavior (loyalty).

A confirmatory factor analysis (CFA) was done to examine the dimensionality of the study variables. Results provide support to all the hypotheses.

Data were collected from a single source, direction of causality is assumed (not tested) and all the data were collected through self‐reports. Some measures are taken to control them.

The findings have implications for LMX enhancement interventions. Focusing on enhancement of the LMX‐Contribution dimension is more likely to improve the organization level commitment and citizenship behavior, whereas LMX‐Affect is likely to result in more affective reactions like satisfaction with the supervisor and the job.

The study adds to the literature by testing the proposed model in the Indian context, thus providing some empirical cross‐cultural validity to LMX‐subordinate‐related work outcomes relationships.

Previous studies on cyberloafing have so far not focused on the interlinkages among push factors, pull factors, consequences of actions and value orientations of the employees in a comprehensive manner. The purpose of this study is to close that gap by integrating push-pull theory with means-end chain framework.

Using a soft-laddering technique, semi-structured interviews were conducted with 21 Indian employees from various organizations with prior written consent. After performing the content analysis and preparation of ladders, an implication matrix and a hierarchical value map were constructed using the LadderUX tool.

“Upholding conversational conformity,” “achieving efficiency through noise cancellation,” “addressing occasional requirements,” “social networking as a coping mechanism,” “staying informed and sharing opinions,” “attempting job or profile alteration” and “fulfilling transactional obligations” turned out to be the seven prominent means-end chain patterns, with their respective push-pull factors, consequences and value orientations. This study also suggested the multifaceted character of cyberloafing in a continuum, from “serious-destructive” to “minor-positive” to “facilitative-productive.”

This study has been conducted by focusing on cyberloafing at physical workplaces and not in the context of distributed work environments.

The findings of this study will enable organizations to frame an appropriate set of guidelines to control this behavior.

To the best of the authors’ knowledge, this study is the first to integrate the push-pull theory and means-end chain framework to explore the nuances of cyberloafing among employees.

Possession and usage of data-enabled smartphones have added further complexity to the issue of cyberloafing behavior and it certainly evokes newer ethical concerns. This study aims to explore how working individuals perceive the ethicality of their cyberloafing behaviors at the workplace and the cognitive logics they apply to justify their cyberloafing behavior.

Incorporating constructivist grounded theory methodology, 19 working managers from various organizations were interviewed face-to-face and responses were audio-recorded with prior consent. The recordings were transcribed verbatim, simultaneously analyzed and coded to let the themes emerge out of the data.

The research showed that working managers use varied combinations of office computers, personal laptops, smartphones, wireless internet provided at the office and personal mobile-internet to loaf around at workplaces. Moreover, it unearthed that employees use nine different neutralization techniques and six different ethical logics (with normative undertones) in a network fashion while considering the ethicality of cyberloafing behavior.

Recognizing the complexities is imperative to moderate any deviant behavior in an organization. The layers of ethicality and neutralization tactics will equip the working managers and companies to place the required internet and smartphone usage policies in the future.

This research has taken into account all forms of cyberloafing behaviors. The perceived ethicality of cyberloafing behavior at the workplace was not fully explored in a holistic manner before, specifically in the Indian context.