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The purpose of this paper is twofold; first, to examine the relationship between employee’s perception of abusive supervision and their intention to quit the organization and, second, to investigate the moderating role of gender differences on this relationship.

Data were collected from 227 employees working in an Indian electricity distribution company through self-report questionnaires using a time-lagged design on two occasions (span between T1 and T2 was 3 to 4 weeks).

The finding of the study confirms that abusive supervision is strongly related to subordinates’ intention to quit. The study also reveals that women employees intend to quit organization more often than their men counterpart, when they perceive their supervisors to be abusive.

The research provides insight into how an interpersonal stressor like abusive supervision depletes an employee’s critical resources (conservation of resources theory) and thereby amplifies the employee’s intention to quit. The study is among the first to also reveal different coping strategies (to quit or not to quit) used by male and female employee (in line with “Role theory”) when faced with an interpersonal stressor like abusive supervision.

The authors intend to assess the village health sanitation and nutrition committees (VHSNC) on six parameters, including their formation, composition, meeting frequencies, activities, supervisory mechanisms and funds receipt and expenditures across nine districts of the three states of India.

The cross-sectional study, conducted in the states of Uttar Pradesh (five districts), Odisha (two districts) and Rajasthan (two districts), used a quantitative research design. The community health workers of 140 VHSNCs were interviewed using a semi-structured questionnaire. The details about the funds' receipt and expenditures were verified from the VHSNC records (cashbook). Additionally, the authors asked about the role of health workers in the VHSNC meetings, and the issues and challenges faced.

The average number of members in VHSNCs varied from 10 in Odisha to 15 in Rajasthan. Activities were regularly organized in Rajasthan and Odisha (one per month) compared to Uttar Pradesh (one every alternate month). Most commonly, health promotion activities, cleanliness drives, community monitoring and facilitation of service providers were done by VHSNCs. Funds were received regularly in Odisha compared to Rajasthan and Uttar Pradesh. Funds were received late and less compared to the demands or needs of VHSNCs.

This comprehensive analysis of VHSNCs' functioning in the selected study areas sheds light on the gaps in many components, including the untimely and inadequate receipt of funds, poor documentation of expenditures and involvement of VHSNC heads and inadequate supportive supervision.

VHSNCs assessment has been done for improving community health governance.