The purpose of this paper is to highlight the influence of organizational norms and job roles defined by organizations in the performance of organizational citizenship behaviour…
Abstract
Purpose
The purpose of this paper is to highlight the influence of organizational norms and job roles defined by organizations in the performance of organizational citizenship behaviour (OCB). To do so, the research proposes a model of OCB with the following dimensions: normative OCB and rule-bounded OCB on the basis of social exchange theory and role theory, respectively. Norms, roles and responsibilities of the organization vary from organization to organization. This paper reports the operational and empirical indicators of proposed dimensions of OCB, termed as discretionary OCB, normative OCB and rule-bounded OCB.
Design/methodology/approach
To test the proposed dimensions, the study uses concept analysis, delphi technique, exploratory factor analysis and confirmatory factor analysis on multi-source data. It indicates criteria for Cronbach’s alpha reliability, test-retest reliability, convergent validity, discriminant validity and nomological validity for proposed dimensions.
Findings
The findings reveal two new dimensions of OCB. Besides an individual predisposition/voluntariness, employees exhibit OCB due to normative pressure in the organization and the overlapping of the contents of OCB with role and responsibilities. Self-driven, norms-driven and job-role-driven OCB will have different implications. The findings support the validity of the proposed OCB model and scale.
Research limitations/implications
The research fills a theoretical gap and will have implications for the measurement of OCB. The model facilitates the identification of the factors of OCB. An organization can use the research model in culture building and promoting functional OCB in the organization as per the organization’s need. The limitations of the study are discussed.
Originality/value
There is no research to date exploring the normative and rule-bounded aspects of OCB. This is the only research to empirically examine the overlap between the contents of OCB and role description of employees. This paper is also original in its contribution in measuring the display of OCB among employees due to pressure from the norms prevalent in the organizations.
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– The purpose of this paper is to highlight the leadership route for managers to manage performance appraisal effectively.
Abstract
Purpose
The purpose of this paper is to highlight the leadership route for managers to manage performance appraisal effectively.
Design/methodology/approach
This paper outlines the importance of playing down personal feelings about individual employees, getting the best out of high and low performers, appreciating good work, connecting with subordinates, being a role model and making the most of diversity.
Findings
This paper contends that performance management systems alone can never bring about optimum performance; they must be accompanied by sensitive and inspired leaders who treat their employees as individuals.
Practical implications
Attention is drawn to the importance of converting managers into leaders who can deal easily and comfortably with diversity and the unforeseen.
Social implications
Some of the challenges of dealing with the modern, diverse workforce have been highlighted.
Originality/value
This paper advances the view that good leadership is a tool to balance structured performance management systems with the flexibility needed to tailor the systems to specific employee needs.
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Promila Agarwal and Amit Karna
The case describes the internal growth workshop initiative at Vedanta Group. Anil Agarwal in 1976 founded Vedanta as a scrap-metal dealership in Mumbai (then Bombay). Over the…
Abstract
The case describes the internal growth workshop initiative at Vedanta Group. Anil Agarwal in 1976 founded Vedanta as a scrap-metal dealership in Mumbai (then Bombay). Over the years, Anil pursued a very aggressive growth journey with a vision to create a leading global natural resource company. The principal objective of discussing this case is to understand how Vedanta introduced this initiative and how it fits within the strategic human resource management at the group.
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Keywords
Drawing from the conservation of resources (COR) theory, this paper aims to examine the interaction among high-performance work systems (HPWS), growth mindset and need for…
Abstract
Purpose
Drawing from the conservation of resources (COR) theory, this paper aims to examine the interaction among high-performance work systems (HPWS), growth mindset and need for achievement to explain burnout among employees.
Design/methodology/approach
The authors used SPSS PROCESS to test the research model on a sample of 341 employees from the manufacturing sector. The authors followed random sampling process to select organizations and employees within the organization.
Findings
The findings reveal a positive relationship between HPWS and job burnout. The study also confirms the interactive effect of HPWS, growth mindset and the need for achievement on burnout.
Research limitations/implications
The study explains the boundary conditions of HPWS and resolves the discrepancy associated with the negative effect of HPWS on employees. The results both confirm and expand the COR theory.
Originality/value
This is the first study to reveal the role of individual characteristics in understanding the positive relationship between HPWS and burnout. The study points out that the belief system and how need for achievement influence resource conservation strategies.
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Promila Agarwal and Arup Varma
The current study investigates the significance of ethics-oriented HRM systems (EHRMS) and ethical leadership in addressing the unethical behavior of Machiavellians in…
Abstract
Purpose
The current study investigates the significance of ethics-oriented HRM systems (EHRMS) and ethical leadership in addressing the unethical behavior of Machiavellians in professional services firms.
Design/methodology/approach
Our study used a multi-source, multi-wave design to investigate the impact of EHRMS and ethical leadership on the unethical behavior of Machiavellians using a sample of 364 employees.
Findings
Our results reveal that EHRMS moderates the relationship between Machiavellianism and unethical behavior, while ethical leadership does not significantly moderate this relationship. Our results suggest that EHRMS has a significantly stronger impact on managing the unethical tendencies of Machiavellians than ethical leadership.
Originality/value
The study offers unique insights into the differential effects of EHRMS and ethical leadership in moderating unethical behavior among Machiavellians. The findings are also unique, as they highlight that the receptivity of ethical leadership depends on the individual differences of followers/employees.
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Ostensibly the case is about an employee resigning from the organization due to lack of support, job clarity, and information about reporting structure. It addresses issues of…
Abstract
Ostensibly the case is about an employee resigning from the organization due to lack of support, job clarity, and information about reporting structure. It addresses issues of socialization process, performance appraisal, and communication issue between colleagues in a consulting organization. The case serves as medium for diagnosis and action planning around integration of new employees into the organization, effective performance appraisal, and resolving communication barriers.
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Keywords
Promila Agarwal and Amit Karna
AuthBridge is a leading Background Screening & Risk Assessment Company. Founded in 2005, its mission is to be among the top and dominant in every line of business it undertakes…
Abstract
AuthBridge is a leading Background Screening & Risk Assessment Company. Founded in 2005, its mission is to be among the top and dominant in every line of business it undertakes with its creative, continually improving solutions. AuthBridge has 200 clients in 2015, and wishes to grow to serve 2000 clients by 2020. The case outlines the process it has adopted till date, and the journey of entrepreneur in terms of how he reached there. The founder faces the dilemma of whether he should scale this business model in other countries (emerging markets?) and what part of his model should be imitated and what part adapted. Through this case learners can understand the entrepreneurial journey of a serial entrepreneur and how he identified an opportunity in the market. The case also enables classroom discussions on developing a business model from the scratch, and how to set up efficient processes in a new venture.
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