Increasing productivity is the major goal of every successful organisation, be it private or public, service or manufacturing. In order to achieve this goal, the organisation has…
Abstract
Increasing productivity is the major goal of every successful organisation, be it private or public, service or manufacturing. In order to achieve this goal, the organisation has to depend to a large extent on both covert and overt behaviours of its members. The covert behaviours of organisational members refer to such psychological phenomena as job satisfaction, involvement and other related attitudes and beliefs. The overt behaviours, on the other hand, refer to directly observable behaviours such as absenteeism, tardiness, and other forms of on‐the‐job behaviour. It is the task of organisational psychologists to identify these behaviours and establish specific causal relationships between these behaviours and productivity.
Examines charismatic leadership and how it works in public administration, also states that charisma can be interpreted as inferred and can be conferred by followers. Further…
Abstract
Examines charismatic leadership and how it works in public administration, also states that charisma can be interpreted as inferred and can be conferred by followers. Further states that there are three stages that any leader must use to guide his/her organisation from the present to the future and these are: evaluation; formulation; and development. Concludes, owing to constraints placed on public administration, personalized rather than socialized charisma may be shown.
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Manuel Mendonca and Rabindra N. Kanungo
Argues that performance management techniques and practices developed in US organizations cannot be successful in the developing country context to gain competitive advantage…
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Argues that performance management techniques and practices developed in US organizations cannot be successful in the developing country context to gain competitive advantage unless the issue of culture‐fit is addressed adequately. “Culture‐fit” can be ensured when managers adopt human resource management strategies to overcome the cultural constraints and build on the strengths of the socio‐cultural environment.
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Considers psychological, linguistic and marketing aspects of brandname characteristics. Presents the inherent brand name characteristicswhich lead to memorable names that support…
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Considers psychological, linguistic and marketing aspects of brand name characteristics. Presents the inherent brand name characteristics which lead to memorable names that support the desired product image. Concludes that brand names should be simple, distinctive, meaningful, emotional, make use of morphemes, phonemes, alliteration, consonance, and should make a sound associate of product class, as well as being legally protectable; a well‐planned brand name will require less marketing money to achieve recall and image targets.
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The investigator of this study examined organizational involvement of employees in Saudi construction companies and a random sample was drawn from the participating companies in…
Abstract
The investigator of this study examined organizational involvement of employees in Saudi construction companies and a random sample was drawn from the participating companies in Riyadh and Dammam. Employees' levels of involvement in the construction companies, were compared on the basis of their personal characteristics. The sample was divided into two groups on the basis of employees' personal characteristics such as education, organizational tenure, pay, rank, and age. The results showed that there was a difference in the level of organizational involvement between employees on the basis of their five personal characteristics included in this study. Further, the findings of this study showed that the levels of employees' involvement in the construction companies differed as their personal characteristics differed. Employees with a low level of education showed a higher level of organizational involvement than did employees with a high level of education. Employees with long organizational tenure reported a higher level of involvement than did employees with short organizational tenure. Also, employees with a high salary showed a higher level of involvement than did employees with a low salary. Old employees showed a higher level of organizational involvement than young employees. High ranking employees showed a higher level of organizational involvement than did employees with a low rank.
This paper proposes a hegemonic power hypothesis to examine the determinants of CEO compensation by drawing on insights from the field of international relations. It then reports…
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This paper proposes a hegemonic power hypothesis to examine the determinants of CEO compensation by drawing on insights from the field of international relations. It then reports results of an empirical test of this hypothesis. The results indicate a limited support for the hegemonic power hypothesis, indicating the importance of a cross‐disciplinary perspective in studying the determinants of CEO compensation.
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Rabindra Kumar Pradhan, Madhusmita Panda and Lalatendu Kesari Jena
The purpose of this paper is to examine the role of transformational leadership in psychological empowerment in Indian retail industry. This study also tries to examine whether…
Abstract
Purpose
The purpose of this paper is to examine the role of transformational leadership in psychological empowerment in Indian retail industry. This study also tries to examine whether organizational culture plays a mediating role in the relationships between transformational leadership and psychological empowerment.
Design/methodology/approach
A sample of 310 respondents was randomly selected from different Indian retail organizations for the study. Data collections were carried out using a set of standardized questionnaires. Raw data were analyzed using SPSS 20.0 and process plugin of Hayes for mediation analysis.
Findings
The empirical investigations of the study have shown that transformational leadership is positively related to psychological empowerment. The study also found partial mediation of organizational culture between transformational leadership and psychological empowerment.
Research limitations/implications
First of all, the sample size of the study is relatively small (n=310). The study is limited to the employees of eastern Indian retail organizations. Second, the common method bias is presumed to influence and inflate the relationships between the variables of the study as the data on all three variables were collected at the same point of time from respondents.
Practical implications
The road map presented in this paper may be helpful for the retail executives to diagnose organizational culture and leadership styles prevailing in the organization and their influence on psychological empowerment. The study may be helpful for retail managers to develop a desirable culture through the practice of transformational leadership that would enhance the empowerment process.
Originality/value
This paper adds value to the limited body of knowledge about the association among transformational leadership, psychological empowerment, and organizational culture. The findings presented in this paper would be beneficial for Indian researchers, OD experts and organization scientists in developing a culture of empowerment by the help of transformational leadership. Unique statistical tools have been used for mediation analysis.
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Rabindra Kumar Pradhan, Kailash Jandu, Lopamudra Hati and Madhusmita Panda
Recent research has established the importance of grit as a psychological resource in yielding a number of beneficial outcomes. However, the mechanisms linking grit with its…
Abstract
Purpose
Recent research has established the importance of grit as a psychological resource in yielding a number of beneficial outcomes. However, the mechanisms linking grit with its consequences are yet to be explored fully. Drawing upon self-determination theory (Deci and Ryan, 2000) and the self-concordance model (Sheldon and Elliot, 1999), the present study aims to examine the impact of grit on employee well-being via the indirect path of need satisfaction. Further, the study explores the moderating role of psychological empowerment in the relationship between grit and need satisfaction.
Design/methodology/approach
The data were gathered from Indian service sector employees (n = 798). Standardized instruments were used to measure the variables under investigation.
Findings
The findings ascertained a positive relationship between grit and employee well-being in the organizational context. The structural equation modeling analysis suggested that need satisfaction partially mediated the path leading from grit to employee well-being. Further, the findings obtained from PROCESS Macro analysis revealed a conditional moderating effect of psychological empowerment in bolstering the hypothesized mediation path involving grit, need satisfaction, and employee well-being.
Originality/value
The present study contributes to positive organizational behavior literature by uncovering the inter-linkage between grit and well-being in terms of intermediary mechanism. The theoretical and managerial implications, along with the limitations of the study, have been discussed.