Lipsa Jena, Subash Chandra Pattnaik and Rashmita Sahoo
The present study purports to unravel the mechanism in relationship among leadership behaviour integrity, organisational career development and employee engagement. Further, it…
Abstract
Purpose
The present study purports to unravel the mechanism in relationship among leadership behaviour integrity, organisational career development and employee engagement. Further, it also aims to understand if the employee feedback self-efficacy has any moderating influence on the relationship between leader behavioural integrity and organisational career development.
Design/methodology/approach
Pre-existing questionnaires are used for collecting data from a total of 417 employees working in the information technology industry operating within India. Analysis of the data is done using structural equation modelling technique.
Findings
Results of the study show that organisational career development partially mediates the relationship between leadership behavioural integrity and employee engagement. It is also found that feedback self-efficacy plays a moderating role in the relationship between leadership behavioural integrity and organisational career development.
Originality/value
The study helps to understand the mechanism of the relationship between leadership behavioural integrity and employee engagement through organisational career development with the support of ethical theory and social exchange theory. It also shows the moderating role played by feedback self-efficacy in the relationship between leadership behavioural integrity and organisational career development using social learning perspective.
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Subash Chandra Pattnaik and Rashmita Sahoo
This study aims to examine the relationship between transformational leadership, organizational citizenship behaviour (OCB), job autonomy and supportive management with job…
Abstract
Purpose
This study aims to examine the relationship between transformational leadership, organizational citizenship behaviour (OCB), job autonomy and supportive management with job autonomy and supportive management as mediating variables.
Design/methodology/approach
Primary data was collected through a survey of employees from business organizations in India. Data from 422 valid responses were analysed using structural equation modelling. Confirmatory factor analysis was run for assessment of the measurement model. Then the mediation effects of job autonomy and supportive management were tested for the hypothesized model.
Findings
Findings of the analyses indicate that transformational leadership directly and positively influences OCB, job autonomy and supportive management. Job autonomy and supportive management directly and positively influence OCB and mediate the relationship between transformational leadership and OCB partially.
Originality/value
Contribution of the study comes from advancement of literature by supporting the mediating effects of job autonomy and supportive management in the relationship between transformational leadership and OCB. Thus, the study provides a basis for the mechanism of how transformational leadership is related to OCB.
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Subash Chandra Pattnaik and Rashmita Sahoo
This study examines how high-performance work practices (HPWPs) influence organizational citizenship behaviour (OCB) and the mediating role of employee affective commitment (AC…
Abstract
Purpose
This study examines how high-performance work practices (HPWPs) influence organizational citizenship behaviour (OCB) and the mediating role of employee affective commitment (AC) in this relationship in a non-Western context such as India.
Design/methodology/approach
The study uses a survey research design. Taking a sample of 503 employees of a large manufacturing organization in India, the primary data are analysed using confirmatory factor analysis (CFA) and Andrew Hayes' PROCESS macro.
Findings
The findings indicate that employee perceptions of HPWPs positively relate to OCB. The mediating role of employee AC in the relationship is also found. These findings imply that positive perceptions of employees towards HPWPs create AC in employees and which, in turn, results in OCB.
Research limitations/implications
The study focuses on a single organization, which limits its generalizability and recommends future researchers to conduct a broad-based study. The study is also limited by its research design and cross-sectional data for establishing causality on a firmer footing.
Originality/value
The study examines the influence of HPWPs on OCB with AC as a mediating variable in a non-Western setting such as India and makes a departure from the earlier ones in that it considers perceptions of employees towards HPWPs rather than managerial reporting of their actual use. Findings of the research take the debate a step further in understanding the mechanism of the relationship.
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Subash Chandra Pattnaik and Rashmita Sahoo
The purpose of this study is to examine the mediating effect of creativity in the relationship between employee engagement and task performance and the moderating role of…
Abstract
Purpose
The purpose of this study is to examine the mediating effect of creativity in the relationship between employee engagement and task performance and the moderating role of perceived workplace autonomy in the relationship between employee engagement and creativity through a moderated mediation analysis.
Design/methodology/approach
The study used a quantitative research method. The sample for the study consisted of 396 employees and their clients in an Indian software development organization. Statistical analysis of the data was conducted using confirmatory factor analysis, Sobel test and Hayes' PROCESS for Model 1.
Findings
Findings of the study indicated that creativity of employees partially mediate the relationship between employee engagement and their task performance and perceived workplace autonomy moderates the relationship between employee engagement and creativity.
Practical implications
Managers may use findings of the study to harness creativity of their employees by providing an autonomous workplace environment to improve their task performance so as to contribute to the bottom line of the organization.
Originality/value
The study contributes to the literature by examining the mediating effect of creativity in the relationship between employee engagement and task performance, especially in a non-Western context and the moderating role played by perceived workplace autonomy using componential and broaden-and-build theories.