Ritu Tayal, Mamta Tripathi, Nishant Singh and Umesh Bamel
The objective of this paper is to employ a model to expand the literature's comprehension of the organisational citizenship behaviour (OCB) phenomenon in the Indian banking…
Abstract
Purpose
The objective of this paper is to employ a model to expand the literature's comprehension of the organisational citizenship behaviour (OCB) phenomenon in the Indian banking sector. The authors examine OCB as a mediator of the relationship between job embeddedness (JE), self-efficacy (SE) and organisation effectiveness (OE). The authors also verify the moderating role of affective commitment (AC) on the JE, SE and OE relationship.
Design/methodology/approach
Data for the purpose of this paper are collected from 568 employees in 89 branches of banks located in North and Central India using a survey questionnaire. The data collected were analysed using structural equation modelling (SEM).
Findings
The findings confirm the positive association between JE, SE and OE. The results also suggest that OCB mediates the association between the independent and dependent variables. Furthermore, the authors observed that AC moderates the OCB and OE relationship.
Practical implications
The results of this examination will assist the employees to realise the substance of OCB in directing their performance towards OE. This investigation will inspire bank managers to notice that employee readiness to put in extra effort in a bank is primarily the effect of apt individual characteristics, namely JE and SE, that can be shaped and developed. Furthermore, this study draws the attention of bank managers towards the significance of AC, as an essential phenomenon to emotionally attach the employees to their organisation.
Originality/value
This study contributes to the existing literature on OCB by examining how OCB leads to desired outcomes and the conditions that promote the effect of OCB. The authors address these questions by building on a more contemporary perspective, i.e., PsyCap.
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Ritu Tayal, Rajesh Kumar Upadhyay and Reena Singh
The purpose of this study is to empirically explore the connection between transformational leadership (TL) and organizational effectiveness (OE). Also, the paper looks at the…
Abstract
Purpose
The purpose of this study is to empirically explore the connection between transformational leadership (TL) and organizational effectiveness (OE). Also, the paper looks at the mediating impact of employee innovative behaviour (EIB) and the moderating effect of knowledge sharing (KS) on the aforementioned association.
Design/methodology/approach
The respondents included 410 bank employees from North India. The mediating effect of EIB and moderating effect of KS was explored by plug-in for SPSS, PROCESS Macro (Hayes).
Findings
The investigation demonstrated that there exists a significant relationship between the constructs under examination. Further, it was seen that EIB mediated and KS moderated the connection between TL and OE.
Practical implications
Looking at the associations among TL, KS, EIB and OE can have significant implications for organizations. The considered framework as proposed can be used to outline organizational practices, to frame organizational policies and to build a pool of innovative employees who will in turn enhance OE.
Originality/value
The general comprehension of the associations among TL, KS, EIB and OE is insufficient in existing literature. This examination expands on past studies by examining the mediating role of the EIB and moderating role of KS between TL and OE. The present work is one of the rare attempts to investigate this nested association in the Indian context.
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Ritu Tayal, Rajesh Kumar Upadhya, Mohit Yadav, Santosh Rangnekar and Reena Singh
The purpose of this study is to empirically examine the association between transformational leadership and employee acceptance to change while establishing the mediating effects…
Abstract
Purpose
The purpose of this study is to empirically examine the association between transformational leadership and employee acceptance to change while establishing the mediating effects of innovative behaviour and the moderating effect of the use of information technology (IT) on this association.
Design/methodology/approach
In total, 378 employees of ten banks from Uttarakhand, India, participated in a questionnaire-based survey. The proposed hypotheses and the proposed conceptual model were tested using macro process (Hayes, 2013).
Findings
The results indicated that there exists a positive association between transformational leadership and employee acceptance to change. Furthermore, it was found that this association was mediated by employee innovative behaviour and moderated by the use of IT.
Practical implications
The findings of this study will help managers to comprehend the significance of the innovative behaviour of employees in moulding their acceptance towards change. This paper should encourage bank managers to perceive the significance of the working practice and the infusion of IT. Furthermore, this study accentuates the significance of an effective leadership style, i.e. transformational leadership, as an essential phenomenon to positively impinge on employee acceptance to change in a service-oriented industry, namely banking.
Originality/value
The present study enriches the extant research on transformational leadership and employee acceptance to change by demonstrating the use of IT and innovative behaviour as vital and the important factors that influence the level of persuasion that transformational leadership has on employee acceptance to change.