Purpose The purpose of this paper is to report the findings of a study which examines the relationship between transformational leadership and intention to leave through the mediating role of employee engagement, employer branding, and psychological attachment. Design/methodology/approach Transformational leadership, employee engagement, employer branding, and psychological attachment were assessed in an empirical study based on a sample of 405 full-time employees working in information technology (IT) organizations in India. The data which were obtained using Google doc and a printed questionnaire was analyzed through structural and measurement model. Findings The results reveal that transformational leadership style directly influences employee intention to leave. Transformational leadership and employer branding is mediated by employee engagement. The leadership relation with psychological attachment is mediated by employer branding. Practical implications The implications of the study are of utmost importance for Indian IT industries facing high voluntary turnover in recent times. Transformational leaders in teams contribute to develop employee engagement, employer branding, and psychological attachment. Imparting transformational leadership training to team leaders can help in generating psychological attachment with the employees which would go a long way. Originality/value This study explores the relationship among transformational leadership style, employee engagement, employer branding, and psychological attachment which has not been explored theoretically and tested empirically in an Indian context.

Purpose – The purpose of this paper is to investigate the relationship between an employee’s beliefs about organizational ethics, career commitment (CC), affective commitment (AC) and career satisfaction (CS). The model expands the earlier work commitment models with CS as the outcome variable. Design/methodology/approach – Subjects were drawn from a 2014 survey of frontline and middle level executives from the insurance sector in India using a structured questionnaire from six Indian insurance companies, 252 were analyzed with structural equation modeling. Findings – The results indicate that executive perceptions about organizational ethics are important for both commitment and satisfaction. Ethical practices at work have a positive outcome on CC, AC and CS. The role of career commitment as a mediator in the relationship between ethics, AC and CS is evident. Research limitations/implications – It is a cross-section study restricted to a single group with similar demographic characteristics. Hence, generalizability of the findings need further research among different groups. Common method variance is addressed using Harman single factor test. Practical/implications – By working out ethical practices in the organization and developing a culture with clarity in business policies and financial constraints to stakeholders, the organizations can win employee commitment and satisfaction. Originality/value – The theoretical contribution of this paper lies in its inclusive approach encompassing the ethical belief of individual with commitment and CS. It differs from earlier studies that have shown the influence of protestant work ethic on commitment. It highlights the similarities and differences between several work commitment models developed in a western context, and the model that we have developed in the Indian context.

The objective of this study is to find out the contribution of various cultural variables on the organizational commitment. Data were collected from the public sector units located in the eastern part of India. Analysis of data revealed strong relationship between culture of the organization and commitment of employees. The antecedents of culture were then examined in relation to the three commitment variables: affective, continuance and normative commitment. Antecedents of culture were significantly and positively correlated with dimensions of commitment. Subsequent multiple regression analysis confirmed that commitment is predicted by organizational culture. The equation consisting of all antecedents of organizational culture were found to be predictive, except milieu. The results confirmed that it is possible to identify the components of culture influencing the type of commitment among the employees in the organization.

PurposeThis paper aims to examine the effect of procedural justice on affective commitment, through the mediating of organizational trust and job satisfaction.Design/methodology/approachData were collected from 305 executives working in eight large cement organizations through a standardized questionnaire. Confirmatory factor analysis, structural equation modelling and mediation analysis were performed to examine the relationship.FindingsProcedural justice significantly influenced job satisfaction and organizational trust directly. Organizational trust and job satisfaction are partially mediated by organizational justice and affective commitment. Interestingly, procedural justice does not influence affective commitment directly.Originality/valueProcedural justice and affective commitment are crucial aspects of an organization. Limited research has been conducted linking procedural justice, organizational trust, job satisfaction and affective commitment. This study was conducted in the South Asian country of India, where power-distance prevails

Organizational attachment echoes the psychological bond between employee and employer relations, differing from affective component of commitment in terms of employees’ psychological and behavioral involvement. This study examines the extent to which employee perception about procedural, distributive justice and job cognition contributes toward organizational attachment in India. The effect of justice and job cognition variables relates differently to previous studies from western part of the globe. First, in past studies, procedural justice predicted commitment, whereas, for Indian employees, distributive justice contributed to organizational attachment. Second, the contribution of extrinsic job cognition in organizational attachment was evident in the model developed using Structural Equation Modeling (SEM; AMOS). Organizations must take cognizance of the outcomes exhibited by the behavior of managers while following the laid down policies and processes. Cognition of fairness at workplace and attachment can play key role in limiting retention. Practical implications and future research directions are discussed.