Retention of employees has become a critical issue in the corporate arena. With the increasing trend of frequent job switching among employees, it is a big challenge for HR Managers today to fulfill the aspirations of each and every employee and to bring congruence between organizational and individual goals. In the BPO sector of India where attrition rate is as high as 55 percent (ASSOCHAM, 2011), the situation is even more difficult for HR Managers. But the big question is how to make employees feel committed to their organizations especially in such a dynamic work environment where attrition rate is so high and job poaching is the order of the day. An extensive review of literature reveals that employees' ‘commitment‘ to the organization is a function of their interaction and relationship with that organization and, to a great extent, a manifestation of the attitude of management towards the employees. This belief is based on the premise that member's identity with the organization is a result of a set of carefully designed policies within the cultural pattern of the organization. An attempt has been made in this research to study the BPO sector to see whether the organizational culture and commitment level of employees differ across the different strata of employees in the BPO sector and finally to explore the relationship between organizational culture and commitment. The research was carried out in 15 BPO units in and around Chandigarh — Chandigarh, Panchkula, and Mohali which covered three strata of BPO units based on the number of employees and from all the three level of employees, i.e. top, middle, and lower level of employees. Results reveal that employees of smaller BPOs perceive their culture a shade better than medium or larger BPOs. And, as far as overall commitment is concerned, employees of smaller BPOs have significantly more commitment level than employees of medium or larger BPOs. As organizational culture is better in smaller BPOs and so is the commitment, these findings give us a cue that organizational culture has definite impact on commitment of employees. Further results reveal that commitment of employees is particularly sensitive to six dimensions of organizational culture viz. proaction, confrontation, trust, authenticity, experimentation, and collaboration. But, the results failed to support the relationship between autonomy and openness with commitment. Further, findings reveal that the focal point in the development of any strategy is directed towards impacting the commitment of employees towards their organizations

The study seeks to examine the correlation between organizational learning (OL), knowledge manage ment (KM) and organizational performance (OP) and to investigate the mediating role of OL between the relationship of KM and OP. The scope of the study was service and manufacturing sector organiza tions in India. The sample comprised of 118 respondents drawn from eight service and manufacturing sector organizations. The results revealed that OL is said to be partially mediating the relationship between KM and OP. The findings approve the assertion of previous studies ( Liao and Wu, 2009). It was also found that there is a significant positive correlation between KM, OL and OP.

The main objectives of this study were to compare Organisational Commitment for the employees in service and manufacturing public sector organisations, to see the association between subscales of organizational commitment and to compare these dimensions of organizational commitment vis-à-vis different psycho-demographic factors of the employees. The scope of the study was Public Sector Organisations belonging to Punjab, Haryana and Chandigarh. The sample comprised of 225 respondents drawn from eight public sector organisations, 2 each from Engineering, Textile, Banking and Insurance sectors, to represent the Manufacturing and Service Sector organizations adequately. Comparisons made on the basis of hierarchical levels and other psycho-demographic factors make the study comprehensive. The results revealed a very significant but weak positive correlation between three subscales of Organisational Commitment. Almost all other null hypotheses concerning level of Organisational Commitment vis-à-vis failed to be rejected unlike previous similar studies.

The main objective of this paper is to examine the relationship between perceived organizational support (POS) and organizational commitment of school teachers in the city of Chandigarh and Panchkula. The paper is driven theoretically by the social exchange theory, the concept of perceived organizational support (POS) which is the commitment of the organization to the employee, the norm of reciprocity, the organizational support theory as well as the other relevant literature in the human resource management and organizational behaviour research. The results of the study are in favor of the reciprocity norm. This paper contributes to the limited body of knowledge about the psychological processes underlying the formation of organizational commitment through the perspectives of the social exchange theory and the organizational support theory.

The paper aims at exploring employee perceptions in the form of perceived organizational support and studying its impact on organizational commitment and role stress. The paper is driven theoretically by the social exchange theory, the concept of perceived organizational support, which is the commitment of the organization towards the employee, the norm of reciprocity as well as the other relevant literature in the human resource management and organizational behaviour research. With increasing competition managing and retaining employees has become a critical issue for the present day organizations. Medical profession requires doctors to be committed and stress free for efficient performance. A major factor that affects job behaviour is the perceptions about the place of work. Thus, the study aims at exploring the role of building positive organizational perceptions in order to achieve most efficient work performance. The paper is based on an empirical study conducted on a sample of 332 doctors from a leading hospital in Chandigarh. The results indicate that perceptions of organizational support have a significant impact on both the commitment and role stress level of doctors. This paper contributes to the limited body of knowledge about the psychological processes underlying the formation of organizational commitment and reducing role stress through the perspectives of the social exchange theory and the organizational support theory.