PurposeFollowing Hackett et al.'s treatment of the reasonably established role of leader‐member exchange (LMX) in employee outcomes, this paper seeks to examine the mechanism which operates between LMX and various work outcomes in an attempt to bridge this gap in the literature.Design/methodology/approachThe hypotheses were tested using data from 306 working software professionals in India. Data were collected through a structured questionnaire that contained standardized scales of LMX (perceived contribution and affect), satisfaction, commitment, and citizenship behavior (loyalty).FindingsA confirmatory factor analysis (CFA) was done to examine the dimensionality of the study variables. Results provide support to all the hypotheses.Research limitations/implicationsData were collected from a single source, direction of causality is assumed (not tested) and all the data were collected through self‐reports. Some measures are taken to control them.Practical implicationsThe findings have implications for LMX enhancement interventions. Focusing on enhancement of the LMX‐Contribution dimension is more likely to improve the organization level commitment and citizenship behavior, whereas LMX‐Affect is likely to result in more affective reactions like satisfaction with the supervisor and the job.Originality/valueThe study adds to the literature by testing the proposed model in the Indian context, thus providing some empirical cross‐cultural validity to LMX‐subordinate‐related work outcomes relationships.

This paper investigates how neighbourhood e!ects interacting with income inequality a!ect poor people's ability to access basic facilities like health care services, schooling, and so on. We model this interaction by integrating consumers' income distribution with the spatial distribution of their location and explore the consequences of an increase in income inequality on the welfare of the poor in general, and their access to market in particular. We nd inverted-U shape relationships between income inequality and market access and welfare of the poor: if we compare a cross-section of societies, the poor community as a whole is initially better-o! living in relatively richer societies, but, beyond a point, the aggregate market access and consumer surplus of the poor starts declining as the society becomes richer. There exist multiple equilibria: a bad equilibrium where all the poor are excluded exists simultaneously with a good equilibrium where at least some poor (if not all of them) get served by the market. We have identied the higher income gap between rich and poor as the key factor that exposes the poor to this complete exclusion possibility. Finally comparing a mixed-income neighbourhood where rich and poor live side by side with a single-income homogeneous neighbourhood we nd that the poor are better-o! living in the mixed neighbourhood as long as the poor income is below a certain feasibility threshold. ! For helpful discussions and suggestions we thank Kaushik Basu, Indraneel Dasgupta, Arghya Ghosh,

This study explores pay satisfaction-related issues of software professionals in India, specifically assessing the impact of different dimensions of pay satisfaction on intent to leave. Since satisfaction with pay is an emotional/affective reaction and is likely to be influenced by personal and environmental factors, the study explores some social psychological processes like leader-member exchange, justice, and voice that are likely to impact pay satisfaction of these professionals. Using a sample of 306 software professionals drawn from various organizations, the study tests the various hypotheses. Three broad trends emerge from the data: First, process dimensions of pay satisfaction are better predictors of the professionals' intention to leave the organization. Second, distributive justice predicts both the amount and process dimensions of pay satisfaction whereas procedural justice predicts only the process dimensions. Finally, the hypothesis that LMX leads to voice which leads to procedural justice which in turn leads to satisfaction with the process dimensions of pay satisfaction found support from the data and the strength of relationships was stronger for structure and administration dimension as compared to raises dimension of pay satisfaction. The findings suggest that though pay levels are important, the HR Department needs to make additional efforts towards the processes through which pay and raises are determined as these processes might provide the crucial advantage for retaining software professionals in an environment where salary levels are competitive. Additionally, since both the pay-related processes and procedural justice are important, these processes need to be both effective and fair. Though fairness in appraisal and pay- related processes can be built through various HR systems like participation (voice), the results show that these processes will be effective only if they are implemented well by the immediate leader. The results have implications for leadership development and training on appraisal and pay-related processes. Unless the leaders are trained appropriately and made aware of the social psychological processes that go on in a team, the design of systems by the HR Department may not be effective. Since distributive justice is an important predictor of pay satisfaction, comparison with relevant others plays an important role in pay satisfaction. The HR Departments in these organizations needs to identify pay levels that compete in the market. Indians are shown to have a familial identity and value the opinions of their kith and kin; hence, acknowledging and incorporating the inputs of social comparison person (family and friend) might provide more useful insights into how these professionals perceive distributive justice.

The growth of the software industry in India requires that issues related to knowledge workers be understood and dealt with in greater detail if software professionals are to be managed effectively. Issues of appraisal and salary administration are paramount in the context of software professionals in India, and the professionals’ perceptions of fairness/unfairness of these systems are important for the design of socially valid HR systems. This study explores some of these issues. It examines the extent to which personality predicts employees’ perceptions of justice at the workplace. We defined workplace justice in terms of procedural and distributive justice and personality was conceptualized in terms of the locus of control, emotional quotient and justice orientation constructs. A survey of 310 employees was conducted across various software organizations in India. Locus of control and emotional quotient were found to be strong predictors of procedural justice, and equity orientation and emotional quotient were the best predictors for interactional justice. Results and their implications are discussed.

ObjectivesTo compare our clinical practice against the NICE quality standards for children’s epilepsy service.MethodsOutpatient clinic lists for consultant specialist in diagnosis and management of epilepsy were obtained for one year (April 2016 – May 2017) and outpatient letters were reviewed. All patients diagnosed with epilepsy within the last ten years were included. Patients diagnosed abroad or at another hospital were excluded.ResultsA total of 119 patients were audited; 65 male and 54 female.Seen by specialist in the diagnosis and management of epilepsy within 2 weeks of presentation with a suspected seizure? Yes=33, No=86Investigations (MRI/EEG) undertaken within 4 weeks of request? Yes=66, No=53Children meeting criteria for neuroimaging have an MRI? Yes=69, No=4, N/A=46Agreed and comprehensive written epilepsy plan? Yes=116, No=3Patients seen by epilepsy specialist nurse? No=115, N/A=4Agreed written emergency care plan for prolonged/repeated seizures? Yes=14, No=63, N/A=42Seen within 4 weeks of referral to tertiary centre if required? Yes=6, No=17, N/A=96Structured review with paediatric epilepsy specialist minimum annually? Yes=107, No=1, N/A=11Agreed transition period where care reviewed jointly by adult and paediatric services? Yes=14, No=5, N/A=100ConclusionsThe results highlight our patients are having comprehensive written care plans (97%), structured reviews annually (99%) and are reviewed jointly for transition (74%). Epilepsy service enhancement is needed in the time taken to be seen by the secondary care epilepsy specialist (28%) or tertiary centre (26%) once a referral is a made. Investigation time waits could also be improved (55%). Quality of care could be enriched by employing an epilepsy nurse specialist.Numerous studies have demonstrated that inadequate epilepsy care results in significant consequence. It is imperative to implement NICE quality standards to provide better quality of care to children/young people diagnosed with epilepsy.