Cet article examine le roà le que joue la perception du support organisationnel en tant que me diateur de la relation entre les facteurs situationnels et l'engagement affectif; les facteurs situationnels conside re s e taient: la justice proce durale, une distribution e quitable des taà ches, le degre de satisfaction concernant les rapports avec le supe rieur et le plus ou moins favorable climat des relations de travail. L'analyse des donne es, sur un e chantillon de 185 repre sentants de produits pharmaceutiques, en Inde, indique pleinement que la perception du support organisationnel est effecetivement un me diateur entre chacune de ces variables situationnelles et l'engagement affectif envers l'organisation.This paper examines the role of perceived organisational support as a mediator of the relationship between perceived situational factors and affective organisational commitment. Perceived situational factors examined were: procedural justice, distributive justice, communication satisfaction with supervisor, and labor±management relationship climate. Analysis of data from a sample of 185 pharmaceutical sales representatives from India indicated that perceived organisational support fully mediates the relationship between each of these perceived situational variables and affective commitment to the organisation.

Using a sample of 103 Indian supervisor-pharmaceutical sales representative dyads, this study hypothesized that procedural justice, distributive justice, perceived organizational support, and communication satisfaction with supervisor would have a stronger positive relationship to organizational citizenship behavior than to in-role behavior. Supportive result was found for one variable, i.e., communication satisfaction with supervisor had a stronger relationship to organizational citizenship behavior.

This paper replicates with a unionized, Indian sample, the well‐established finding that managerial evaluations of employee performance are affected by both objective productivity and organizational citizenship behavior. Data from the managers of 104 Indian pharmaceutical sales representatives and company records replicated the findings of previous research. While objective productivity alone accounted for 9 percent of the variance in subjective performance, objective productivity and organizational citizenship behavior together accounted for 41 percent of the variance. Implications of the findings for future research and managerial practice are discussed.

Periodic surveys of Indian business culture gathered from the perceptions of significant actors are essential in this changing environment. This paper gathers the perceptions of potential employees, namely, MBA students of two premium institutes of Bangalore. Indian business organizations—rated and ranked on variables of business culture—are seen as low on risk tolerance, using guarded communication styles, avoiding conflict confrontation and having politicised environments with slow decision-making. Changes required to move towards an ideal productive business culture are suggested.

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