PurposePerformance management systems (PMS) are integral to an organization's human resource management but research is ambivalent on their positive impact and the mechanism through which they influence employee behavior. This study fills this gap by positing work engagement as a mediator in the relationship between perceptions of PMS effectiveness, employee job satisfaction and turnover intentions.Design/methodology/approachThe study uses a survey-based design. Data were collected from 322 employees in India attending a management development program at a premier business school. Partial least squares–based structure equation modeling package ADANCO was used for data analysis.FindingsPositive perception of PMS effectiveness was found to enhance employee work engagement. This increased job satisfaction and reduced turnover intentions among employees. Thus, work engagement mediated the relationship between PMS perceptions and job satisfaction and turnover intentions.Practical implicationsThe results suggest that organizations need to focus on three characteristics of PMS, namely its distinctiveness, consistency and consensus. These characteristics determine the effectiveness of PMS in engaging employees and influencing their job satisfaction and turnover intentions.Originality/valuePrior studies on performance management have largely been limited to aspects of justice and focused disproportionately on the appraisal aspect of performance management. This study takes a systems view of performance management and addresses prior shortcomings by examining the role of clarity and horizontal fit between PMS practices in determining employee engagement. The study also provides much needed empirical support to theoretical studies which have argued that PMS is a driver of engagement in organizations (Gruman and Saks, 2011; Mone and London, 2014).
Purpose This study aims to investigate whether leader–subordinate exchange (LMX) quality influences subordinate resilience. Drawing upon Higgins’ (1998) regulatory focus theory, it is hypothesized that high LMX leaders induce a positive appraisal of situations which primes promotion regulatory focus in subordinates which in turn increases employee motivation and resilience. Design/methodology/approach The study uses a cross-sectional survey design. Responses were collected from 139 employees of three information technology and enabled services organizations in India. Data were analyzed using PLS-based structure equation modeling package ADANCO. Findings LMX was found to be positively related to employee resilience. Promotion regulatory focus mediated the relationship between LMX and employee resilience. Practical implications The study demonstrates that leader interaction and behaviors can promote resilience in employees. Organizations need to see how supervisors can be trained to “frame” challenges and adversity in a manner that motivates employees and promotes resilience. Originality/value Previous studies have found different types of leadership styles to be associated with subordinate resilience. This suggests that there are certain factors across various leadership styles that influence resilience. The study uses LMX theory to suggest that it is not leadership style but underlying dimensions such as trust, reciprocity and clarity that play a vital role in cultivating employee resilience.
PurposePublic service motivation (PSM) is a universal construct, but indigenous traditions and culture of a country are known to influence its measurement. Currently, no research on PSM in India is available. To facilitate PSM research in India, this article compares the two most used measures of PSM (PSM-14 and PSM-16) to identify the most suitable scale for further exploration.Design/methodology/approachThe study uses a cross-sectional survey research design. Data were collected from 387 employees working in the public sector. ADANCO, a PLS-SEM package, was used to analyze the data.FindingsContrary to expectations, it was found that the older PSM-14 exhibited better psychometric properties than the newer PSM-16. The PSM-14 also exhibited greater predictive validity than PSM-16.Practical implicationsThe study demonstrates that PSM is a valid construct in India and can be measured adequately by existing instruments. However, certain sub-dimensions of the scale (such as compassion) may be reworded/changed to reflect Indian cultural ethos better.Originality/valueThe findings will be tremendously helpful to researchers interested in examining the correlates of PSM in the Indian context by making it easier to select the appropriate measurement instrument. The study also provides a careful examination of each of the sub-dimensions of the construct to enable the development of more robust PSM measures in the future.
PurposeScholars and practitioners have raised concerns that mandatory remote work can lead to feelings of isolation and alienation in employees. Therefore, this study aims to investigate this issue by examining the impact of work communication satisfaction in remote environments on employee alienation and job satisfaction.Design/methodology/approachSensemaking and social information processing (SIP) theory are used for formulating the hypotheses. To test the hypotheses, primary data were collected from 418 employees working in various Indian organizations and analyzed using AMOS and Hayes' PROCESS macro for SPSS.FindingsThe findings reveal that work communication satisfaction is negatively associated with alienation and positively associated with job satisfaction. Alienation mediated the relationship between work communication satisfaction and job satisfaction. Additionally, employees belonging to organizations with stronger CSR associations reported feeling less alienated than employees of organizations with weaker CSR associations.Practical implicationsOrganizations can improve work communication satisfaction by devising remote communication plans that clarify employee expectations regarding the frequency, purpose and channel of communication. Additionally, organizations should communicate their CSR efforts to employees, particularly during times of crisis, as this can help improve employee impressions of the organization.Originality/valueThe study extends the work on alienation by approaching it from the perspective of sensemaking. The research demonstrates how work and non-work-related social information cues (work communication and CSR associations) can influence employee attitudes through their sensemaking. The context of the study adds to its uniqueness.
PurposeThe study approaches the social problem of overconsumption by examining how dispositional characteristics (Trigunas) affect self-control capacity and buying impulsiveness.Design/methodology/approachA survey of 181 Indian students was conducted to collect data on Trigunas, self-control and impulse buying tendency (IBT). Partial least squares-based structure equation modeling package ADANCO was used for data analysis.FindingsThe results indicate that two out of the three gunas were related to impulsive buying tendency. As hypothesized, self-control mediated these relationships. The findings prove that Trigunas carry differential influence on self-control capacity and impulsive buying behavior of individuals.Practical implicationsThe results of this study offer new insights and ideas to practitioners and researchers pursuing the problem of overconsumption. This study delves into ancient Hindu knowledge of mindfulness and offers fresh psychological constructs that broaden scholarly understanding on personality-related drivers of overconsumption.Originality/valueMost research on overconsumption and related issues has been conducted using western personality models. Additionally, many of these findings are inconsistent. This article broadens this discussion by applying indigenous Indian psychology constructs to the study of consumer behavior and provides empirical support for the same.
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