The notion of the fairness or justice has become an increasingly important construct in behaviour and management over the last two decades because of its serious personal and organizational consequences. Despite considerable research on job satisfaction and organizational commitment of employees, various types and forms of employees' justice perceptions have not been adequately examined. Studies of organizational justice in the area of health-care professionals are especially limited in the Indian setting. Because of higher expectations and demands on Indian hospitals, the issues of organizational justice and its associated work-related outcomes are quite relevant to employees working in them. With this background, the purpose of present study is to examine and compare the influence of different dimensions of organizational justice (of distributive, procedural, interpersonal (or relational), and informational justice) on work-related outcomes of job satisfaction and organizational commitment with special reference of healthcare professionals. Participants of the present study consisted of 100 health-care professional working in a government hospitals located in Varanasi (U.P., India). They were classified into three ranks: Doctors (N = 36), Nurses (N = 44), and Technicians and Hospital Administrative Staff (N = 20) and were mainly recruited from four major clinical departments-cardiology, gastroenterology, obstetrics & gynecology, and ENT. The statistical analyses of data included the descriptive statistics, coefficient of correlation and hierarchical regression analysis. The results of regression analysis revealed that among the four dimensions of justice, only procedural justice and relational justice significantly positively predicted job satisfaction of employees. Distributive and informational justice did not predict job satisfaction. Findings further indicated that informational justice was the only dimension that had significantly and positively predicted organizational commitment. Despite the significant zero-order correlations, distributive, procedural, interpersonal or relational justice did not predict organizational commitment. Implications of the study and avenues for future research were discussed. U. R. Srivastava 667

This article has two main objectives. The first is to examine the extent of stress, negative mental health outcomes and variations in mood states experienced by shift workers (N = 100) and a control group of day workers (N = 100) employed in Feeder Balancing Dairy, Ramnagar Varanasi and Kanpur, Dugdth Utpadak Sahakari Sangh (brand name Parag, Ltd. for both organisations). Second, to find out the relative contribution of stress variables and mood states in the prediction of mental health outcomes separately for both shift workers and a control group of day workers. Our overall findings concur with other studies and provide evidence that shift workers significantly experienced higher levels of job and life stress, higher indices of negative mental health outcomes (as measured by GHQ – 28) and variations in mood states as compared to day workers. The results of the present study established some significant relationships between stress and negative mental health outcomes among both shift and day group of workers. However, the magnitude of correlation coefficients is slightly higher in the day worker group. For both groups of workers significant positive correlations were found between all the dimensions of negative mental health and mood states of tense arousal, anger, energetic arousal and general arousal. The findings of step-wise multiple regression analysis indicated that amount of life stress and role conflicts were the two major predictors of negative mental health outcomes among shift workers. The results of a similar analysis carried out on day workers indicated that in the prediction of mental health of day workers, job related stressors (role ambiguity, role conflict and role overload) played a significant role. The findings further indicated that shift workers’ mood states such as anger, tense arousal and hedonic tone were also significant predictors of mental health outcomes. In day group of workers, anger coupled with low level of energetic arousal influenced their mental health. It is interesting to note, however, that in both groups of workers anger was the strongest predictor of all indices of negative mental health outcomes. Thus, the present study adds additional support to the notion that shift and night shift work is a potent source of stress. Shift work is opposed to the human circadian system and this conflict creates multiple physiological, psychological and psychosocial problems for shift workers.

The importance of positivity in life has been recognized long time back with the pioneering works of Seligman. Positive psychology as a field was founded on the belief that people want to lead meaningful and fulfilling lives, to cultivate what is best within them, and enhance their experiences of love, work and play. However, the potential need to incorporate the principles of positive psychology to enhance the lives of employees at workplace has been identified very lately. This review article starts with the journey from positive psychology to positive organizational behaviour (POB) followed by the elaborated conceptual development of psychological capital (PsyCap) and its uniqueness in relation to other positive constructs. Next section of the article presents evidence of major theoretical contributions in developing the field of POB and PsyCap along with distinction between states versus trait paradigm in Psychology. The purpose of this article is to provide an overview of recently introduced concept of PsyCap and reveal its antecedents and consequences. We have synthesized and integrated recent empirical research examining the nature of the construct of PsyCap and develop a conceptual framework regarding its individual and organizational antecedents and consequences for further understanding of the relevant issues in the area of PsyCap and POB. The organizational level antecedents of PsyCap included in this article are work engagement, organizational justice, workplace social support and authentic leadership. Likewise, individual level antecedents of PsyCap covered in this article are sense of humour and positive emotions. The major potential outcomes of PsyCap in the present article included both desirable (mental health, organizational citizenship behaviour (OCB), creative performance and ethical performance) and undesirable (incivility) work-related organizational outcomes. Several preliminary propositions have been offered to guide future research and the role of PsyCap within a broad theoretical and empirical context is discussed. Finally, we have discussed the gaps in the relevant literature, major issues for future research on PsyCap along with implications and interventions about how management can enhance each within their employees for performance management, leadership development and HR development.

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