High-performance work system and organizational citizenship behaviour at the shop floor

Singh, J. P.; Chand, Pawan Kumar; Mittal, Amit; Aggarwal, Arun

doi:10.1108/bij-07-2019-0339

Cited by 75 publications

(49 citation statements)

References 147 publications

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“…According to Fornell and Larcker (1981), to have convergent validity the value of CR should be > 0.7; AVE > 0.5 and CR > AVE. Accordingly, the proposed measurement model confirms the presence of convergent validity (Aggarwal et al, 2018b;Singh et al, 2020). The discriminant validity is established by two methods.…”

Section: Attitude Towards Luxury Brandssupporting

confidence: 61%

Experience and attitude towards luxury brands consumption in an emerging market

Jhamb

Aggarwal

Mittal

et al. 2020

EBR

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Purpose Conventionally, consumers perceive luxury products as a means of displaying their wealth and prosperity. Consumption of luxury products has usually been considered the prerogative of the Western world. Although there are a number of studies capturing the pre-purchase and purchase behaviour of consumers, there is a dearth of quality studies that have been conducted in this field to understand the post-purchase behaviour of consumers towards luxury brands, especially in the context of young shoppers in an emerging market context. Studying the post-purchase behaviour of shoppers is important to understand their experience with the brand. A negative experience could lead to a post-purchase dissonance, which in turn could lead to an unbalanced or distorted attitude towards the brand and other marketing stimuli. Keeping this in consideration, the purpose of this study is to explore the experiences and attitudes of young shoppers in India towards luxury consumption. Design/methodology/approach The study captured responses from young shoppers of Chandigarh and its satellite cities located in the relatively prosperous northwest region of India. The data were collected from 200 participants through a structured questionnaire that was based on an adapted “Attitude towards the concept of luxury” scale by Dubois and Laurent (1994) and “Brand Experience” Scale by Brakus et al. (2009). The structural equation modeling technique was applied to test the proposed model. Findings The empirical results indicate that sensory, intellectual, behavioural and affective experience play a significant role in building the attitude of consumers towards luxury brands. Research limitations/implications The study selected university students from Chandigarh (India) Tricity region as target respondents, which may limit the generalisability of the results to other target respondents in different regions of India or other countries. Practical implications The study is useful for researchers, academicians, marketers and retailers of luxury brands, as it gives fresh insights into understanding the consumer behaviour of a young segment towards the consumption of luxury brands in the post-purchase scenario, especially in the context of an emerging market. Originality/value The uniqueness of the study lies in the fact that it examines the post-purchase behaviour of a segment consisting of young, educated and aspirational individuals in one of the world’s fastest-growing major economies.

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Section: Attitude Towards Luxury Brandssupporting

confidence: 61%

Experience and attitude towards luxury brands consumption in an emerging market

Jhamb

Aggarwal

Mittal

et al. 2020

EBR

Self Cite

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“…The present study contributes extensively to the area of psychological withdrawal behavior as the authors were not able to find a single study that examines all the four variables (LMX, psychological empowerment, work engagement, and psychological withdrawal behavior) in one study that too in research and development context. Results of the present study postulated that the relationship between subordinates and supervisor plays a vital role in affecting organizational and individual-level outcomes such as perceived organizational support (Kath et al, 2010), organizational citizenship behavior (Kim et al, 2010;Sun et al, 2013;Aggarwal and Singh, 2016;Singh et al, 2020), organizational commitment (Lo et al, 2010;Le Blanc and González-Romá, 2012;Saeed et al, 2014), psychological empowerment (Aryee and Chen, 2006;Laschinger et al, 2007;Hill et al, 2014;Schermuly and Meyer, 2016), job satisfaction (Loi et al, 2014;Li et al, 2018), work engagement (Li et al, 2012;Runhaar et al, 2013;Breevaart et al, 2015), and turnover intentions (Harris et al, 2014;Li et al, 2018). According to the LMX theory, relationships are built over time through positive exchanges that produce loyalty, mutual respect, and high performance (Graen and Uhl-Bien, 1995;Liden et al, 2006).…”

Section: Discussionmentioning

confidence: 75%

Leader–Member Exchange, Work Engagement, and Psychological Withdrawal Behavior: The Mediating Role of Psychological Empowerment

et al. 2020

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Perceptions of psychological empowerment play a vital role in the way an individual perceives things at the workplace. In spite of this, there is scant research on the antecedents and consequences of psychological empowerment. This study is an attempt to fill this gap by analyzing the mediating role of psychological empowerment on the relationship between its antecedents (leader-member exchange) and its consequences (work engagement and psychological withdrawal behavior). Data were collected from 454 employees working in the Research and Development (R&D) departments of the information technology (IT) and pharmaceutical sectors operating in India. Results suggest that employees who have a high-quality relationship with their leader have high psychological empowerment, they are highly engaged at work, and their psychological withdrawal behavior is also low. In addition to this, high levels of psychological empowerment have a positive impact on their engagement toward work, which further leads to a low psychological withdrawal behavior. The theoretical and practical implications of these results are discussed.

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“…An understanding of how HRM affect the work outcomes of the employees to achieve business success is essential because one of the goals of HRM aims to improve organizational performance (Safavi and Karatepe, 2018; Rubel et al , 2018; Iqbal, 2019). Prior research suggests that a strong HRM system is a critical success factor in ensuring the efficiency of the work process within an organization as well as in attracting, managing and retaining their talented employees (Ostroff and Bowen, 2016; Rubel et al , 2017; Singh et al , 2020). Ostroff and Bowen (2016) call for future study to investigate the HRM system strength, as it remains largely underexplored.…”

Section: Introductionmentioning

confidence: 99%

High-performance work practices and medical professionals' work outcomes: the mediating effect of perceived organizational support

Rubel

Kee

Rimi

2020

JAMR

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PurposeIn this research, we investigate the effect of high-performance work practices (HPWPs) on medical professionals' work outcomes through the mediating effect of perceived organizational support (POS).Design/methodology/approachThe study analyzes the opinions of 218 medical doctors from private hospitals in Bangladesh, employing Partial Least Square-Structural Equation Modeling (PLS-SEM).FindingsWe find that HPWPs enhance employee performance and POS and minimize turnover intention. POS also has a substantial influence on both employee performance and turnover intention. Moreover, POS finds a significant mediating effect on HPWPs and performance as well as HPWPs and turnover intention relations.Research limitations/implicationsThe current research focuses on medical doctors who are presently working in private hospitals in Bangladesh.Practical implicationsFirst, the hospital would recognize the role of employee perceived HPWPs. Second, they might understand how HPWPs would utilize and maintain employees effectively via POS that might further improve the healthcare industry. Suggestions for future research indicate the models potential to provide optimal workplace environments that can benefit organizations as well as improve employee performance.Originality/valueThe study would provide a unique insight into the higher-order HPWPs system and its effects on the health care organizations in developing country contexts like Bangladesh. This study also extends the research on POS as a mediator between higher-order HPWPs and employee outcomes in the organization.

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High-performance work system and organizational citizenship behaviour at the shop floor

Cited by 75 publications

References 147 publications

Experience and attitude towards luxury brands consumption in an emerging market

Experience and attitude towards luxury brands consumption in an emerging market

Leader–Member Exchange, Work Engagement, and Psychological Withdrawal Behavior: The Mediating Role of Psychological Empowerment

High-performance work practices and medical professionals' work outcomes: the mediating effect of perceived organizational support

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