IAHRW International Journal of Social Sciences Review

Siddharth Soni ¹, Manisha Agarwal ¹

Affiliations
1 Department of Psychology, Banaras Hindu University, Varanasi, Uttar Pradesh, IN

Abstract

The Public Sector Banks (PSBs), which are the base of the Banking sector in India account for more than 78 per cent of the total banking industry assets. Unfortunately they are burdened with excessive Non Performing assets (NPAs), massive manpower and lack of modern technology. Uncertainty and instability are the norms in today's work environment in the public sector banks. This unpredictability and uncertainty causes an increased level of discomfort and stress for employees and managers as they try to accomplish their day to day objectives and achieve their professional goals. The present examined the nature of the relationship between positive psychological factors such as hope and optimism, role ambiguity and affective, continuance and normative organizational commitment of public sector bank employees. A total number of 100 public sector bank employees were participated in the study Hope and optimism were measured by using positive psychological capital scale developed by Luthans et al. (2007). Participants responses were measured by using Role ambiguity and organizational commitment scale. The data was statistically analyzed through correlation and regression analysis. Research findings partially supported the hypothesized patterns of relationship between the variables in the study. The result findings of the study indicate that hope and optimism are positively and role ambiguity is negatively correlated with organizational commitment.

Keywords

Hope, Optimism, Role Ambiguity, Organizational Commitment, Bank Employees.

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Kamlesh Kumar Maurya ¹, Manisha Agarwal ²

Affiliations
1 Personnel Management & Industrial Relations, Department of Psychology, Banaras Hindu University, Varanasi, Uttar Pradesh, IN
2 Department of Psychology, Banaras Hindu University, Varanasi, Uttar Pradesh, IN

Abstract

The problem of talent management and committed employees has always been there in the core of organizational setup as the area of thrust in order to place themselves into the uncertain and cutthroat labor market. In order to become an employer of choice and for sustainable human resource management, organizations are valuing the importance of their employer brand value. Developing the employer branding attraction value among the potential and existing employees are now becoming the strategic tool for managing human resources and for sustainable organizational development. Due to the intensifying "war for talent", organizations are bound for exploring the ways and practices to position themselves as attractive employers. The purpose of this research is to investigate the interrelationships among the three behavioral constructs of perceived organizational talent management, employer branding attraction value, and organizational commitment. Accordingly, the intense literature review has been done to find out the conceptual and theoretical background that delineates the possible interactions among these constructs and explores the gap for further research. It was evidenced that employee feels attractive for organizations when they found themselves associated with jobs that attract, develop, motivate and satisfy the needs and wants of them and in return, they reciprocate commitment in order to satisfy obligations of organizational membership and management efforts. However much literature supports found to be advocating the linked associations among the variables namely talent management, employer branding attraction value, and organizational commitment, but empirical negligence has been identified. Impact of employer branding internally is so far neglected among the practitioners and academicians, very few studies have been found focusing about its impact on the current workforce and further on their work attitude.

Keywords

Employer Branding Attraction Value, Organizational Talent Management, Organizational Commitment.

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