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Jain, Ajay K.
- Impact of Organizational Size & Alliance Formations on Perceived Organizational Performance
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1 Department of Human Behaviour & Organization Development, Management Development Institute, Gurgaon 122 001, IN
1 Department of Human Behaviour & Organization Development, Management Development Institute, Gurgaon 122 001, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 47, No 3 (2012), Pagination: 559-574Abstract
This study examines the significance of the difference in the dimensions of organizational performance based on organizational size and alliance formations. The sample consisted of 250 middle level executives of two-wheeler manufacturing organizations located in northern part of India. The results of MANOVA analysis suggested that the collaborated small organizations had the high mean for organizational performance dimensions. The main effect and interaction effect were found to be significant for the organizational effectiveness dimensions. In the case of turnover intention, the mean of interaction effect was higher for collaborative large organizations. The implications of the study are discussed to understand the importance of globalization policy and establishing joint ventures in developing countries in future.
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- Organizational Citizenship Behaviour as a Potential Source of Social Power
Abstract Views :257 |
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Authors
Affiliations
1 Department of Human Behaviour & Organizational Development, Management Development Institute, Gurgaon 122001, IN
1 Department of Human Behaviour & Organizational Development, Management Development Institute, Gurgaon 122001, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 45, No 3 (2010), Pagination: 396-410Abstract
This paper explores the strength of association between Organizational Citizenship Behaviour (OCB) and social power by using OCB as an antecedent and the several bases of social power as criterion variables. Data were collected by administering questionnaires to male middle level executives (N = 250) from motor cycle manufacturing organisations based in India. Based on a stepwise multiple regression analysis, OCB was found to be positively associated with Referent, Expert, and Intra-Work Reward forms of social power. Conversely, OCB had a negative effect on Coercive and Legitimate Power. The implications of the results are discussed in relation to the potential benefits of increasing emphasis on OCB by supervisors as part of their managerial style in order to improve his personal effectiveness.References
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