Refine your search
Collections
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Kumar, Pankaj
- Millennials & the Workplace: Challenges for Architecting Organizations of Tomorrow
Abstract Views :266 |
PDF Views:0
Authors
Affiliations
1 Human Resource Management Group, Indian Institute of Management, Lucknow, IN
1 Human Resource Management Group, Indian Institute of Management, Lucknow, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 48, No 1 (2012), Pagination: 181-183Abstract
No Abstract
- Work Engagement: A Rethink
Abstract Views :322 |
PDF Views:0
Authors
Affiliations
1 Institute of Management, Lucknow, IN
1 Institute of Management, Lucknow, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 47, No 2 (2011), Pagination: 264-276Abstract
Work engagement has been recognized as a much desired and irreplaceable organizational asset in the prevailing globalized business environment. Yet building an engaged work force continues to be a challenge for organizations, thanks to the ambiguous conceptualization and limited understanding characterizing the construct. This study examines the extant literature on work engagement, enumerates the specific limitations that remains embedded in the same, and strives to provide an independent existence to the construct by reconceptualising it through qualitative research methodology. Work engagement is defined as application of self in the role context and comprises passionate task performance (PTP) and organizational citizenship behaviour (OCB).References
- Bakker, A.B., Demerouti, E. & Schaufeli, W.B. (2005), “Crossover of Burnout and Engagement among Working Couples”, Human Relations, 58 (5): 661 – 89
- Bandura, A. (1982), “Self-Efficacy Mechanism in Human Agency”, American Psychologist, 37 (2): 122-47.
- Bateman T. S. & Organ, D. W. (1983), “Job Satisfaction and the Good Soldier: The Relationship between Affect and Employee ‘Citizenship’”, Academy of Management Journal, 26(4): 587 – 95
- Bates, S. (2004), “Getting Engaged”, HR Magazine, 49(2): 44-51.
- Bhatnagar, J. (2007), “Talent Management Strategy of Employee Engagement in Indian ITES Employees: Key to Retention”, Employee Relations, 29(6): 640 – 63.
- Bienstock, C. C., DeMoranville, C. W. & Smith, R. K. (2003), “Organizational Citizenship Behaviour and Service Quality”, Journal of Services Marketing, 17(4): 357 – 78.
- Bernthal, P. (2004), “Measuring Employee Engagement”, in Macey, H. M. & Schneider, B., The Meaning of Employee Engagement, Industrial and Organizational Psychology, 1: 3 – 30.
- Brown, S. P. & Leigh, T. W. (1996), “A New Look at Psychological Climate and Its Relationship to Job Involvement, Effort, and Performance”, Journal of Applied Psychology, 81(4): 358 – 68
- Buckingham, M. & Coffman, C. (1999), First, Break All the Rules: What the World’s Greatest Managers Do Differently, New York: Simon and Schuster
- Coffman, C. & Gonzalez-Molina, G. (2002), Follow This Path, New York: Warner Books.
- Conger, J. A. & Kanungo, R. N. (1988), “The Empowerment Process: Integrating Theory and Practice”, Academy of Management Review, 13(3): 471-82.
- Cook, T. D. & Campbell, D. T. (1976), “The Design and Conduct of Quasi-Experiments and True Experiments in Field Settings”, in M. Dunnette (Ed.), Handbook of Industrial and Organizational Psychology, Chicago, IL: Rand McNally.
- Glaser, B. (1992), Basics of Grounded Theory Analysis Mill Valley, CA: Sociology Press Frank, F. D., Finnegan, R. P. & Taylor, C. R. (2004), “The Race for Talent: Retaining and Engaging Workers in the 21st Century”, Human Resource Planning, 27(3): 12-25.
- Glor, E. (2005), “About Empowerment”, The Innovation Journal: The Public Sector Innovation Journal, 10(1): 1 – 19.
- Goffman, E. (1961), Encounters, Harmondsworth: Penguin University Books
- Gonring, M.P. (2008), “Customer Loyalty and Employee Engagement: an Alignment for Value”, Journal of Business Strategy, 29(4): 29–40.
- Graham, J.W. (1991), “An Essay on Organizational Citizenship Behaviour”, Employee Responsibilities and Rights Journal, 4( 4): 249-70
- Harter, J. K., Schmidt, F. L. & Hayes, T. L. (2002), “Business-Unit-Level Relationship between Employee Satisfaction, Employee Engagement, and Business Outcomes: a Meta-analysis”, Journal of Applied Psychology, 87(2): 268-79.
- Hexmoor, H., Rahimi, S. & Chandran, R. (2008), “Delegations Guided by Trust and Autonomy”, Web Intelligence and Agent Systems, 6(2): 137 – 55.
- Hubrecht, J. & Teare, R. (1993), “A Strategy for Partnership in Total Quality Service”, International Journal of Contemporary Hospitality Management, 5(3): 1 – 5.
- Joo, B.-K. (Brian) & Mclean, G.N. (2006), “Best Employer Studies: a Conceptual Model from a Literature Review and a Case Study”, Human Resource Development Review, 5(2): 228-57
- Kahn, W. (1990), “Psychological Conditions of Personal Engagement and Disengagement at Work”, Academy of Management Journal, 33(4): 692-724.
- Kanfer, R. (1990), “Motivation Theory and Industrial / Organizational Psychology”, in M. Dunnette (Ed.), Handbook of Industrial and Organizational Psychology (Vol.1), Palo Alto, CA: Consulting Psychologist Press.
- Kowalski, B. (2003), “The Engagement Gap”, Training, 40(4): 62.
- Laschinger, H. K. S. & Finegan, J. (2005), “Using Empowerment to Build Trust and Respect in the Workplace: A Strategy for addressing the Nursing Shortage”, Nursing Economics, 23(1): 6 – 13.
- London, M. (1993), “Relationships between Career Motivation, Empowerment and Support for Career Development”, Journal of Occupational and Organizational Psychology, 66(1): 55 – 69.
- Macey, H. M. & Schneider, B. (2008), “The Meaning of Employee Engagement”, Industrial and Organizational Psychology, 1: 3 – 30.
- Maslach, C. & Leiter, M. P. (1997). “The Truth about Burnout: How Organizations Cause Personal Stress and What to Do about It”, in Shirey, M. R. (2006), Stress and Coping in Nurse Managers: Two Decades of Research, Nursing Economics, 24(4): 193 – 203.
- May, D. R., Gilson, R. L. & Harter, L. M. (2004), “The Psychological Conditions of Meaningfulness, Safety and Availability and the Engagement of the Human Spirit at Work”, Journal of Occupational & Organizational Psychology, 77(1): 11-37.
- Menon, S. T. (2001), “Employee Empowerment: an Integrated Psychological Approach”, Applied Psychology: An International Review, 50(1): 153 –80.
- Pati, S. P. & Kumar, P. (2010), “Employee Engagement: Role of Self Efficacy, Organizational Support and Supervisor Support”, Indian Journal of Industrial Relations, 46(1): 126 – 37
- Richman, A. (2006), “Everyone Wants an Engaged Workforce. How Can You Create It?” Workspan, 49: 36-39.
- Robinson, D., Perryman, S. & Hayday, S. (2004), “The Drivers of Employee Engagement”, in Saks, A.M. (2006), Antecedents and Consequences of Employee Engagement, Journal of Managerial Psychology, 21(7): 600-19.
- Saks, A. M. (2006), “Antecedents and Consequences of Employee Engagement”, Journal of Managerial Psychology, 21(7): 600-19.
- Schaufeli, W., Salanova, M., Gonza´lez-Roma, V. & Bakker, A.B. (2002), “The Measurement of Engagement and Burnout: a Two-Sample Confirmatory Factor Analytic Approach”, Journal of Happiness Studies, 3: 71-92.
- Smythe, J. (2007), “Employee Engagement – Its Real Essence. . . and How It Helped to Transform a Top-Four UK Bank”’ Human Resource Management International Digest, 15(7): 11 – 13.
- Spreitzer, G. M. (1995), “Psychological Empowerment in the Workplace: Dimensions, Measurement, and Validation,” Academy of Management Journal, 38(5): 1442-65.
- Thomas, K. W. & Velthouse, B. A. (1990), “Cognitive Elements of Empowerment”, Academy of Management Review, 15(4): 666 – 81.
- Towers – Perrin, (2003), “Working Today: Understanding What Drives Employee Engagement”, in Macey, H. M. & Schneider, B. (2008), “The Meaning of Employee Engagement”, Industrial and Organizational Psychology, 1: 3 – 30.
- Vey, M. A. & Campbell, J. P. (2004), “In-Role or Extra-Role Organizational Citizenship Behaviour: Which Are We Measuring?” Human Performance, 17(1): 119 – 35.
- Welbourne, T. (2007), “Engagement: Beyond the Fad and into the Executive Suite”. Leader to Leader, 44: 45-51.
- Wellins, R. & Concelman, J. (2004), “Creating a Culture for Engagement”, in Endres, G. M. & Mancheno-Smoak, L. (2008), “Human Performance Improvement and Employee Engagement”, Organizational Development Journal, 26(1): 69 – 78.
- Wilson, T. D. (2006), “On User Studies and Information Needs”, Journal of Documentation, 62(6): 658 – 70.
- Employee Engagement: Role of Self-efficacy, Organizational Support & Supervisor Support
Abstract Views :532 |
PDF Views:1
Authors
Affiliations
1 Indian Institute of Management-Lucknow, IN
1 Indian Institute of Management-Lucknow, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 46, No 1 (2010), Pagination: 126-137Abstract
In the prevailing competitive environment, engaged employees are viewed as a strategic asset by both academicians and practicing managers alike. Although academicians have isolated various organizational conditions which they argue initiate engagement, there exists a lack of understanding on the observed variations in engagement levels between employees exposed to similar organizational conditions. Through theoretical arguments as well as empirical support, this study argues that differences between self-efficacy levels in employees are primarily responsible for differences in displayed engage-ment. Based on the findings the study argues and defines engage-ment as expressed empowerment pertaining to a role thus enriching the management literature conce-rning engagement. Suitable managerial implications are also discussed.References
- Allen, D. G., Shore, L. M. & Griffeth, R. W. (2003), “The Role of Perceived Organizational Support and Supportive Human Resource Practices in the Turnover Process”, Journal of Management, 29(1): 99 – 118.
- Arvey, R. D., Bouchard, T. J. Jr., Segal, N. L. & Abraham, L. M. (1989), “Job Satisfaction: Environmental and Genetic Components”, Journal of Applied Psychology, 74: 187-92.
- Aziz, M. (2003), “Organisational Role Stress among Indian Information Technology Professionals”, Asian-Pacific Newsletter on Occupational Health and Safety, 10(2): 31- 33.
- Bandura, A. (1977), “Self – efficacy: Toward a Unifying Theory of Behavioural Change”, in Schyns, B. & von Collani, G. (2002), “A New Occupational Self- efficacy Scale and Its Relation to Personality Constructs and Organizational Variables,” European Journal of Work and Organizational Psychology, 11 (2): 219–41.
- Baron, R. M. & Kenny, D. A. (1986), “The Moderator – Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations”, Journal of Personality and Social Psychology, 51 (6): 1173–82.
- Bernthal, P. (2004), “Measuring Employee Engagement”, in Macey, H. M. & Schnei-der, B. (2008), “The Meaning of Employee Engagement”, Industrial and Organizational Psychology, 1: 3–30.
- Cohen, J. & Cohen, P. (1983), Applied Multiple Regression/Correlation Analysis for the Behavioural Sciences (2nd ed.). NJ: Lawrence Erlbaum Associates, Hillsdale.
- Conger, J. A. & Kanungo, R. N. (1988), “The Empowerment Process: Integrating Theory and practice”, Academy of Management Review, 13 (3): 471-82.
- Eisenberger, R., Huntington, R., Hutchinson, S. & Sowa, D. (1986), “Perceived Organizational Support”, Journal of Applied Psychology, 71: 500 – 07.
- Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I., & Rhoades, L. (2002), “Perceived Supervisor Support: Contributions to Perceived Organizational Support and Employee Retention”, Journal of Applied Psychology, 87 (3): 565-73.
- George, J. M. (1992), “The Role of Personality in Organizational Life: Issues and Evidence”, Journal of Management, 18: 185- 213.
- Gibb, J. R. (1961), “Defensive Communication”, in Kahn, W. (1990), “Psychological Conditions of Personal Engagement and Disengagement at Work”, Academy of Management Journal, 33 (4): 692-724.
- Guzzo, R. A. & Noonan K. A. (1994), “Human Resource Practices as Communications and the Psychological Contract”, Human Resource Management, 33 (3): 447-62.
- Hackman, J. R. & Oldham, G. R. (1980), Work Redesign. Reading, MA: Addison-Wesley. House, R. J. (1971), “A Path Goal Theory of Leader Effectiveness”, Administrative Science Quarterly, 16 (3): 321–39.
- Kahn, W. (1990), “Psychological Conditions of Personal Engagement and Disengagement at Work”, Academy of Management Journal, 33 (4): 692-724.
- Kanter, R. M. (1977), Men and Women of the Corporation, Basic Books, New York, NY Kowalski, B. (2003), “The Engagement Gap”, Training, 40 (4): 62.
- Kraimer, M. L., Wayne, S. J. & Jaworski, R. A. (2001), “Sources of Support and Expatriate Performance: the Mediating Role of Expatriate Adjustment”, Personnel Psychology, 54 (1): 71–99.
- Lent, R. W., Brown, S. D., & Hackett, G. (1994), “Toward a Unifying Social Cognitive Theory of Career and Academic Interest, Choice, and Performance”, Journal of Vocational Behaviour, 45 (1): 79–122.
- Levinson, H. (1965), “Reciprocation: the Relationship between Man and Organi-zation”, Administrative Science Quarterly. 9: 370– 90.
- Locke, E.A. (1976), “The Nature and Causes of Job Satisfaction”, in Dunnette, M.D. (Eds), Handbook of Industrial and Organizational Psychology, Rand McNally, Chicago, IL.
- Locke, E. A., Shaw, K. N., Saari, L. M. & Latham, G. P. (1981), “Goal Setting and Task Performance”, Psychological Bulletin, 90 (1): 125–52.
- Macey, H. M. & Schneider, B. (2008), “The Meaning of Employee Engagement”, Industrial and Organizational Psychology, 1: 3–30.
- Martinko, M. & Gardner, W. L. (1982), “Learned Helplessness: an Alternative Explanation for Performance Deficits”, Academy of Management Review, 7(2): 195–220.
- Maslach, C. & Leiter, M. P. (1997), “The Truth about Burnout: How Organizations Cause Personal Stress and What to Do about It”, in Shirey, M. R. (2006), “Stress and Coping in Nurse Managers: Two Decades of Research”, Nursing Economics, 24 (4): 193–203.
- May, D. R., Gilson, R. L. & Harter, L. M. (2004), “The Psychological Conditions of Meaningfulness, Safety and Availability and the Engagement of the Human Spirit at Work”, Journal of Occupational & Organizational Psychology, 77: 11-37
- Ozer, E. M. & Bandura, A. (1990), “Mechanisms Governing Empowerment Effects: A Self- Efficay Analysis”, Journal of Personality and Social Psychology, 58: 472-86.
- Rafaeli, A. & Sutton, R. I. (1987), “The Expression of Emotion as Part of the Work Role”, in Kahn, W. (1990), “Psychological Conditions of Personal Engagement and Disengagement at Work”, Academy of Management Journal, 33 (4): 692-724.
- Rhoades, L., Eisenberger, R. & Armeli, S. (2001), “Affective Commitment to the Organization: the Contribution of Perceived Organizational Support”, Journal of Applied Psychology, 86(5): 825-36.
- Rigotti, T., Schyns, B. & Mohr, G. (2008), “A Short Version of the Occupational Selfefficacy Scale: Structural and Construct Validity Across Five Countries”, Journal of Career Assessment, 16 (2): 238–55.
- Saks, A. M. (2006), “Antecedents and Consequences of Employee Engagement”, Journal of Managerial Psychology, 21 (7): 600- 19.
- Schaufeli, W., Salanova, M., Gonza´lez-Roma, V., & Bakker, A.B. (2002), “The Measurement of Engagement and Burnout: a Two- Sample Confirmatory Factor Analytic Ap proach”, Journal of Happiness Studies, 3: 71-92.
- Schneider, B. (1987), “The People Make the Place”, Personnel Psychology, 40: 437–53.
- Schwarzer, R. & Fuchs, R. (1995), “Changing Risk Behaviours and Adopting Health Behaviours: The Role of Self – efficacy Beliefs”, in Schyns, B. & von Collani, G. (2002), “A New Occupational Self -efficacy Scale and Its Relation to Personality Constructs and Organizational Variables”, European Journal of Work and Organizational Psychology, 11 (2): 219–41.
- Schyns, B. & von Collani, G. (2002), “A New Occupational Self -efficacy Scale and Its Relation to Personality Constructs and Organizational Variables”, European Journal of Work and Organizational Psy-chology, 11 (2): 219–41.
- Seeman, M. (1972), “Alienation and Engagement”, in Campbell, A. & Converse, P. (Eds.), The Human Meaning of Social Change, Russell Sage Foundation, New York.
- Sekaran, U. (1992), Research Methods for Business: A Skill-building Approach, John Wiley & Sons, New York.
- Shelton, S. H. (1990), “Developing the Construct of General Self-efficacy”, Psychological Reports, 66: 987–94.
- Staw, B. M. & Ross, J. (1985), “Stability in the Midst of Change: A Dispositional Approach to Job Attitudes”, Journal of Applied Psychology, 70: 469-80.
- Thomas, K. W. & Velthouse, B. A. (1990), “Cognitive Elements of Empowerment”, Academy of Management Review, 15: 666–81.
- Tierney, P., & Farmer, S. M. (2002), “Creative Self – efficacy: Its Potential Antecedents and Relationship to Creative Performance”, Academy of Management Journal, 45 (6): 1137–48.
- Welbourne, T. (2007), “Engagement: Beyond the Fad and into the Executive Suite”, Leader to Leader, 44: 45-51.
- Demographic Correlates of Work Values: A Study of Social Workers in India
Abstract Views :257 |
PDF Views:0
Authors
Affiliations
1 Management Development Institute, Gurgaon 122001, IN
2 Indian Institute of Management, Lucknow-226013, IN
1 Management Development Institute, Gurgaon 122001, IN
2 Indian Institute of Management, Lucknow-226013, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 45, No 2 (2009), Pagination: 277-288Abstract
Engaging a worker remains a big challenge for organisations. Research suggests that understanding work values of professionals enables organisations keep the workers engaged. Besides analyzing the work value preferences of social work professionals in India, the study empirically examines the relationship between demographic variables and work value preferences. In all 200 social workers from various sectors in the National Capital Region participated in the study. The study suggests that social work professionals preferred work values which could have helped them realized their potential while giving least priority to social interaction, social relation and dependency values. Demographic variables like age, education, religion and gender were found to impact the work value preference of social workers.References
- Adkins, C. L., Russell, C. J., & Werbel, J. D. (1994), “Judgments of Fit in the Selection Process: The Role of Work Value Congruence, Personnel Psychology, 47: 605- 23.
- Allport, G. W. (1931), “What Is a Trait of Personality?”, Journal of Abnormal and Social Psychology, 25: 368-72.
- Argyris, C., & Schon, D. A. (1978), Organizational Learning. Reading, MA: Addison- Wesley
- Byrne, D. (1971), The Attraction Paradigm, New York, Academic Press
- Cherrington, D. J., Condie, S. J., & England, D. L.(1979), “Age and Work Values”, Academy of Management Journal, 22:617-23
- Elizur, D. & Shye, S. (1992), “Values and Motivation to Work. In: Proceedings of the 3rd International Conference on Work and Organizational Values”, The International Society for the Study of Work and Organizational Values, Karlovy-Vary, Czechoslovakia: 1 -10
- Elizur, D. (1984), “Facets of Work Values: A Structural Analysis of Work Outcomes”, Journal of Applied Psychology, 69: 379- 89
- Elizur, D. (1994), “Gender and Work Values: a Comparative Analysis”, Journal of Social Psychology, 134: 201-12.
- Elizur, D., Borg, I., Hunt, R. & Beck, I. M. (1991), “The Structure of Work Values: a Cross-Cultural Comparison”, Journal of Organizational Behaviour, 12, 21-38.
- Epstein, S. (1979), “The Stability of Behaviour: On Predicting Most of the People Much of the Time”, Journal of Personality and Social Psychology, 37: 1097-126.
- Etzioni, A. (1993), The Spirit of Community: Rights, Responsibilities, and the Communitarian Agenda, New York, Crown Publishers.
- Fisher, C. D., & Gitelson, R. (1983). “A Meta- Analysis of the Correlates of Role Conflict and Ambiguity”, Journal of Applied Psychology, 68: 320-33
- Judge, T. A. & Bretz, R. D. Jr. (1992), “Effects of Work Values on Job Choice Decisions”, Journal of Applied Psychology, 77: 261 - 71.
- Kluckhohn, C. et al (1951), “Values and Valueorientations in the Theory of Action”. In T. Parsons and E. A Shils (Eds.), Toward a General Theory of Action, Cambridge: Harvard University Press.
- Locke, E. A. (1975), “Personnel Attitudes and Motivation”. Annual Review of Psychology, 61: 457-80.
- Lynn, R. (1993), “Sex Differences in Competitiveness and the Valuation of Money in Twenty Countries”, Journal of Social Psychology, 133: 507-11.
- Mannheim, B. (1993), “Gender and the Effects of Demographics, Status, and Work Values on Work Centrality, Work and Occupations, 20: 3-22.
- Nord, W. R., Brief, A. P., Atieh, J. M., & Doherty, E. M. (1988), “Work Values and the Conduct of Organizational Behaviour”, In B. Staw and L. Cummings (Eds.), Research in Organizational Behaviour (9: 1-42), Greenwich, CT: JAI Press.
- Postman, L., Bruner, J. S., & McGinnies, E. (1948), “Personal Values as Selective Factors in Perception”, Journal of Abnormal and Social Psychology, 43: 142-54
- Rokeach, M. (1973), The Nature of Human Values, New York, Free Press.
- Schwartz, S. H. (1992), “Universals in the Content and Structure of Values: Theoretical Advances and Empirical Tests in 20 Countries”, In Zanna, M. (Ed.), Advances in Experimental Social Psychology, (25), New York, Academic Press.
- Sinha, J.B.P. (1990), Work Culture in Indian Context, New Delhi, Sage Publications
- Super, D.E. & Nevill, D. D (1986), The Value Scale: Theory, Application and Research.
- California, Consulting Psychologist Press Tait, M. Padgett, M. Y. & Baldwin, T. W. (1989), “Job and Life Satisfaction: A Re-examination of the Strength of the Relationship and Gender Effects as a Function of Date of the Study”, Journal of Applied Psychology, (74):502-07.
- Williams, R. M., Jr. (1979), “Change and Stability in Values and Value Systems: A Sociological Perspective”, In M. Rokeach (Ed.), Understanding Human Values, New York, Free Press.
- A Structural Analysis of Indian Contract Labor Laws
Abstract Views :378 |
PDF Views:0
Authors
Affiliations
1 Study of Law & Governance, Jawaharlal Nehru University, New Delhi, IN
1 Study of Law & Governance, Jawaharlal Nehru University, New Delhi, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 49, No 2 (2013), Pagination: 185-196Abstract
This paper attempts a structural analysis of some aspects of the Indian labor laws applicable to the contract workers based on the fundamental concepts of opposites and co-relatives developed by Wesley Newcomb Hohfeld in his two famous articles published with the same name: Some Fundamental Legal Conceptions as Applied in Judicial Reasoning, published in Yale Law Journal in the years 1913 and 1917 respectively. The structural strengths and problems of these laws have been discussed based on the understanding emerged whilst reading and analyzing these statutes per se, and not on implementation issues.Keywords
No Keywords- Work Engagement & Work Alienation : Distinct or Opposites?
Abstract Views :158 |
PDF Views:1
Authors
Affiliations
1 HRM Group, Indian Institute of Management, Kozhikode
2 Indian Institute of Management, Lucknow, IN
1 HRM Group, Indian Institute of Management, Kozhikode
2 Indian Institute of Management, Lucknow, IN