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Biswas, Soumendu
- Impact of Psychological Climate & transformational Leadership on Employee Performance
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1 Management Development Institute, Gurgaon 122001
1 Management Development Institute, Gurgaon 122001
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Indian Journal of Industrial Relations: Economics & Social Dev., Vol 48, No 1 (2012), Pagination: 105-119Abstract
The perceptions of an employee about his/her work environment play a predictive role in determining his/her level of job satisfaction. Similarly, managerial leadership that is based on leader-member trust and non-formal methods of communication also increases the meaningfulness of job interpretation. This in turn leads to improved individual performance which, when summated, leads to an overall improvement in organizational effectiveness. The present paper attempts to study the influence of psychological climate and transformational leadership on job satisfaction which in turn leads to better levels of employee performance. Data for the present study were collected from manufacturing as well as service sector organizations all over India.
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Authors
Affiliations
1 Management Development Institute, Gurgaon- 122001, IN
1 Management Development Institute, Gurgaon- 122001, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 46, No 3 (2011), Pagination: 465-477Abstract
Studies pertaining to human resource (HR) management in India have revealed a variety of factors that significantly affect employees attitude towards their jobs not the least of which is their perception about the immediate job environment or the psychological climate. The present study posits two attitudinal variables of job satisfaction and job involvement as consequences of psychological climate. Data were collected from 357 mangers/executives and subject to multivariate data analysis procedures. The results established that psychological climate is a statistically significant predictor of positive levels of job satisfaction and job involvement. The theoretical and practical connotations of the study and possible areas of future research are also discussed.References
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- Predictors & Outcomes of Employee Engagement: Implications for the Resource-based View Perspective
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Authors
Affiliations
1 Chairperson-PGHR, IN
2 Management Development Institute, Gurgaon, IN
1 Chairperson-PGHR, IN
2 Management Development Institute, Gurgaon, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 46, No 2 (2010), Pagination: 273-286Abstract
This paper extends the resource based view of the firm to employee engagement and explores linkages with firm performance. It argues that employee engagement interacts with other intangible variables such as the sense of justice and psychological contract which an individual feels and expects, respectively. The individuals psychological contract is shaped by organizations HR policies along with many social cues from the work environment. This may affect the employee engagement. Further, there may be a positive effect of Employee Engagement on Organizational Commitment and Organizational Citizenship Behavior. The entire equation may lead to high firm performance which in turn may affect Employee Engagement. It proposes a conceptual model of these intangible variables and their linkage with the tangible variable of firm performance.References
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- Organizational Culture & Transformational Leadership as Predictors of Employee Performance
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1 Management Development Institute Gurgaon122001, IN
1 Management Development Institute Gurgaon122001, IN
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Indian Journal of Industrial Relations: Economics & Social Dev., Vol 44, No 4 (2009), Pagination: 611-627Abstract
Studies on managerial topics in India, especially on human resource management specified several factors having direct impacts upon individual and organizational effectiveness. Organizational culture and transformational leadership were found to have important bearing upon human resource development and the performance of individual employees. This study explores the effect of organizational culture and transformational leadership on individual's intention to quit his/ her present organization. The study focuses upon the role played by organizational communication in mediating the relationship between the predictors and the criteria variables. Data for this research were collected from 357 managers/ executives of different organizations in India and were subject to multivariate data analysis procedures.References
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1 Management Development Institute, Mehrauli Road, Sukhrali, Gurgaon 122001, IN
1 Management Development Institute, Mehrauli Road, Sukhrali, Gurgaon 122001, IN