Refine your search
Collections
Co-Authors
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
Madan, Poornima
- Investigating the Personality Variable (LOC) & Impression Management Relationship: Exploring the Role of Demographic Variables & Sectoral Difference of Managers
Abstract Views :198 |
PDF Views:0
Authors
Affiliations
1 School of Business, Galotias University, Greater Noida, IN
2 Jaipuria Institute of Management, Noida, Uttar Pradesh, IN
1 School of Business, Galotias University, Greater Noida, IN
2 Jaipuria Institute of Management, Noida, Uttar Pradesh, IN
Source
OPUS: HR Journal, Vol 7, No 1 (2016), Pagination: 51-71Abstract
The purpose of the study is to investigate the relationship between locus of control and impression management. The study also examines the variation in locus of control dimensions namely, internality, externality (others) and externality (chance). It further investigates the difference on perception of demographic variables (gender and marital status) and sectoral difference on impression management. The study was administered on 125 Managers who were representatives of different private and public sector organizations in Delhi/NCR. Variables in the study were assessed using validated instruments. Descriptive Statistics, t-test, Correlation and Regression were used for data analysis. Organizations will be better prepared to dig into the arena of one of the personality variable, i.e. locus of control and its relationship with impression management. The current research is imperative in providing insights into role of personality variable (locus of control) and impression management, which will be one of the pioneer researches available till date. Moreover, the research will highlight the significance of locus of control dimensions and impression management.Keywords
Locus of Control, Impression Management, Private Sector, Public Sector, Gender, Marital Status.
- A Measure for Employee Empowerment in Indian Work Setting
Abstract Views :317 |
PDF Views:0
Authors
Affiliations
1 Jaipuria Institute of Management, Noida, U.P., 201309, IN
2 Amity International Business School, Amity University, Noida, U.P., 201313, IN
1 Jaipuria Institute of Management, Noida, U.P., 201309, IN
2 Amity International Business School, Amity University, Noida, U.P., 201313, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 54, No 2 (2018), Pagination: 296-308Abstract
The purpose of this study was to construct an employee empowerment scale in the Indian context. Both qualitative and quantitative data were collected from the respondents belonging to public and private sector managers. Techniques like exploratory factor analysis and confirmatory factor analysis were used to validate the dimensions of employee empowerment. Four major dimensions viz. control, seamless communication, intrinsic motivation and support were derived from a 19- item scale. The results of the study emphasize on the importance of empowering employees which leads to better engagement, heightened motivation, increased commitment and less turnover intentions. Treasured employees who are the right ones to make value for the business and customers are the empowered employees.References
- Abdollahi, B & Naveh Ebrahim, A. (2011), Employees Empowerment, Virayesh Publication, Tehran
- Bagozzi, R.P. & Yi, Y. (1988), “On the Evaluation of Structural Equation Model”, Journal of Academy of Marketing Science, 16 (1): 74-94.
- Baumgartner, H.& Homburg, C. (1996), “Applications of Structural Equation Modeling in Marketing and Consumer Research: A Review”, International Journal of Research in Marketing, 13 (2): 139-61
- Bhatnagar, J. (2012), “Management of Innovation: Role of Psychological Empowerment, Work Engagement and Turnover Intention in the Indian Context”, The International Journal of Human Resource Management, 23(5): 928-51.
- Browne, M. W. & Cudeck, R. (1993), Alternative Ways of Assessing Model Fit, Newbury Park, CA: Sage.
- Burke, W.W. (1986), “Leadership as Empowering Others,” in S. Shrivastava (ed.), Executive Power, San Francisco, CA: Jossey Bass: 51–77.
- Catania, A. (2001), “Positive Psychology and Positive Reinforcement”, The American Psychologist, 56: 86-7.
- Cooks, S. (1993), “Empowerment Checklist”, Empowerment in Organizations: An International Journal, 1(3): 4-6
- Conger, J.A. & Kanungo, R.N. (1988), “The Empowerment Process: Integrating Theory and Practice”, Academy of Management Review, 13 (3): 417-82.
- Chen, J.C., Silverthorne, C. and Hung, J.Y.(2006), “Organization Communication, Job Stress, Organizational Commitment and Job Performance of Accounting Professionals in Taiwan and America”, Leadership and Organization Development Journal, 27 (4): 242-49.
- Choudhury, A. & Giri, V.D (2013), “Employee Empowerment: The Rourkela Steel Plant Experience”, The Indian Journal of Industrial Relations, 48 (4): 634-50.
- Cloete, V.J., Crous, F. & Schepers, J.M. (2002), “The Construction and Evaluation of a Scale of Employee Empowerment”, SA Journal of Industrial Psychology. 28(2): 31-36.
- Custer, Rodney L., Scarcella, Joseph A. & Stewart, Bob R. (1999), “The Modified Delphi Technique—A Rotational Modification”, Journal of Vocational and Technical Education, 15 (2): 50-58.
- Deci, E.L.& Ryan, R.M. (1991), “A Motivational Approach to Self: Integration in Personality” in R. Dienstbier (Ed.), Nebraska Symposium On Motivation, Lincoln, Ne: University of Nebraska Press, 38: 237-88.
- Diwedi, R. (1995), “Making Empowerment Happen”, Indian Management, 34 (4): 35-39.
- Diwedi, R. (1998), Managing Out of Bounds, New Delhi, Galgotia Publishing.
- Diwedi, R.S. (2000), “Empowered to Lead”, Management and Change, 4(1): 343-67.
- Grill, C., Ahlborg, G. & Lindgren, E.C. (2011), “Valuation and Handling of Dialogue in Leadership. A Grounded Theory Study in Swedish Hospitals”, Journal of Health Organization and Management, 25 (1): 34-54.
- House, R. J. & Rizzo, J. R. (1972), “Role Conflict and Ambiguity as Critical Variables in a Model of Organizational Behavior”, Organizational Behavior and Human Performance, 7(3): 467–505.
- Joreskog, K. G. & Sorbom, D. (1996), LISREL8 User’s Reference Guide. Scientific Software International, Chicago
- Kanter, R.M. (1983), The Change Masters, New York: Simon & Schuster.
- Kerlinger, Fred N. (1973), Foundations of Behavioral Research, 2nd edition. New York: Holt, Rinehart and Winston, Inc.
- Koberg, C.S., Boss, R.W., Senjem, J.C. & Goodman, E.A. (1999), “Antecedents and Outcomes of Empowerment: Empirical Evidence from the Health Care Industry”, Group and Organization Management, 24 (1): 71-91.
- Kuo, Tsung-Hsien, Ho, L.A., Lin, C. & Lai, K.K. (2009), “Employee Empowerment in a Technology Advanced Environment”, Industrial Management and Data Systems, 110(1): 24-42.
- Lepree, J. (1995), “Building Teams (Employee Empowerment Boosts Chemical Industry Productivity and Customer Satisfaction),” Chemical Marketing Reporter, 247(4): 6-7.
- Leslie, R.D., Holzhalb, M.C. & Holland, P.T. (1998), “Measuring Staff Empowerment: Development of a Worker Empowerment Scale”, Research on Social Work Practice, 8(2): 212-22.
- Liden, R.C.& Arad, S. (1996), “A Power Perspective of Empowerment and Work Groups: Implications for Human Resource Management Research”, Research in Personnel and Human Resource Management, 14: 205-51.
- Likert, R. (1961), New Patterns of Management, New York, McGraw-Hill.
- McGregor, D. (1960), The Human Side of the Enterprise, New York, McGraw-hill
- McClelland, D. (1975), Power: The Inner Experience, New York, Irvington Press.
- Menon, S.T. (2001): “Employee Empowerment: An Integrative Psychological Approach”, International Review, 50 (1): 153-80.
- Menon, S.T (1999), “Psychological Empowerment: Definition, Measurement, and Validation”, Canadian Journal of Behavioral Science, 31(3): 161-64.
- Mills, K. Peter & Ungson, R. Gerardo (2003), “Reassessing the Limits of Structural Empowerment: Organizational Constitution and Trust as Controls”, The Academy of Management Review, 28 (1): 143-53.
- Mullins, L.J. & Peacock, A. (1991), “Managing through People: Regulating the Employment Relationship”, Administrator, December, 45-55.
- Nunnally, J. C. (1978), Psychometric Theory (2nd edn.). New York: McGraw-Hill.
- Nunnally, J. C. & Bernstein, I. H. (1994), Psychometric Theory (3rd ed.). New York, NY: McGraw-Hill, Inc.
- Ongori, H. (2009), “Managing Behind the Scenes: A View Point on Employee Empowerment”, African Journal of Business Management, 3(1): 09-15.
- Pareek, U. (2000), “Leadership for the 21st century”, cited in: D. S. Saini and S. A. Khan (Eds) Human Resource Management: Perspectives for the New Era, New Delhi: Sage.
- Pattanayak, B. (2001), Human Resource Management, Prentice-Hall of lndia, New Delhi.
- Robbins, S.P. (2001), Organizational Behavior. Concepts, Controversies & Applications, Prentice Hall International Inc. USA.
- Roller, W. K. (1998). Measuring Empowerment: the Perception of Empowerment Instrument (PEI), The Pfeiffer Annual.
- Sahoo, K.C, Behera, N. Tripathy, K.S. (2010), “Employee Empowerment and Individual Commitment: An Analysis from Integrative Review of Research”, Employment Relations Record, 10 (1): 40-56.
- Schreuder, A.M.G. & Theron, A.L. (1997), Careers. An Organizational Perspective, Kenwyn: Juta & Co.
- Singh, P. & Bhandarkar, A. (2002), Winning the Corporate Olympiad: The Renaissance Paradigm, New Delhi, Vikas Publishing House
- Sinha, D (2005), Empowering Women; A Catalyst in Social Development, Serials Publications, New Delhi
- Sparrowe, R.T. (1995), “The Effects of Organizational Culture and Leader Member Exchange on Employee Empowerment in Hospitality Industry”, Hospitality Research Journal, 18 (3): 94-109.
- Sparrowe, R.T. (1994), “Empowerment in the Hospitality Industry: An Exploration of Antecedents and Outcomes”, Hospitality Research Journal, 17: 51-73.
- Spreitzer, G.M. (1995), “Psychological Empowerment in the Workplace: Dimensions, Measurement and Validation”, Academy of Management Journal, 38(5): 1442-65.
- Taejun, C. & Faerman, S. R. (2010), “An Integrative Approach to Empowerment”, Public Management Review, 12(1): 33-51.
- Thomas, K.W. & Velthouse, B.A. (1990), “Cognitive Elements of Empowerment: an “Interpretive” Model of Intrinsic Task Motivation”, Academy of Management Review, 15(4): 666-81.
- Trevin˜o, L. K., Weaver, G. R. & Reynolds, S. J. (2006), “Behavioral Ethics in Organizations: A Review”, Journal of Management, 32: 951-90.
- Zollers, F.E. & Callahan, E.S (2003), “Workplace Violence & Security: Are There Lessons for Peacemaking?” Syracuse University School of Management: 36: 449–52.