Refine your search
Journals
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
Padhy, Priyanka
- Understanding Resilience in Chronically I11 Children:Parental Perspectives on Strengths, Difficulties and Fostering Resilience in Children with Thalassemia Major
Abstract Views :501 |
PDF Views:0
Authors
Affiliations
1 Lady Shri Ram College for Women, University of Delhi, Delhi, IN
2 Centre for Early Childhood Development and Research, Jamia Millia Islamia, New Delhi, IN
1 Lady Shri Ram College for Women, University of Delhi, Delhi, IN
2 Centre for Early Childhood Development and Research, Jamia Millia Islamia, New Delhi, IN
Source
Indian Journal of Health and Wellbeing, Vol 8, No 7 (2017), Pagination: 588-593Abstract
Children the world over face a multitude of challenges to their healthy development. But people working with children have consistently found evidence of life-affirming and adaptive tendencies that help children thrive despite exposure to adversity, also known as 'resilience'. Social ecological approach to the study of resilience in chronically ill children allows an understanding of how the attributes of the self, the features of the family environment and characteristics of the wider social environment interact to enable chronically ill children to adapt positively despite potentially life-threatening conditions. This paper presents the findings of a pilot study exploring the perspectives of 6 parents of children with Thalassemia Major, undergoing treatment in a New Delhi Municipal Corporation hospital in South Delhi for the past 3 years. Thalassemia Major is a genetic blood disorder requiring long-term medical management and frequent hospitalisations. Employing the approach of'Interpretative phenomenological analysis' (Smith, Harre, & Langenhove, 1995) parental perceptions were explored using semi-structured interviews to derive accounts of the strengths, difficulties, and ongoing challenges faced by the children and the families, as well as the kind of familial environment and community linkages that seem to support resilience in Thalassemic children.Keywords
Resilience, Chronic Illness, Thalassemia, Family Interaction, Parental Perspective.
- Do Team Building Training Interventions Work?Evaluation Using Kirkpatrick's Model in a College Setting
Abstract Views :327 |
PDF Views:1
Authors
Affiliations
1 Department of Psychology, Lady Shri Ram College for Women, University of Delhi, Delhi, IN
1 Department of Psychology, Lady Shri Ram College for Women, University of Delhi, Delhi, IN
Source
International Journal of Education and Management Studies, Vol 7, No 4 (2017), Pagination: 450-455Abstract
The purpose of the current study was to evaluate a team building training intervention on 99 college going female students. This study followed a between group post-only experimental design where the experimental group underwent team building training and the control group did not. The training workshop conducted by NLP practitioners was based on Tuckman's model (1965) where the activities were divided into 5 stages of team building using innovative pedagogical tools. The effectiveness of training was assessed at three levels of evaluation (reaction, learning & behaviour) as per the Kirkpatrick's model with the help of Training Feedback Form (measuring level 1-Reaction), Knowledge about teams' questionnaire (measuring level 2-learning outcomes), and Perceived Cohesion Scale (assessing level 3-Behaviour/Group Cohesion), t tests for independent samples revealed that the training program was effective. The experimental group's level of learning and group cohesion was significantly higher than that of the control group. The current study contributes support for the usage of team building training, and the Kirkpatrick model for evaluation in the Indian context.Keywords
Kirkpatrick's Model, Training Evaluation, Team Building Interventions, Group Cohesion.- Performance Appraisal Satisfaction & Organizational Commitment
Abstract Views :195 |
PDF Views:1
Authors
Affiliations
1 Department of Psychology, Lady Shri Ram College for Women, University of Delhi, IN
1 Department of Psychology, Lady Shri Ram College for Women, University of Delhi, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 53, No 4 (2018), Pagination: 675-692Abstract
Performance appraisal acts as a fulcrum in relationship between employees and the organization by creating an avenue for continuous communication and feedback. The satisfaction of employees towards performance appraisal affects them in tangible and intangible ways; leading to diverse reactions and behavioral outcomes. This study assesses the strength and direction of the relationship between Performance Appraisal Satisfaction and Organizational Commitment of 112 employees working in 18 private sector organizations in Delhi-NCR. The results established a significant relationship between performance appraisal satisfaction and organizational commitment. Affective and normative commitment and overall commitment were found to have significant correlation with Performance Appraisal Satisfaction. Continuance commitment, however, was not found to have a significant relationship.References
- Ahmed, A., Hussain, I., Ahmed, S. & Akbar, M. F. (2010), “Performance Appraisals Impact on Attitudinal Outcomes and Organizational performance”, International Journal of Business and Management, 5(10): 62-68
- Allen, N. J. & Meyer, J. P. (1990), “The Measurement and Antecedents of Affective, Continuance, and Normative Commitment to the Organization”, Journal of Occupational Psychology, 63: 1–18
- Blau, P. M. (1964), Exchange and Power in Social Life, New York: Wiley.
- Cook, J. & Crossman, A. (2004), “Satisfaction with Performance Appraisal Systems”, Journal of Managerial Psychology, 19(5): 526-41
- Dorfman, P. W., Stephan, W. G. & Loveland, J. (1986), “Performance Appraisal Behaviors: Supervisor perceptions and Subordinate Reactions”, Personnel Psychology, 39(3): 579-97.
- Fakhimi, F. & Raisy, A. (2013), “Satisfaction with Performance Appraisal from the Employees’ Perspective and Its Behavioral Out comes (Case Study of Headquarters Offices of Bank Refah)”, European Online Journal of Natural and Social Sciences, 2(3s): 296305.
- Jawahar, I. M. (2010), “The Mediating Role of Appraisal Feedback Reactions on the Relationship between Rater Feedback-related Behaviors and Ratee Performance” Group & Organization Management, 35(4): 494526
- Katavich, K. M. (2013), The Importance of Employee Satisfaction with Performance Appraisal Systems (Master of Arts thesis), Massey University, Albany, New Zealand.
- Kinicki,A.J,Prussia,G.E.,Bin(Joshua), W. & McKee-Ryan, F.M. (2004), ”A Covariance Structure Analysis of Employees’ Response to Performance Feedback”, Journal of Applied Psychology, 89(6): 1057–69.
- Keeping, L. M. & Levy, P. E. (2000), “Performance Appraisal Reactions: Measurement, Modeling, and Method Bias”, Journal of Applied Psychology, 85(5): 708-23
- Kumar, N. R. & Krishnaveni, R. (2008), “Role of HRD Practices in Building Organizational Commitment”, Journal of Contemporary Research in Management, April-June: 59-68.
- Kuvaas, B. (2006a), “Performance Appraisal Satisfaction and Employee Outcomes: Mediating and Moderating Roles of Work Motivation”, The International Journal of Human Resource Management, 17(3): 504-22.
- Kuvaas, B. (2006b), “Work Performance, Affective Commitment, and Work Motivation: The Roles of Pay Administration and Pay Level”, Journal of Organizational Behavior, 27(3): 365-85, Retrieved from http://www.jstor.org/stable/4093933
- Landy, F. J. & Farr, J. L. (1980), “Performance Rating”, Psychological Bulletin, 87(1): 72107.
- Lau, W. K. E. (2011), “The Effect of Employee Engagement on Continuance and Normative Commitment to the Organization”, Paper presented at Southwest Decision Sciences Institute 42nd Annual Conference, Houston, TX.
- Levy, P. E. & Williams, J. R. (2004), “The Social Context of Performance Appraisal: A Review and Framework for the Future”, Journal of Management, 30(6): 881-905.
- Locke, E. A. & Latham, G. P. (1990), A Theory of Goal Setting & Task Performance, Englewood Cliffs, NJ: Prentice Hall.
- Meyer, J.P & Allen, N. (1997), Commitment in the Workplace: Theory, Research, and Application, Thousand Oaks, CA: Sage Publications.
- Meyer, J. P., Stanley, D. J., Herscovitch, L. &Topolnytsky, L. (2002), “Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences”, Journal of Vocational Behavior, 61(1): 2052.
- Mohamed Aly, N. A. E. & El-Shanawany, S. M. (2016), “The Influence of Performance Appraisal Satisfaction on Nurses’ Motivation and Their Work Outcomes In Critical Care And Toxicology Units”, European Scientific Journal, 12 (20), doi:10.19044/esj.2016.v12n20p119
- Naji, A., Ben Mansour, J. & Leclerc, A. (2015), “Performance Appraisal System and Employee Satisfaction: The Role of Trust towards Supervisors”, Journal of Human Resources Management and Labor Studies, 3(1): 40-53.
- Pettijohn, C., Pettijohn, L.S., Taylor, A.J. and Keillor, B.D. (2001), “Are Performance Appraisals a Bureaucratic Exercise or Can They Be Used to Enhance Sales-Force Satisfaction and Commitment?” Psychology and Marketing, 18: 337–64.
- Porter, L. W., Steers, R. M., Mowday, R. T. & Boulian, P. V. (1974), “Organizational Commitment, Job Satisfaction, and Turnover among Psychiatric Technicians”, Journal of Applied Psychology, 59(5): 603-09.
- Ritzer, G., & Trice, H. M. (1969), “An Empirical Study of Howard Becker’s Side-bet Theory”, Social Forces, 47: 475-78.
- Salleh, M., Amin, A., Muda, S. & Halim, M. A. (2013), “Fairness of Performance Appraisal and Organizational Commitment”, Asian Social Science, 9(2): 121-28.
- Saxena, N. & Rai, H. (2015), “Impact of Performance Appraisal on Organizational Commitment and Job Satisfaction”, International Journal of Engineering and Management Sciences, 6(2): 95-104.
- Selvarajan T.T. & Cloninger, P.A. (2009), “The Influence of Job Performance Outcomes on Ethical Assessments”, Personnel Review, 38(4): 398–412.
- Shahnawaz, M. G. & Juyal, R. C. (2006), “Human Resource Management Practices and Organizational Commitment in Different Organizations”, Journal of the Indian Academy of Applied Psychology. 32(3): 171-78.
- Singh, S. P. & Rana, S. (2015), “The Impact of Performance Appraisal on Organizational Commitment of Bank Employees”, International Journal of Science and Research, 4(4).https://www.ijsr.net/archive/v4i4/SUB153899.pdf
- Weerakkody, W. & Mahalakamge, W. (2013), “The Relationship between Performance Appraisal Satisfaction and Employee Outcomes: With Special Reference of Bank of Ceylon Head Office”, Kelaniya Journal of Human Resource Management, 8(2): 179.
- Wood, R.E. & Marshall, V. (2008), “Accuracy and Effectiveness in Appraisal Outcomes: The Influence of Self-Efficacy, Personal Factors and Organizational Variables”, Human Resource Management Journal, 18(3); 295–313
- Youngcourt, S.S., Leiva, P.I. & Jones, R.G. (2007), “Perceived Purposes of Performance Appraisal: Correlates of Individual- and PositionFocused Purposes on Attitudinal Outcomes”, Human Resource Development Quarterly, 18(3): 315–43.
- (Un)Easy Lies the Head that Wears the Crown:Leadership Selection and Group Performance Among Undergraduate Women
Abstract Views :256 |
PDF Views:0
Authors
Affiliations
1 Department of Psychology, Lady Shri Ram College for Women, University of Delhi, Delhi, IN
1 Department of Psychology, Lady Shri Ram College for Women, University of Delhi, Delhi, IN
Source
Journal of Organization and Human Behaviour, Vol 8, No 1 (2019), Pagination: 16-23Abstract
The present study investigated the effect of the process of leader selection (formal, random, and no leader/control) on the group performance of college students, measured through goal achievement and team maintenance, using an experimental design. A sample comprising 119 female undergraduate students at women’s college in Delhi in the age range of 18–21 years was randomly assigned to one of the three leadership selection conditions. Each condition comprised of seven sub-groups each (a total of 21 sub-groups), containing five to six participants each. After the appointment of the leader (formally or randomly), the groups participated in a desert survival task. One-way analysis of variance revealed that the group where the leader was randomly selected outperformed the group with a formally appointed leader and the group with no leader, in terms of goal achievement and team maintenance, respectively. Our findings suggest that under certain circumstances, the systematic selection of leaders may have a deleterious impact on group performance. These counterintuitive findings are discussed in the light of past and current body of organizational research.Keywords
Leadership Selection, Formal/Random/No Leader, Team Maintenance, Goal Achievement.References
- Ahuja, K. A., Srivastava, G., & Padhy, P. (2017). Do team building interventions work? Evaluation using Kirkpatrick’s model in a college setting. International Journal of Education and Management Studies, 7(4), 450–455.
- Amit, K., Lisak, A., Popper, M., & Gal, R., Mamane-Levy, & Lisak, L. (2009). Leadership shaping experiences: A comparative study of leaders and non-leaders. Leadership & Organization Development Journal, 30(4), 302–318.doi: 10.1108/01437730910961658
- Antonakis, J., & Atwater, L. (2002). Leader distance: A review and a proposed theory. The Leadership Quarterly, 13(6), 673–704. doi:10.1016/S1048–9843(02)00155 -8
- Arbak, E., & Villeval, M. C. (2013). Voluntary leadership: Motivation and influence. Social Choice and Welfare, 40(3), 635–662. doi: 10.1007/s00355–011–0626–2
- Baker, S. D. (2007). Followership: The theoretical foundation of a contemporary construct. Journal of leadership and Organizational Studies, 14(1), 345–373.
- Brandts, J., Rott, C., & Solà, C. (2016). Not just like starting over- Leadership and revivification of cooperation in groups. Experimental Economics, 19(4), 792–818. doi: 10.1007/s10683–015–9468–6 Cartwright, D., & Zander, A. F. (1960). Group dynamics: Research and theory. New York: Harper & Row.
- Cremer, D., & Dijk, E. V. (2005). When and why leaders put themselves first: Leader behavior in resource allocations as a function of feeling entitled. European Journal of Social Psychology, 35(4), 553–563. doi:10.1002/ejsp.260
- Derue, D. S., Nahrgang, J. D., Wellman, N., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta-analytic test of their relative validity. Personnel Psychology, 64(1), 7–52. doi: 10.1111/j.1744–6570.2010.01201.x
- Dionne, S. D., Yammarino, F. J., Atwater, L. E., & James, L. R. (2002). Neutralizing substitutes for leadership theory: Leadership effects and common-source bias. Journal of Applied Psychology, 87, 454–464.doi:10.1037/0021–9010.87.3.454
- Erling, M., & Heijden, E.V. D. (2003). The effect of leadership in a public bad experiment. Journal of Conflict Resolution, 47(6), 773–795. doi: 10.1177/0022002703258962
- Felfe, J., & Petersen, L. E. (2007). Romance of leadership and management decision making. European Journal of Work and Organizational Psychology, 16(1), 1–24. doi: 10.1080/13594320600873076
- Fiedler, F. E., & Gibson, F. (2001). Determinants of effective utilization of leader abilities.Concepts for Air Force Leadership, 24, 171–176. Retrieved from http://www.au.af.mil/AU/AWC/AWCGATE/au-24/fiedler.pdf
- Foti, R. J., Fraser, S. L., & Lord, R. G. (1982). Effects of leadership labels and prototypes on perceptions of political leaders. Journal of Applied Psychology, 67(3), 326–333. doi: 10.1037//0021–9010.67.3.326
- Goldman, M., & Frass, L. A. (1965). The effects of leader selection on group performance. Sociometry, 28(1), 82–88. doi:10.2307/2786087
- Harris, K. J., Wheeler, A. R., & Kacmar, K. M. (2009). Leader-member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance. The Leadership Quarterly, 20(3), 371–382. doi/10.1016/j.leaqua.2009.03.006
- Haslam, S. A., McGarty, C., Brown, P. M., Eggins, R. A., Morrison, B. E., & Reynolds, K. J. (1998). Inspecting the emperor’s clothes: Evidence that random selection of leaders can enhance group performance. Group Dynamics: Theory, Research, and Practice, 2(3), 168–184. doi.org/10.1037/1089–2699.2.3.168
- Hersey, P., & Blanchard, K. H. (1974). So you want to know your leadership style? Training and Development Journal, 28(2), 22–37. Retrieved from http://www.psynet.apa.org/
- Hogg, M. A., & Terry, D. J. (2014). Social identity processes in organizational contexts. New York, NY: Psychology Press.
- Hollander, E. P. (1995). Ethical challenges in the leader-follower relationship. Business Ethics Quarterly, 5(1), 55–65. doi.org/10.2307/3857272
- Howell, J. M., & Shamir, B. (2005). The role of followers in the charismatic leadership process: Relationships and their consequences. The Academy of Management Review, 30(1), 96–112. doi:10.5465/AMR.2005.15281435
- Iqbal, N., Anwar, S., & Haider, N. (2015). Effect of leadership style on employee performance. Arabian Journal of Business and Management Review, 5,146. doi:10.4172/2223–5833.1000146
- Johnson, D. W., & Johnson, F. P. (1991). Joining together; Group theory and group skills. Englewood Cliffs, NJ: Prentice Hall.
- Jung, D. I., & Sosik, J. J. (2002). Transformational leadership in work groups. The role of empowerment, cohesiveness, and collective-efficacy on perceived group performance. Small Group Research, 33(3), 313–336. doi:10.1177/10496402033003002.
- Kerr, S., & Jermier, J. M. (1978). Substitutes for leadership: Their meaning and measurement. Organizational Behavior and Human Performance, 22(3), 375–403. doi:10.1016/0030–5073(78)90023–5
- Khan, R., Bukhari, A., & Channar, Z. (2016). Effects of leadership style on health care organizational performance: A survey of selected tertiary care Hospital in Karachi, Pakistan. International Journal of Economics & Management Sciences, 5, 333. doi: 10.4172/2162–6359.1000333
- Koech, P. M., & Namusonge, G. S. (2012). The effect of leadership styles on employee performance at state corporations in Kenya. International Journal of Business and Commerce, 2(1), 1–12. Retrieved from http://www.ijbcnet.com/vol2no1sep2012.htm
- Markulis, P., Jassawalla, A., & Sashittal, H. (2006). The impact of leadership modes on team dynamics and performance in undergraduate management classes. Journal of Education for Business, 81(3), 145–150. doi:10.3200/JOEB.81.3.145–150
- Özer, F., & Tınaztepe, C. (2014). Effect of strategic leadership styles on firm performance: A study in a Turkish SME. Procedia-Social and Behavioral Sciences, 150, 778–784. doi: 10.1016/j.sbspro.2014.09.059
- Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22(2), 259–298.doi:10.1016/S0149–2063(96)90049–5
- Ritchie, R. J., & Moses, J. L. (1983). Assessment center correlates of women’s advancement into middle-management. Journal of Applied Psychology, 68, 227–231.
- Rivas, M. F., & Sutter, M. (2011). The benefits of voluntary leadership in experimental public goods games. Economics Letters, 112(2), 176–178. doi:10.1016/j.econlet.2011.04.007
- Rock, D., & Grant, H. (2016, November, 4). Why diverse teams are smarter? The Harvard Business Review. Retrieved from https://hbr.org/2016/11/why-diverse-teams-are-smarter
- Sarros, J. C., & Butchatsky. (1996). Leadership: Australia’s top CEOs: Finding out what makes them the best. Sydney, NSW: Harper Collins.
- Solat, S., Bashir, M., Ali, A., Baig, S. A, Hussain, Z., & Jamil, K. (2017). The impact of leadership style on group effectiveness: The mediating role of counterproductive behavior. City University Research Journal, 1–13. Retrieved from http://www.cityuniversity.edu.pk/curj/Journals/Journal/special_aic_16/1.pdf
- Sronce, R., & Arendt, L. A. (2009). Demonstrating the interplay of leaders and followers: An experiential exercise. Journal of Management Education, 33(6), 699–724. doi:10.1177/1052562908330726
- Staples, D. S., & Zhao, L. (2006). The effects of cultural diversity in virtual teams versus face-to-face teams. Group Decision and Negotiation,15(4), 389–406. doi: 10.1007/s10726–006–9042-x
- Stogdill, R. M. (1948). Personal factors associated with leadership: A survey of the literature. The Journal of Psychology, 25(1), 35–71. doi:10.1080/00223980.1948.9917362
- Sutton, B. (2011, October 07). Is it sometimes rational to select leaders randomly? A cool old study. Retrieved from http://bobsutton.typepad.com/my_weblog/leadership/page/3/
- Tajfel, H., & Turner, J. C. (1985). The social identity theory of intergroup behaviour. Chicago, Nelson Hall.
- Vahdani, M., Sheikhyousefi, R., Moharramzadeh, M., Ojaghi, A., & Salehian, M. H. (2012). Relationship between coach’s leadership styles and group cohesion in the teams participating in the 10th Sport Olympiad of male students. European Journal of Experimental Biology, 2(4), 1012–1017.
- Williams, K. D., & Karau, S. J. (1991). Social loafing and social compensation: The effects of expectations of co-worker performance. Journal of Personality and Social Psychology, 61(4), 570–581. doi:10.1037/0022–3514.61.4.570
- Zaleznik, A. (2004). Managers and leaders: Are they different? Clinical Leadership and Management Review: The Journal of CLMA, 18(3), 171–177. doi: 10.1097/00005110–198107000–00005
- #MeToo at the Workplace: Exploring Sexual Harassment Experienced by Female Employees in Private Sector Organisations in Delhi-NCR
Abstract Views :369 |
PDF Views:0
Authors
Affiliations
1 Associate Professor, Department of Psychology, Lady Shri Ram College for Women, University of Delhi, IN
2 Assistant Professor, Department of Psychology, Lady Shri Ram College for Women, University of Delhi, IN
1 Associate Professor, Department of Psychology, Lady Shri Ram College for Women, University of Delhi, IN
2 Assistant Professor, Department of Psychology, Lady Shri Ram College for Women, University of Delhi, IN
Source
OPUS: HR Journal, Vol 10, No 2 (2019), Pagination: 21-45Abstract
This study explores sexual harassment experiences of female employees in private sector organisations in Delhi-NCR. Adopting a mixed methods approach, a 3-part survey tool was used to gather data from 206 female employees. The experiences of 20 participants who had reported sexual harassment were then qualitatively explored through semi-structured interviews. While significant differences in the experience of sexual harassment were found across marital status and age groups, no significant difference were found between women at different designation levels. Although high levels of awareness were found (80.1%), several social, attitudinal and systemic barriers prevented women from accessing complaints mechanisms and taking action. A lack of trust in the system, a tendency to normalise sexual harassment, and to change one’s own demeanour at work to prevent harassment was also observed. This indicates the need to bring about a shift in both societal and organisational attitudes to implement anti sexual harassment policies successfully.Keywords
Workplace Sexual Harassment, Barriers, Age, Marital Status.References
- Berdahl, J. L. (2007). The sexual harassment of uppity women. The Journal of Applied Psychology, 92(2), 425-437. Retrieved from https://doi.org/10.1037/0021-9010.92.2.425.
- Bhat, R., & Deshpande, A. (2017). An overview of sexual harassment of women at workplace in India: An analytical study. International Journal of Innovative Research in Science, Engineering and Technology, 6(7), 14361-14369. doi:10.15680/IJIRSET.2017.0607244
- Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77-101.
- Centre for Transforming India. (2010). The workplace sexual harassment survey. New Delhi: CFTI.
- Chaudhuri, P. (2006). Sexual harassment in the workplace: Experiences of women in the health sector. Health and Population Innovation Fellowship Programme Working Paper, No. 1. New Delhi: Population Council.
- De Coster, S., Estes, S. B., & Mueller, C. W. (1999). Routine activities and sexual harassment in the workplace. Work and Occupations, 26(1), 21-49. Retrieved from https://doi.org/10.1177/0730888499026001003
- Dhar, A. (2010, 15 November). 88% women subjected to sexual harassment at workplace in IT sector: Survey. The Hindu. Retrieved from http://www.thehindu.com/todays-paper/tp-national/88-women-subjectedto-sexual-harassment-at-workplace-in-IT-sector-survey/article15687569.ece
- Evans, L. J. (1978). Sexual harassment: Women’s hidden occupational hazard. In J. R. Chapman & M. Gates (Eds.), The Victimization of Women (pp. 203-223). Beverly Hills, CA: Sage.
- Fitzgerald, L. F., Shullman, S. L., Bailey, N., Richards, M., Swecker, J., Gold, Y., & Weitzman, L. (1988). The incidence and dimensions of sexual harassment in academia and the workplace. Journal of Vocational Behavior, 32(2), 152-175.
- Fitzgerald, L. F., & Shullman, S. L. (1985, August). The development and validation of an objectively scored measure of sexual harassment. Paper presented at the annual meeting of the American Psychological Association, Los Angeles.
- Fitzgerald, L. F., Drasgow, F., Hulin, C. L., Gelfand, M. J., & Magley, V. J. (1997). Antecedents and consequences of sexual harassment in organizations: A test of an integrated model. The Journal of Applied Psychology, 82(4), 578-589.
- Gekoski, A., Gray, J. M., Adler, J. R., & Horvath, M. A. H. (2017). The prevalence and nature of sexual harassment and assault against women and girls on public transport: An international review. Journal of Criminological Research, Policy and Practice, 3(1), 3–16. Retrieved from https://doi.org/10.1108/JCRPP-08-2016-0016
- Gruber, J. E. (1998). The impact of male work environments and organizational policies on women’s experiences of sexual harassment. Gender & Society, 12(3), 301-320. Retrieved from https://doi.org/10.1177/0891243298012003004
- Gutek Barbara, A., & Morasch, B. (1982). Sex ratios, sex role spillover, and sexual harassment of women at work. Journal of Social Issues, 38(4), 55-74. Retrieved from https://doi.org/10.1111/j.1540-4560.1 982.tb01910.x
- Houle, J. N., Staff, J., Mortimer, J. T, Uggen, C., & Blackstone, A. (2011). The impact of sexual harassment on depressive symptoms during the early occupational career. Society and Mental Health, 1, 89-105. doi: 10.1177/2156869311416827
- Laxman, L., Md Som, H., Mohammed, P. M., & Heng, L. H. (2003). A study on sexual harassment in small and medium enterprises of Malaysia. Malaysia: ILO.
- Leslie, C. A, & Hauck, W. E. (2005). Extent and nature of sexual harassment in the fashion retail workplace: 10 years later. Family & Consumer Sciences, 34(1), 8-34. Retrieved from https://doi.org/10.1177/1077727X05277741
- Maass, A., Cadinu, M., Guarnieri, G., & Grasselli, A. (2003). Sexual harassment under social identity threat: The computer harassment paradigm. Journal of Personality and Social Psychology, 85(5), 853-870.
- McLaughlin, H., Uggen, C., & Blackstone, A. (2012). Sexual harassment, workplace authority, and the paradox of power. American Sociological Review, 77(4), 625-647. Retrieved from https://doi.org/10.1177/0003122412451728
- McLaughlin, H., Uggen, C., & Blackstone, A. (2017). The economic and career effects of sexual harassment on working women. Gender and Society, 31(3), 333-358. doi: 10.1177/0891243217704631
- Ministry of Women and Child Development, Government of India. (2015). Handbook on sexual harassment of women at workplace (prevention, prohibition and redressal) Act, 2013. Retrieved from https://supremecourtofindia.nic.in/gsicc
- Nauman, B., & Abbasi, A. S. (2014). Sexual harassment at workplace. A case of banking sector in Lahore. Middle East Journal of Scientific Research, 20(5), 558-566.
- Rotundo, M., Nguyen, D., & Sackett, P. R. (2001). A meta-analytic review of gender differences in perceptions of sexual harassment. Journal of Applied Psychology, 86(5), 914-922.
- Sahgal, P., & Dang, A. (2017). Sexual harassment at workplace. Economic and Political Weekly, 52(22), 49-57.
- Sarpotdar, A. (2013). Sexual harassment of women: Reflections on the private sector. Economic & Political Weekly, 48(40), 18-22.
- Saxena, R. (2016). Sexual harassment of working women in Lucknow city: A psychological study. International Journal for Innovative Research in Multidisciplinary Field, 2(8), 15-23.
- Shukla, S. (2002, September). Indecent proposal. Business Today, 35-42.
- Smartt, N. (2017). Sexual harassment in the workplace in a #MeToo world. Retrieved from https://www.forbes.com/sites/forbeshumanresourcescouncil/2017/12/20/sexual-harassment-in-the-workplace-in-a-metoo-world/
- Studd, M. V., & Gattiker, U. E. (1991). The evolutionary psychology of sexual harassment in organizations. Ethology and Sociobiology, 12, 249-290.
- The Economic Times. (2017). Sexual harassment data begins to come out of corporate closets. Retrieved from https://economictimes.indiatimes.com/news/politics-and-nation/sexual-harassment-data-begins-to-come-out-of-corporate-closets/articleshow/59941771.cms (Accessed on 21 May 2018).
- O’Hare, E. A., & O’Donohue, W. (1998). Sexual harassment: Identifying risk factors. Archives of Sexual Behaviour, 27(6), 561-580.
- Unnikrishnan, B., Rekha, T., Kumar, G., Reshmi, B., Mithra, P., & Sanjeev, B. (2010). Harassmnet among women at workplace: A cross-sectional study in coastal South India. Indian Journal of Community Medicine, 35, 350-352. doi: 10.4103/0970-0218.66888
- Verick, S. (2017). The paradox of low female labour force participation. Retrieved from http://www.ilo.org/newdelhi/info/public/fs/WCMS_546764/lang--en/index.htm
- Williams v. Bell, 587 F. 2d 1240 (D.C. Cir. 1978).