Indian Journal of Industrial Relations: Economics & Social Dev.

Ravindra Jain ¹, Sheelam Jain ²

Affiliations
1 Vikram University, Ujjain 456010, IN
2 MIT Group of Institutes, Ujjain, IN

Abstract

The present study measures and compares organizational justice climate (OJC) prevailing in public sector, private sector and foreign banks operating in India. Impact of OJC on OCB has also been assessed. OJC was assessed with respect to examination of the three dimensions viz., distributive justice, procedural justice and interactional justice. The results of the study revealed that all the three dimensions of organizational justice exist at moderate level in the selected banks but with significant variations among the three banking sectors. Overall OJ level was found significantly higher in foreign banks followed by private sector banks and public sector banks. Correlation analysis reflects that all the three dimensions of OJ were found positively correlated with each other.

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Sheelam Jain ¹, Ravindra Jain ²

Affiliations
1 Mahakal Institute of Technology, Vikram University, Ujjain 456010, IN
2 Vikram University, IN

Abstract

This study presents the current status of OCB and HRM practices in Indian banks. The study also assessed the impact of selected HRM practices on OCB of the bank managers. Overall OCB of Indian bank Managers was found at moderate level. However, significant variation was found between the OCB levels of managers belonging to different banking sectors. Organizational climate, employee training, employee empowerment and performance appraisal were found to exist at moderate level in the selected banks. Regression analysis reveals that employee empowerment and employee training, and, to a lesser extent, organizational climate and performance appraisal have positive and significant effect on OCB of the bank managers.

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Sheelam Jain ¹, Ravindra Jain ¹

Affiliations
1 Vikram University, Ujjain 456010, IN

Abstract

The present study assesses and compares the level of Performance Appraisal (PA) reactions among managers of public sector, private sector and foreign banks operating in India. The PA reactions were measured with respect to outcomes in terms of performance improvement and employee development; fairness of PA rating; accuracy of PA rating; providing feedback; explaining rating decisions; and overall satisfaction with appraisal system. The findings suggest that although all the seven dimensions of PA reactions were found at moderate level in the three banking sectors providing feedback and explaining rating decisions were found at significantly higher levels in foreign banks operating in India as compared to public sector and private sector banks.

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Ravindra Jain ¹, Rajat Chatterjee , Sheelam Jain ²

Affiliations
1 Business Management, Vikram University, Ujjain 456010, IN
2 Mahakal Group of Institutes, Ujjain, IN

Abstract

The present study contributes to the extant literature in ‘Development Oriented Training Climate’ (DOTC). The model suggests that the seven dimensions, viz., effective information flow from institution to the trainees, effective performance evaluation of the trainees by the faculty, supportive & empathetic feedback to the trainees from the faculty, effective problem-solving communication from faculty to the trainees, openness in faculty-trainees communication, practice of developmental leadership style by the faculty, and supportive relationship and collaboration in learning among trainees contribute to create such a climate. The suggested model and the measure of DOTC provide a concrete foundation for future research studies in the area of training effectiveness across a variety of contexts.

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Sheelam Jain ¹, Ravindra Jain ²

Affiliations
1 MIT Group of Institutes, Ujjain 456010, IN
2 Vikram University, Ujjain 456010, IN

Abstract

The present study examines the relationship between organizational investments in employee development and the resultant employee behavior. A conceptual framework of inter- linkage between HRD climate, HRD systems (such as performance appraisal, employee training, and employee empowerment) and organizational citizenship behavior was developed. The validity of the scales developed for the purpose of study was tested through the confirmatory factor analysis and the scales were found valid. The model was tested using structural equation modeling (SEM) on a sample of 306 bank managers in India. The SEM results confirmed the validity of the conceptual framework suggesting that the HRD climate prevailed and HRD systems implemented by the organizations are significantly linked to organizational citizenship behavior.

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