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
Mittal, Shweta
- HRD Climate in Public and Private Sector Banks
Abstract Views :199 |
PDF Views:1
Authors
Affiliations
1 Institute of Management & Research, Ghaziabad. Uttar Pradesh, IN
1 Institute of Management & Research, Ghaziabad. Uttar Pradesh, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 49, No 1 (2013), Pagination: 123-131Abstract
The study assesses the perception of employees towards the HRD climate in the two leading banks. It also tries to find out the difference between the perception of employees of private and public sector banks with respect to all the dimensions of HRD Climate. The HRD climate is subdivided into General Climate, OCTAPACE and HRD Mechanisms. The primary data is collected from 200 employees through a structured questionnaire comprising 40 items. The questionnaire measured General Climate, HRD Mechanisms and Openness, Collaboration, Trust, Proactiveness, Autonomy, Confrontation and Experimentation. HRD climate of the public sector bank is found better than in the private sector counterpart.Keywords
No Keywords
- Does Employee Characteristics Impact HRD Climate? A Study in Banking Sector
Abstract Views :173 |
PDF Views:0
Authors
Affiliations
1 Institute of Management & Research, Ghaziabad, IN
1 Institute of Management & Research, Ghaziabad, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 50, No 2 (2014), Pagination: 270-279Abstract
The study assesses the perception of employees towards HRD Climate with respect to employee characteristics (age, experience and income) in the banking sector. All the three subsets of HRD Climate i.e. General Climate, OCTAPACE and HRD Mechanisms have been studied with respect to employee's age, experience and income. The primary data is collected from 180 employees through a structured questionnaire comprising 40 items. The questionnaire measured General Climate, HRD Mechanisms and Openness, Collaboration, Trust, Authenticity, Proactiveness, Autonomy, Confrontation and Experimentation. It was found that the perception of employees towards HRD Climate, General Climate, OCTAPACE and HRD Mechanisms predominantly vary according to the age and experience.- HRD Climate & Customer Satisfaction in Indian Private Banks
Abstract Views :154 |
PDF Views:0
Authors
Affiliations
1 Institute of Management and Research, Ghaziabad, IN
2 Indian Institute of Management, Ahmedabad, IN
3 Indian Institute of Management, Indore, IN
1 Institute of Management and Research, Ghaziabad, IN
2 Indian Institute of Management, Ahmedabad, IN
3 Indian Institute of Management, Indore, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 51, No 3 (2016), Pagination: 447-459Abstract
The present study examines the relationship between HRD climate and customer satisfaction. The HRD climate is conceptualized as comprising three components: general climate, OCTAPAC and HRD mechanisms. A survey based study was conducted in the Indian private banks and collected dyad level data. The data was collected from the employees and customers who were served directly by the bank employees. Data analysis was performed using a SEM technique, which showed that all the three components of HRD climate have a positive impact on customer satisfaction. Implications for research and practice are discussed.- Influence of Pay for Performance on Employee Engagement & Turnover Intention
Abstract Views :99 |
PDF Views:0
Authors
Affiliations
1 Bennett University, Greater Noida & is a Post-Doctoral Fellow, ICSSR at India Institute of Technology Delhi, IN
1 Bennett University, Greater Noida & is a Post-Doctoral Fellow, ICSSR at India Institute of Technology Delhi, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 56, No 4 (2021), Pagination: 674-687Abstract
The purpose of this study is to investigate the relationship between pay for performance, turnover intention and employee engagement with the social exchange theory. Structured questionnaire was used to get the data from 271 employees. The findings exhibit that pay for performance is positively related to turnover intention and employee engagement.References
- Anitha, J. (2014), “Determinants of Employee Engagement and Their Impact on Employee Performance”, International Journal of Productivity and Performance Management, 63 (3): 308-23.
- Baker, G., III. (1993),”Perspective: Rethinking Rewards”,Harvard Business Review, 71(6): 37.
- Balducci, C., Fraccaroli, F. &Schaufeli, W. B. (2010),”Psychometric Properties of the Italian Version of the Utrecht Work Engagement Scale (UWES-9): A Cross-cultural Analysis”, European Journal of Psychological Assessment, 26(2): 143-49.
- 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.
- Bhattacharyya, D. K. (2013),”Performance-related Pay: Evidence-based Studies in Indian Central Public Sector Enterprises”, Compensation & Benefits Review, 45(4): 215-22.
- Blau, P.M. (1964), ”Justice in Social Exchange”, Sociological Inquiry, 34(2):193-206.
- Bloom, M. (1999),”The Performance Effects of Pay Dispersion on Individuals and Organizations”, Academy of Management Journal, 42(1): 25-40.
- Browne, M. W. & Cudeck, R. (1992), “Alternative Ways of Assessing Model Fit”, Sociological Methods & Research, 21(2): 230-58.
- Bustamam, F. L., Teng, S. S. & Abdullah, F. Z. (2014),”Reward Management and Job Satisfaction Among Frontline Employees in Hotel Industry in Malaysia”, ProcediaSocial and Behavioral Sciences, 144(1): 392-402.
- Cameron, K. & Dutton, J. (Eds.) (2003), Positive Organizational Scholarship: Foundations of a New Discipline, Berrett-Koehler Publishers.
- Condly, S. J., Clark, R. E. & Stolovitch, H. D. (2003), “The Effects of Incentives on Workplace Performance: A Meta analytic Review of Research Studies”, Performance Improvement Quarterly, 16(3): 46-63.
- Cropanzano, R., Anthony, E. L., Daniels, S. R. & Hall, A. V. (2017), “Social Exchange Theory: A Critical Review WithTheoretical Remedies”, Academy of Management Annals, 11(1): 479-516.
- Desai, M. (2008). “Reservations; Compulsions &Contradictions”, Indian Journal of Industrial Relations, 44(2): 149-53.
- Fang, M. & Gerhart, B. (2012), “Does Pay for P er fo rma n ce D imi n i sh I n t rin s i c Interest?”, The International Journal of Human Resource Management, 23(6): 1176-96.
- Fischer, R. (2008),”Rewarding Seniority: Exploring Cultural and Organizational Predictors of Seniority Allocations”, The Journal of Social Psychology, 148(2): 167-86.
- Flint, D., Haley, L.M. &McNally, J.J. (2013). “Individual and Organizational Determinants of Turnover Intent”, Personnel Review, 42 (5): 552-72.
- Fornell, C. & Larcker, D. F. (1981), “Structural Equation Models with Unobservable Variables and Measurement Error: Algebra and Statistics”, Journal of Marketing Research, 18 (3): 382-88.
- Gerhart, B. & Milkovich, G. T. (1990), “Organizational Differences in Managerial Compensation and Financial Performance”, Academy of Management Journal, 33(4): 663-91.
- Gerhart, B.& Rynes, S. (2003), Compensation: Theory, Evidence and Strategic Implications, Thousand Oaks, CA: Sage.
- Gerhart, B., Rynes, S. L. & Fulmer, I. S. (2009), “Payand Performance: Individuals, Groups, and Executives”, Academy of Management Annals, 3(1): 251-315.
- Gibson, V. M. (1995),”The New Employee Reward System”,Management Review, 84(2): 13–18.
- Gielen, A. C., Kerkhofs, M. J. & Van Ours, J. C. (2010),”How Performance Related Pay Affects Productivity and Employment”, Journal of Population Economics, 23(1): 291-301.
- Gomez-Mejia, L. R. &Balkin, D. B. (1992),”Determinants of Faculty Pay: An Agency Theory Perspective”, Academy of Management Journal, 35(5): 921-55.
- González-Romá, V., Schaufeli, W. B., Bakker, A. B. &Lloret, S. (2006), “Burnout and Work Engagement: Independent Factors or Opposite Poles?”, Journal of Vocational Behavior, 68(1): 165-74.
- Gouldner, A. W. (1960), “The Norm of Reciprocity: A Preliminary Statement”, American Sociological Review, 25(2): 161-78.
- Griffeth, R. W., Hom, P. W. &Gaertner, S. (2000), “A Meta-analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium”, Journal of Management, 26(3): 463-88.
- Gupta, R. K. & Panda, A. (2003), “Individualized Familial Self: the Evolving Self of Qualified Technocrats in India”, Psychology and Developing Societies, 15(1): 1-29.
- Hakanen, J. J. & Schaufeli, W. B. (2012), “Do Burnout and Work Engagement Predict Depressive Symptoms and Life Satisfaction? A Three-wave Seven-year Prospective Study”, Journal of Affective Disorders, 141(2-3): 415-24.
- Hinkin, T. R. & Tracey, J. B. (2000), “The Cost of Turnover: Putting a Price on The Learning Curve”, Cornell Hotel and Restaurant Administration Quarterly, 41(3): 14-21.
- Hofstede, G. (1991), ”Empirical Models of Cultural Differences”, in N. Bleichrodt & P. J. D. Drenth (Eds.), Contemporary Issues in C r o ss- cu l t u r al P sych o lo gy, S wet s & Zeitlinger Publishers.
- Hofstede, G. (2001), Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations, Thousand Oaks, CA: Sage.
- Hom, P. W., Caranikas-Walker, F., Prussia, G. E. & Griffeth, R. W. (1992), “A Meta-analytical Structural Equations Analysis of a Model of Employee Turnover”, Journal of Applied Psychology, 77(6): 890-909.
- Innstrand, S. T., Langballe, E. M.&Falkum, E. (2012), “A Longitudinal Study of the Relationship Between Work Engagement and Symptoms of Anxiety and Depression”, Stress and Health, 28(1): 1-10.
- Irving, P. G., Coleman, D. F. & Cooper, C. L. (1997), “Further Assessments of a ThreeComponent Model of Occupational Commitment: Generalizability and Differences Across Occupations”, Journal of Applied Psychology, 82(3): 444-52.
- Kahn, W. A. (1990), “Psychological Conditions of Personal Engagement and Disengagement at Work”, Academy of Management Journal, 33(4): 692-724.
- Kahn, W. A. (1992), “To Be Fully There: Psychological Presence at Work”, Human Relations, 45(4): 321-49.
- Kim, H. & Gong, Y. (2009), “The Roles of Tacit Knowledge and OCB in The Relationship B et ween Group b ased Pay and Firm Performance”, Human Resource Management Journal, 19(2): 120-39.
- Kunz, A. H. & Pfaff, D. (2002), “Agency Theory, Performance Evaluation, and the Hypothetical Construct of Intrinsic Motivation”, Accounting, Organizations and Society, 27(3): 275-95.
- Kuvaas, B., Shore, L. M., Buch, R. & Dysvik, A. (2020), “Social and Economic Exchange Relationships and Performance Contingency: Differential Effects of Variable Pay and Base Pay”, The International Journal of Human Resource Management, 31(3): 408-31.
- Lawler EE, III. (1971), Pay and Organizational Effectiveness: A Psychological View, New York: McGraw-Hill.
- Lazear, E. P. (1995), Personnel Economics (Vol.1993). MIT Press.
- Lazear EP. (1999), Personnel Economics: Past lessons and Future Directions, Journal of Labor Economics, 17: 199–215.
- Lazear, E. P. (2000), “Performance Pay and Productivity”, The American Economic Review, 90(5): 1346-61.
- Lazear, E. P. & Rosen, S. (1981), “Rank-order Tournaments as Optimum Labor Contracts”, Journal of Political Economy, 89(5): 841-64.
- Littman-Ovadia, H. & Balducci, C. (2013), “Psychometric Properties of the Hebrew Version of the Utrecht Work Engagement Scale (UWES-9)”, European Journal of Psychological Assessment. 29(1): 58-63.
- Maslach, C., Schaufeli, W. B. & Leiter, M. P. (2001), “Job Burnout”, Annual Review of Psychology, 52(1): 397- 422.
- Mobley, W. H. (1977), “Intermediate Linkages in The Relationship Between Job Satisfaction and Employee Turnover”, Journal of Applied Psychology, 62(2): 237-40.
- Ogbonnaya, C., Daniels, K. & Nielsen, K. (2017), “Does Contingent Pay Encourage Positive Employee Attitudes and Intensify Work?” Human Resource Management Journal, 27(1): 94-112.
- Pink, D. (2009), Drive: The Surprising Truth about What Motivates Us, New York: Penguin Group.
- Pfeffer, J. (1998), “Six Dangerous Myths About Pay”, Harvard Business Review, 76(3): 109-20.
- Pfeffer, J. & Jeffrey, P. (1998), The Human Equation: Building Profits by Putting People First, Harvard Business Press.
- Prendergast, C. (2008),”Intrinsic Motivation and Incentives”. American Economic Review, 98(2): 201-05.
- Rigby, D. (2001),”Management Tools and Techniques: A Survey”, California Management Review, 43(2): 139-60.
- Robinson, D., Perryman, S. & Hayday, S. (2004), The Drivers of Employee Engagement, Institute for Employment Studies, Brighton.
- Rothbard, N. P. (2001),”Enriching or Depleting? The Dynamics of Engagement in Work and Family Roles”, Administrative Science Quarterly, 46(4): 655-84.
- Rousseau, D. M., Ho, V. T. & Greenberg, J. (2006),”I-deals: Idiosyncratic Terms in Employment Relationships”, Academy of Management Review, 31(4): 977-94.
- Rynes, S. L., Gerhart, B. & Parks, L. (2005), “Personnel Psychology: Performance Evaluation and Pay for Performance”, Annual Review of Psychology, 56: 571-600.
- Saks, A. M. (2006), “Antecedents and Consequences of Employee Engagement”, Journal of Managerial Psychology,21(7): 600-19.
- Saks, A.M. & Rotman, J. L. (2006), “Antecedents and consequences of employee engagement”, Journal of Managerial Psychology, 21(7), 600-19.
- Schuster, J. R. & Zingheim, P. (1992), New Pay: Linking Employee and Organizational Performance, Lexington Books, New York.
- Seppälä, P., Mauno, S., Feldt, T., Hakanen, J., Kinnunen, U., Tolvanen, A. & Schaufeli, W. (2009), “The Construct Validity of the Utrecht Work Engagement Scale: Multisample and Longitudinal Evidence”, Journal of Happiness Studies, 10(4): 459-81.
- Schaufeli, W. B., Bakker, A. B. & Salanova, M. (2006), “The Measurement of Work Engagement with a Short Questionnaire: A Cross-national Study”, Educational and Psychological Measurement, 66(4): 701-16.
- Schaufeli, W. &Salanova, M. (2011), “Work Engagement: On How to Better Catch a Slippery Concept”, European Journal of Work and Organizational Psychology, 20(1): 39-46.
- Schaufeli, W. B., Salanova, M., González-Romá, V. & Bakker, A. B. (2002), “The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach”, Journal of Happiness Studies, 3(1): 71-92.
- Shaw, J. D., Dineen, B. R., Fang, R. &Vellella, R. F. (2009), “Employee-organization Exchange Relationships, HRM Practices, and Quit Rates of Good and Poor Performers”, Academy of Management Journal, 52(5): 1016-33.
- Shaw, J. D. & Gupta, N. (2007), “Pay System Characteristics and Quit Patterns of Good, Average and Poor Performers”, Personnel Psychology, 60(4): 903-28.
- Shimazu, A., Schaufeli, W. B., Kamiyama, K. & Kawakami, N. (2015), “Workaholism vs. Work Engagement: The Two Different Predictors of Future Well-being and Performance”, International Journal of Behavioral Medicine, 22(1): 18-23.
- Shore, L.M., Tetrick, L.E., Lynch, P. & Barksdale, K. (2006), “Social and Economic Exchange, Construct Development and Validation”, Journal of Applied Social Psychology, 36: 837-67
- Sinha, J. B. (2009), Culture and Organizational Behavior.SAGE Publications India.
- Singh, A. K. (2009), “HRD Practices &Organization Culture in India”, Indian Journal of Industrial Relations, 45(2): 243-54.
- Society for Human Resource Management (2014), Job Satisfaction and Engagement Survey, Alexandria,VA http://www.shrm.org/Research/SurveyFindings/Documents/14-0028% 20JobSatEngage_ Report_FULL_FNL.pdf.
- Triandis, H. C. (1995), Individualism and Collectivism, Boulder, CO: Westview Press.
- Trevor, C. O., Gerhart, B. & Boudreau, J. W. (1997), “Voluntary Turnover and Job Performance: Curvilinearity and The Moderating Influences of Salary Growth and Promotions”, Journal of Applied Psychology, 82(1): 44.
- Wang, X., Wang, L., Xu, X. & Ji, P. (2014), “Identifying Employee Turnover Risks Using Modified Quality Function Deployment”, Systems Research and Behavioral Science, 31(3); 398-404.