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This paper aims to study gender differences on six organizational climate variables. Employees’ views on their identification level, clarity of goals, perceived equity, welfare measures and outward focus of the organization were solicited in two different studies, while supervisors’ views on subordinates’ deviant behavior was explored in one of the studies.

The research design incorporated getting data using a questionnaire from two large organizations in India: a government utility and a private sector company. In all, 545 responses from government utility and 8,853 responses from the private company were analyzed, which formed the basis for this study.

The paper demonstrates that gender differences in employee perceptions are not only socially determined for some variables but in fact may also depend on the organizational structural contexts in presence of explicit supporting policies. Gender differences in identification level and goal clarity were determined by larger social context in the absence of any structural arrangement in both organizations. However, gender differences regarding perceived climate of welfare measures, outward focus of the organization and fairness were contingent on the structural context of the two organizations on account of differing arrangements in both the organizations. Also, women participants were perceived by their supervisors to indulge less in deviant behavior as compared to male participants in one of the study.

Although this research includes only two organizations and the findings may, thus, not be generalizable, a key finding that emerges is that to balance the needs of both genders, managers may need to be cognizant of both organizational and social contexts.

To the best of the authors’ knowledge, this study is first to consider a detailed analysis of organizational climate with respect to gender perception particularly in the Indian context. The context of the study in two structurally different large organizations further adds to the value of this research.

The purpose of this paper is to examine the mediating roles of two variables of psychological empowerment and affective commitment of frontline service employees (FSEs) in the relationship between transformational leadership (TFL) and proactive customer service behavior (PCSB) of FSEs.

In a rigorous research design, the authors obtained data from 225 FSE-supervisor dyads working in a large Indian IT services organization. Analysis was done using structural equation modeling approach in LISREL 8.72.

As expected, affective commitment and psychological empowerment of FSEs fully mediated the positive relationship between TFL and PCSB of FSEs, even after controlling for age and tenure. The specified model explained 24 percent of the variance in PCSB of FSEs.

As FSEs act as the face of a service organization, therefore their proactive behavior plays an important role in customer satisfaction. Enactment of TFL by supervisors fosters PCSB of FSEs. Therefore, organizations must develop TFL skills in their managers to psychologically empower FSEs and get them committed to a superior service delivery through PCSB.

The study is one amongst the few studies to explore the relationship between TFL and proactive behavior in the customer service domain. Additionally, to the best of the authors’ knowledge, this is the first study to examine the explanatory mechanisms through which transformational leaders foster PCSB of FSEs.

This paper aims to examine the explanatory roles of organizational justice (OJ) and learning goal/need satisfaction (LGS/LNS) in the relationship between participation in decision-making (PDM) and turnover intention (TI) of employees. OJ was expected to mediate the relationship of PDM with LNS and TI. Further, LNS was expected to mediate the relationship of PDM and OJ with TI.

This study used a rigorous design with 192 responses collected with temporal separation using snowball sampling technique. Responses on PDM, OJ and LNS were taken at one point of time, whereas responses on TI were taken at another point of time. Analysis was done using structural equation modeling approach in IBM SPSS AMOS 20.

OJ partially mediates PDM and LNS relationship but fully mediates PDM and TI relationship. Further, LNS partially mediates OJ and TI relationship but fully mediates PDM and TI relationship. PDM does not have a direct effect on TI.

Ensuring participation of employees on programs and policies including those on human resources by itself may not be able to reduce TI of employees. It is when employees are able to experience fairness for themselves and/or they are able to add value for themselves by enhancing relevant knowledge base that PDM has an impact on TI. Therefore, organizations must ensure all three aspects of concern to employees; ensuring participation, fairness and individual growth of the employees to address TI.

Although there are studies relating TI separately with PDM, fairness and satisfaction, this study is able to contribute by specifying two-stage explanatory mechanism between PDM and TI. In addition, the authors believe that this study has brought in so far unexplored nuance of relevance of individual quest for learning in explaining TI. Further, through the use of robust design, the study contributes in corroborating research findings on TI.

Scholarly studies have criticized transformational leadership (TFL) for its lack of conceptual clarity and inadequate operationalization. This study endeavors to do a detailed examination of the dimensions of the construct to address the lack of conceptual clarity. Further, with respect to concerns regarding operationalization, the study does an exploratory evaluation of reconceptualized TFL's relationship with psychological empowerment, a construct through which TFL mostly has its beneficial outcomes.

Respondents (n = 335) from an Indian information technology (IT) services organization report on their psychological empowerment and the transformational behaviors of their supervisors using temporally separated (15 days) online questionnaires.

As expected, the dimensions of transformational leadership are not equally salient in influencing psychological empowerment; however, they explain variance in all dimensions of psychological empowerment. Visioning relates to meaning and impact; inspirational communication relates to all dimensions of empowerment; personal recognition relates to impact and competence; finally, intellectual stimulation relates to self-determination. Contrary to expectations, however, data did not support the relationship of intellectual stimulation and supportive leadership on competence.

Data collected from a single organization limit the claims of generalizability, and the use of a cross-sectional design prevents claims of causality. Given the significant variation in relational properties of individual dimensions, scholars can use dimensions of TFL, and therefore theorizing with these is possible.

This paper provides additional support for the unpacking of TFL, by hypothesizing and demonstrating the dimensional relationships between TFL and psychological empowerment.

The purpose of this paper is to integrate learnings from social exchange theory, organizational support theory and JD-R model to explore the relationship among support for development, work engagement (WE), job satisfaction (JS) and turnover intention (TI). It was hypothesized that the relationship between managerial support for development (MSD) and TI would be explained through organizational support for development (OSD), WE and overall job satisfaction (OJS).

A cross-sectional survey on a sample of 5,088 service industry employees undergoing organizational change and working in the business-to-business context was employed. Reponses were analyzed using IBM® SPSS® AMOSTM 20.

The findings were along the hypothesized lines. The study found support for mediation by OSD, WE and OJS, respectively of MSD and TI relationship. Similarly, the mediation of MSD-OJS relationship by OSD and WE, respectively were also supported. Furthermore, OSD mediated the relationship between MSD and WE; while the relationship between OSD and TI was mediated by WE and OJS, respectively and additionally, the OSD-OJS relationship was mediated by WE. Lastly, the mediation of WE-TI relationship by OJS was also supported. Therefore, the sequence of MSD-OSD-WE-OJS-TI partial mediation model was supported.

While the sample size (n=5,088) is large, the respondents belong to one business unit of an organization, constraining generalizability. Additionally, the study is limited by cross-sectional design. Finally, the study was restricted by the choices of perceptual measures of study variables and non-quantitative evaluation of discretion/job demand.

Using learnings from multiple theories, the present study examined the roles of two sources of support for development (organizational and managerial) and two job-related states (WE and JS) in relating with TI. Interestingly, all the expected relationships were true in a context signifying the discretionary nature of organization. Further, testing of alternate models gives additional credence to the findings.

In today’s scenario when loyalty can no longer be demanded from employees, the extent of organizational identification (OID) of employees predicts outcomes of organizational interest. It is therefore essential for organizations to foster the sense of oneness in employees. Since, need satisfaction lies at the core of human motivation, the purpose of this paper is to test if satisfaction of learning, performance, and relatedness needs at workplace could influence employees’ identification with the organization.

For this study, the authors collected data from 365 professionals representing diverse work backgrounds and analysed it using structural equation modelling approach.

Results suggest that OID is positively influenced by satisfaction of these three needs and about 45 per cent of its variance is explained by these needs.

The study corroborates the relevance of the three needs in organizational context. Although not a part of design of the study, nonetheless the study sheds light on methodological and theoretical possibilities of salience of needs. Therefore to the best of awareness, this study stands apart from other studies exploring relationship of disparate needs with OID. The authors believe the study enriches social identity theory literature in indicating that researchers should not only consider focusing on relationship of needs variables with OID but also the dynamics of interaction between various needs among themselves as well as on their differential relationship with OID.

This paper aims to explore the impact of a company's diversity strategy on employees’ attitudes and behaviors at the workplace. Specifically, the paper seeks to test the relationship between perceived diversity climate and employee's organizational loyalty with mediating role of perceived organizational support.

The paper is based on survey based empirical research. Measurements of predictor and criterion variables were temporally separated and the hypothesized relationships were investigated by using a structural equation modelling approach.

The findings show that perceived organizational support mediates the positive relationship between perceived diversity climate and employee's organizational loyalty, after controlling for the demographic factors.

This paper relies on self‐report surveys for data collection from a single organization. Future studies should consider multiple organizations for generalizability and collect data through multiple methods to avoid common‐method bias.

The paper suggests that management should adopt a strategic approach to diversity management for building employees’ organizational loyalty, which will help them counter talent attraction and retention problems.

This study contributes to the diversity management literature by investigating how the company's diversity strategy influences employees’ attitudes and behaviors at the workplace.