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The purpose of this study is to examine the relationship between perception of training, organizational commitment and organizational citizenship behavior. Moreover, the study examines the moderating role of power distance on the relationship between perception of training and organizational commitment.

Using stratified sampling technique, the data were obtained from 379 employees working at branches of public and private banks located in five metropolitan cities in Pakistan. To test the established hypotheses, structural equation modeling technique was adopted using Analysis of Moment Structures (AMOS) 21.0.

The findings stated a significant relationship between perception of training and organizational citizenship behavior, but there was no relationship found between perception of training and organizational commitment. Moreover, organizational commitment partly mediated the relationship between perception of training and organizational citizenship behavior. The results also described that power distance moderates the relationship between perception of training and organizational commitment.

The results of the study can be beneficial for banking sector and strategy makers who have extended vision and anticipate organizational citizenship behavior from their employees. The study also offers the scope and space for the prospective researchers and scholars to carry out further research.

There is extensive literature available on the relationship between perception of training, organizational commitment and organizational citizenship behavior. However, it is observed that very few studies took the opportunity to examine the moderating role of power distance on the relationship between perception of training and organizational commitment, particularly in the context of Pakistan. Therefore, this study can be considered as original and have a great value in understanding the developed relationships in the scenario of Pakistan.

The purpose of this paper is to examine the relationship between perceived organizational support (POS), employee development and organizational citizenship behavior (OCB) while considering the moderating effect of person–organization (P–O) on this association.

Using a stratified sampling technique, the data was collected from 331 employees working in different bank branches located in five metropolitan cities of Pakistan. To test the hypotheses, the structural equation modeling technique was applied using AMOS 21.0.

The results of the study strongly supported the relationship between POS, employee development and organizational commitment. However, an insignificant relationship was found between POS, employee development and OCB. The results also reported a significant relationship between organizational commitment and OCB. Moreover, the relationship between organizational commitment and OCB was found to be moderated by P–O fit.

The findings of the study can be useful for banking organizations and policymakers responsible for employee and organizational productivity. The findings of the study can also assist the organizational leaders in working on long-term employee support programs to maximize their commitment to the organization. The study also provides the scope and space for potential scholars and researchers for carrying out further research.

While there is extensive literature is available on POS, employee development and its impact on OCB. However, it appears that very little work has been done to examine the moderating role of the P–O fit in the relationship between organizational commitment and OCB. Therefore, this study can be considered as original and of great value in understanding its relationships between various constructs in the scenario of Pakistan.

The purpose of this paper is to examine the relationship between organizational justice and organizational citizenship behavior (OCB) while considering the mediating effect of organizational commitment and the moderating role of power distance on this association.

Using a stratified sampling technique the data were collected from the employees working in bank branches located in five metropolitan cities (i.e. Islamabad, Peshawar, Lahore, Quetta and Karachi) of Pakistan. A total of 409 responses were received and 379 questionnaires were considered for analysis. To test the hypotheses structural equation modeling technique was applied using AMOS 21.0.

The results reported an insignificant relationship between organizational justice and OCB, but the relationship between organizational justice and organizational commitment was found to be significant. It has also emerged from the analysis that organizational commitment fully mediates the relationship between organizational justice and OCB. Moreover, power distance was found to moderate the relationship between organizational justice and organizational commitment.

Findings of this study can be useful for banking organizations and policy makers responsible for employee productivity and overall employee well-being, particularly managers working on long-term organizational vision and expect employees to respond pro-socially toward fellow workers and organizational objectives. The study also provides the scope and space for potential scholars and researchers for carrying out further research.

Findings of this study can be useful for banking organizations and policy makers who have long-term vision and expect OCB from its employees to be sustainable in a dynamic market. The study also provides the scope and space for potential scholars and researchers for carrying out further research.

While extensive literature is available on organizational justice and its impact on OCB, very little work seems to have been done to examine the moderating impact of power distance between organizational justice and organizational commitment, particularly in the context of a developing country like Pakistan. Therefore, this work may be considered as original and of significant value in understanding the relationships between the various constructs in the scenario of Pakistan.

The purpose of this research is to examine how the chief exective officers (CEO's) transformational leadership impacts organizational innovation and individual innovative behavior, through the mediating role of collaborative human resource management (HRM) practices.

By using a stratified sampling technique, the data were obtained from ten Microfinance banks located in five metropolitan cities of Pakistan. By adopting a purposive sampling technique, total 427 responses were received out of which 411 responses were considered for data analysis. Structural equation modeling (SEM) technique was adopted using AMOS 21.0 to test the developed hypotheses.

The findings of the study described a significant and positive relationship between CEO transformational leadership and collaborative HRM. The collaborative HRM has also a positive impact on organizational innovation and individual innovative behavior. Moreover, the results revealed that collaborative HRM fully mediates between CEO transformational leadership and organizational innovation. However, partial mediate between CEO transformational leadership and individual innovative behavior.

The results of this study can be helpful for bank organizations and policymakers who have extended vision and anticipate the significance of innovation in a fast-changing market. The results of the study also provide the space and scope for prospective researchers and scholars for further research.

There is substantial literature existing on the relationship between CEO transformational leadership, organizational innovation and individual innovative behavior. However, the study finds this that only few researchers took the opportunity to observe the mediating role of collaborative HRM on the relationship between CEO transformational leadership, organizational innovation and individual innovative behavior in the context of Pakistan.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A study of workers in the banking sector in Pakistan found a significant influence of perception of training on organizational citizenship behavior (OCB). The study found no relationship between perception of training and organizational commitment, but OC partly mediated the effect of perception of training on OCB. Meanwhile, the results revealed that power distance moderates the impact of perception of training on organizational commitment.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The authors examined how employee led exchange benefits the organizations. Specifically, the authors aim at investigating the mediating role of family supportive supervision between employee performance and taking charge behavior. The authors further examined leader-member exchange (LMX) as a boundary condition between employee performance and family supportive supervision.

The authors collected data from 295 employees and their supervisors working in various public sector organizations of Pakistan on a convenience basis. Specifically, data on family supportive supervision and LMX was collected from employees; whereas, data on employee performance and taking charge was collected from their supervisors between June–September 2021.

The statistical analysis reveals that high-performing employees are reciprocated by the high family-supportive supervision which increases their work-life balance and they further reciprocate by showing a propensity to take charge. In addition, LMX is noted to strengthen the association between employees' performance and family supportive supervision.

This study explains how managers can extend the stream of employees' performance by highlighting the role of family-supportive supervision and LMX. The managers through high LMX and provision of family-supportive supervision can boost the employees' outcomes from job performance to extra-role performance (i.e. taking charge).

This study adds value to the existing body of knowledge by considering performance as a predictor of various organizational-level consequences. Recent studies have considered the negative consequences of employees' performance, while the positive aspect has been called for an investigation.