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The purpose of this paper is to identify and understand the dynamics among perceptual gap of work environment between a supervisor and subordinates; personal psychological capital; self-directed behavior in a non-Western manufacturing work context.

This study investigated 288 dyadic relationships between supervisors and subordinates from 43 technical teams that came from six different large automotive part manufacturing companies in South Korea. Sobel test technique was mainly used to examine the effects of the perceptual difference of work environment.

The results indicated that the supervisor’s perceptual gap of work environment from subordinates had a negative association with their self-directed behavior, B = 0.233, SE = 0.103, p = 0.023. On the other hand, the negative effect of supervisor’s perceptual gap showed the competitive mediation effect through an indirect path to the positive psychological capital (PsyCap), Sobel B = 0.126, SE = 0.061, p = 0.037. This finding showed that providing a high level of autonomous work environment is not sufficient to get employees to show a high level of self-directed behavior if the perceptual gap is not well managed.

Adding to the existing research that studies self-directed behavior or proactive behavior in the Western high-tech or service work context, this study extended our understanding about the impact of the perceptual gap of work environment in the hierarchical and highly standardized non-Western manufacturing context.

With the continued expansion of Western organisations and their leadership personnel and practices across national boundaries there is a need for continued critical examination of assumptions about the transferability of these practices into other cultural settings. The purpose of this paper is to focus on one such practice, delegation, and explores its relationship to leader-member exchange (LMX) relationships and work outcomes in a non-Western organisation.

Participants (186) were Chinese subordinate managers in a large transport company in Hong Kong. Data were collected via questionnaire and analysed using a path-analytic model.

The data supported a direct and indirect path between delegation and job satisfaction and an indirect path only between delegation and job performance where LMX was the mediating variable. The results highlight the importance of LMX in the delegation-work outcomes relationship.

The limitations of using a single site for investigation, cross-sectional data and common method bias are discussed in relation to suggestions for future research.

For the company in question, quality LMX relationships are seen as key for improving delegation-work outcome relationships particularly in terms of the potential to “soften” the autonomy requirements of the delegation process for Chinese subordinate managers.

This research adds new knowledge to the literature about the conditions under which delegation may be effective in improving subordinate job satisfaction and performance through the agency of enhanced LMX relationships in a Chinese work context.

The purpose of this study is to analyze the properties of Happiness at Workplace (HAW) scale and investigate the validity of the scale in the Indian context using a sample of EdTech employees (knowledge-intensive population). This is consistent with encouraging the happiness literature as well as facilitating positive approaches at the working place in developing economies.

Responses were collected via Questionnaire from the employees of EdTech Companies, and a total of 500 responses were investigated. The factor structures, reliability and validity of the HAW scale were tested with the help of SPSS and Smart PLS Software Version 4.0.8.7.

The findings of this study showed that all the criteria of reliability and validity for validation of HAW scale were met when used in Indian culture, and the higher-order construct of HAW scale was retained.

Because of the differences in work cultures and societal structures among nations, the validation of HAW scale in the Indian context is needed, as the majority of the studies in the field of happiness were conducted in Western countries. So this study contributes significantly by validating the HAW scale in India by using a sample of EdTech employees.

The study aims to examine the extent to which age and job satisfaction levels were predictive of organizational citizenship behaviours (OCB). From a practical perspective, understanding age- and job satisfaction-related participation in OCB would benefit management’s decisions regarding workers’ adaptability, general work effectiveness and the effective handling of demographic-dependant organizational characteristics. Members of the sample were 320 Ghanaian industrial workers.

Data were collected by cross-sectional self-reports. The internal consistency reliability was tested with Cronbach’s alpha. A one-way ANOVA and post-hoc analyses were used to compare the mean scores of the four age-cohorts. Hierarchical multiple regression was used to test the main and interaction effects of age and job satisfaction on OCB. A two-way interaction effect of age and job satisfaction on OCB was produced and illustrated graphically.

Both independent variables were predictive of OCB. Age was a significant predictor of OCB in this sample. In contrast to Western studies, older workers were more active in citizenship behaviours than their younger counterparts. The data also indicated job satisfaction to be a significant predictor of citizenship behaviours. Compared to older workers, younger workers’ citizenship behaviours were significantly influenced by job satisfaction. Results were interpreted in the context of East/West cultural values, with special emphasis on Ghanaian cultural influences on OCB. Implications of the findings are discussed.

The study explored for the first time, the joint impact of age and job satisfaction on citizenship behaviours.

The purpose of this study was to investigate the perceived gender differences in pay and promotion of bank managers in Nigeria, and how these differences affect job overall satisfaction of male and female bank managers in selected banks in Nigeria.

The population for this study comprised bank managers who were members of the Chartered Institute of Bankers of Nigeria. A total of 800 questionnaires were sent to potential respondents chosen from 50 banks. A total of 512 usable questionnaires were returned giving a response rate of 64 percent.

Results of this study indicate that a salary differential does exist between male and female bank managers in Nigeria. Male managers were more satisfied with their salary than their female colleagues. Results also indicated that there were gender differences in promotion. Male managers were overall more satisfied with their company promotion policies than their female counterparts.

This research is limited to the banking industry. Thus, the results cannot be generalized to other industrial sectors of the economy. This study needs to be replicated in other organizations using the same method.

The study offers practical suggestions to the banking industry and human resources managers on how to recruit, pay, promote and retain women managers as well as to maintain gender equity in the industry.

The study examines gender related issues in a developing economy this is under‐researched area. It offers recommendations on how to provide opportunities for women to excel in the banking industry in a developing economy.

There has been an upsurge of publications based on Hermann Witkin's ground-breaking work on cognitive styles and human perception differentiated into field-dependent and field-independent styles (Winerman, 2006; Nisbett & Miyamoto, 2005; Nisbett, 2003). This paper builds on current and past research of Witkin (1969) and applies his concepts to the study of global managers and OD practitioners. The goal is to describe core aspects of culture-related challenges, which global mangers and OD practitioners have to overcome, and ends with proposing future research on the possibilities of training global managers and OD practitioners in order to develop integrated perceptual-cognitive ability (IPCA). Such an IPCA competence would allow them to master both field dependent and field-independent perceptual-cognitive skills.

This paper seeks to present and discuss the findings of a study of staffing practices in the Sri Lankan private sector with particular reference to junior level managerial jobs. The scope of staffing practices consisted of six major areas, namely the usage of information from job analysis in staffing, the sources of labour, selection criteria and selection methods in use, the validation of staffing practices and the involvement of HR managers and line managers in staffing.

Sixty‐two companies were selected based on a stratified random sample method from two major types of companies – those listed on the stock exchange and those not listed. A self‐administered questionnaire was chosen as the main mode for data collection. For the study, a combination of quantitative and qualitative inquiries was adopted.

Sri Lankan companies placed higher weighting on the external labour market in recruitment and the use of objective criteria in selection. The common ground for the companies is the heavy role that interviews, written examinations, psychometric tests and assessment centres play as selection methods.

The credibility of management concepts is partly determined by their diffusion across the world. Also, such credibility will be enhanced if the concepts are viewed to be applicable in different country contexts. However, staffing practices remain dubious due to the lack of empirical studies in the context of Asian developing countries. Specifically, no such studies have been conducted in the context of Sri Lanka.

The current study aims to propose a novel three-way interaction of work motivation (intrinsic/extrinsic) and work environment (organizational justice), in a Romanian context. Moreover, as managers and employees do not have the same needs, workloads and performance assessments, so the research model is tested in four groups: employees, office managers, department managers and executives. Additionally, a minor goal is to replicate known relationships in the literature in a non-Western country.

To this end, a total sample of N = 3,287 Romanian participants was obtained, using established, valid and known measures. Statistical analyses included common-method bias analysis, zero-order Pearson correlations and linear regressions with bootstrapping.

Results support the hypothesized three-way interaction, such that only when both motivations are high does the work environment have a profound effect on organizational outcomes, but when both are low, the employee becomes indifferent to the work.

Workplace fairness and work motivation are topics concerning employees and managers alike. While their roles in contributing to reduce work misbehaviors and increase extra role behaviors have been outlined in the past as, they may interact in surprising ways, and differently in every managerial level. On one hand, the current article replicates established associations but, on the other hand, it does so from a non-Western perspective and with the not-yet-researched addition of a three-way interaction between work environment (i.e. perceptions of organizational justice) and the individual's motivational dispositions (i.e. intrinsic and extrinsic work motivations).

Previous studies on job characteristics have been performed mainly in Western contexts. More empirical evidence is needed to understand the important job characteristics of positive job outcomes in a non‐Western context. Therefore, this research has two objectives: to assess the impact of five job characteristics on work attitudes and behaviors in the UAE, and to test the mediating impact of distributive justice on the job characteristics‐work outcomes relationship.

The study reports responses of 350 employees from five large organizations operating in Dubai. Data were collected on a structured questionnaire containing standards scales of job characteristics, job satisfaction, organizational commitment, turnover intentions, distributive justice, and some demographic variables. After testing scales reliability and validity, the proposed linear relationships were tested using a series of separate hierarchical regression analyses. Proposed mediation hypotheses were tested using Baron and Kenny's recommendations.

Consistent with studies conducted in a Western context, the study showed that skill variety and feedback have functional impacts on job satisfaction, organizational commitment and turnover intentions. Contrary to Western studies, the study reported that task identity and task significance have functional effects on work attitudes and behaviors. Autonomy also showed unexpected positive relationship with turnover intentions. Additionally, distributive justice mediates some of the relationships between job characteristics and work outcomes.

The limitations of common method bias and cross‐sectional data are discussed in the light of implications for future research. Nevertheless, the results provide new insights on the influence of job characteristics on work outcomes in a non‐Western context of the UAE. Also, the study reported evidence for the mediating impact of distributive justice on the job characteristics‐work outcomes relationship.

The study has implications for enhancing work behaviors and attitudes. In general, enhancing certain job characteristics can result in higher‐level employee outcomes. Also, managers should improve some of the contextual factor (i.e. distributive justice) in order to enhance the impact of job characteristics on work outcomes.

The study is considered to be one of the first to examine the job characteristics‐work outcomes relationship in a non‐western context of the UAE. Also, it is among the first studies to test the role of distributive justice as a mediator for the job characteristics‐work outcome relationship.

Although individual work performance (IWP) has been the subject of research by many authors, most of them have explored work performance as an outcome. However, IWP can also be viewed as conducive job behaviors. On the other hand, as employee behavior is contextual, it must be analyzed from various angles, especially in regard to a national culture of employees. In line with that, the purpose of this study was to explore the behavior-based IWP in the banking and insurance sector in New Delhi (India) by testing the original tool and modifying it into a proposed instrument for its assessment in a Hindi–English environment.

Using a quantitative approach and exploratory and confirmatory factor analyses, specific items for the work performance assessment were selected. The specific steps involved in these processes and resulting item inclusion are discussed in detail.

Although employees display a positive behavior-related work performance, there is a difference between private and public company workers. The study proposes modification to the original scale used.

The originality of the study is the assessment of IWP as a result of job behaviors in the non-Western context, in banking and insurance companies. The study has both theoretical and practical value.