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The purpose of this paper is to study the mediating role of organizational trust in the relationship between perceived organizational support and organizational justice on the one hand and their consequences, namely employees’ in-role performance and their levels of organizational cynicism on the other. Along with this, accounting for organizational trust as a mediator and organizational cynicism as a critical consequence the authors aim to contribute to the literature pertaining to these variables.

Random sampling technique was applied. Data were collected from 237 managerial-level employees and 156 of their immediate supervisors of seven privately owned manufacturing and service sector organizations in India. A questionnaire comprising 49 items pertaining to the study constructs was administered. Item analyses were carried out to estimate the reliability of the instrument. A confirmatory factor analysis was conducted to establish the instrument’s construct validity and uniqueness of the study constructs. The hypotheses of the study were tested and competing path models were compared using structural equation modeling (SEM) techniques with maximum likelihood estimates.

All scales were found to have acceptable reliability estimates. Results of the confirmatory factor analysis established that the manifest variables loaded significantly on their latent constructs and that the latent constructs were empirically distinct. This established the scales’ construct validity. The results of the SEM procedures indicated that all hypotheses of the study could be accepted as statistically significant and that organizational trust mediates the path between the independent and the dependent variables.

The study was cross-sectional in design and, as such precluded causal inferences. Data were collected from private sector firms operating in India, and hence, there was a limitation regarding the findings as far as cross-national generalization and generalizability among employees of state-owned enterprises were concerned.

The study identified some practical implications related to its findings. These include meeting the affiliative needs of employees, managers as organizational agents must manifest organizational support by regularly interacting with their subordinates, and that managers should address their reportees not as members of a given department but as members of teams and allocate job assignments accordingly.

The findings of the study lend credibility to an interplay between social exchange ideologies, equity sensitivities, and fairness heuristics. Additionally, the results of this study extend the social exchange-equity theory literature which has placed social exchange variables as predictors of workplace outcomes in an Indian context. This, further leads to the enhancement of positive consequences such as task performance, and reduces negative outcomes such as cynical attitudes towards the organization.

The present research is among the first of its kind to examine the study variables vis-à-vis managerial employees working in India. This study would also qualify to be among the very few studies in India with reference to the social exchange, equity, and fairness heuristics theories.

Despite organizational socialization and support, contemporary managers often perceive employees to be less engaged and attached to their workplace, multiplying their workload with unsolicited vexations and worries. In this connection, the purpose of this paper is to explore and possibly confirm the ameliorative role of organizational identification as a mediator between employees' perceptions of organizational support and justice and their favorable association to their levels of engagement and attenuation of their intentions to quit.

Suitable theories such as the social exchange and fairness heuristics theories were examined to select and support the study constructs. Accordingly, the literature was reviewed to formulate the study hypotheses and connect them through a conceptual latent variable model (LVM). Data were collected from 402 full-time managerial executives all over India. The data thus collected were subjected to structural equation modeling (SEM) procedures.

All the measures used in this study had acceptable reliabilities as indicated by their Cronbach's Alpha values. Based on the SEM procedures all the study hypotheses and one of the competing LVMs labeled as LVM5 was finally accepted.

The distinctive feature of this study is the theoretical compilation of all the study constructs in one LVM and subsequent empirical verification of the same. This study is, perhaps, the first of its kind to examine the implications of such justice-based perceptions of social exchange relations between employees and their organizations in India more so, since it considers support and justice to complement each other as an interactive whole.

The purpose of this paper is to examine the relationship between psychological climate, and transformational leadership, with employee performance. The paper builds on relevant research in this area, and extends such research to the Indian context.

Data were gathered from 357 participants in Indian organizations, who responded to questions regarding their work environment and perceived supervisory support. The respondents' demographic data were treated as control variables.

As predicted, it was found that organizational psychological climate, and transformational leadership, predicted job satisfaction. Job satisfaction, in turn, predicted employee performance, a composite measure of in‐role and extra‐role performance.

All data were collected from the participants at one point of time – as such, causality cannot be inferred, and the results may be subject to common method bias.

From a practical perspective, the results emphasize the need for organizations to create a positive climate, where employees can feel valued. Next, the results suggest the need for managers to adopt a transformational style of leadership over the transactional style, so that employees may learn and grow with the organization. Together, these shall result in increased employee satisfaction which shall ultimately lead to higher levels of employee performance.

While there are numerous theoretical pieces exploring the antecedents of employees' performance, the number of empirical studies relating cross‐level variables using structural equation modeling is limited. Moreover, this is the first known study to examine the variables in the Indian context, which continues to gain importance on the world economic scene.

The purpose of this study is to investigate the relationship between psychological climate and employee performance, in the Indian environment, in order to understand better the conditions that foster high levels of in‐role and extra‐role performance.

Based on a literature review, the paper includes organizational citizenship behaviour (OCB) and job satisfaction as mediating variables. Further, it uses data obtained from 357 managerial employees in the manufacturing and service sectors in India to analyze the relationships.

The results support the hypotheses that an individual's perception of the psychological climate in the organization has a significant positive impact on his/her willingness to engage in OCBs, as well as on his/her job satisfaction levels. Further, OCB and job satisfaction levels have a significant impact on individuals' performance.

The present study relies exclusively on cross‐sectional data, limiting the ability to generalize beyond a point. Further, a significant majority of the respondents were male, again limiting generalizability.

The findings suggest that Indian organizations need to pay attention to employee perceptions of the work environment, and that human resource strategies should go beyond establishing policies and procedures to fostering a employee‐friendly work environment that promotes both in‐role and extra‐role performance.

This study emphasizes the importance of both in‐role and extra‐role performance in the Indian context. Further, given India's rise on the world economic scene, the findings suggest that organizations wishing to sustain their competitiveness and growth levels need to pay attention to their employees' perceptions and beliefs.

The purpose of this paper is to explore the interactive effects of psychological contract violation (PCV) and leader member exchange (LMX) on workplace behaviors and attitudes. Another purpose of this research was to contribute to the existing literature pertaining to PCV and organizational cynicism in the context of managerial employees working in India.

Data were collected from 237 managerial-level employees and 156 of their immediate supervisors of seven organizations in India. A questionnaire comprising 36 items pertaining to the study constructs was administered. The reliability of the instrument was verified through item analyses. A confirmatory factor analysis (CFA) was conducted to establish the instrument’s construct validity. Study hypotheses were tested and competing models were compared using structural equation modeling (SEM) procedures.

All scales were found to have acceptable reliability estimates. A CFA established that the manifest variables loaded significantly on their latent constructs and that the latter were empirically distinct. This established the scales’ construct validity. The results of the SEM procedures indicated that all study hypotheses could be accepted as statistically significant. Also, the moderator variable had a quasi-interactive impact on the criterion variables.

This research is among the first of its kind to examine the variables of PCV and organizational cynicism among managerial employees working in India. It may also be one of the few meso-level investigations in extant literature examining the interaction between an individual (PCV) and a group (LMX) level variable and its impact on workplace behavior (organizational citizenship behavior) and attitudes (organizational cynicism).

The purpose of this paper is to explore the factors that drive consumer love toward a brand and the opportunities a consumer’s love create for a brand in India.

A total of 23 in-depth interviews were conducted with consumers. The interview transcripts were analyzed through thematic analysis using qualitative software Nvivo10.

This paper proposes a conceptual model where respect, brand experience, and brand reputation have been identified as factors driving brand love and affective commitment, consumer citizenship behavior, repurchases intention, consumer forgiveness, and attitude toward the extension as outcomes of brand love.

Consumers bond with brand helps in mitigating the feelings of transgressions by the brand, and also protects brand from negative word of mouth. Consumers who are in love with a brand show positive attitude toward its extensions. These results provide pointers to brand managers on how to protect and expand the business.

The extant brand love research seems to be solely in the western context. To the best of the author’s knowledge, this is the first study of its kind that empirically investigates antecedents and consequences of brand love in India.