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IIM Indore

PurposeThe purpose of this paper is to empirically examine both the direct effects and the interactive effects of job insecurity and job embeddedness on unethical pro-organizational behavior.Design/methodology/approachData were collected, using established scales, from employees of different Indian organizations. In all, 346 responses were collected. The data were analyzed using a stepwise multiple regression technique.FindingsThe results of the analysis reveal that both job insecurity and job embeddedness are positively linked to unethical pro-organizational behavior. Further, the relationship between job insecurity and unethical pro-organizational behavior is moderated by job embeddedness.Research limitations/implicationsThe study’s results indicate that managers should be aware that employees who run the risk of losing their jobs might be inclined to perform pro-organizational behavior that could be unethical. Intrinsically, such acts could be detrimental to the organization’s long-term health and therefore managers should be vigilant and timely in discouraging this behavior.Originality/valueUnethical pro-organizational behavior as a means used by employees to combat job insecurity has not previously been addressed by researchers. Thus, this study contributes to the literature through its empirical examination of the role of job insecurity and job embeddedness as factors influencing unethical pro-organizational behavior.

Organizational Behaviour and HRM

Fulltext

Personnel Review

The direct and interactive effects of job insecurity and job embeddedness on unethical pro-organizational behavior: An empirical examination

While performance appraisals are considered to be rational systems necessary for human development in organizations, they can have potentially negative consequences. The judgments involved in performance appraisals could be experienced in subjective and partisan ways. Appraisals could be experienced as dirty work and could lead to deviant behaviors inside organizations. Particularly, those who receive good appraisals could develop emotions of contempt towards those who receive poor appraisals and thus better performers may feel justified in engaging in deviant behaviors towards poor performers. Further, it is only the sense of organizational support that may help in attenuating deviant behaviors actuated as a consequence of performance appraisals.

Indian Journal of Industrial Relations

Downside of performance appraisals and the potential for deviant behaviors

Perceived organizational support has been a widely studied construct during the past three decades, and it has been linked to organizational identification. However, not many studies have investigated this link. This study aimed to explain this relationship through organization based self-esteem and empirically examined the relationship between organization-based self-esteem and organizational identification, which has also not been studied adequately. Hence, inter-relations among the perceived organizational support, organization-based self-esteem, and organizational identification were studied in depth. The present study proposed the hypothesis that perceived organizational support and organization-based self-esteem are positively linked to organizational identification. Further, it examined the hypothesis that organization-based self-esteem will mediate the relationship between perceived organizational support and organizational identification. The data was collected from 325 employees, of which 75 respondents were females, using established scales. Overall, 75 percent of the respondents were less than 40 years of age and 66 percent of the respondents had at least 3 years of work experience. Structural equation modelling and regression analysis were used to analyze the data. The results from the data supported the hypothesized relationships. The model fit indices of both the direct and the indirect models were acceptable. Moreover, the regression analysis results also indicated partial mediation, indicating that organization based self-esteem partially mediated the relationship between perceived organizational support and organizational identification. The managerial implications of the findings are also discussed.

Organization Behavior and Human Resource Management

Linking Perceived Organizational Support to Organizational Identification: Role of Organization Based Self-Esteem

Women leadership has gathered momentum and is gaining acceptance. Women are equally competent in performing their roles and responsibilities as men. However, in the field of Supply Chain Management (SCM), the incidence of women leadership is relatively low. This conceptual paper attempts to address this inconsistency. The paper outlines the evolution of SCM and the challenges of Supply Chain (SC) leaders; particularly, how women as SC leaders can tackle challenges and enhance the overall performance of the Supply Chain. A conceptual model for women leadership in SCM has been proposed and the direction for future research has been laid out.

Operation Management and Quantitative Techniques

World University root node

International Journal of Economic Research

Women leadership in supply chain management

The study was undertaken to link organizational identification with job embeddedness in Indian context. Literature review suggested that though there is a case for linking these two variables there are hardly any study which has empirically tried to explore this relationship particularly in Indian context. For addressing this gap in the literature, a survey was conducted using established scales. In all 325 usable survey responses from executives working in various sectors in India were analyzed using regression analysis. The results show that organizational identification and job embeddedness are strongly related. However, hypotheses stating that the perceived organizational support and job satisfaction will accentuate this relationship were not supported. These findings along with the finding that organizational identification and job embeddedness are strongly related, throws up a few implications for the practicing managers. Overall this study attempts to contribute to the literature by empirically examining the relationship between organizational identification and job embeddedness as the existing literature on this relationship is scant. Moreover, the context of the study being India, the findings of the study will contribute to the implications for practicing managers in India for arresting employee turnover.

International Journal of Business and Management

Linking Organizational Identification to Job Embeddedness in Indian Context: Role of Job Satisfaction and Perceived Organizational Support

This paper provides a critical review of literature on the construct ‘supply chain orientation’. The study aims at edifying the evolution of the construct, research approaches/ methodologies adopted, and issues and solutions for attainment of higher performance in the highly competitive business environment. This study includes all the articles on the SCO construct published in top notch management journals and detailed examination has been carried out as to the location of the study, methodologies, focus, approaches, contribution and industries studied etc. Findings reveal that supply chain orientation in the context of operations management and overall general management is an important but little investigated area of research. Future scope for research is identified relating to refining the theory of supply chain management, scale development, framework development, crossindustry and cross countries research, action based research and effects of intervening variables. The main contribution of the study is the development of the taxonomy, detailed description along with concise explanations and treatment of the various research methodologies followed and motivation for future research.

International Journal of Applied Business and Economic Research

Supply chain orientation: Literature review and research agenda

The objective of the present study was to extend the findings of the work of Finegan (2000) in a different set up. In this study multiple organizations from a sector spread across India are considered. The study supports the argument that different clusters of values predict different facets of organizational commitment. The results of regression analyses revealed that 'affective', 'normative' and 'continuance' commitments were each predicted by 'humanity', 'vision' and 'bottom-line' value clusters separately.