Purpose-The paper aims to identify the key issues of job design research and practice to motivate employees' performance. Design/methodology/approach-The conceptual model of Hackman and Oldham's job characteristics has been adopted to motivate employees' performance. Findings-The paper finds that a dynamic managerial learning framework is required in order to enhance employees' performance to meet global challenges. Practical implications-Traditional outcomes will certainly remain central to the agenda. But some wider developments are to be incorporated within organizational systems so as to motivate employees for better performance. Originality/value-The paper may be of value to researchers and practitioners in the management development field for offering enhanced jobs to employees leading to improved performance.

Purpose The purpose of this paper is to discover the role of psychological capital (PsyCap) as a predictor of subjective well-being (SWB) and career commitment (CC). Further, it aims to analyze the mediating role of SWB in the relationship between PsyCap and CC in the Indian manufacturing sector. Design/methodology/approach A quantitative survey-based research design employing data from 300 employees in the National Capital Region (NCR) of India was used in the present research. Findings The results demonstrated that PsyCap acted as a predictor for SWB and CC. Additionally, SWB partially mediated the relationship between PsyCap and CC. Research limitations/implications The limitations of the present research would have to do with the purposive sample set chosen during the data collection. The sample consisted of middle- and upper-middle-class Indian employees working in the NCR having knowledge of English language and computer skills. Perhaps, future research works should take into account a wider sample in terms of the regions across India and not only the NCR. Although the findings showed that SWB reduced the relationship between PsyCap and CC, still that relationship was significant statistically. Further research studies might also explore various moderators while simultaneously studying SWB. In the research, SWB acted as a significant mediator of the relation between PsyCap and CC, yet at the same time, it may be the scenario that employees who are committed toward their career would be more inclined to espouse a greater sense of SWB (i.e. mediator is caused by the outcome). Hence, the authors duly recognize the need to test this substitute model. Since, SWB places chief emphasis on respondent’s own experiences and perspectives; it does not denote a consummate understanding of their mental health as people may have psychological disorders even if they experience happiness. Hence, the use of other measures in addition to SWB in comprehending a person’s psychological health is desirable (Diener et al., 1997). Practical implications This study suggests that in order for organizations to have a workforce committed to their career and hence, their profession, the supervisors will need to train the employees having a higher incidence of PsyCap to increase their SWB. Consequently, the supervisors will, in turn, need to recruit employees already having the four dimensions of PsyCap, i.e. hope, efficacy, resilience and optimism at the workplace in order for them to have a higher life satisfaction, positive affect, reduced negative affect (three components of SWB) and increased CC. Social implications Employees who develop within themselves a state of being hopeful, efficacious, resilient and optimistic will also be strongly oriented toward having greater life satisfaction, positive affect and lower levels of negative affect. This, in part, would help them achieve the required commitment toward their career and hence, help them in sticking with their jobs. Originality/value The present study advances the existing work on positive organizational behavior by exhibiting the noteworthy role of PsyCap in predicting SWB and CC. Further, it helps in demonstrating the inevitable role of SWB in partially mediating the relationship between PsyCap and CC.

Purpose -Research on organizational climate has shown a significant upward trend in the recent past. The purpose of the present study is to propose a conceptual model that empirically examines the relationship of dimensions of organizational climate with managerial effectiveness in Indian organizations. Design/methodology/approach -A data set of 245 managers/executives was collected from Indian organizations through a survey instrument. The collected responses were subsequently tested by using structural equation modeling (SEM). Further, the hypothesized model was tested by employing five stages of hierarchical multiple regressions. Findings -The findings suggest that organizational climate dimensions, i.e. organizational process, altruistic behaviour, role clarity and communication, results-rewards orientation and certain aspects of interpersonal relationships play a significant role in increasing managerial effectiveness.Research limitations/implications -The results indicate ways in which organizations might develop supportive climates in order to reinforce effectiveness of the organizational members. Originality/value -The role of organizational climate in employee effectiveness is currently under-researched in the Indian context. The present study is an earnest effort in this direction to analyse the link between organizational climate and managerial effectiveness.

The study presented here tests the relationships among psychological climate, work engagement, and OCBs in an Indian sample of working population of IT professionals. A survey-based study was conducted in 13 IT organizations across National Capital Region (NCR). Data analysis, performed using structural equation modeling (SEM) approach, revealed that work engagement fully mediates the relationship between supportive management, self-expression, and job-challenge, and partially mediates clarity, recognition, and contribution with OCBs. The perceptions of an employee about his or her work environment play a predictive role in determining his/ her work engagement. The study provides an insight into the underlying process through which employees' climate perceptions impact upon their OCBs. The characteristics of IT professionals (knowledge workers seeking excellent working environments and flexibility at work) and the nature of IT projects (greater co ordinations, and interdependences in work groups) make IT a unique and interesting context to study.Organizational citizenship behavior (OCB) has long been substantiated as a crucial aspect of organizational life and a key to achieving enhanced organizational effectiveness. George and Brief (1992) and Runhaar, Konermann, and Sanders (2013) argue that formal job and task descriptions can never cover an entire array of contributions and behaviors that are needed to successfully respond to continuously changing demands. Organizations de-

PurposeThis research aims to assess the significant differences in the climate profile and organizational citizenship behaviors (OCBs) of teachers working in public and private schools of India.Design/methodology/approachThe sample comprised of 100 teachers, out of which 50 teachers were from public school and 50 teachers were from private schools. Following data collection, significant differences regarding climate profile and OCBs were examined by using t‐test.FindingsThe findings indicated significant differences in the climate profile of public and private schools. Also, there was significant difference in the exhibition of citizenship behaviors of teachers working in public and private schools.Research limitations/implicationsThe research represents the beginning and not an end to the examination of climate of schools as well as exhibition of citizenship behaviors of teachers. The study makes feasible suggestions for improving the climate profile of private schools and citizenship behaviors of teachers. It also implies that to enhance the climate of private schools, appropriate strategy must be followed which can transform teachers to be creative, innovative, and flexible. Also, open communication and appropriate feedback must be encouraged which can build strong relationship between teachers and principal, which is generally stymied by the bureaucratic leadership styles of the principals.Originality/valueThis study provides further groundwork to assist administrators in identifying other areas which are sensitive to climate profile and behavioral aspects of school and aspects which can prevent from tarnishing the image of the school.