Purpose-This study aims to examine the relationship between authentic leadership (AL), affective commitment and individual performance. More specifically, this study aims to understand how (a) AL influences employees' affective commitment, (b) AL influences individual performance, (c) Affective commitment influences individual performance and (d) Affective commitment mediates the relationship between AL and Individual Performance. Design/methodology/approach-Two hundred and twelve Portuguese employees participated in this study. A quantitative methodology was used. Baron and Kenny's linear regression method and Sobel test were used to test the mediation relationship. Findings-The results reveal that affective commitment mediates the relationship between AL and employees' performance. In others words, leaders' authenticity promotes employees' affective commitment which, in turn, increases their individual performance. Practical implications-This research has practical implications for human resources management in organizations, particularly in selection processes and training of leaders and managers. Practitioners looking to increase employee commitment and performance can do so by augmenting the AL. Originality/value-This study enriches the knowledge about the relevance of emerging area such as AL theory and responds to the need to understand underlying mechanisms linking AL with workers' commitment and performance (i.e., testing the construct's nomological network).

The very idea ofempowerment depends on managing the dilemmas or polarities (dyads ofa continuum) which confront management decisions in organisations. Polarities can also help people diagnose and deal with a group's resistance to change. This paper proposes a new approach to empowerment, reinforcing the traditional (centralised) and modern (participative) approaches with a new 'dyadic transcendence' style where the empowerment has to be balanced between the two approaches. Organisations that wish to survive and thrive in today 's dynamic marketplace need to constantly re-invent their workprocesses and structures. Real empowerment must be supported by information collected from both dyads of a continuum: innerdyads and outer dyads.

Global competitivenature of business, forced even thie small scale industries in India to be highly dynamic and competitive, forcing the Indian companies to make a introspective thinking, to assess their strengths and weaknesses against that of the global players.Increasing competition, locally and globally call for organizations to be more adaptable, resilient, agile, and customer-focused to succeed. In this scenario. Human Resource aspects in Small and Medium Enterprises requires a different focus altogether, f^any previous studies on small businesses rank HRM practices as the second most important management activity next to general management. But do SMEs give due importance in aligning HR with SME strategy? Small Scale Industries (SSI) is one of the significant segments of the Indian economy, contributing about 9 per cent to the Indian GDP and providing employment to over 65 million people and its success. Human Resource Management (HRM) coupled with innovation are key parameters in development of an individual as well as of an organization. Now the challenges of organization is basically about integration and adaptations and that is the core of strategic Human resource Management (SHRM). There can be several reasons of dissatisfaction with pay HR policies and practices, lack of hygiene factors, employee loyalty issues, and the like. Therefore these strategic HR issues in SMEs are analysed in this paper.This paper highlights the internal challenge to business owners and entrepreneurs and encourages to focus their vision to be propelled by clearly defined goals which are communicated to their teams.

No abstract

No abstract