Given the multi-determinability of individual affect and attitudes, this paper seeks to explicate their display through some construct that captures the cognitive, emotional, and behavioural components of work-related roles. Employee engagement is found to be one such explanatory variable. This paper assesses the mediating role of employee engagement between perceived organizational support (POS) and person-organization fit (P-O fit) as the antecedents and organizational commitment and job satisfaction as the consequences. It tests the path model by using data from six Indian organizations and a sample of 246 Indian managers. The findings help find a direct effect of P-O fit and POS, which affects employee engagement and leads to variance in organizational commitment and job satisfaction. Further, the paper attempts to establish discriminant validity between employee engagement and organizational commitment. Yet, because of the similarity of wordings of the items measuring the employees� ratings of the two constructs, the authors conducted a confirmatory factor analysis leading to discriminant validity establishment to examine whether employee engagement and organizational commitment were distinct. AMOS software (version 17.0) was used to compare the fit of two nested models: (a) a one-factor model incorporating both the constructs and (b) a two-factor model distinguishing employee engagement and organizational commitment. It also provides empirical support to job satisfaction and its linkage with employee engagement. The findings suggest that when individuals perceive positive levels of organizational collaboration, they are intrinsically encouraged towards exerting considerably higher levels of effort. The notion that P-O fit deals with the congruence between employees� personal values and those of the organization makes for greater meaningfulness and psychological safety leading to higher levels of employee engagement. Furthermore, when individual values are perceived to fit organizational norms, the former are entrusted with greater responsibilities and are made to feel more empowered. A high level of employee engagement reflects a greater trust and loyal relationship between the individual and the organization. This suggests the building up of higher degree of commitment by the employee towards their employing organization. The paper contributes to theory building in the employee engagement and organizational commitment domains.

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Purpose -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. Design/methodology/approach -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. Findings -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.Research limitations/implications -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. Practical implications -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. Originality/value -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.

Purpose – 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. Design/methodology/approach – A total of 23 in-depth interviews were conducted with consumers. The interview transcripts were analyzed through thematic analysis using qualitative software Nvivo10. Findings – 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. Practical implications – 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. Originality/value – 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.

Studies pertaining to human resource (HR) management in India have revealed a variety of factors that signifi cantly affect employee performance not the least of which are organizational culture and leadership issues. The present study posits fi rm level HR practices as a mediator between organizational culture and transformational leadership whose outcomes are hypothesized as lower levels of individual employees' intention to quit the organization and higher level of performance. For this purpose, data were collected from mangers/executives (N=357) and subjected to multivariate analysis. The results reveal that culture and leadership are signifi cant predictors of intention to quit and employee performance. The results also show that HR practices are important mediators in transmitting the infl uence of the predictor variables to the criterion variables.