PurposePsychological empowerment and organizational commitment continues to be of interest to researchers as well as practitioners. There are several researches on organizational commitment. The research with respect to psychological empowerment, which is emerging as very important factor for employees of service sector is rare. The purpose of this paper is to examine the linkages between psychological empowerment and factors of organizational commitment.Design/methodology/approachThe sample size for the study comprised 332 Indian IT executives. The data were collected during the time when organizations were trying to overcome recession. Descriptive and inferential statistics like correlation, regression and canonical correlation were used to analyze the data.FindingsResults of data analysis confirm the hypotheses drawn from the literature. Consistent with other studies, the results of this study confirm that the psychological empowerment influences affective and normative commitment positively. However, no relationship was found between psychological empowerment and continuance commitment.Practical implicationsThe prime objective of organizations is to increase affective commitment among employees of the organization. The basic change suggested in this paper is to undergo a job design and make employees understand the importance of their task/job. The feeling among employees that the job done by them has significant impact on the day‐to‐day work activity will generate high degree of affective commitment.Originality/valueThe paper shows that organizations can influence the affective and normative commitment of employees by providing jobs that are challenging for the employees, and by having correct alignment with the goal.

Purpose – The purpose of this paper is to understand various antecedents of organizational citizenship behavior (OCB). Transformational leadership and psychological empowerment were two independent variables chosen for the study. Design/methodology/approach – Standard questionnaires were used to collect data. The sample of 319 employees of different five-star hotels formed the source of data. Frontline employees having two to three subordinates and were from hotels which were in operation at least since last two years, took part in the study. Findings – The effect of transformational leadership on OCB has been found to be significant and positive. The moderating effect of psychological empowerment on OCB was also found significant. Research limitations/implications – The theoretical development from this paper will contribute toward understanding the antecedents of OCB. The moderating effect of psychological empowerment will reinforce the importance of psychological empowerment. Practical implications – It can develop practices to enhance the feeling of psychological empowerment through several training program. Leaders at the top positions shall emphasize on OCB by bringing cultural change. Originality/value – This paper probes the OCB's antecedents. It also studied the moderating effect of psychological empowerment on the relationship of transformational leadership and OCB.

The authors develop a scale to measure individual perspectives on Corporate Social Responsibility (CSR) constructs based on microfoundation theory. To develop the microfoundation based CSR scale, the research methodology involved two stages (qualitative research followed by quantitative research). In qualitative research, Focused Group Discussion (FGD) was conducted to extract items for survey questionnaire development. Subsequently, quantitative analysis was carried out. The data were subjected to exploratory and confirmatory factor analysis (CFA). The study sample comprised of 407 management students of Indian business schools who enrolled in CSR and sustainability courses. The developed scale comprised of four variables namely Customer Product Preference (CPP), Customer Firm Preference (CFP), Investor Preference (IP) and Employability Preference (EP). The results were arrived at by undertaking Exploratory Factor Analysis (EFA) and CFA. The scale developed and extended the theoretic conversation on CSR from the organizational level discussion to an individual level discussion based on microfoundation theory. This is one of the first studies to develop a scale on individual perspectives on CSR constructs based on micro-foundation theory.

Empowerment is giving frontline employee discretion to take decisions instantly, keeping in mind the organizational consequences. In service organizations attracting and retaining customer is a daunting task. Empowering employees psychologically will help them in taking proactive actions to serve customers better.The objective of the present article is to study the influence of motivational needs on psychological empowerment. The independent variable is motivational needs (need for growth, achievement, power and affiliation). Psychological empowerment, a dependent variable, in the present study, has been studied by intrinsic task motivation (which is measured by meaning, competence, self-determination and impact). It is hypothesized that the four motivational needs that is, need for achievement, power, affiliation and growth will positively influence psychological empowerment.Standard instruments are administered to measure different variables and to investigate the influence of chosen variables on psychological empowerment. Several statistical techniques like correlation, multiple regression and canonical correlation are used to measure the significance and strength of relationship between identified independent and dependent variables.The main conclusion is that all motivational needs, other than the need for affiliation, are significantly and positively related to psychological empowerment (intrinsic task motivation). The positive relationship between psychological empowerment and need for affiliation was hypothesized thinking five star hotels as the source of sample where employees are required to demonstrate high degree of need for affiliation. KeywordsPsychological empowerment, need for achievement, need for power, need for affiliation, frontline employees A review of current uses of the phrase 'employee empowerment' indicates a range of different definitions and explanations. Some consider empowerment to mean sharing power with or moving power to those doing the work (Bardwick 1991;Block 1991;Karsten 1994). According to Jaffee and Scott (1993), it refers to employees and managers sharing equal responsibility for results and maximizing employees' Global Business Review 11(3) 379-393

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