A study of the relationship between exit, voice, loyalty and neglect and commitment in India

Mellahi, Kamel; Budhwar, Pawan; Li, Baibing

doi:10.1177/0018726709348932

Cited by 66 publications

(69 citation statements)

References 64 publications

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“…As a result, managers are shown to prefer centralized decision making and practice tight control and do not like to delegate authority (e.g., Debroux et al, 2012). This practices often results in the exploitation of employees who tend not to raise their voice against ill-treatment and poor management practices (e.g., Mellahi et al, 2010;Malek et al, 2014). Such set-ups generally result in organizational ineffectiveness and inefficiencies and all of this creates massive challenges for the HR function.…”

Section: Work-life Balance and Internal Labor Marketsmentioning

confidence: 99%

Convergence-divergence of HRM in the Asia-Pacific: Context-specific analysis and future research agenda

Budhwar

Varma

Patel

2016

Human Resource Management Review

119

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In this article, we highlight the significance and need for conducting context-specific HRM research, by focusing on four critical themes. First, we discuss the need to analyze the convergence-divergence debate on HRM in Asia-Pacific. Next, we present an integrated framework which would be very useful for conducting cross-national HRM research designed to focus on the key determinants of the dominant national HRM systems in the region. Following this, we discuss the critical challenges facing the HRM function in Asia-Pacific. Finally, we present an agenda for future research by presenting a series of research themes.

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Section: Work-life Balance and Internal Labor Marketsmentioning

confidence: 99%

Convergence-divergence of HRM in the Asia-Pacific: Context-specific analysis and future research agenda

Budhwar

Varma

Patel

2016

Human Resource Management Review

119

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“…We adopted the qualitative method because the exploratory nature of the study requires in-depth information. It is also a response to the calls for more qualitative studies on issues related to employee commitment, voice, exit, and conflict management (e.g., Antcliff & Saundry, 2009;Dickens, Hall, & Wood, 2005;Mellahi, Budhwar, & Li, 2010). Access to respondents was gained via professional associations, practitioners' seminars and conferences, and EMBA alumni.…”

Section: Methodsmentioning

confidence: 99%

From legalism to strategic HRM in India? Grievance management in transition

Cooke

Saini

2015

Asia Pac J Manag

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This study investigates grievance management in India, drawing on data from a survey of 186 managers from companies operating in several different sectors. It examines the changing processes and the role of key institutional actors in the grievance management system. This study reveals varied practices in grievance management in part due to firm history and ownership forms. It highlights the inadequacy of India's public institutions for grievance redressal on the one hand, and the growing space for firms to introduce private and informal practices on the other, leaving employee welfare largely in the goodwill and competence of the management. We argue that future research on grievance management should adopt a finer contextual and temporal approach to uncover processes and the deeper causes of employee dissatisfaction. It should also adopt an interdisciplinary approach to eliminate the demarcation between the existing human resource management (HRM) and industrial relations research domains and provide a more holistic understanding of what HRM practices may be conducive to developing a healthy workplace relationship and productivity enhancement.

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“…There is respect for hierarchy as well as personalized relationships and the management style is typically paternalistic and employees see the organization as a symbolic representation of a family (Aycan et al 2000). In such cultures, employees seek to maintain a long lasting and harmonious working relationship with their organizations (Mellahi et al 2010) with their organizations. Given these societal characteristics, one would expect that a study examining psychological contract of employees with their organizations, their psychological ownership and tendency to go beyond the call of their duty would be strong (Krishnan and Singh 2010).…”

Section: The Indian Cultural Contextmentioning

confidence: 99%

Predictors and Outcomes of Relational and Transactional Psychological Contract

Aggarwal

Bhargava

2010

Psychol Stud

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This study identifies the impact of individual and organizational factors on employee's relational and transactional psychological contract. The study also investigates the effects of psychological contract on innovative work behavior and psychological ownership. The sample consisted of 307 employees working in four organizations in India. The results show that while creditor ideology predicted relational psychological contract, perceived organizational support emerged as the predictor of both relational and transactional contract. In terms of the outcomes of psychological contract, while transactional psychological contract emerged as a significant predictor of psychological ownership as well as innovative work behavior, relational psychological contract emerged as a significant predicator of only psychological ownership. Managerial Implications of the study are discussed.

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A study of the relationship between exit, voice, loyalty and neglect and commitment in India

Cited by 66 publications

References 64 publications

Convergence-divergence of HRM in the Asia-Pacific: Context-specific analysis and future research agenda

Convergence-divergence of HRM in the Asia-Pacific: Context-specific analysis and future research agenda

From legalism to strategic HRM in India? Grievance management in transition

Predictors and Outcomes of Relational and Transactional Psychological Contract

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