Impact of leader member exchange, human resource management practices and psychological empowerment on extra role performances

Abstract

Purpose – The purpose of this paper is to seek to examine the mediating role of organizational commitment (OC) in the relationship that extra role performance (EXR) shares with leader member exchange (LMX), psychological empowerment (PE) and human resource management practices (HRMP) in a large, public-sector service organization in India. Design/methodology/approach – Structural equation modeling and confirmatory factor analysis was conducted to evaluate the hypothesized model. Reliability and validity of measures were also examined. Findings – Statistical analysis indicated that each of the following - LMX, PE and HRMP had a positive impact on OC, and OC influenced EXR. Further LMX influence EXR through OC while HRMP and PE partially influence EXR. Practical implications – In an Indian context, this study offers a deeper understanding of the factors influencing OC, and how OC affects EXR. This understanding will help practitioners formulate effective human resource policies and restructure their training programs to increase commitment levels and enhance performance of their employees. Originality/value – This paper considers a sample in a large, public-sector service organization in India which has not been attempted earlier; previous studies have focussed more on Western contexts. Further, findings of this research corroborate the findings of previous studies that established a positive relation between OC and EXR, and found that LMX, PE and HRMP positively influenced OC.

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