Training Instruments in HRD and OD: Fourth Edition

Purohit, Surabhi; Pareek, Udai

doi:10.4135/9789353885984

Cited by 32 publications

(61 citation statements)

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“…Role ambiguity: Role clarity questionnaire by Pareek (2002) with 15 items has been used to measure the level of role clarity in executives. It is a 5-point Likert scale with responses varying from 1 for ‘very little clarity’ to 5 for ‘quite clear’.…”

Section: Measurementioning

confidence: 99%

Role Clarity and Organizational Citizenship Behaviour: Does Tenure Matter? A Study on Indian Power Sector

Yadav

Rangnekar

2016

Global Business Review

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Links between role and organizational citizenship behaviour (OCB) were already signalled in early studies. However, empirical validation on the relation between the two is still unavailable. Inspired by the theory of social exchange, this study explores the relation between role clarity and OCB’s dimensions in the Indian power sector. To further the analysis, the relation was moderated with tenure levels. This study is based upon the responses gathered from 300 Indian executives. Higher statistical tools, such as Bonferroni method, path analysis and subgroup analyses, are deployed with help of multiple group confirmatory factor analysis (MGCFA) to record the validated results. A significant relationship was found between role clarity and OCB dimensions. While, OCB dimensions recorded mixed results across tenure stages, they showed a general trend of increased score on higher tenure stage with role clarity as independent variable. Also, public organizations scored better than the private organizations on role clarity–OCB dimensions relationship. Findings along with implications and future scope are discussed in this article.

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Section: Measurementioning

confidence: 99%

Role Clarity and Organizational Citizenship Behaviour: Does Tenure Matter? A Study on Indian Power Sector

Yadav

Rangnekar

2016

Global Business Review

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“…Role satisfaction is measured by adopting the 25-item Motivational Analysis of Organizations-Role (MAO-R) Scale developed by Pareek and Purohit (2009). The scale consists of four subscales: achievement (five items, e.g., ‘Set standards of excellence’), influence (five items, e.g., ‘Give ideas or suggestions to your superiors’), control (five items, e.g., ‘Admonish those who do not perform’) and affiliation (five items, e.g., ‘develop close personal relations’).…”

Section: Methodsmentioning

confidence: 99%

“…When an individual believes that he has been given plenty of chances to meet his motives, say affiliation, then he would not expect the organization to give him more opportunities and in that case he will be said to have attained role satisfaction for affiliation need. Conversely, when he believes that the organization does not offer him many chances to increase affiliation with others but he expects more opportunities, then in that case he would not experience role satisfaction for affiliation motive (Pareek & Purohit, 2010). Role satisfaction consists of satisfaction of four motives which are achievement, influence, control and affiliation (Pareek & Purohit, 2009).…”

Section: Conceptual Modelmentioning

confidence: 99%

“…Conversely, when he believes that the organization does not offer him many chances to increase affiliation with others but he expects more opportunities, then in that case he would not experience role satisfaction for affiliation motive (Pareek & Purohit, 2010). Role satisfaction consists of satisfaction of four motives which are achievement, influence, control and affiliation (Pareek & Purohit, 2009). McClelland (1985) defined achievement as a commitment to strive for success and a desire to show standards of excellence, as well as a need to achieve esteem, status and feelings of personal accomplishment.…”

Section: Conceptual Modelmentioning

confidence: 99%

“…McClelland (1985) defined achievement as a commitment to strive for success and a desire to show standards of excellence, as well as a need to achieve esteem, status and feelings of personal accomplishment. Influence is a concern to make an impact on others; a desire to make people do what one thinks is right (Pareek & Purohit, 2009). Control refers to the desire for power and use of strong action to influence the behaviour of others (McClelland, 1985).…”

Section: Conceptual Modelmentioning

confidence: 99%

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Role Satisfaction and Leadership: An Approach to Analyze the Dynamics of Relationships

Malhotra

Rangnekar

2016

Global Business Review

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Organizations nowadays want to succeed in every aspect and the key to achieve it is leadership. The main aim of this article is to empirically check the relationship of role satisfaction with leadership behaviour in Indian organizations. The sample contains responses from 333 business executives and managers. On performing correlation analysis, it is found that all the variables in the study have significant relationship. Subsequently, sequential multiple regressions are performed in order to delete those dimensions that do not contribute towards leadership. The findings revealed that achievement, influence, control and affiliation are observed to be the determinants of leadership. Thus, leadership requires the workforce that is high on role satisfaction. This study identified an essential variable that affects leadership behaviour. It is an innovative attempt to utilize role satisfaction to improve leadership in the Indian framework.

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Transformation from HRM Inadequacy and Bias-Syndrome to Transparent and Integrated Ecosystem Through IoT-Intervention in Career Management

Tagiya

Sinha

Pal³

et al. 2019

ICICCT 2019 – System Reliability, Quality Control, Safety, Maintenance and Management

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Training Instruments in HRD and OD: Fourth Edition

Cited by 32 publications

References 0 publications

Role Clarity and Organizational Citizenship Behaviour: Does Tenure Matter? A Study on Indian Power Sector

Role Clarity and Organizational Citizenship Behaviour: Does Tenure Matter? A Study on Indian Power Sector

Role Satisfaction and Leadership: An Approach to Analyze the Dynamics of Relationships

Transformation from HRM Inadequacy and Bias-Syndrome to Transparent and Integrated Ecosystem Through IoT-Intervention in Career Management

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