Unravelling the Relationship Between High-involvement Work Practices and Organizational Citizenship Behaviour: A Sequential Mediation Approach

Abstract

<jats:p> Using primary data from 575 employees of 209 organizations, the current study progresses the research between high-involvement work practices (HIWP) and organizational citizenship behaviour (OCB) in the Indian context. The results have revealed that the employees’ perceptions of HIWP including contingent appraisal and compensation, extensive training, self-managed teams, flexible work arrangements and empowerment result in enhanced work motivation (WM), improved job satisfaction (JS), heightened organizational commitment and higher degree of engagement in citizenship behaviour among employees. With establishment of a multi-step partial mediation model, the findings further reveal that the relationship between HIWP and OCB is individually and serially mediated by WM, JS and affective commitment (AC). The implications of these results for theory and practice of progressive HR practices in the Indian context are discussed. </jats:p>

The effect of knowledge management capacity on firm performance through sequential mediations of strategic HRM, administrative and technical innovations

“…All measurement items related to these scales were assessed on a seven-point Likert scale ranging from 1 (strongly disagree) to 7 (strongly agree). The scales were retained in English language, as it is widely spoken and understood by the employees at the managerial level in the Indian organizations and previous scholars have also efficiently done the survey-based organizational studies in India using the English language (Gahlawat and Kundu, 2020; Kundu et al , 2019).…”

High involvement work practices often lead to burnout, but thanks to humble leadership

“…In service organizations, employees' well-being plays a crucial role. Over the last few decades, research has begun to investigate the contributions of workplace demands and its effects on employees' well-being within service organizations (T€ ornroos et al, 2020;Gahlawat and Kundu, 2020). Growing focus has been found on management development activities and its contributions toward employee's productivity (i.e.…”

“…formal training programs and succession planning initiatives to prepare individuals for leadership positions (Bhatnagar et al, 2021). Moreover, exclusive training, flexible work arrangements, contingent compensation, fair performance appraisals and selfmanaged teams are notable management development programs (Gahlawat and Kundu, 2020).…”

“…Few believe it brings negative outcomes, while a few others consider it a positive force to ensure quality. HIWP can bring several positive work outcomes such as well-being (T€ ornroos et al, 2020), organizational citizenship behavior (Gahlawat and Kundu, 2020), trust (Uribetxebarria et al, 2021) and organizational commitment (BinBakr and Ahmed, 2018). On the contrary, HIWP leads to some destructive outcomes such as burnout (Kilroy et al, 2017(Kilroy et al, , 2020.…”

Vocational Training has an Influence on Employee Career Development: A Case Study Indonesia

“…Training is the responsibility of a manager to develop employees in a company. According to (Al Maani et al, 2020;Gahlawat & Kundu, 2020;Kim, 2020;shakur et al, 2020;Shiferaw, 2020;Wong et al, 2020;Woods et al, 2020), 'Training refers to the methods used to give new employees the skills they need to do the job''. According to (Alene, 2020;Bäker et al, 2020;Choudhary et al, 2020;Clarke & Lipsig-Mummé, 2020;Fatoki, 2020;Milica & Milica, 2020) Activity activities are designed to provide employees with the learning, skills, and knowledge needed for their current work.…”