Linking Distributive and Procedural Justice to Employee Engagement Through Social Exchange: A Field Study in India

Research linking justice perceptions to employee outcomes has referred to social exchange as its central theoretical premise. We tested a conceptual model linking distributive and procedural justice to employee engagement through social exchange mediators, namely, perceived organizational support and psychological contract, among 238 managers and executives from manufacturing and service sector firms in India. Findings suggest that perceived organizational support mediated the relationship between distributive justice and employee engagement, and both perceived organizational support and psychological contract mediated the relationship between procedural justice and employee engagement. Theoretical and practical implications with respect to organizational functions are discussed

Cognitive mapping technique to study managerial cognitions Methodology considered

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To move or not to move - a question of family?

Relocation is one organizational phenomenon where the influence of family is prominent. Our paper thus uses it as a backdrop against which to study the work?family interface. In-depth qualitative analysis of 62 interviews with Royal Air Force personnel is used to complement the literature by demonstrating the impact on and the impact of the immediate family in relocation. The analysis provides evidence that relocation influences an employee's role as family member, other family members and the family as a whole. Findings also illustrate that families influence employees' relocation behaviour, organizational tenure and work focus. In summary, this paper supports the bidirectional nature of the work-family interface and also demonstrates that regardless of whether examining the work-to-family influence or the family-to-work influence the effects are not always negative

Towards improving cross-national human resource management research Evaluation of methodological problems and possible solutions

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Best HRM practices and employees' psychological outcomes: a study of companies in Cyprus

Using the theoretical framework of Guest and Conway (1997), this paper aims to establish the applicability and impact of 'Best Human Resource Management Practices' (BHRMP) on employees' attitudes and behaviors. The research used a questionnaire survey in three leading shipping companies of Cyprus. Analyses examine the association between the BHRMP and the variables of work time period, nature of job contract, and male employees; and between BHRMP and psychological contract, employee commitment and motivation. The findings confirm the applicability of the framework in the Cypriot context and the existence of a positive association between employees' experience of a high number of 'best HRM practices' and psychological contract, higher motivation and commitment levels

Strategic human resource management and the national context An empirical study of India

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Competition and change Mapping the Indian HRM recipe against world-wide patterns

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