International Journal of Business Excellence, 2016
This study looks at procedural, distributive, and interactional justice as antecedents of perceiv... more This study looks at procedural, distributive, and interactional justice as antecedents of perceived organizational support (POS) and leader-member exchange (LMX). It also looks at the effect of all these on positive and negative affect. It was hypothesized that all the three justice variables would be positively related to POS, and interactional justice and POS would be positively related to LMX. It was also hypothesized that both POS and LMX would be positively related to positive affect and that POS, LMX, and positive affect would be negatively related to negative affect. Data were collected from 262 managers of a large multi-division Indian Company in the manufacturing space. All respondents had spent at least six months working with their current supervisors. Structural equations modeling was used to test the goodness of fit of the hypothesized model. All hypotheses except the relationship between LMX and negative affect were supported. Ability of workplace events to mold our private world and the obscuring of boundaries between work and personal lives are discussed.
This paper discusses the influence of relative size and performance on the integration strategy a... more This paper discusses the influence of relative size and performance on the integration strategy and HR integration process of two combining banks. Semi structured interviews were conducted with employees from both acquired and acquiring banks across different echelons and functional areas. We ascertained that relative position (size and performance) all along influences the combination process: from guiding formation of integration principles, inspiring the acquisition to be treated as a' merger,' to steering various interventions made to facilitate human resource integration.
This paper revisits the rationale for the existence of firm, focusing on the scope of corporate g... more This paper revisits the rationale for the existence of firm, focusing on the scope of corporate governance and how corporations, especially in India, are trying to expand their objectives from pure financial to social, aligning roles of their various stakeholders, especially shareholders, and the larger society. This paper first looks at how and why shareholders gained more prominence as compared to other groups associated with corporations. It then goes on and analyzes the case for corporate social responsibility and the expanded scope of corporate governance to incorporate the interests of other stakeholder groups, especially the society. Through examples, from corporate sector in India, this paper evaluates the relationship that the Indian corporate has established with society and how the contours of this relationship are shifting. Cases from both the so-called business and social enterprises, where making profits and creating social values, respectively, are cited as primary ob...
ABSTRACT The aim of this paper was to understand the relationships between perceived organization... more ABSTRACT The aim of this paper was to understand the relationships between perceived organizational support (POS) and positive and negative affect, and to test the moderating effect of locus of control. This study was carried out in a large multi-division Indian organization in the manufacturing space. Sample included 262 employees from different functions and hierarchical levels. Data were collected through questionnaires. The results show that POS is related positively to positive affect and negatively to negative affect. In addition, the results of hierarchical multiple regression analyses support the moderating effect of locus of control on the relationship between POS and negative affect. Generational shift at the workplace has redened the psychological contract between employees and employers. Not any more is the contract dened by and restricted to an offer of lifelong guarantee of employment and good compensation and nor does it, from employees' side, fetch unquestioning and unwavering organizational commitment. Multiple opportunities to move across organizations to pursue what is known as a "Boundary-less Career" are available to the employees. High levels of monetary rewards fail to retain employees as larger pay packages await them in their 'next' organization. However, an enabling organization culture, opportunities for development and perceptions of long-term organizational support are some of the factors that have acted as glue and have been successful in affectively binding them to their organizations.
The aim of this paper was to understand the relationships between perceived organizational suppor... more The aim of this paper was to understand the relationships between perceived organizational support (POS) and positive and negative affect, and to test the moderating effect of locus of control. This study was carried out in a large multi-division Indian organization in the manufacturing space. Sample included 262 employees from different functions and hierarchical levels. Data were collected through questionnaires. The results show that POS is related positively to positive affect and negatively to negative affect. In addition, the results of hierarchical multiple regression analyses support the moderating effect of locus of control on the relationship between POS and negative affect.
This paper discusses the influence of relative size and performance on the integration strategy a... more This paper discusses the influence of relative size and performance on the integration strategy and HR integration process of two combining banks. Semi structured interviews were conducted with employees from both acquired and acquiring banks across different echelons and functional areas. We ascertained that relative position (size and performance) all along influences the combination process: from guiding formation of integration principles, inspiring the acquisition to be treated as a' merger,' to steering various interventions made to facilitate human resource integration.
This chapter is divided into two parts-A and B. Part A deals with case one: acquisition of Patial... more This chapter is divided into two parts-A and B. Part A deals with case one: acquisition of Patiala Bank by Millennium Bank. We start with introducing the two organizations, and then try to understand the integration strategy and process of HR integration. In the last section of part A we try to locate determinants of the integration strategy and HR integration process for case one. Part B deals with case two: acquisition of United Assurance Bank by Nationalized Bank and follows the same course as part A, albeit for different organizations and a distinct merger. Millennium Bank was one of the nine 15 new generation private sector banks which were given the license to operate by RBI in June 1994. It was promoted by an NBFC in association with a Bank operating out of Singapore, International Finance Corporation, Washington and Asia Development Bank, Manila. The NBFC in turn was promoted by four individuals out of which two were also on the board of Millennium Bank. The bank, though, for a initial few years was headed by an erstwhile chairperson of a public sector bank. The bank had an authorized capital of rupees one hundred and fifty crores (or Rupees one thousand five hundred million). By the end of first full financial year of operations i.e. is March 31, 1996 16 the bank had ten branches in the country spread over cities like Mumbai, New Delhi, Kolkata, Chandigarh, Cochin, Goa, Chennai and Bangalore. In the first year of operations it had earned interest of around rupees forty crores and expended interest amounting to rupees twenty three crores. The bank had garnered deposits worth rupees two hundred and fifteen crores and made advances worth rupees one hundred and eighty seven crores. Its net profit for the year was rupees nine crores and sixty seven lakhs. It did not declare any dividend for the first year of operation and had a capital adequacy ratio of hundred and eleven percent. Technologically the bank was quite advanced and provided services like anywhere banking and automated teller machines from inception. The bank grew at a slow and steady pace till 1998. At the end of financial
International Journal of Business Excellence, 2016
This study looks at procedural, distributive, and interactional justice as antecedents of perceiv... more This study looks at procedural, distributive, and interactional justice as antecedents of perceived organizational support (POS) and leader-member exchange (LMX). It also looks at the effect of all these on positive and negative affect. It was hypothesized that all the three justice variables would be positively related to POS, and interactional justice and POS would be positively related to LMX. It was also hypothesized that both POS and LMX would be positively related to positive affect and that POS, LMX, and positive affect would be negatively related to negative affect. Data were collected from 262 managers of a large multi-division Indian Company in the manufacturing space. All respondents had spent at least six months working with their current supervisors. Structural equations modeling was used to test the goodness of fit of the hypothesized model. All hypotheses except the relationship between LMX and negative affect were supported. Ability of workplace events to mold our private world and the obscuring of boundaries between work and personal lives are discussed.
This paper discusses the influence of relative size and performance on the integration strategy a... more This paper discusses the influence of relative size and performance on the integration strategy and HR integration process of two combining banks. Semi structured interviews were conducted with employees from both acquired and acquiring banks across different echelons and functional areas. We ascertained that relative position (size and performance) all along influences the combination process: from guiding formation of integration principles, inspiring the acquisition to be treated as a' merger,' to steering various interventions made to facilitate human resource integration.
This paper revisits the rationale for the existence of firm, focusing on the scope of corporate g... more This paper revisits the rationale for the existence of firm, focusing on the scope of corporate governance and how corporations, especially in India, are trying to expand their objectives from pure financial to social, aligning roles of their various stakeholders, especially shareholders, and the larger society. This paper first looks at how and why shareholders gained more prominence as compared to other groups associated with corporations. It then goes on and analyzes the case for corporate social responsibility and the expanded scope of corporate governance to incorporate the interests of other stakeholder groups, especially the society. Through examples, from corporate sector in India, this paper evaluates the relationship that the Indian corporate has established with society and how the contours of this relationship are shifting. Cases from both the so-called business and social enterprises, where making profits and creating social values, respectively, are cited as primary ob...
ABSTRACT The aim of this paper was to understand the relationships between perceived organization... more ABSTRACT The aim of this paper was to understand the relationships between perceived organizational support (POS) and positive and negative affect, and to test the moderating effect of locus of control. This study was carried out in a large multi-division Indian organization in the manufacturing space. Sample included 262 employees from different functions and hierarchical levels. Data were collected through questionnaires. The results show that POS is related positively to positive affect and negatively to negative affect. In addition, the results of hierarchical multiple regression analyses support the moderating effect of locus of control on the relationship between POS and negative affect. Generational shift at the workplace has redened the psychological contract between employees and employers. Not any more is the contract dened by and restricted to an offer of lifelong guarantee of employment and good compensation and nor does it, from employees' side, fetch unquestioning and unwavering organizational commitment. Multiple opportunities to move across organizations to pursue what is known as a "Boundary-less Career" are available to the employees. High levels of monetary rewards fail to retain employees as larger pay packages await them in their 'next' organization. However, an enabling organization culture, opportunities for development and perceptions of long-term organizational support are some of the factors that have acted as glue and have been successful in affectively binding them to their organizations.
The aim of this paper was to understand the relationships between perceived organizational suppor... more The aim of this paper was to understand the relationships between perceived organizational support (POS) and positive and negative affect, and to test the moderating effect of locus of control. This study was carried out in a large multi-division Indian organization in the manufacturing space. Sample included 262 employees from different functions and hierarchical levels. Data were collected through questionnaires. The results show that POS is related positively to positive affect and negatively to negative affect. In addition, the results of hierarchical multiple regression analyses support the moderating effect of locus of control on the relationship between POS and negative affect.
This paper discusses the influence of relative size and performance on the integration strategy a... more This paper discusses the influence of relative size and performance on the integration strategy and HR integration process of two combining banks. Semi structured interviews were conducted with employees from both acquired and acquiring banks across different echelons and functional areas. We ascertained that relative position (size and performance) all along influences the combination process: from guiding formation of integration principles, inspiring the acquisition to be treated as a' merger,' to steering various interventions made to facilitate human resource integration.
This chapter is divided into two parts-A and B. Part A deals with case one: acquisition of Patial... more This chapter is divided into two parts-A and B. Part A deals with case one: acquisition of Patiala Bank by Millennium Bank. We start with introducing the two organizations, and then try to understand the integration strategy and process of HR integration. In the last section of part A we try to locate determinants of the integration strategy and HR integration process for case one. Part B deals with case two: acquisition of United Assurance Bank by Nationalized Bank and follows the same course as part A, albeit for different organizations and a distinct merger. Millennium Bank was one of the nine 15 new generation private sector banks which were given the license to operate by RBI in June 1994. It was promoted by an NBFC in association with a Bank operating out of Singapore, International Finance Corporation, Washington and Asia Development Bank, Manila. The NBFC in turn was promoted by four individuals out of which two were also on the board of Millennium Bank. The bank, though, for a initial few years was headed by an erstwhile chairperson of a public sector bank. The bank had an authorized capital of rupees one hundred and fifty crores (or Rupees one thousand five hundred million). By the end of first full financial year of operations i.e. is March 31, 1996 16 the bank had ten branches in the country spread over cities like Mumbai, New Delhi, Kolkata, Chandigarh, Cochin, Goa, Chennai and Bangalore. In the first year of operations it had earned interest of around rupees forty crores and expended interest amounting to rupees twenty three crores. The bank had garnered deposits worth rupees two hundred and fifteen crores and made advances worth rupees one hundred and eighty seven crores. Its net profit for the year was rupees nine crores and sixty seven lakhs. It did not declare any dividend for the first year of operation and had a capital adequacy ratio of hundred and eleven percent. Technologically the bank was quite advanced and provided services like anywhere banking and automated teller machines from inception. The bank grew at a slow and steady pace till 1998. At the end of financial
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Papers by Hema Bajaj