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Publisher: Emerald   (Total: 312 journals)

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J. of Learning Disabilities and Offending Behaviour     Hybrid Journal   (Followers: 24)
J. of Management Development     Hybrid Journal   (Followers: 5, SJR: 0.318, h-index: 23)
J. of Management History     Hybrid Journal   (Followers: 1)
J. of Managerial Psychology     Hybrid Journal   (Followers: 12, SJR: 0.759, h-index: 34)
J. of Manufacturing Technology Management     Hybrid Journal   (Followers: 4, SJR: 0.656, h-index: 35)
J. of Mental Health Training, Education and Practice, The     Hybrid Journal   (Followers: 8, SJR: 0.221, h-index: 2)
J. of Modelling in Management     Hybrid Journal   (Followers: 1)
J. of Money Laundering Control     Hybrid Journal   (Followers: 405)
J. of Organizational Change Management     Hybrid Journal   (Followers: 22, SJR: 0.403, h-index: 37)
J. of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 1)
J. of Organizational Ethnography     Hybrid Journal   (Followers: 7)
J. of Place Management and Development     Hybrid Journal   (Followers: 2, SJR: 0.419, h-index: 1)
J. of Product & Brand Management     Hybrid Journal   (Followers: 8, SJR: 0.383, h-index: 22)
J. of Property Investment & Finance     Hybrid Journal   (Followers: 5, SJR: 0.474, h-index: 12)
J. of Public Mental Health     Hybrid Journal   (Followers: 20, SJR: 0.151, h-index: 3)
J. of Quality in Maintenance Engineering     Hybrid Journal   (Followers: 4, SJR: 0.851, h-index: 29)
J. of Research in Interactive Marketing     Hybrid Journal   (Followers: 6, SJR: 0.544, h-index: 8)
J. of Research in Marketing and Entrepreneurship     Hybrid Journal   (Followers: 12)
J. of Risk Finance, The     Hybrid Journal   (Followers: 9)
J. of Science and Technology Policy Management     Hybrid Journal   (Followers: 2, SJR: 0.249, h-index: 3)
J. of Service Management     Hybrid Journal   (Followers: 8, SJR: 1.162, h-index: 14)
J. of Services Marketing     Hybrid Journal   (Followers: 12, SJR: 1.069, h-index: 31)
J. of Small Business and Enterprise Development     Hybrid Journal   (Followers: 12, SJR: 0.289, h-index: 20)
J. of Social Marketing     Hybrid Journal   (Followers: 9, SJR: 0.662, h-index: 7)
J. of Strategy and Management     Hybrid Journal   (Followers: 4)
J. of Systems and Information Technology     Hybrid Journal   (Followers: 4, SJR: 0.221, h-index: 3)
J. of Technology Management in China     Hybrid Journal   (Followers: 1)
J. of Workplace Learning     Hybrid Journal   (Followers: 8, SJR: 0.547, h-index: 18)
Kybernetes     Hybrid Journal   (Followers: 1, SJR: 0.298, h-index: 22)
Leadership & Organization Development J.     Hybrid Journal   (Followers: 22, SJR: 0.521, h-index: 20)
Leadership in Health Services     Hybrid Journal   (Followers: 24, SJR: 0.319, h-index: 10)
Library Hi Tech     Hybrid Journal   (Followers: 1092, SJR: 0.926, h-index: 19)
Library Hi Tech News     Hybrid Journal   (Followers: 710, SJR: 0.442, h-index: 8)
Library Management     Hybrid Journal   (Followers: 803, SJR: 0.948, h-index: 12)
Library Review     Hybrid Journal   (Followers: 745, SJR: 0.573, h-index: 11)
Management Decision     Hybrid Journal   (Followers: 5, SJR: 1.423, h-index: 34)
Management of Environmental Quality: An Intl. J.     Hybrid Journal   (Followers: 6, SJR: 0.265, h-index: 14)
Management Research : The J. of the Iberoamerican Academy of Management     Hybrid Journal   (Followers: 3)
Management Research News     Hybrid Journal   (Followers: 3)
Management Research Review     Hybrid Journal   (Followers: 6, SJR: 0.318, h-index: 13)
Managerial Auditing J.     Hybrid Journal   (Followers: 1, SJR: 0.29, h-index: 19)
Managerial Finance     Hybrid Journal   (Followers: 3)
Managing Service Quality     Hybrid Journal   (Followers: 8, SJR: 0.72, h-index: 28)
Marketing Intelligence & Planning     Hybrid Journal   (Followers: 12, SJR: 0.354, h-index: 24)
Measuring Business Excellence     Hybrid Journal   (Followers: 1, SJR: 0.438, h-index: 13)
Meditari Accountancy Research     Hybrid Journal   (Followers: 2)
Mental Health and Social Inclusion     Hybrid Journal   (Followers: 22, SJR: 0.211, h-index: 4)
Mental Health Review J.     Hybrid Journal   (Followers: 17, SJR: 0.191, h-index: 2)
Microelectronics Intl.     Hybrid Journal   (SJR: 0.331, h-index: 14)
Multicultural Education & Technology J.     Hybrid Journal   (Followers: 3, SJR: 0.236, h-index: 5)
Multidiscipline Modeling in Materials and Structures     Hybrid Journal   (Followers: 1, SJR: 0.245, h-index: 7)
Multinational Business Review     Hybrid Journal   (Followers: 2)
Nankai Business Review Intl.     Hybrid Journal  
New Library World     Hybrid Journal   (Followers: 609, SJR: 0.746, h-index: 13)
Nutrition & Food Science     Hybrid Journal   (Followers: 10, SJR: 0.183, h-index: 10)
OCLC Systems & Services     Hybrid Journal   (Followers: 112, SJR: 0.378, h-index: 12)
On the Horizon     Hybrid Journal   (SJR: 0.398, h-index: 12)
Online Information Review     Hybrid Journal   (Followers: 189, SJR: 0.712, h-index: 30)
Pacific Accounting Review     Hybrid Journal  
Performance Measurement and Metrics     Hybrid Journal   (Followers: 7, SJR: 0.387, h-index: 10)
Personnel Review     Hybrid Journal   (Followers: 11, SJR: 0.876, h-index: 36)
Pigment & Resin Technology     Hybrid Journal   (Followers: 1, SJR: 0.322, h-index: 21)
Policing: An Intl. J. of Police Strategies & Management     Hybrid Journal   (Followers: 483, SJR: 0.486, h-index: 22)
Program: Electronic Library and Information Systems     Hybrid Journal   (Followers: 310, SJR: 0.554, h-index: 14)
Property Management     Hybrid Journal   (Followers: 2, SJR: 0.304, h-index: 9)
Qualitative Market Research: An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.365, h-index: 18)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 6, SJR: 0.254, h-index: 3)
Qualitative Research in Financial Markets     Hybrid Journal   (Followers: 4)
Qualitative Research in Organizations and Management: An Intl. J.     Hybrid Journal   (Followers: 6)
Quality Assurance in Education     Hybrid Journal   (Followers: 4, SJR: 0.665, h-index: 19)
Quality in Ageing and Older Adults     Hybrid Journal   (Followers: 37, SJR: 0.239, h-index: 11)
Rapid Prototyping J.     Hybrid Journal   (Followers: 4, SJR: 0.928, h-index: 41)
Records Management J.     Hybrid Journal   (Followers: 16, SJR: 0.275, h-index: 9)
Reference Reviews     Hybrid Journal   (Followers: 12)
Reference Services Review     Hybrid Journal   (Followers: 30, SJR: 1.599, h-index: 16)
Research on Economic Inequality     Hybrid Journal   (Followers: 4, SJR: 0.232, h-index: 8)
Research on Emotion in Organizations     Hybrid Journal   (Followers: 8, SJR: 0.186, h-index: 6)
Review of Accounting and Finance     Hybrid Journal   (Followers: 2, SJR: 0.125, h-index: 2)
Review of Marketing Research     Hybrid Journal   (Followers: 14, SJR: 0.518, h-index: 3)
Safer Communities     Hybrid Journal   (Followers: 41, SJR: 0.338, h-index: 4)
Sensor Review     Hybrid Journal   (Followers: 1, SJR: 0.257, h-index: 21)
Smart and Sustainable Built Environment     Hybrid Journal   (Followers: 10)
Social Care and Neurodisability     Hybrid Journal   (Followers: 4)
Social Enterprise J.     Hybrid Journal   (Followers: 7)
Social Responsibility J.     Hybrid Journal   (Followers: 2, SJR: 0.228, h-index: 4)
Society and Business Review     Hybrid Journal   (Followers: 2)
Soldering & Surface Mount Technology     Hybrid Journal   (Followers: 2, SJR: 0.303, h-index: 21)
South Asian J. of Global Business Research     Hybrid Journal  
Sport, Business and Management : An Intl. J.     Hybrid Journal   (Followers: 4)
Strategic Direction     Hybrid Journal   (Followers: 1, SJR: 0.112, h-index: 4)
Strategic HR Review     Hybrid Journal   (Followers: 3)
Strategic Outsourcing : An Intl. J.     Hybrid Journal   (Followers: 2)
Strategy & Leadership     Hybrid Journal   (Followers: 20, SJR: 0.209, h-index: 15)
Structural Survey     Hybrid Journal   (SJR: 0.285, h-index: 9)
Studies in Economics and Finance     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 5)
Supply Chain Management: An Intl. J.     Hybrid Journal   (Followers: 12, SJR: 1.628, h-index: 56)
Sustainability Accounting, Management and Policy J.     Hybrid Journal   (Followers: 7, SJR: 0.355, h-index: 4)
Team Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.283, h-index: 11)
The Bottom Line: Managing Library Finances     Hybrid Journal   (Followers: 116, SJR: 0.349, h-index: 6)
The Electronic Library     Hybrid Journal   (Followers: 898, SJR: 0.799, h-index: 23)

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Journal Cover   Personnel Review
  [SJR: 0.876]   [H-I: 36]   [11 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0048-3486
   Published by Emerald Homepage  [312 journals]
  • Vicarious experience of justice: when unfair treatment of one’s
           colleague matters
    • Authors: Jason L. Huang, Ann Marie Ryan, Bahaudin G. Mujtaba
      First page: 826
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose This paper examines the extent to which perceptions of one’s colleague’s fair treatment by an authority, termed vicarious justice, can affect an individual’s satisfaction with and cooperation towards the authority, after controlling one’s personal justice experience from the same authority figure. Design/methodology/approach In Study 1, 172 employees filled out a survey about personal and vicarious justice experience at work. In Study 2, 208 undergraduate students participated in an online scenario experiment that manipulated vicarious justice experience. Findings Across both studies, results indicated that, controlling for personal justice perceptions, vicarious justice perceptions positively influenced individuals’ satisfaction with the authority; the effect on satisfaction was stronger for individuals who saw themselves as more similar to the colleague. Results of the experiment also suggested that vicarious justice led to higher cooperation intentions, and such effect was moderated by similarity as well. Research limitations/implications The current studies demonstrate that vicarious justice perceptions can influence individuals beyond the effects of their own treatment, and such influence depends on perceived similarity between the focal individual and the colleague. Practical implications The paper highlights the importance of managers’ treatment of other employees, especially when managing employees that are homogeneous in various characteristics. Originality/value The studies extend the current understanding on vicarious justice effects and underscore the role of similarity in moderating such effects. The combination of field survey and online experiment provides evidence for causal inference for the findings.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:13Z
      DOI: 10.1108/PR-02-2013-0026
  • Devolving people management to the line: how different rationales for
           devolution influence people management effectiveness
    • Authors: Hugh Bainbridge
      First page: 847
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose This study focuses on the different rationales for devolving people management responsibilities to the line and examines their consequences for the HR function and HR’s interactions with line managers and employees. Design/methodology/approach A model was developed and tested that describes how the rationale for devolving people management to the line influences the HR function, HR’s interactions with line managers, and the quality of people management. Survey data was collected from 446 managers who reported that their organisations had devolved people management to the line. Findings Results indicate that devolution rationales are associated with distinct changes to the HR function’s strategic integration and size. These changes in the HR function are in turn associated with utilisation of line manager focused HR practices, HR’s business partner orientation and people management effectiveness. Practical implications The HR function should consider changes that refine job descriptions to include a clear statement of people management responsibilities, ensure performance appraisals incorporate an assessment of people management effectiveness, and prioritise line manager training and rewards in an environment where line managers may be less than enthusiastic about their newly acquired people management responsibilities. Originality/value The study contributes to the devolution literature by outlining how the effects of devolution are tied to the rationale underlying devolution efforts. It suggests that the tendency to conceptualise devolution without reference to the reason why it is pursued may be contributing to the controversy over its consequences.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:26Z
      DOI: 10.1108/PR-10-2013-0193
  • Enhancing perceived employability: an interactionist perspective on
           responsibilities of organizations and employees
    • Authors: Monique Veld, Judith Semeijn, Tinka van Vuuren
      First page: 866
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose The aim of this study is investigating the moderating role of employees’ willingness to invest in training and development and willingness for mobility on the relationship between human resource management practices and employability. As such, the study takes an interactionist perspective, building on human capital theory and Social Exchange Theory. Investigating possible interaction effects is highly relevant as little is known yet on how organizational efforts (i.e. policies and activities) and individual effort of employees might strengthen each other in their aim of enhancing employability. Design/methodology/approach Analyses were based on a sample of 1346 respondents from 91 primary school locations in the Netherlands. Hypotheses were tested using regression analyses controlling for nesting of the data. Findings The results indicate that HR activities and employees’ willingness are positively related to employability. Furthermore, only employees’ willingness for mobility strengthens this relationship, not their willingness for training and development. These results indicate that both organizations and employees are responsible for enhancing employability. Practical implications Both HR activities and employee willingness appear to play a significant and interactive role for enhancing employability. Therefore, explicit cooperation between employee and organization in light of optimizing employability seems warranted. Originality/value This study extends current research on enhancing employability, by theorizing and testing the combined efforts of organizations and employees from an interactionist perspective.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:21Z
      DOI: 10.1108/PR-05-2014-0100
  • The impact of work-life culture on organizational productivity
    • Authors: Isabel de Sivatte, Judith R. Gordon, Pilar Rojo, Ricardo Olmos
      First page: 883
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose We aim to test the relationship of work-life culture and organizational productivity and determine if it is mediated by the availability of work-life programs. Design/methodology/approach Quantitative data for the study were collected using three sources: an original survey completed by managers of 195 different companies, archival data from two databases, and archival data published in three national surveys. Hypotheses were tested using path analyses. Findings Our data reveal that work-life culture has no direct effect on labor productivity but does have an indirect effect on it, through the availability of work-life programs. Research limitations/implications One of our study’s limitations is that its design is cross-sectional. We suggest that future longitudinal studies examine the impact of work-life culture on organizational outcomes. Practical implications Practitioners should note the importance of promoting a favorable work-life culture and offering work-life programs as they enhance labor productivity. Originality/value We examine the impact of work-life culture on organizational productivity, a relatively understudied relationship at the organizational level.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:24Z
      DOI: 10.1108/PR-12-2013-0226
  • New evidence of the relationship between employee satisfaction and firm
           economic performance
    • First page: 906
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose Employee satisfaction appears in any discussion about how employees can contribute to organizational performance. This study aims to test the relationship between employee satisfaction and organizational performance; this later measured with three firm-level performance outcomes (ROA, operating margin, and revenue per employee). Design/methodology/approach At different times and from two independent sources we obtained firms’ data about worker attitudes and financial and productivity performance, respectively. The analysed sample of 475 firms is the biggest among the studies that analyze performance and employee satisfaction at the firm level. The impact of employee satisfaction over firm performance was assessed. Findings Overall satisfaction and satisfaction with senior leadership, compensation, and work/life balance, respectively impact firm performance. Research limitations/implications The ratings come from both employees and ex-employees and the individual characteristics were unknown. Additionally as an Internet-based sample there has been a lack of control over the individuals’ response process. Practical implications Managers have evidence about the importance of their employees’ satisfaction on firm performance, and on how the facets involved on worker satisfaction impact the performance. Originality/value Hitherto there is only one empirical evidence about the positive role of worker satisfaction in objective and financial firm level performance. That was based in best-firms type data. The current study draws in a big sample independent of this kind of rankings. Additionally, the job facet satisfaction conceptualization considered demonstrates the usefulness of this way to understand the employee satisfaction.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:23Z
      DOI: 10.1108/PR-01-2014-0023
  • Employment relations in the UK civil service
    • Authors: Andy Hodder
      First page: 930
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose The purpose of this paper is to bring together two separate strands of the literature (politics and industrial relations) on civil service management and reform to enable consideration of the industrial relations implications of these changes. Design/methodology/approach This paper is conceptual and has no empirical base. The paper is a general review of existing literature on the subject. Findings The paper identifies the importance of historical legacy in both management and union behaviour in the civil service. By revisiting earlier civil service reforms, the reader is able to gain an understanding of the rationale for much of the current restructuring of the civil service. Additionally, any discussion of trade union behaviour should be located in the context of union tradition and evolution. Research limitations/implications In being a general review, the paper does not report empirical evidence but instead provides the background for future research into civil service industrial relations and management. Originality/value This paper is the first to provide a systematic review of management restructuring in the civil service whilst at the same time considering union responses. As such, the paper is of interest to academics and practitioners in the areas of both management and politics.
      Citation: Personnel Review
      PubDate: 2015-07-23T12:20:30Z
      DOI: 10.1108/PR-09-2013-0160
  • Availability and use of work-life benefits. What’s in between?
    • Authors: Susana Pasamar
      First page: 949
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose This paper aims to explore the relationship between the availability and the real use of work-life (WL) benefits by employees. Most research focuses on adoption, and some studies have analyzed the levels of use. However, it is yet to be explained why some firms offer formal WL benefits, which ultimately are not used by employees. Design/methodology/approach The hypotheses developed here are tested using data from a sample of 146 Spanish private firms, which is very relevant because findings from research developed in Anglo-Saxon contexts cannot necessarily be extended elsewhere. Findings The results reveal that availability significantly influences the level of use of WL programs. Both the proportion of women employees in the organization and the formalization of the work-life balance culture moderate the relationship between availability and use. Practical implications These findings hold lessons for practitioners and researchers interested in WL balance and its actual diffusion among employees. Practitioners should consider WL balance in an unrestrictive way, thinking about different kinds of employees and not only women with caring responsibilities. The mere provision of benefits to a small part of the workforce does not guarantee any of the positive outcomes related to WL balance. Originality/value Aside from exploring the availability-use gap, this research was conducted in a non-Anglo-Saxon context.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:15Z
      DOI: 10.1108/PR-03-2014-0054
  • Transformational leadership and organisational commitment in manufacturing
           and service small to medium-sized enterprises
    • Authors: Jos Mesu, Karin Sanders, Maarten van Riemsdijk
      Pages: 970 - 990
      Abstract: Personnel Review, Volume 44, Issue 6, Page 970-990, September 2015.
      Purpose – The purpose of this paper is to investigate whether the generally positive impact of transformational leadership on organizational commitment in large organizations can be extended to small- and medium-sized businesses (SMEs) in the manufacturing and service industry. The authors investigate the possible moderator effects of a participative and directive leadership style. Design/methodology/approach – The collected data from 588 employees who rated 93 supervisors within 35 Dutch SMEs in both manufacturing and service industry. The authors analyse the nested data by means of multilevel modelling. Findings – Transformational leadership, defined as visionary leadership and development stimulation, was positively related to organizational commitment for service SMEs, but not for manufacturing SMEs. While a participative leadership style did not moderate the relationship between transformational leadership and organizational commitment in either industry, a directive leadership style strengthened the relationship between transformational leadership and organizational commitment in manufacturing SMEs. Research limitations/implications – Leaders in the service industry SMEs should engage in transformational leadership, whereas leaders in manufacturing industry SMEs should engage in other types of leadership. Future research should examine effective leadership in manufacturing. Practical implications – As the results of this study suggest, a distinction should be made between manufacturing and service industry. The advice therefore needs to be twofold. Supervisors in manufacturing SMEs can best improve employees’ organizational commitment by intensifying transformational leader behaviour combined with a directive decision style. Supervisors in service SMEs do not have to combine transformational leader behaviour with a particular leader decision style, if they wish to be more effective. Social implications – Demonstrating transformational leader behaviour can be successful in both manufacturing and service SMEs. However, in manufacturing companies this will only be effective when combined with a directive leader decision style. Originality/value – Although SMEs most of the time are considered as one similar group in comparison to large organizations, the authors follow Hughes and Wood (1999; see also Stonehouse and Pemberton, 2002) who argue that because of their different products, customers, and labour it is important to disaggregate research on SMEs and differentiate between manufacturing and service SMEs.
      Citation: Personnel Review
      PubDate: 2015-09-07T02:15:53Z
      DOI: 10.1108/PR-01-2014-0020
  • Millennials’ work values: differences across the school to work
    • Authors: Lisa K. J. Kuron, Sean T. Lyons, Linda Schweitzer, Eddy S.W. Ng
      Pages: 991 - 1009
      Abstract: Personnel Review, Volume 44, Issue 6, Page 991-1009, September 2015.
      Purpose – The purpose of this paper is to investigate whether work values vary across different life and career stages in a sample of Millennials. Design/methodology/approach – The sample for this study was comprised of 906 Canadian Millennials (born between 1980 and 1994). Findings – Pre-career and working Millennials varied in terms of the importance they placed on five work values – interesting work, achievement, good co-workers, doing work that helped people and salary – although these differences were small in magnitude. This suggests that Millennials’ work values are relatively stable as they grow older and gain work experience. Research limitations/implications – A large body of research citing generational differences relies upon cross-sectional studies which compares different generations of individuals at different life stages, thus making it impossible to disentangle whether the differences are a result of generational or life-cycle effects. The findings that the importance of work values shift over the life course suggest that maturation effects may explain only a small portion of these differences in the emerging adulthood phase. This finding is particularly important for researchers who rely on samples of post-secondary students as this is a period of change from both an individual and career developmental perspective. Practical implications – This research suggests that pre-career Millennials may be attracted to organizations which emphasize a collegial work environment and socially responsible culture. Once they are in the workforce, Millennials can be attracted and retained through attractive working conditions and remuneration. All Millennials are most likely to be attracted to workplaces that provide interesting work, work-life balance, job security and the information workers need to do their jobs effectively. Originality/value – Developmental psychology and career development literature suggest that transitioning from school-to-work is a major life event. Past research has shown that the importance of work values change across this transition and that this change differs among social generations (i.e. Baby Boomers and Generation Xers), but research to date has not examined this transition in the current, millennial generation (born after 1980). We answer the call for researchers to understand Millennials as they progress in their careers, demonstrate that the shift in work values is different for Millennials, and provide actionable recommendations for managers.
      Citation: Personnel Review
      PubDate: 2015-09-07T02:15:41Z
      DOI: 10.1108/PR-01-2014-0024
  • An interpersonal perspective to study silence in Indian organizations
    • Authors: Ajay K. Jain
      Pages: 1010 - 1036
      Abstract: Personnel Review, Volume 44, Issue 6, Page 1010-1036, September 2015.
      Purpose – The purpose of this paper is to investigate dimensions of employee silence in Indian work context with regard to the supervisors and how job satisfaction mediates the relationship between silence and turnover intention. The study also explores the relevance of superior-subordinate relationship and self-image maintenance perspectives in Indian socio-cultural context to explain and understand the phenomenon of silence in India. Design/methodology/approach – Qualitative (n=55) and quantitative data (n=334, n=314 and n=116) were collected from employees working in private, public and multinational organizations located in northern part of India. Exploratory and confirmatory factor analyses were performed to explore and validate the dimensions of silence behavior among Indian managers and structural equation analysis was carried out to see the meditating role of job satisfaction in the relationship of silence and turnover intention. Findings – Results have indicated the existence of four major dimensions of silence in India namely; fear of retaliation, internal motivation, self-competence and self-image as the possible causes of silence. Further job satisfaction has mediated the effect of silence on turnover intention. This study showed the positive impact of silence on satisfaction which is contrary to the western studies. These results have supported the theoretical arguments developed in this paper in the Indian work context. Practical implications – The results are useful in understanding the dynamics of silence in Indian organizations as employees might use silence in a strategic manner to regulate their satisfaction and in maintaining their membership with the organization. Originality/value – The present study is among the first attempts to empirically examine the causes and consequences of employee silence in the high power distance and collectivistic cultural context.
      Citation: Personnel Review
      PubDate: 2015-09-07T02:16:08Z
      DOI: 10.1108/PR-12-2013-0220
  • The Routledge Companion to International Human Resource Management
    • Pages: 1037 - 1039
      Abstract: Personnel Review, Volume 44, Issue 6, Page 1037-1039, September 2015.

      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:18Z
      DOI: 10.1108/PR-02-2015-0046
  • Bridge Employment: A Research Handbook
    • Pages: 1039 - 1041
      Abstract: Personnel Review, Volume 44, Issue 6, Page 1039-1041, September 2015.

      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:19Z
      DOI: 10.1108/PR-02-2015-0032
  • The Routledge Companion to Visual Organisation
    • Pages: 1041 - 1044
      Abstract: Personnel Review, Volume 44, Issue 6, Page 1041-1044, September 2015.

      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:28Z
      DOI: 10.1108/PR-06-2015-0158
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