Challenges in the Era of Globalization - iaabd

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Proceedings of the 12th Annual Conference © 2011 IAABD exhibited partially mediation on the PJ-MOCAP relationship. Thus, while POJ (PJ and IJ) affects the behavioral aspects of the HF (MOCAP and HBEHAV) for the Indian sample only indirectly through MC, in the Ghana sample, PJ also has a direct effect on MOCAP and so is IJ on HBAHAV. In conclusion, the study shows that although Ghana and India are high power distance cultural environments, procedural and interpersonal fairness are important to employees. Procedural and interpersonal fairness at the workplace leads to the development of employee-organization relationship based on mutual commitment because employees are more likely to reciprocate such fairness with a stronger attachment, identification, and loyalty to the organization. Second, treating employees fairly, procedurally and interpersonally, can engender both the behavioral and capabilities aspects of the HF either directly or indirectly through employees’ experiences of MC. Third, the relationship between POJ and the HF, and how MC mediates the POJ-HF relationship is different in Ghana and India. Finally, the study has limitations that must be acknowledged to provide avenues for future research. They include: (a) the use of cross-sectional designs in collecting the data precluding the possibility of making inferences about causality; (b) the data from each of the samples were collected at a single point in time raising concerns about common method variance problems, although we interspersed the POJ, POC and POS items to minimize common method variance problems; and (c) the study focused on only procedural and interactional justice and did not explore the influence of distributive justice and the separation of interactional justice into interpersonal and informative justice. Future research may consider using the four-factor organizational justice construct to ascertain whether there are differences between how informational and interpersonal justice affects mutual commitment and the HF. References Acquaah, M. (2004). Human factor theory, organizational citizenship behaviors and human resources management practices: An integration of theoretical constructs and suggestions for measuring the human factor. Review of Human Factor Studies, 10(1), 118-151. Adjibolosoo, S. B-S. K. (2005). The human factor in leadership effectiveness. Oklahoma City; Tate Publishing. Adjibolosoo, S. B-S. K. (1995). Human factor in developing Africa. Westport, CT: Praeger. Adu-Febiri, F. (1996). Entrepreneurship development for industrial progress in Africa. In Adjibolosoo, S. B-S. K (ed), Human Factor Engineering and the Political Economy of African Development (pp. 71-82). Westport, CT: Praeger. Allen, N. J., and Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63, 1-18. Baron, R. M., and Kenny, D. A. (1986). Moderator-mediator variables distinction in social psychological research: conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51, 1173-1182. Bies, R. J., and Moag, J. S. (1986). Interactional justice: Communication criteria of fairness. In Lewicki, R. J., Sheppard, B. H., and Bazerman, M. H. (eds.), Research in Organizational Behavior, Vol. 9. Greenwich, CT: JAI Press, pp. 289-319. Budhwar, P. S., Woldu, H., and Ogbonna, E. (2008). A comparative analysis of cultural value orientations of Indians and migrant Indians in the USA. International Journal of Cross Cultural Management, 8, 79 105. CIA. (2010a). The World Factbook, Ghana. Available at: https://www.cia.gov/library/publications/theworld-factbook/geos/gh.html (Assessed November 15, 2010). CIA. (2010b). The World Factbook, India. Available at: https://www.cia.gov/library/publications/theworld-factbook/geos/in.html (Assessed November 15, 2010). Choi, J. (2008). Event justice perceptions and employees’ reactions: Perceptions of social entity justice as 474
Challenges in the Era of Globalization Edited by Emmanuel Obuah a moderator. Journal of Applied Psychology, 93, 513-528. Cook, J., and Wall, T. (1980). New work attitude measures of trust, organizational commitment and personal need non-fulfilment. Journal of Occupational Psychology, 53, 39-52. Coyle-Shapiro, J. A-M., Kessler, I., and Purcell, J. (2004). Exploring organizationally directed citizenship behavior: Reciprocity or ‘It’s my Job’? Journal of Management Studies, 41(1), 85-106. Duke, A. B., Goodman, J. M., Treadway, D. C., and Breland, J. W. (2009). Perceived organizational support as a moderator of emotional labor/outcomes relationship. Journal of Applied Social Psychology, 39, 1013-1034. Eisenberger, R., Huntington, R., Hutchison, S., and Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71, 500-507. Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P.D., and Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of Applied Psychology, 86, 42-51. Graham, J. W., and Organ, D. W. (1993). Commitment and the covenantal organization. Journal of Managerial Issues, 5, 483-502. Greenberg, J. (1993). The social side of fairness: Interpersonal and informational classes of organizational justice. In R. Cropanzano (ed), Justice in the workplace: Approaching fairness in Human resource management (pp. 79-103). Hillsdale, NJ: Lawrence Erlbaum. Greenberg, J., and Colquitt, J. A. (2006). The handbook of organizational justice. Mahwah, NJ: Erlbaum. Gyekye, S.A., and Salminen, S. (2009). Perceived organizational support: An African perspective. Journal of Applied Social Psychology, 39, 2651-2668 Hofstede, G. (1980). Culture’s consequences: International differences in work-related values. Beverly Hills, CA: Sage. Kakar, S. (1971). Authority pattern and subordinate behavior in Indian organization. Administrative Science Quarterly, 16, 298-307. Konovsky, M. A. (2000). Understanding procedural justice and its impact on business organizations. Journal of Management, 26(3), 489-511. Lavelle, J. J., Brockner, J., Konovsky, M. A., Price, K. H., Henley, A. B., Taneja, A. and Vinekar, V. (2009). Commitment, procedural justice and organizational citizenship behaviors: A multifoci analysis. Journal of Organizational Behavior, 30,337-357. Lind, E. A., Kulik, C., Ambrose, M., and de Vera Park, M. (1993). Individual and corporate dispute resolution: Using procedural fairness as a decision heuristic. Administrative Science Quarterly, 38: 224- 251. Mathur, A., Zhang, Y., and Neelankavil, J. P. (2001). Critical managerial motivational factors: A cross cultural analysis of four culturally divergent countries. International Journal of Cross Cultural Management, 1, 251-267. Mendonca, M., and Kanungo, R, N. (1994). Managing human resources: The issue of culture fit. Journal of Management Inquiry, 3, 189-205. Moon, H., Kamdar, D., Mayer, D. M., and Takeuchi, R. (2008). Me or we? The role of personality and justice as other-centered antecedents to innovative citizenship behaviors within organizations. Journal of Applied Psychology, 93, 84-94. Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76, 845-855. Ofori-Amoah, B. (1996). Human factor development and technological innovation in Africa. In Adjibolosoo, S. B-S. K.. (ed). Human Factor Engineering and the Political Economy of African Development. Westport, CT: Praeger. Organ, D. W., and Moorman, R. H. (1993). Fairness and organizational citizenship behavior: Whatare the connections? Social Justice Research, 6, 5-18. Snape, E., and Redman, T. (2004). Exchange or Covenant? The nature of the member-union relationship.Industrial Relatons, 43, 855-873. 475
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Challenges in the Era of Globalizat
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Table of Contents Challenges in the
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Lennart Bangens, Goteborg, Sweden C
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Local Steering Committee Jacob Musi
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Track 1: Accounting, Finance, and I
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Abstract Challenges in the Era of G
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Abstract Determinants of Bank Lendi
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Empirical Results Challenges in the
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Table 3 Determinants of Competitive
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Research Findings Challenges in the
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Abstract: Study on Africa Governmen
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Abstract Challenges of Oil Revenue
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Abstract Land Based Sources of Poll
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Abstract On the Mitigation of Rever
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Assessment of pollutants in nigeria
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Figure 1: Lagos off shore survey po
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Track 5: Management Education Chall
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Conclusion Challenges in the Era of
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37. Provision of sound education fo
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The cost structure Challenges in th
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Empirical Analysis Challenges in th
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Variable Coefficient Std. Error t-S
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Abstract The Changing Requirements
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The Model, Data and Variable Defini
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Empirical results Challenges in the
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Abstract Gender, poverty and sustai
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Figure 1.1: Spread of directorships
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Theoretical Framework Challenges in
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Single 18.1 Masters and above 35.3
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Source: Field survey, 2010 Table 3:
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Track 9: Global Studies and Politic
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Conceptual Definitions Challenges i
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Conclusions and Implications Challe
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Abstract Exploring Organisational R
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district hospitals: Evidence from N
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Convenient location of banks Challe
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Figure 1.Framework for Bank selecti
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Banks in Ghana Challenges in the Er
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References: Challenges in the Era o
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Figure 5: Causal loop diagram inclu
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The study seeks to: • examine typ
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Figure 2: Customer Perception of MT
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Relationship Commitment Total 1264.
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Factor Item Loading Imaginative 0.4
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Figure 1: Components of Data Analys
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Abstract Marketing Nigerian medicin
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References Challenges in the Era of
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firms attained below average market
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Conclusion Dissatisfied 6 3.4 3.6 7
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Abstract Customer satisfaction with
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Methodology Challenges in the Era o
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Discussion Challenges in the Era of
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Postgraduate 19 Internet experience
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Average daily Internet hours z P-va
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Conclusion Challenges in the Era of
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Figure1.1Inflation and Indexation R
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Football Spectatorship Challenges i
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