To Jugaad or Not? How Mumbai’s Gig Workers Thrive Against Psychological Contract Discrepancies

As gig economy based firms increasingly rely upon algorithmic management to regulate their gig workers, we explore how driver-partners’ psychological contacts working for two major ridesharing platforms based on Mumbai evolve. The gig workers’ responses in how they adapt and thrive to the challenges posed by the information asymmetry brought about by the app’s algorithms are qualitatively captured using semi-structured interviews. From the thematic analysis that follows, we learn that the gig workers perceive psychological contract violation when repetitive attempts via problem-focused coping fail to resolve the psychological contract breach induced discrepancies. Though functional coping responses are persisted initially, we find that a collective influenced employee reaction follows soon. This collective attempt at resetting the power asymmetry leads the drivers to disengage with their organisations and resort to counterproductive work behaviour hacks. These temporary and significant quick fixes (identified as jugaad in the local culture) help the gig workers thrive amidst their disengagement states.

ORGANIZATIONAL CHANGES IN THE ENTERPRISE: THE INFLUENCE OF EMPLOYEE REACTION

The pace of organizational change faced by business organizations continues to grow every year. This is the result of progress in the field of information and communication technologies, which increases the democratization and liberalization of the world's economies. Our study of employee response to organizational change identified three main areas: The first perspective of the study identifies different personality traits of employees as determinants of resistance or support for change. The main approaches and models to the analysis of the influence of individual characteristics (tendencies) on the effectiveness of organizational change are analyzed. For example, it turned out that employees who are afraid of the unknown and tend to be more skeptical about it are more likely to resist. The first direction showed that people with a higher level of self-esteem and self-efficacy are more likely to support any change. The second direction focuses on the relationship between the employee and the organization. Here, scholars have focused on the role of trust in managerial or organizational settings. The last direction concerns the internal communication of change processes, which keeps the organization in the period of organizational change. The role of individual tendencies in the processes of organizational change, psychological factors of perception or resistance to these changes were considered. It was noted that the variables of organizational communication perform two main tasks: first, it serves to transmit information, and secondly, the use of commands as the main links and factors of organizational adaptation. We compared Cotter's model of urgent change with other models and determined that Luke's "Seven Steps" model offers a good way to diagnose and understand the current state of the business (before the change), as well as the goal (which is pursued by the change). Therefore, it can significantly help to start the process of change and provide the necessary guidance for success. The effective use of this model depends on whether these steps are implemented.

Transformational Leadership Incorporating Employee Change Acceptance in the Banking Sector: Mediating Effect of Workplace Spirituality

In this era, organizational change is a challenging task, especially to convince employees to accept the change. This study investigates the relationship of employee's acceptance to change with the impact of transformational leadership(TL) and analyses the mediating role of workplace spirituality(WS). Most of the studies in workplace spirituality literature consider transformational leader as an intense stimulation to nurture the spirituality of employees or to make change implementation successful. However, no previous studies explored employee reaction (i.e. acceptance) to change with the potent ingredient of spirituality factors. The data for this purpose was obtained by a time-lagged survey from a sample of 181 employees from private banks of Pakistan, which were used for further analysis using PROCESS (Model 4). The results of this study confirmed that the main effect of TL on Employees acceptance to change. Also, the study confirmed the full mediation of WS between the TL and employee acceptance to change. This study revealed the practical implications in the banking sector to enable the spirituality of employee for making change implementation successful also limitations of the study are highlighted.

The effect of religiosity on trainees’ reaction and motivation to transfer

Purpose This study aims to examine the relationship between religiosity, trainees’ reaction and motivation to transfer in the context of public sector organizations in Malaysia. Design/methodology/approach Structured equation modeling is conducted on survey data from 306 public sector employees in Malaysia. Findings The result of this study highlights the importance of religiosity as a trainee characteristic factor that can influence employee reaction toward the training program, and ultimately demonstrates positive intention to transfer the training outcomes to the workplace. In other words, the findings reveal that reaction has a mediating effect on the relationship between religiosity and motivation to transfer. Research limitations/implications This study provides guidance to training practitioners (e.g. training consultant company), who wish to enhance a positive training reaction of public sector employees in Malaysia. A significant relationship between religiosity and reaction indicates that the importance of religious elements to be included in the training program when conducting training to public sector employees in Malaysia. Originality/value The findings of this study are very important because the relationship between religiosity, reaction and motivation to transfer has not been examined before. Besides, no study on the relationship between religiosity and reaction has been traced. Furthermore, the role of reaction as a mediator between religiosity and motivation to transfer has not been studied so far.

How communication climate and organizational identification impact change

Purpose The purpose of this paper is to examine why and how an open and participative communication climate matters for employee organizational identification and their change-specific responses, specifically employees’ attitudinal and behavioral reactions. Design/methodology/approach To test the hypothesized model, the authors conducted an online survey using a stratified and quota random sample of 1,034 US employees working in diverse industry sectors in June of 2018, with the assistance of a premier global provider of survey services, Survey Sampling International. To test the hypothesized model, structural equation modeling analysis was employed using AMOS 24.0 software. Findings An open and participative communication climate directly contributes to employee affective commitment to change and behavioral support. Communication climate featured by openness and participation boosts employee identification with the organization, which leads to positive employee reaction to change. When employees identify with the organization, they tend to believe in the inherent value of the change and are more likely to support the change initiative in action through cooperation and championship. Originality/value Theoretically, the study contributes to the change management and communication literature by focusing on the role of communication climate in inducing employee reaction to organizational change. Practically, the study offers insights for change managers, internal communication professionals and organizational leaders. Organizational leaders need to be open, create a trusting atmosphere and actively involve employees in the decision-making process. Organizational leaders and communicators should also strive to boost employee identification with the organization, especially during change.

Psychological Contract Fulfillment on Employees Reactions within the Context of Organizational Justice

Aim - The objective of the study was to examine the psychological contract expectations by employees and the impact of any deviation from its perceived benefits by the employees of an organization, as they occur within social exchange relationships to account for employee responses. Methodology - This is an exploratory longitudinal study in which an investigation is made into the changes in employment obligations as perceived by employees based on the level of fulfillment of contract obligations by their employer(s). Findings - It was deduced that an employer's inability to fulfill its contractual commitments was the foundational cause associated with the decline in cooperation of the employees to fulfill their employment obligations. Significance - The results of the current study show that there is a significant and positive relationship between Psychological Contract Fulfilment and Employee Reaction. Results presented that there is a significant and positive relationship between Organizational Justice and Employee Reaction. Results presented that there is a significant and positive relationship between Organizational Justice and Psychological Contract Fulfilment.

Emotional Intelligence and Non-Management Employee Reaction

Emotional Intelligence (EI) has been regarded as a leading attribute of management. Research has shown that managers have been afforded the opportunity to experience and demonstrate how EI assists them in developing their managerial skills. Moreover such research has shown that EI helps managers to develop their self-awareness and their job performance. In contrast, few, if any, studies have acknowledged how non-management employees perceive EI and its significance in the workforce. Numerous employees may not be aware of what EI is, and whether EI in the workplace offers any tangible advantages or disadvantages for them as it does for managers. Consequently, little is known about the lived experiences of non-management employees and EI.

GAYA KEPEMIMPINAN TRANSFORMASIONAL, KEADILAN ORGANISASI, DAN REAKSI KARYAWAN TERHADAP KINERJA KARYAWAN

<em>The background of this study is to analyze the effect of transformational leadership and organizational justice on employee performance through employee reaction. The purpose of this study is to examine the influence of transformational leadership and organizational justice to employee performance through employee reaction in Trisakti Dental Hospital. The design of this research is hypothesis testing using primary data obtained by distributing 200 questionnaires to employees of Trisakti Dental Hospital. </em><em>The analytical method used is Structure Equation Model (SEM). The result of this research concludes that there is no significant and negative relation between transformational leadership and employee reaction. There is a significant and positive relation between organizational justice and employee reactions. There is a significant and positive relation between employee reactions and employee performance.</em>

The Social Dimension of Service Interactions

Service interactions run a gamut from an instrumental self-focus to full social appreciation. Observing another customer’s incivility toward a frontline employee can emphasize social concerns as guiding principles for the observer’s own service interaction. Five studies test these dynamics; the results reveal that an incivility incident leads observers to prioritize social over market concerns. This reprioritization becomes manifest in a subsequent service interaction through increased feelings of warmth toward the employee who experienced incivility. In turn, feelings of warmth prompt observers to provide emotional support to the affected employee. Yet such prosocial inclinations are less likely when an employee is held responsible for or reciprocates incivility. Finally, this article also examines the effects of different employee reaction strategies on observers’ inferences about the employee and the service firm, showing that observers are most positively disposed toward the employee and the firm when the former reacts to incivility with a polite reprimand. Together, the results suggest that, contrary to past theorizing, observing customers may contribute to employee well-being, contingent on appropriate employee responses. Notably, the commonly prescribed polite, submissive employee reaction that requires emotional labor may not be the most desirable reaction—neither for the employee nor for the firm.