Sudhir Saha | Memorial University of Newfoundland (original) (raw)

Papers by Sudhir Saha

South Asian journal of human resources management, Oct 12, 2022

Management Decision, May 29, 2018

PurposeThe purpose of this paper is to provide insight into the emotional or affective mechanisms... more PurposeThe purpose of this paper is to provide insight into the emotional or affective mechanisms that underlie the relationship between employees’ perceptions of corporate social responsibility (CSR) and employee attitudes and behaviors. Drawing on affective events theory (AET), this study examines a sequential mediation model in which CSR perceptions influence positive affect (PA) at work which leads to employee engagement in the creative process that, in turn, affects employee creative behaviors.Design/methodology/approachTwo-wave data were collected from a sample of employees working in the telecommunication sector in Egypt (N=208). The collected data were analyzed using structural equation modeling.FindingsThe study found a positive association between CSR perceptions and employee creative behaviors. The results also showed that CSR perceptions have induced PA, which, in turn, led to greater level of engagement in the creative process and eventually led employees to exhibit creative behaviors.Originality/valueThis is one of the first studies to use AET as a conceptual framework to explain the positive association between CSR and employee positive work outcomes (i.e. creativity). By integrating AET with CSR and employee outcomes literatures, this study contributes to the available knowledge regarding the affective or emotional mechanisms through which CSR perceptions could affect employee work behaviors.

Canadian Journal of Administrative Sciences, Apr 8, 2009

Public Organization Review, 2019

The aim of this investigation is to explore the process linking socially responsible human resour... more The aim of this investigation is to explore the process linking socially responsible human resource management (SRHRM) to employee well-being. The data were collected from a sample of nurses ( n = 349) working in a large public hospital in Egypt. The results indicate that positive employee perceptions of organizational morality arising from SRHRM led to an enhanced state-based positive affect at work and ultimately increased employee vitality. This investigation contributes to the HRM literature by examining the impact of employees’ perceptions of HRM practices that incorporate indicators of employee social performance in corporate performance appraisals and reward systems, on employee vitality at work.

Journal of Knowledge Management, Oct 11, 2021

PurposeThe purpose of this study is to examine the relationship between leader-signaled knowledge... more PurposeThe purpose of this study is to examine the relationship between leader-signaled knowledge-hiding behavior (LSKH) and employee organizational identification (OI) with self-interest climate perceptions (SIC) as a mediator. This study also takes into consideration the impact of individual differences (i.e. employee trait of agreeableness) in shaping these relationships.Design/methodology/approachTwo-wave data were collected from a sample of employees working in service industry companies in Egypt (N = 305). The mediation model (model 4) and the moderated mediation model (model 14) were tested using the statistical package for the social sciences PROCESS macro. The indirect effect of LSKH behavior on employee OI was examined using the bootstrapping approach (n = 5,000) with 95% confidence intervals (CI) for the indices.FindingsFindings show that LSKH behavior has a negative impact on employee OI through SIC perceptions. Additionally, a moderation analysis indicates that the employee trait agreeableness strengthens the negative relationship between SIC and OI as well as the indirect relationship between LSKH behavior and employee OI.Originality/valueWhile previous studies mainly focused on employee knowledge-hiding behavior, this study extends this nascent stream of literature by investigating the impact of this behavior at the leader’s level in the Egyptian cultural context. The results provide insights into the consequences of this type of behavior on important outcomes, namely, SIC and OI.

Equality, Diversity and Inclusion: An International Journal, Feb 10, 2012

ABSTRACT Purpose – The purpose of this paper is to explore the relationship between managerial va... more ABSTRACT Purpose – The purpose of this paper is to explore the relationship between managerial values and preference for hiring of low caste and female job candidates in the context of the six decades of affirmative action in India. Design/methodology/approach – A sample of managers from India filled in a questionnaire indicating their beliefs and values concerning the Indian reservation system, social activism and minority employment. Subjects also made hiring choices in a simulated decision environment. Findings – Findings indicate that managers were marginally in favour of hiring minority candidates and that their values and beliefs concerning minority employment of low caste and female job candidates were mixed. Research limitations/implications – The study used self-reported questionnaires, and the sample size was small. Future studies are recommended to overcome the limitations. Practical implications – Managers responsible for making hiring decisions should be trained and educated in the need for equity, justice and diversity in the workplace. Originality/value – This investigation provides empirical evidence linking managerial beliefs and values to hiring preferences of minority job candidates.

International Business Research, Feb 25, 2015

A review of previous studies reveals that the relationship between corporate social responsibilit... more A review of previous studies reveals that the relationship between corporate social responsibility (CSR) and employee engagement (EE) can be explained through social identification theory (SIT). Previous studies indicated that organizational identification (OI) is one of the most possible mechanisms that can explain the relationship between organization"s CSR efforts and EE. Nevertheless, we argue that OI as a mechanism in explaining the relationship between CSR and EE will differ depending on which stakeholder is targeted by organization"s actions. In our report, we identify two distinct paths through which CSR can affect EE, which correspond to two different psychological needs; respect and prestige. The first path is through employees" perceptions of how the company cares about them, or being good (i.e., internal CSR). The other path is through employees" perceptions of their company as socially responsible toward external stakeholders and concerned with maintaining a good image to society at large, or looking good (i.e., external CSR). We take into consideration the impact of individual and cultural differences on shaping these paths.

This is to certify that the thesis entitled, " Determining the flow characteristics of synthetic ... more This is to certify that the thesis entitled, " Determining the flow characteristics of synthetic slag and optimizing the slag characteristics" submitted by Anup Agarwal (108MM042) and Sudhir Saha (108MM057) in partial fulfilments for the requirements for the award of Bachelor of Technology degree in Metallurgical and Materials Engineering at National Institute of Technology, Rourkela is an authentic work carried out by them under my supervision and guidance. To the best of my knowledge, the matter embodied in the thesis has not been submitted to any other University/Institute for the award of any Degree or Diploma.

A review of previous studies reveals that the relationship between corporate social responsibilit... more A review of previous studies reveals that the relationship between corporate social responsibility (CSR) and employee engagement (EE) can be explained through social identification theory (SIT). Previous studies indicated that organizational identification (OI) is one of the most possible mechanisms that can explain the relationship between organization"s CSR efforts and EE. Nevertheless, we argue that OI as a mechanism in explaining the relationship between CSR and EE will differ depending on which stakeholder is targeted by organization"s actions. In our report, we identify two distinct paths through which CSR can affect EE, which correspond to two different psychological needs; respect and prestige. The first path is through employees" perceptions of how the company cares about them, or being good (i.e., internal CSR). The other path is through employees" perceptions of their company as socially responsible toward external stakeholders and concerned with maintaining a good image to society at large, or looking good (i.e., external CSR). We take into consideration the impact of individual and cultural differences on shaping these paths.

Along with an increasing frequency of organizational change efforts, research has highlighted emp... more Along with an increasing frequency of organizational change efforts, research has highlighted employees' attitudes towards change as a prerequisite for successful change implementation. This paper presents the findings from an investigation conducted in Pakistan to validate the Herscovitch-Meyer three component model of commitment to change. Results of confirmatory factor analysis, based on data from 172 managers in a recently restructured public sector organization, showed that commitment to organizational change could be represented by three dimensions of affective, continuance and normative commitment to change, even if some items were found to be problematic. As expected, affective commitment, which is based on the realization of the inherent benefits of change, was negatively related to job insecurity and all role stressors, while continuance commitment, which reflects the avoidance of the cost of non-compliance towards change, displayed positive correlations with all stressors. However, normative commitment, an obligation based commitment, was unrelated to all correlates. In conclusion, the present findings provide some evidence for the generalizability of the commitment to change model in a non-western setting, but also suggest that the normative commitment items may need some adjustment to the particular cultural setting of Pakistan.

Human systems management, Jan 28, 2022

BACKGROUND: Servant leadership can be viewed as a leadership theory that stresses personal integr... more BACKGROUND: Servant leadership can be viewed as a leadership theory that stresses personal integrity and focuses on protecting and promoting the interests of others. OBJECTIVE: This article investigates whether the relationship between servant leadership and nurses’ upward voice behavior in an Egyptian hospital is contingent on prosocial motivation. Invoking substitutes for leadership theory, we propose that the relationship between servant leadership and nurses’ upward voice will be attenuated when nurses have a strong desire to protect and promote the well-being of others. METHODS: Using a sample of 341 nurses working in a large governmental hospital in Egypt, this proposition was tested using PROCESS Macro for SPSS. RESULTS: The results revealed that the relationship between servant leadership and nurses’ upward voice was stronger for those lower in prosocial motivation than for those higher in prosocial motivation. CONCLUSION: These results were explained through communal impulsion which adds a new insight into Greenleaf’s theory of servant leadership. Overall, the results of the study shed new light on the conditions through which servant leadership enhances upward voice behavior in an Egyptian hospital.

Cross-cultural differences in managerial values, attitudes, systems and practices are an importan... more Cross-cultural differences in managerial values, attitudes, systems and practices are an important theme in the contemporary management and human resource management literature, (Adler et al., 1986; Hofstede, 1980). This debate tends to be conceptualised in terms of two strands of argument. On the one hand a convergence thesis argues that managerial values, practices and systems will converge and follow a model found in the developed countries such as the US and UK (Adler and Graham, 1989; Negandhi, 1979; Schwartz, 1992). Commentators who subscribe to the convergence argument posit that advances in communication and transportation has brought with it cross-pollination of culture across all countries. The convergence argument is also reflected in the desire of multinational companies to become global organisations and develop a universal corporate culture. Corporate culture grows out of the values held by organisational members especially managers and it is argued that they will have similar values regardless of where in the world these individuals grow up and now work (Boeker, 1989; Chatman and Jehn, 1994). The question of whether managerial values are convergent or divergent is therefore an important issue because in order to create such a universal culture, the diverse individual values of managers from different geographic locations must converge with a common set of values to create the desired corporate culture.

South Asian Journal of Human Resources Management

of individual values on the importance attached to training and development by line managers&quot... more of individual values on the importance attached to training and development by line managers", Presented at the 6th Conference

of individual values on the importance attached to training and development by line managers&quot... more of individual values on the importance attached to training and development by line managers", Presented at the 6th Conference

nbs.nust.edu.pk

... The confidence of employees in the process can be gained by ensuring their involvement and pa... more ... The confidence of employees in the process can be gained by ensuring their involvement and participation at every step (Joshi, 1991). ... But the uncertainty Corresponding Author: Hina Jawaid Kalyal NUST Publishing, © (2008). ISSN: 2073-994X Page 2. ...

Along with an increasing frequency of organizational change efforts, research has highlighted emp... more Along with an increasing frequency of organizational change efforts, research has highlighted employees’ attitudes towards change as a prerequisite for successful change implementation. This paper presents the findings from an investigation conducted in Pakistan to validate the Herscovitch-Meyer three component model of commitment to change. Results of confirmatory factor analysis, based on data from 172 managers in a recently restructured public sector organization, showed that commitment to organizational change could be represented by three dimensions of affective, continuance and normative commitment to change, even if some items were found to be problematic. As expected, affective commitment, which is based on the realization of the inherent benefits of change, was negatively related to job insecurity and all role stressors, while continuance commitment, which reflects the avoidance of the cost of non-compliance towards change, displayed positive correlations with all stressors...

South Asian Journal of Human Resource Management, 2020

Int J Manpower, 2006

Purpose – This paper explores this relationship between the individual values of managers and hum... more Purpose – This paper explores this relationship between the individual values of managers and human resource (HR) decision-making. Design/methodology/approach – Questionnaire data were collected from a total of 340 line managers from both Ireland and Canada. The questionnaire instrument comprises three components: Rokeach's instrumental and terminal values instrument; two HR related decision scenarios; and demographic and human capital data. Findings

South Asian journal of human resources management, Oct 12, 2022

Management Decision, May 29, 2018

PurposeThe purpose of this paper is to provide insight into the emotional or affective mechanisms... more PurposeThe purpose of this paper is to provide insight into the emotional or affective mechanisms that underlie the relationship between employees’ perceptions of corporate social responsibility (CSR) and employee attitudes and behaviors. Drawing on affective events theory (AET), this study examines a sequential mediation model in which CSR perceptions influence positive affect (PA) at work which leads to employee engagement in the creative process that, in turn, affects employee creative behaviors.Design/methodology/approachTwo-wave data were collected from a sample of employees working in the telecommunication sector in Egypt (N=208). The collected data were analyzed using structural equation modeling.FindingsThe study found a positive association between CSR perceptions and employee creative behaviors. The results also showed that CSR perceptions have induced PA, which, in turn, led to greater level of engagement in the creative process and eventually led employees to exhibit creative behaviors.Originality/valueThis is one of the first studies to use AET as a conceptual framework to explain the positive association between CSR and employee positive work outcomes (i.e. creativity). By integrating AET with CSR and employee outcomes literatures, this study contributes to the available knowledge regarding the affective or emotional mechanisms through which CSR perceptions could affect employee work behaviors.

Canadian Journal of Administrative Sciences, Apr 8, 2009

Public Organization Review, 2019

The aim of this investigation is to explore the process linking socially responsible human resour... more The aim of this investigation is to explore the process linking socially responsible human resource management (SRHRM) to employee well-being. The data were collected from a sample of nurses ( n = 349) working in a large public hospital in Egypt. The results indicate that positive employee perceptions of organizational morality arising from SRHRM led to an enhanced state-based positive affect at work and ultimately increased employee vitality. This investigation contributes to the HRM literature by examining the impact of employees’ perceptions of HRM practices that incorporate indicators of employee social performance in corporate performance appraisals and reward systems, on employee vitality at work.

Journal of Knowledge Management, Oct 11, 2021

PurposeThe purpose of this study is to examine the relationship between leader-signaled knowledge... more PurposeThe purpose of this study is to examine the relationship between leader-signaled knowledge-hiding behavior (LSKH) and employee organizational identification (OI) with self-interest climate perceptions (SIC) as a mediator. This study also takes into consideration the impact of individual differences (i.e. employee trait of agreeableness) in shaping these relationships.Design/methodology/approachTwo-wave data were collected from a sample of employees working in service industry companies in Egypt (N = 305). The mediation model (model 4) and the moderated mediation model (model 14) were tested using the statistical package for the social sciences PROCESS macro. The indirect effect of LSKH behavior on employee OI was examined using the bootstrapping approach (n = 5,000) with 95% confidence intervals (CI) for the indices.FindingsFindings show that LSKH behavior has a negative impact on employee OI through SIC perceptions. Additionally, a moderation analysis indicates that the employee trait agreeableness strengthens the negative relationship between SIC and OI as well as the indirect relationship between LSKH behavior and employee OI.Originality/valueWhile previous studies mainly focused on employee knowledge-hiding behavior, this study extends this nascent stream of literature by investigating the impact of this behavior at the leader’s level in the Egyptian cultural context. The results provide insights into the consequences of this type of behavior on important outcomes, namely, SIC and OI.

Equality, Diversity and Inclusion: An International Journal, Feb 10, 2012

ABSTRACT Purpose – The purpose of this paper is to explore the relationship between managerial va... more ABSTRACT Purpose – The purpose of this paper is to explore the relationship between managerial values and preference for hiring of low caste and female job candidates in the context of the six decades of affirmative action in India. Design/methodology/approach – A sample of managers from India filled in a questionnaire indicating their beliefs and values concerning the Indian reservation system, social activism and minority employment. Subjects also made hiring choices in a simulated decision environment. Findings – Findings indicate that managers were marginally in favour of hiring minority candidates and that their values and beliefs concerning minority employment of low caste and female job candidates were mixed. Research limitations/implications – The study used self-reported questionnaires, and the sample size was small. Future studies are recommended to overcome the limitations. Practical implications – Managers responsible for making hiring decisions should be trained and educated in the need for equity, justice and diversity in the workplace. Originality/value – This investigation provides empirical evidence linking managerial beliefs and values to hiring preferences of minority job candidates.

International Business Research, Feb 25, 2015

A review of previous studies reveals that the relationship between corporate social responsibilit... more A review of previous studies reveals that the relationship between corporate social responsibility (CSR) and employee engagement (EE) can be explained through social identification theory (SIT). Previous studies indicated that organizational identification (OI) is one of the most possible mechanisms that can explain the relationship between organization"s CSR efforts and EE. Nevertheless, we argue that OI as a mechanism in explaining the relationship between CSR and EE will differ depending on which stakeholder is targeted by organization"s actions. In our report, we identify two distinct paths through which CSR can affect EE, which correspond to two different psychological needs; respect and prestige. The first path is through employees" perceptions of how the company cares about them, or being good (i.e., internal CSR). The other path is through employees" perceptions of their company as socially responsible toward external stakeholders and concerned with maintaining a good image to society at large, or looking good (i.e., external CSR). We take into consideration the impact of individual and cultural differences on shaping these paths.

This is to certify that the thesis entitled, " Determining the flow characteristics of synthetic ... more This is to certify that the thesis entitled, " Determining the flow characteristics of synthetic slag and optimizing the slag characteristics" submitted by Anup Agarwal (108MM042) and Sudhir Saha (108MM057) in partial fulfilments for the requirements for the award of Bachelor of Technology degree in Metallurgical and Materials Engineering at National Institute of Technology, Rourkela is an authentic work carried out by them under my supervision and guidance. To the best of my knowledge, the matter embodied in the thesis has not been submitted to any other University/Institute for the award of any Degree or Diploma.

A review of previous studies reveals that the relationship between corporate social responsibilit... more A review of previous studies reveals that the relationship between corporate social responsibility (CSR) and employee engagement (EE) can be explained through social identification theory (SIT). Previous studies indicated that organizational identification (OI) is one of the most possible mechanisms that can explain the relationship between organization"s CSR efforts and EE. Nevertheless, we argue that OI as a mechanism in explaining the relationship between CSR and EE will differ depending on which stakeholder is targeted by organization"s actions. In our report, we identify two distinct paths through which CSR can affect EE, which correspond to two different psychological needs; respect and prestige. The first path is through employees" perceptions of how the company cares about them, or being good (i.e., internal CSR). The other path is through employees" perceptions of their company as socially responsible toward external stakeholders and concerned with maintaining a good image to society at large, or looking good (i.e., external CSR). We take into consideration the impact of individual and cultural differences on shaping these paths.

Along with an increasing frequency of organizational change efforts, research has highlighted emp... more Along with an increasing frequency of organizational change efforts, research has highlighted employees' attitudes towards change as a prerequisite for successful change implementation. This paper presents the findings from an investigation conducted in Pakistan to validate the Herscovitch-Meyer three component model of commitment to change. Results of confirmatory factor analysis, based on data from 172 managers in a recently restructured public sector organization, showed that commitment to organizational change could be represented by three dimensions of affective, continuance and normative commitment to change, even if some items were found to be problematic. As expected, affective commitment, which is based on the realization of the inherent benefits of change, was negatively related to job insecurity and all role stressors, while continuance commitment, which reflects the avoidance of the cost of non-compliance towards change, displayed positive correlations with all stressors. However, normative commitment, an obligation based commitment, was unrelated to all correlates. In conclusion, the present findings provide some evidence for the generalizability of the commitment to change model in a non-western setting, but also suggest that the normative commitment items may need some adjustment to the particular cultural setting of Pakistan.

Human systems management, Jan 28, 2022

BACKGROUND: Servant leadership can be viewed as a leadership theory that stresses personal integr... more BACKGROUND: Servant leadership can be viewed as a leadership theory that stresses personal integrity and focuses on protecting and promoting the interests of others. OBJECTIVE: This article investigates whether the relationship between servant leadership and nurses’ upward voice behavior in an Egyptian hospital is contingent on prosocial motivation. Invoking substitutes for leadership theory, we propose that the relationship between servant leadership and nurses’ upward voice will be attenuated when nurses have a strong desire to protect and promote the well-being of others. METHODS: Using a sample of 341 nurses working in a large governmental hospital in Egypt, this proposition was tested using PROCESS Macro for SPSS. RESULTS: The results revealed that the relationship between servant leadership and nurses’ upward voice was stronger for those lower in prosocial motivation than for those higher in prosocial motivation. CONCLUSION: These results were explained through communal impulsion which adds a new insight into Greenleaf’s theory of servant leadership. Overall, the results of the study shed new light on the conditions through which servant leadership enhances upward voice behavior in an Egyptian hospital.

Cross-cultural differences in managerial values, attitudes, systems and practices are an importan... more Cross-cultural differences in managerial values, attitudes, systems and practices are an important theme in the contemporary management and human resource management literature, (Adler et al., 1986; Hofstede, 1980). This debate tends to be conceptualised in terms of two strands of argument. On the one hand a convergence thesis argues that managerial values, practices and systems will converge and follow a model found in the developed countries such as the US and UK (Adler and Graham, 1989; Negandhi, 1979; Schwartz, 1992). Commentators who subscribe to the convergence argument posit that advances in communication and transportation has brought with it cross-pollination of culture across all countries. The convergence argument is also reflected in the desire of multinational companies to become global organisations and develop a universal corporate culture. Corporate culture grows out of the values held by organisational members especially managers and it is argued that they will have similar values regardless of where in the world these individuals grow up and now work (Boeker, 1989; Chatman and Jehn, 1994). The question of whether managerial values are convergent or divergent is therefore an important issue because in order to create such a universal culture, the diverse individual values of managers from different geographic locations must converge with a common set of values to create the desired corporate culture.

South Asian Journal of Human Resources Management

of individual values on the importance attached to training and development by line managers&quot... more of individual values on the importance attached to training and development by line managers", Presented at the 6th Conference

of individual values on the importance attached to training and development by line managers&quot... more of individual values on the importance attached to training and development by line managers", Presented at the 6th Conference

nbs.nust.edu.pk

... The confidence of employees in the process can be gained by ensuring their involvement and pa... more ... The confidence of employees in the process can be gained by ensuring their involvement and participation at every step (Joshi, 1991). ... But the uncertainty Corresponding Author: Hina Jawaid Kalyal NUST Publishing, © (2008). ISSN: 2073-994X Page 2. ...

Along with an increasing frequency of organizational change efforts, research has highlighted emp... more Along with an increasing frequency of organizational change efforts, research has highlighted employees’ attitudes towards change as a prerequisite for successful change implementation. This paper presents the findings from an investigation conducted in Pakistan to validate the Herscovitch-Meyer three component model of commitment to change. Results of confirmatory factor analysis, based on data from 172 managers in a recently restructured public sector organization, showed that commitment to organizational change could be represented by three dimensions of affective, continuance and normative commitment to change, even if some items were found to be problematic. As expected, affective commitment, which is based on the realization of the inherent benefits of change, was negatively related to job insecurity and all role stressors, while continuance commitment, which reflects the avoidance of the cost of non-compliance towards change, displayed positive correlations with all stressors...

South Asian Journal of Human Resource Management, 2020

Int J Manpower, 2006

Purpose – This paper explores this relationship between the individual values of managers and hum... more Purpose – This paper explores this relationship between the individual values of managers and human resource (HR) decision-making. Design/methodology/approach – Questionnaire data were collected from a total of 340 line managers from both Ireland and Canada. The questionnaire instrument comprises three components: Rokeach's instrumental and terminal values instrument; two HR related decision scenarios; and demographic and human capital data. Findings