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Jatin Pandey

Bio: Jatin Pandey is an academic researcher from Indian Institute of Management Indore. The author has contributed to research in topic(s): Job performance & Emotional labor. The author has an hindex of 11, co-authored 43 publication(s) receiving 333 citation(s). Previous affiliations of Jatin Pandey include Indian Institute of Management Kozhikode & Indian Institute of Management Ahmedabad.
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Journal ArticleDOI
Jatin Pandey1, Manjari Singh1Institutions (1)
TL;DR: Surface-level emotional labour was found to be a more desirable strategy for community health care workers for the effective and efficient performance of their work roles and has a significant contribution to design, redesign, and improvement of employment practices in community healthcare.
Abstract: Emotional labour involves management of one's emotions to match the demands of their roles. This emotion display involves just expression (surface-level emotional labour) or experience in addition to expression (deep-level emotional labour) of the desired emotions. Emotional labour is required in the effective, efficient and successful healthcare service delivery. Burnout associated with emotional labour is an important factor that decides how satisfied frontline service providers with their job are. This empirical study investigates the link between surface and deep-level emotional labour, burnout and job satisfaction in women community health workers from India. Our results from the structural equation modelling of 177 accredited social health activists (ASHAs) indicate a negative relation between surface and deep-level emotional labour, clearly demarcating them as two different strategies for performance of emotional labour in community health care setting. Surface-level emotional labour is associated with higher job satisfaction, and burnout partially mediates this relation. Deep-level emotional labour is associated with lower job satisfaction; burnout fully mediates this relation. Qualitative post hoc analysis based on interviews of 10 ASHAs was done to understand the findings of the quantitative study. Surface-level emotional labour was found to be a more desirable strategy for community health care workers for the effective and efficient performance of their work roles. Our results have a significant contribution to design, redesign, and improvement of employment practices in community healthcare. This study brings forth the neglected issues of emotions and their implications for these healthcare workers in low and middle-income countries who are a vital link that delivers healthcare to weaker section of the society. The findings have relevance not merely for the individual providing this service but the beneficiary and the organization that facilitates this delivery. Interventions based on demographic, community, national and occupational factors have also been presented.

47 citations

Journal ArticleDOI
Jatin Pandey1Institutions (1)
Abstract: Job performance is an important variable, which primarily affects outcomes at three levels: the micro level (i.e. the individual), the meso level (i.e. the group) and the macro level (i.e. the organisation). This paper aims to identify, analyse and synthesise factors that affect job performance.,Through an extensive integrative review of literature, this study identifies and classifies the factors that affect job performance. A synthesised model based on the schema of demands, resources and stressors is also developed.,The demands identified are grouped into physical, cognitive and affective. Stressors adversely affecting job performance are classified at an individual level, job level and family level. Finally, resources are classified at an individual level, job level, organisational level and social level.,This review enhances the job demands-resources (JD-R) model to job demands-resources-stressors (JD-R-S) model by identifying a separate category of variables that are neither job demands nor resources, but still impede job performance.,The subgroups identified under demands, resources and stressors provide insights into job performance enhancement strategies, by changing, managing or optimising them.,This study helps in better understanding the factors that go on to impact job performance differentially, depending on the group to which they belong. It gives a holistic picture of factors affecting job performance, thereby integrating classifying and synthesising the vast literature on the topic.

21 citations

Journal ArticleDOI
Jatin Pandey1, Manjari Singh2Institutions (2)
Abstract: This paper examines the influence of religious coping on work–family conflict and job satisfaction. Moreover, how religious coping moderates the relationship between work–family conflict an...

19 citations

Journal ArticleDOI
Jatin Pandey1, Biju Varkkey2Institutions (2)
01 Apr 2020-Business & Society
Abstract: Religion and its envisaged structures have both macro- and micro-level implications for business. Of the many stratification schemas prevalent in India, two macro-social stratification schemas are ...

18 citations

Journal ArticleDOI
17 Jun 2019-
Abstract: This paper aims to examine the relationship between perceived investments in employees’ development (PIED) on work engagement and the moderating effects of psychological capital on this relationship for liquid knowledge workers, employed in the Indian cutting and polishing of diamond industry (CPD).,A questionnaire composed of established scales was administered to 134 liquid knowledge workers. Having established convergent and discriminant validity using structural equation modelling, the model was further analysed using the Process macro to check for direct and moderating effects.,The research findings suggest that the perceived investment in employee development and psychological contract enhancement (relational and transactional) made by CPD units for liquid knowledge workers positively influenced their work engagement level. The study also finds that relational contract (not transactional contract) positively moderates the relationship between perceived investment in employee development and work engagement.,This is a cross-sectional single source study; future studies could look at longitudinal and multisource perspective.,The study presents a “star matrix of engagement” that guides the application of the two strategies of perceived employee development and psychological contract enhancement for liquid knowledge workers. This has implications for design and implementation of human resource management practices and policies for employee management.,The study makes significant contributions to existing literature on antecedents of work engagement of liquid knowledge workers by examining the direct and moderating influences.

18 citations

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01 Apr 2000-

17,060 citations

Journal ArticleDOI
TL;DR: Reading a book as this basics of qualitative research grounded theory procedures and techniques and other references can enrich your life quality.
Abstract: In undergoing this life, many people always try to do and get the best. New knowledge, experience, lesson, and everything that can improve the life will be done. However, many people sometimes feel confused to get those things. Feeling the limited of experience and sources to be better is one of the lacks to own. However, there is a very simple thing that can be done. This is what your teacher always manoeuvres you to do this one. Yeah, reading is the answer. Reading a book as this basics of qualitative research grounded theory procedures and techniques and other references can enrich your life quality. How can it be?

12,878 citations

Posted Content
Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

9,241 citations

01 Jan 2008-
Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

3,457 citations

01 Jun 1976-

2,728 citations

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Author's H-index: 11

No. of papers from the Author in previous years