Jatin Pandey

Bio: Jatin Pandey is an academic researcher from Indian Institute of Management Indore. The author has contributed to research in topics: Job performance & Emotional labor. The author has an hindex of 11, co-authored 43 publications receiving 333 citations. Previous affiliations of Jatin Pandey include Indian Institute of Management Kozhikode & Indian Institute of Management Ahmedabad.

Linking Ethical Positions and Organizational Commitment: The Mediating Role of Job Satisfaction

Abstract: INTRODUCTIONEthical behavior in the workplace is expected to be influenced by individual differences in moral judgment, which further depends upon the ethical position (idealism and relativism) of individuals. This has garnered the attention of many researchers and practitioners. Past studies have shown the impact of individuals' ideology or the personal ethical beliefs on their attitude towards ethical judgments and taking decisions (Barnett, Bass, and Brown, 1994; and Whitcomb, Erdener, and Li, 1998). Akaah and Riordan (1989), studied the ethical judgments of marketing professionals and found exhibition of unethical behavior by marketing professionals was more prevalent in organizations whose top management did not act against unethical behavior as compared to those where proper measures were taken. In other words, the role of top management and supervisors, i.e., individuals who occupy a higher position in organization significantly impact the unethical behavior of the subordinates.This study explores the ethical behavior and its impact at the individual level arising out of the difference in ethical ideology with reference to idealism and relativism. Barnett, Bass and Brown (1994), studied the effect of ideology on ethical judgments in the context of business and found that ethical judgments are influenced by individuals' ethical ideology. Every individual tends to vary in moral judgments at the workplace and thus demonstrate different behaviors. This variation in ethical behavior of individuals at the workplace has been attributed to two main factors involved in moral judgments which are derived from deontological and teleological theories of moral philosophy (Schlenker and Forsyth, 1977).Relativism and idealism are considered as two key concepts supposedly describing the individual difference in moral philosophy (Forsyth, 1980). Relativism dimension reflects the extent to which the individual disagree with the moral rules that are seen as universal. Individuals high on relativism are likely to question the value of existing universal moral principles and ignore these rules while making ethical judgments as compared to individual low on relativism. Individuals low on relativism firmly believe in universal rules that direct their ethical behavior in all situations. They always strive for the welfare of individuals and the organization. Therefore, it can be construed that ethical decision-making and organizational ethics are influenced by individual differences (Ferrell and Gresham, 1985; and Jones, 1991).Existing literature suggested some facets of ethical ideology that differ among cultures and nations (Singhapakdi, Kraft, Vitell, and Rallapalli, 1995; and Jackson, David, Deshpande, Jones, Joseph, Lau and Piorunowska, 2000) e.g., South Africans were found to be high on idealistic and less on relativistic scores as compared to Americans (Singhapakdi, Higgs-Kleyn, and Rao, 1999). Therefore, it is crucial to include the cultural context while studying the ethical position of individuals in any country. Studies have shown that some concepts, their relationships, and the theoretical underpinnings that are widely accepted in other countries to be different in Indian samples (Pandey and Singh, 2015a and 2015c). Therefore, this study has been conducted in Indian context.Existing studies have shown that individual's job satisfaction connected with how organizational climate is perceived by them (Pierce, Hazel, and Mion, 1996; and Johnson and McIntye, 1998). Ethical climate has a significant part in the growth of work environment (Trevino, Butterfield, and McCabe, 1998) and existing studies have examined the connection amid job satisfaction and organizational ethics (Koh and El'Fred, 2001; Tsai and Huang, 2008). Research indicated that the organizational ethical climate is one among other variables that might have an influence on the ethical behavior of personnel (Sinclair, 1993). The relationship of ethical positions of an individual and organizational commitment is not yet fully explored. …

A Study on Job Evaluation-Point Factor Analysis in Sme's

Abstract: Job evaluation developed out of civil service classification practices and some early employer job and pay classification systems. Whether formal job evaluation began with the United States Civil Service Commission in 1871 or with Frederick W. Taylor in 1881, it is now over 120 years old and still of great value. The first point system was developed in the 1920s. Employer associations have contributed greatly to the adoption of certain plans. The spread of unionism has influenced the installation of job evaluation in that employers gave more attention to rationalized wage structures as unionism advanced. During World War II, the National War Labour Board encouraged the expansion of job evaluation as a method of reducing wage inequities. As organizations became larger and larger and more bureaucratized the need for a rational system of paying employees became evident. Wage structures became more complex and needed some way to bring order to the chaos perpetuated by supervisors setting pay rates for their employees on their own. Job evaluation became a major part of the answer. The techniques and processes of job evaluation were developed and perfected during this time period of the late 1950s.

Promoting Health in Rural India: Enhancing Job Performance of Lay Health Care Activists:

Abstract: The health of people in a nation is a potential indicator of its development. Over and above that, the job performance of people involved in the delivery and facilitation of health care services wi...

Engaging Stakeholders of Crowdsourced Work: Case of Cab Aggregators of India

Abstract: With the advent of mobile application-based aggregator models, engaging stakeholders has become more challenging as the lines separating external and internal customer are blurred. This study deciphers the points of engagement and points of disengagement for the major stakeholders viz. drivers and commuters for the cab aggregators in India. Through semi-structured interviews of cab drivers and triangulation through media reports, interviews of customers, bank officers and regional transport officers, the authors elicit what enhances customer and driver engagement and what reduces it. Results show that technology has a dual nature where it enhances as well as diminish the engagement of drivers. The identity of a professional and the flexibility offered by this app-based work fosters engagement for drivers as well as customers. Changes in organizational and government norms are a source of disengagement. The theoretical and practical implications are also discussed.

Out of the Crisis

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.

The knowledge-creating company

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.