Jay Prakash Mulki

Bio: Jay Prakash Mulki is an academic researcher from Northeastern University. The author has contributed to research in topics: Job performance & Job satisfaction. The author has an hindex of 31, co-authored 47 publications receiving 4312 citations. Previous affiliations of Jay Prakash Mulki include University of South Australia & College of Business Administration.

The validity of the SERVQUAL and SERVPERF scales: A meta‐analytic view of 17 years of research across five continents

Abstract: Purpose – The purpose is to investigate, the difference between SERVQUAL and SERVPERF's predictive validity of service qualityDesign/methodology/approach – Data from 17 studies containing 42 effect sizes of the relationships between SERVQUAL or SERVPERF with overall service quality (OSQ) are meta‐analyzedFindings – Overall, SERVQUAL and SERVPERF are equally valid predictors of OSQ Adapting the SERVQUAL scale to the measurement context improves its predictive validity; conversely, the predictive validity of SERVPERF is not improved by context adjustments In addition, measures of services quality gain predictive validity when used in: less individualistic cultures, non‐English speaking countries, and industries with an intermediate level of customization (hotels, rental cars, or banks)Research limitations/implications – No study, that were using non‐adapted scales were conducted outside of the USA making it impossible to disentangle the impact of scale adaptation vs contextual differences on the modera

Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culture

Abstract: Teams represent a dominant approach to getting work done in a business environment. Creativity enables teams to solve problems and leverage opportunities through the integration of divergent thoughts and perspectives. Prior research indicates that a collaborative culture, which affects how team members interact and work together, is a critical antecedent of team creativity. This study explores other antecedents of team creativity, namely, team emotional intelligence and team trust, and investigates the relationships among these precursors to creative effort. Using a survey of 82 student teams at a large university in the northeast United States, our findings suggest that team emotional intelligence promotes team trust. Trust, in turn, fosters a collaborative culture which enhances the creativity of the team. Cognitive trust also moderates the relationship between collaborative culture and team creativity. Implications of these results for managers and academics are discussed.

The Role of Ethical Climate on Salesperson’s Role Stress, Job Attitudes, Turnover Intention, and Job Performance

Abstract: This study builds on previous research to investigate the effects of ethical climate on salesperson’s role stress, job attitudes, turnover intention, and job performance. Responses from 138 salespeople who work for a large retailer selling high-end consumer durables at 68 stores in 16 states were used to examine the process through which ethical climate affects organizational variables. This is the first study offering empirical evidence that both job stress and job attitudes are the mechanisms through which a high ethical climate leads to lower turnover intention and higher job performance. Results indicate that ethical climate results in lower role conflict and role ambiguity and higher satisfaction, which, in turn, leads to lower turnover intention and organizational commitment. Also, findings indicate that organizational commitment is a significant predictor of job performance.

Effect of Ethical Climate on Turnover Intention: Linking Attitudinal- and Stress Theory

Abstract: Attitudinal- and stress theory are used to investigate the effect of ethical climate on job outcomes. Responses from 208 service employees who work for a country health department were used to test a structural model that examines the process through which ethical climate (EC) affects turnover intention (TI). This study shows that the EC–TI relationship is fully mediated by role stress (RC), interpersonal conflict (IC), emotional exhaustion (EE), trust in supervisor (TS), and job satisfaction (JS). Results show that EC reduces (RS) and increases TS. Lower stress levels result in lower EE, higher JS, and lower TI. Also, supervisor trust (TS) reduces IC and EE. The structural model predicts 53.9% of the variance of TI.

No sense of place : the impact of electronic media on socialbehavior

Abstract: How have changes in media affected our everyday experience, behavior, and sense of identity? Such questions have generated endless arguments and speculations, but no thinker has addressed the issue with such force and originality as Joshua Meyrowitz in No Sense of Place. Advancing a daring and sophisticated theory, Meyrowitz shows how television and other electronic media have created new social situations that are no longer shaped by where we are or who is "with" us. While other media experts have limited the debate to message content, Meyrowitz focuses on the ways in which changes in media rearrange "who knows what about whom" and "who knows what compared to whom," making it impossible for us to behave with each other in traditional ways. No Sense of Place explains how the electronic landscape has encouraged the development of: -More adultlike children and more childlike adults; -More career-oriented women and more family-oriented men; and -Leaders who try to act more like the "person next door" and real neighbors who want to have a greater say in local, national, and international affairs. The dramatic changes fostered by electronic media, notes Meyrowitz, are neither entirely good nor entirely bad. In some ways, we are returning to older, pre-literate forms of social behavior, becoming "hunters and gatherers of an information age." In other ways, we are rushing forward into a new social world. New media have helped to liberate many people from restrictive, place-defined roles, but the resulting heightened expectations have also led to new social tensions and frustrations. Once taken-for-granted behaviors are now subject to constant debate and negotiation. The book richly explicates the quadruple pun in its title: Changes in media transform how we sense information and how we make sense of our physical and social places in the world.

Outlier and influence diagnostics for meta‐analysis

Abstract: The presence of outliers and influential cases may affect the validity and robustness of the conclusions from a meta-analysis. While researchers generally agree that it is necessary to examine outlier and influential case diagnostics when conducting a meta-analysis, limited studies have addressed how to obtain such diagnostic measures in the context of a meta-analysis. The present paper extends standard diagnostic procedures developed for linear regression analyses to the meta-analytic fixed- and random/mixed-effects models. Three examples are used to illustrate the usefulness of these procedures in various research settings. Issues related to these diagnostic procedures in meta-analysis are also discussed. Copyright © 2010 John Wiley & Sons, Ltd.

Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis.

Abstract: More than 4 decades of research and 9 meta-analyses have focused on the undermining effect: namely, the debate over whether the provision of extrinsic incentives erodes intrinsic motivation. This review and meta-analysis builds on such previous reviews by focusing on the interrelationship among intrinsic motivation, extrinsic incentives, and performance, with reference to 2 moderators: performance type (quality vs. quantity) and incentive contingency (directly performance-salient vs. indirectly performance-salient), which have not been systematically reviewed to date. Based on random-effects meta-analytic methods, findings from school, work, and physical domains (k = 183, N = 212,468) indicate that intrinsic motivation is a medium to strong predictor of performance (ρ = .21-45). The importance of intrinsic motivation to performance remained in place whether incentives were presented. In addition, incentive salience influenced the predictive validity of intrinsic motivation for performance: In a "crowding out" fashion, intrinsic motivation was less important to performance when incentives were directly tied to performance and was more important when incentives were indirectly tied to performance. Considered simultaneously through meta-analytic regression, intrinsic motivation predicted more unique variance in quality of performance, whereas incentives were a better predictor of quantity of performance. With respect to performance, incentives and intrinsic motivation are not necessarily antagonistic and are best considered simultaneously. Future research should consider using nonperformance criteria (e.g., well-being, job satisfaction) as well as applying the percent-of-maximum-possible (POMP) method in meta-analyses.