Orientation and attitude of the social psychologist in a developing country: the Indian case1


Purpose
The contemporary career development models argued more for self-management of careers, yet few researchers emphasized importance of organizational career management. The purpose of this paper is to check association between perceived organizational career management practices, trust in management and turnover intentions.


Design/methodology/approach
In this study, authors proposed a model based on social exchange theory. Data for this study were collected from 405 IT professionals employed in India. The proposed model was tested using structural equation modelling.


Findings
Results showed significant direct and indirect negative effect of perceived informal organizational career management on turnover intention. In case of perceived formal organizational career management only indirect effect was significant. Trust in management mediated relationship between both types of organizational career management and turnover intentions.


Originality/value
First, this study delineated effect of formal and informal perceived organizational career management practices on turnover intentions. Second, this study introduced trust in management as mediator to explain relationship between organizational career management practice and outcome.


Organizational career management and turnover intentions: mediating role of trust in management

sources. First, a basically economistic approach to social theory has tended recurrently to guide conceptualization, research, and policy in socialist countries professed to various forms of workers’ participation.2 2 Economistic approaches to social theory rest on assumptions that organizations designed primarily to promote social and cultural aims may be treated within the same conceptual frameworks as economic organizations, and implicit premises that values of productivity and economic efficiency are preeminent and thus lie beyond the scope of critical inquiry and reflection. Social policy rests on a

The Economics of Organizational Ideology: The Problem of Dual Compliance in the Worker-Managed Socialist Firm

As ecology and history shape culture, any discussion of the roots and practice of a discipline like psychology needs to be couched in the historical context since the present emerges from the interaction between the past and the zeitgeist (Bhawuk, 2003a, 2010; Liu, in press; Liu & Hilton, 2005; Triandis, 1994). It is important to do so as this would allow us to be objective about the role of colonialism and the zeitgeist of dominant logical positivism in shaping the way we view ourselves, our profession, and the knowledge we create. It would be ostrich like to try to bury the pathological consequences of colonialism and its impact on who we are, what we study, and how (Bhawuk 2007a, b; 2008a; Smith, 1999). However, delving too much in the history of colonialism and its impact on knowledge creation can also take away the freedom to break the fetters of intellectual colonization and soar in the indigenous space of insight and wisdom. In this chapter, an attempt is made not to ignore the history of colonization, but yet to look at the epistemology and ontology of Indian Psychology with an open eye on the Indian wisdom tradition, which is consistent with the advice of Yang (1997) that includes what to avoid as well as some positive guidelines for pursuing indigenous research.

Epistemology and Ontology of Indian Psychology

Ancient Indian literature and artefacts bear witness to a flourishing economy and trade in the subcontinent. From the middle of the second millennium to the colonial period, indigenous enterprise took a backseat and there was dependence proneness. The post-liberalized era from the 1990s has resurrected entrepreneurship, stoked optimism and instigated opportunism in India. Entrepreneurs add value to various domains, enhance national wealth, create new opportunities, inspire others, engineer social transformation and upgrade the milieu, but they also collude with others, manipulate systems and adopt dubious means to make fortune that increases inequality and causes many other societal problems. This chapter discusses the changing nature of entrepreneurship in India through the ages and its effect in the Indian mindset.

Misha D. Jezernik

Papers

Motivations et valeurs professionnelles dans l'industrie slovène

Changes in the Hierarchy of Motivational Factors and Social Values in Slovenian Industry