Showing papers by "T.J. Kamalanabhan published in 2022"
TL;DR: In this article , the authors tested the level of agreement between the self and other ratings for honesty-humility, emotionality, extraversion, agreeableness, conscientiousness and openness to experience (HEXACO-PI [R]) in a sample of 100 managerial executives from India, along with their co-employees.
Abstract: We tested the level of agreement between the self and other ratings for honesty–humility, emotionality, extraversion, agreeableness, conscientiousness and openness to experience (HEXACO-PI [R]) in a sample of 100 managerial executives from India, along with their co-employees. It is our endeavour to understand whether the relationship between organizational citizenship behaviour (OCB) and personality, measured through HEXACO, varies across the personality-rating source. Using a survey method comprising a 21-item questionnaire, we noted that all the six HEXACO dimensions had high and significant self–other agreement. Interestingly, the highest correlation was observed for conscientiousness, while the lowest correlation was for openness to experience. However, the relationship between HEXACO and OCB differed across different rating sources. Further, HEXACO, as rated by co-workers, did seem to have a better explanatory power than self-rated HEXACO, in predicting OCB. Importantly, the observed relationships between self and co-worker-related personality and OCB have been explained through the socio-analytic theory and the trait visibility theory. Based on our analysis, we assume that the psychometric properties of the HEXACO scale can be generalized in the Indian context. However, for work-related behaviour, personality rating by a co-worker is a better predictor than global self-rating. JEL CODE: M
1 citations
TL;DR: In this article , the ontological and epistemological approach of critical realism is used to propose a novel conceptual framework that offers a three-way interaction effect between psychological control over work-life balance, emotion regulation strategies and job-connectedness outcomes.
Abstract: The common practice of connecting to one’s job outside the primary office by using ICTs is linked to adverse outcomes like work-family conflict and poor-sleep quality. However, outcomes are shown to vary between individuals. This work aims to establish the root cause behind individual variations by unearthing the foundational generative mechanisms that lead to the outcomes. The ontological and epistemological approach of critical realism is used to propose a novel conceptual framework that offers a three-way interaction effect between psychological control over work-life balance, emotion regulation strategies and job-connectedness outcomes. According to the framework positive emotion regulation generated by the appropriate use of savoring and dampening strategies elicits specific neurobiological processes that mitigate adverse outcomes of job-connectedness. This work theoretically extends Bandura’s agentic perspective of socio-cognitive theory and practically provides managers with a deep understanding of the generative forces underlying human functioning that can be leveraged for hiring, leadership development and performance-management. An additional contribution of this work is providing a taxonomy of traditionally interchangeably-used terms to denote different kinds of alternate work arrangements, thus clearing the prevalent ambiguity in literature. A research limitation is the theoretical nature of the framework that needs to be tested empirically to confirm the effect sizes of the proposed relationships. This work is timely and offers future research directions in the interdisciplinary fields of IS and psychology.
01 Jun 2022
TL;DR: This paper found that difficult business goals can reduce executives' tendency to consider social responsibility in their decision making, and that expanding executives' thought processes beyond the narrow focus of a business goal achievement can be a good strategy in reducing socially irresponsible executive behavior.
Abstract: Executive social irresponsibility has received increasing research attention in recent years, following the consensus for a broader stakeholder approach to managerial decision making. Despite the importance of the subject, there remains insufficient research on contextual factors that mold executives’ orientation toward social responsibility. Through three studies, we demonstrate that difficult business goals can reduce executives’ tendency to consider social responsibility in their decision making. Further, we find that focalism—a cognitive bias based on affective forecasting theory—can mediate positive relationships between business goal difficulty and socially irresponsible executive behavior. Our findings also suggest that, expanding executives’ thought processes beyond the narrow focus of a business goal achievement can be a good strategy in reducing socially irresponsible executive behavior, even in the presence of difficult goals.