Rabindra N. Kanungo

Measurement of job and work involvement.

Developed separate measures of job and work constructs using 3 techniques: semantic differential, questionnaire, and graphic. Assessment measures included the Job Involvement and Work Involvement Questionnaires, Job Involvement and Work Involvement Semantic Differentials, and Job Involvement and Wor

Charismatic Leadership in Organizations

PART ONE: THEORY DEVELOPMENT Evolution of the Field A Model of Charismatic Leadership Charismatic Leadership Measurement and Empirical Validity PART TWO: COMPONENTS OF CHARISMATIC LEADERSHIP The Leaders Search for Opportunity Aligning The Organization through Vision Implementing the Vision PART THREE: REMAINING CHALLENGES The Shadow Side of Charisma Looking to the Future

Charismatic leadership : the elusive factor in organizational effectiveness

In this new book, Jay A. Conger reveals how the charismatic leaders qualities of creativity, inspiration, unconventionality, vision, and risk-taking can help bring about radical change in organizations damaged by long periods of inertia - and shows why we need charismatic leadership now more than ever before. Drawing on findings from organizational behavior, sociology, social psychology, political science, and his own research - as well as on illustrations from the careers of Steve Jobs, Lee Iacocca, Mary Kay, John DeLorean, Ross Perot, and others - the author dispels the myths about charisma and identifies the specific practices that set charismatic leadership apart to help show how and why these individuals succeed where others may fail.

Impact of Culture on Human Resource Management Practices: A 10‐Country Comparison

Модель культурного соответствия объясняет, как социокультурное окружение влияет на внутреннюю рабочую культуру и практику HR-менеджмента. Эта модель проверялась в ходе опроса 1954 работников из бизнес-организаций 10 стран. Участники заполняли опросник из 57 вопросов, которыми измерялись мнения менеджеров по 4 социокультурным параметрам, 6 параметрам внутренней рабочей культуры и по практике HR-менеджмента в трех сферах. Умеренные множественные регрессии на индивидуальном уровне анализа показали, что менеджеры, характеризовавшие свое социокультурное окружение как фаталистское, считали также, что работники по своей природе не способны к гибкому реагированию. Эти менеджеры не применяли таких методов, как обогащение работы, делегирование надзорных полномочий, или премирование за превышение плана. Менеджеры, ценившие высокую лояльность, предполагали, что работники должны выполнять обязательства друг перед другом, и практиковали делегирование HR-полномочий. Менеджеры - сторонники патернализма и удаленности сильной власти ожидали от работников реакционности и не практиковали обогащение работы или делегирование полномочий. В статье обсуждаются культурно-специфичные паттерны связей между тремя наборами переменных, а также значение этой работы для кросс-культурной индустриально-организационной психологии.

Organizational Culture and Human Resource Management Practices The Model of Culture Fit

The Model of Culture Fit postulates that the sociocultural environment affects the internal work culture, which in turn influences human resource management practices. This model was tested by two independent cross-cultural studies comparing Indian and Canadian managers and employees. In assessing sociocultural environment and internal work culture, the “participant” technique was used in Study 1 (the respondents indicated their own beliefs and assumptions), and the “observant” technique was used in Study 2 (the respondents indicated beliefs and assumptions of the majority of individuals in society). In both studies, India scored higher than Canada on paternalism, power distance, uncertainty avoidance, loyalty toward community, reactivity, and futuristic orientation. Indian employees reported having less enriched jobs than did Canadian employees. Mediated multiple regression analyses supported the Model of Culture Fit. Results suggest that the paternalism, self-reliance, and employee participation constructs merit further exploration, as does participant methodology.

Management in Developing Countries.

Part 1 Managing organizations in developing country environment: macro-level perspectives. Part 2 Strategic development organizations: some behavioural properties, Pradip N.Khandwalla. Part 3 Managing structural adjustment in developing countries: an organizational perspective, Moses Kiggundu. Part 4 Organizational life-cycle and effectiveness criteria in state owned enterprises: the case of East Africa, Jan J.Jorgensen. Part 5 Leadership and strategy making for institution building and innovation: the case of a Brazilian University, Cynthia Hardy. Part 6 Organization and culture in developing countries: a configurational model, Fritz Rieger and Durhane Wong-Rieger. Part 7 Limitations of Western techniques in the management of organizations in developing countries. Part 8 The applicability of Western management techniques in developing countries: a cultural perspective, Alfred M.Jaeger. Part 9 Limitations to the application of sociotechnical systems in developing countries, Moses Kiggundu. Part 10 Will China adopt Western management pratices?, Shirley C.Zhuang. Part 11 Indian organizations: value dilemmas in managerial roles, Indira Parikh and Pulin Garg. Part 12 Developing indigenous perspectives: work motivation and organizational leadership in developing countries. Part 13 Work alienation in developing countries: Western models and Eastern realities, Rabindra N.Kanungo. Part 14 Holistic strategies for worker disalienation in developing countries, K.M.Srinivas. Part 15 Managing people for productivity in developing countries, Manuel Mendonca and Rabindra N.Kanungo. Part 16 Model of effective leadership styles in India, J.B.P.Sinha. Part 17 Management of development in other cultures: ideology and leadership, Sitakant Mahapatra. Part 18 Managing political modernization: charismatic leadership in developing countries, James Woycke.

Managing Human Resources The Issue of Cultural Fit

The issue of culture fit is explored through the use of a model that identifies the characteristics of the internal work culture of organizations in developing countries. The context of their sociocultural environment and the manner in which the cultural characteristics are likely to facilitate or hinder the effective use of the state-of-the-art human resource management practices and techniques are discussed. The problems and prospects associated with the uncritical adoption in developing countries of human resource management practices relating to work design, performance management, and reward systems are analyzed.

Alienation and empowerment: Some ethical imperatives in business

The issue of worker alienation in the context of business ethics is critically examined. From a normative perspective, it is assumed that the minimal ethical requirement in business should include accountability for adverse consequences of management practice for workers in organizations. Using this standard, managerial actions that are responsible for worker alienation are considered unethical. The nature of work alienation and the organizational conditions responsible for it are outlined. Several dealienation measures in the form of empowerment strategies for management are presented as ethical imperatives.

Impact of culture on performance management in developing countries

Argues that performance management techniques and practices developed in US organizations cannot be successful in the developing country context to gain competitive advantage unless the issue of culture‐fit is addressed adequately. “Culture‐fit” can be ensured when managers adopt human resource management strategies to overcome the cultural constraints and build on the strengths of the socio‐cultural environment.

Job Involvement and Motivation: Are Intrinsically Motivated Managers More Job Involved?

Abstract In contrast; to prevailing thought, the present study reveals that managers with salient extrinsic needs are as likely to be involved in their jobs as managers with salient intrinsic needs, provided their salient extrinsic needs are met. In fact, with salient extrinsic needs, a manager seems to experience greater job satisfaction and consequently more job involvement than with salient intrinsic needs. A conceptual distinction between actual involvement in a particular job and importance of work in general in a persons self-concept is suggested and the implications of such a distinction are discussed.