DISSERTATION REPORT

ON

STUDY ON ASPECTS OF FAIRNESS AND RESPECT AT AN

EDUCATIONAL INSTITUTE

(GL BAJAJ INSTITUTE OF MANAGEMENT & RESEARCH, GREATER

NOIDA)

SUBMITTED TOWARDS THE PARTIAL FULFILMENT OF THE

REQUIREMENT FOR THE AWARD OF THE DEGREE OF

POST GRADUATE DIPLOMA IN MANAGEMENT

SUBMITTED TO: SUBMITTED BY:

Dr. Alpana Agrawal Ms. Preeti Kumari

(Faculty Guide) GM17126

Group - 2

PGDM Batch 2017-19

i
 DECLARATION BY THE STUDENT

I hereby declare that “STUDY ON THE ASPECTS OF FAIRNESS AND RESPECT

AT AN EDUCATIONAL INSTITUTE” is the result of the project work carried out
by me under the guidance of Dr, Alpana Agrawal in partial fulfillment for the award
of two year full time degree of POST GRADUATE DIPLOMA IN MANAGEMENT
from G L Bajaj Institute of Management and Research, Greater Noida.

I also declare that this project is the outcome of my own efforts and that it has not
been submitted to any other university or Institute for the award of any other degree
or Diploma or Certificate.

Place: Name :

Date: Roll No:

ii
 CERTIFICATE

Date:

This is to certify that the dissertation titled” STUDY ON THE ASPECTS OF

FAIRNESS AND RESPECT AT AN EDUCATIONAL INSTITUTE” is an original
work of Mr./Ms. Preeti Kumari bearing Roll Number GM17126 and is being
submitted in partial fulfillment for the award of two year full time degree of POST
GRADUATE DIPLOMA IN MANAGEMENT from GL Bajaj Institute of
Management and Research, Greater Noida.

The report has not been submitted earlier either to this University /Institution for the
fulfillment of the requirement of a course of study.

SIGNATURE OF GUIDE SIGNATURE OF DIRECTOR GENERAL

DATE: DATE:

iii
 ACKNOWLEDGEMENT

I owe my appreciation to numerous individuals who helped and upheld me amid the
whole Dissertation. My earnest on account of Dr. Alpana Agrawal, the Faculty
Mentor of the venture, for starting and directing the task with consideration and care.
She has dependably been accessible for me to put me on track now and again to bring
the undertaking at its present frame.

I am profoundly grateful to the Director General of the Institute for her help,
inspiration and consistent endeavors in giving us the better learning condition and
chances to prepare ourselves according to the desires for the corporate world. Without
her help, it would not be workable for us effectively.

My profound feeling of appreciation is expected to Dr. Babita Bhati for helping me in

finalizing the such a wonderful topic for the Dissertation to be carried on. She
likewise helped me to see the subject of concentrate in its appropriate point of view.
Much obliged and thankfulness is likewise because of the authorities, representatives
and respondents of GL Bajaj Institute Of Management & Research.

I likewise thank all the Faculties, Batchmates & Non-teaching Staff without whom
this undertaking would have been a far off the real world.

Signature:

(PREETI KUMARI)

Place:

Date:

iv
 TABLE OF CONTENTS

Sr. No. Content Page No.

1 Chapter-1 (Introduction to the topic) 2-10

2 Chapter-2 (Company Profile) 11-15

3 Chapter-3 (Literature Review) 16-51

4 Chapter-4 (Research Methodology) 52-55

5 Chapter-5 (Data Analysis and 56-61

interpretation)
6 Chapter-6 (Conclusion and 62-65
recommendation)
7 Annexures (Instrument and 66-71
Bibliography)

LIST OF TABLES

Sr. No. Content Page No.

1 Table No. 5.1 57
2 Table No. 5.2 58
3 Table No. 5.3 58
4 Table No. 5.4 58
5 Table No. 5.5 59
6 Table No. 5.6 59
7 Table No. 5.7 59
8 Table No. 5.8 60
9 Table No. 5.9 60
10 Table No. 5.10 60
11 Table No. 5.11 61
12 Table No. 5.12 61
13 Table No. 5.13 61

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 CHAPTER 1

INTRODUCTION TO THE TOPIC

1.1-INTRODUCTION

Society is continuous, anyway in all probability, moving toward value in the

workplace. In the earlier decade laws have been passed that deny isolation in
acquiring, holding and propelling delegates in perspective of race, sex, powerlessness

2
and religious feelings. Regardless of the way that not the aggregate of what bundles
have been joined yet, the advancement towards a simply more simply working
condition is clear. Nowadays, moderately every last business will have the sign
"Proportionate Opportunity Employer" under the name of the association, especially
while enrolling. In any case, in spite of the way that associations have gotten these
benchmarks as a bit of their corporate culture, not all people can totally recognize and
recognize arranged assortment in the workplace.

Regardless of the way that there are an extensive variety of issues to be seen as, I
assume that the most obvious issue is that of socialization" the manner in which
people were taught and made sense of how to connect with the overall population all
over and its people. This issue has various distinctive perspectives that can help
understand the inconvenience of enduring better than average assortment. These
issues fuse out of line and outdated wants for other people, settled points of view on
particular issues, and reluctance to yield that issues exist and that they ought to be
overseen. Ask anyone in your workplace what treatment they most need from their
administrators and associates at work. They will likely best their once-over with the
hankering for their supervisor and partners to view them just as they have
respectability and with reverence. Respect is the time when you feel regard and
significant regard for a man. You assume that the individual is meriting your regard
and adoration in light of the incredible qualities and limits that they pass on to your
workplace. In the wake of feeling the respect and regard, you display them by acting
in manners that show you think about your accomplices as people who justify respect.
Everything thought of you as, see that they have rights, emotions, wishes, inclusion,
and expertise. They have the benefit for you to regard them through this referential
point of convergence.

1.2-FAIRNESS

Meaning of fairness

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Fairness is usually related to the concept of justice.  This involves what is right and
equal. Interpreting this is a problem, due to the limitations of human experience and
the balance of all desired good. Fairness can be interpreted as being equal in
provision, in opportunity or in result.  From each point of view, the other point of
view may seem unfair.

( Dr. Orville Boyd Jenkins)

Definition of fairness

“Impartial and just treatment or behaviour without favouritism or discrimination”.

For eg. - ‘Part of my role is to ensure fairness to all parties’.

Workplace

Wherever where work partners are as one and connected with business related
commitments. The workspace isn't constrained to the working environments and
structures of the affiliation. The workplace extends to cafeterias, washrooms, locker
rooms, worksites, vehicles and whatever another territory where the matter of the
affiliation is being driven. It furthermore joins wherever where the exercises of a
section, paying little respect to whether on commitment or not, will have such
repercussions on the working environment as to unfairly impact associations between
people, including social gatherings where working condition accomplices are
accessible.

Fairness at workplace

In a casual sense, value and sensibility encompass beliefs, for instance, moral
rightness, esteem, validity, and fair nature. Goodness, or value, is a champion among
the most fundamental stresses in the public arena. Cohen (1986b) claims that value is
"a central decent standard against which social direct, practical, and establishments
are evaluated" (p. 4). In this paper, value and tolerability will be used equally when
they are used alone. Right when the value is a bit of a creative name (e.g., distributive
value), it reflects consistency to specific checks described for each creates.

4
How employees judge fairness

Ask anyone in your workplace what treatment they most need from their bosses and
teammates at work. They will presumably top their once-over with the aching for
their administrator and colleagues to see them as if they have balance and with
yielding. Respect is the time when you feel significant regard and significant regard
for a man. You assume that the individual is meriting your regard and yielding
because of the incredible attributes and capacities that they pass on to your
workplace.

In the wake of feeling the respect and regard, you display them by acting in manners
that show you think about your accomplices as people who justify respect.
Subsequently, you see that they have rights, sentiments, wishes, comprehension, and
capacity. They have the benefit for you to regard them through this referential point
of convergence.

FACTORS OF FAIRNESS THAT I HAVE CONSIDERED FOR RESEARCH

 Equity: The quality of being fair or impartial; fairness; impartiality.

 Impartiality: Not partial or biased; fair; just:
 Procedural justice: Procedural justice is the possibility of reasonableness in
the procedures that determination question and dispense assets.
 Interactional justice: Interactional justice is defined by sociologist John R.
Schermerhorn as the "...degree to which the people affected by decision are
treated by dignity and respect. 
( John R. Schermerhorn, Organizational behavior) The theory focuses on the
interpersonal treatment people receive when procedures are implemented.

1.3-RESPECT

Meaning of Respect

5
Respect is the sentiment of regard energized by activities or properties of somebody
or something.

Definition of Respect

Adoration felt or appeared for somebody or something that you accept has smart
thoughts or characteristics.

Respect at workplace

A workplace where employees feel safe are managed sensibly, and where there exists
a climate of understanding and shared respect for parity, pride, and human rights. A
mindful workplace is more than the nonappearance of incitement, anyway puts a
positive commitment on everyone to treat each other in a way befitting a legitimate
culture of respect. A respectful workplace perceives that the physical, mental and
social thriving of the part is preeminent.

How Employees Judge Respect

You can hear respect in a man's manner of speaking, in their nonverbal

correspondence, and in the words, they use to address you. You can see regard in how
your colleague or supervisor profoundly tunes in to you and makes inquiries to ensure
they comprehend your perspective. You judge regard by the manner by which your
association, your supervisors, and your collaborators treat you. You see it in how your
association sets up new standards and strategies, how they acquaint the new
techniques with workers, and by they way they redress, perceive and remunerate you.
You see the level of their regard in how frequently they ask your supposition, run
work changes that influence your activity by you before actualizing them, and agent
significant assignments.

In any case, what is regarded truly? Furthermore, how is regard shown at work?

FACTORS OF RESPECT THAT I HAVE CONSIDERED FOR RESEARCH

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  Courtesy & civility: Excellence of manners or social conduct; polite
behavior.
 Inclusion: The state of being included.
 Empathy: The psychological identification with or vicarious experiencing of
the feelings, thoughts, or attitudes of another.
 Trust: Reliance on the integrity, strength, ability, surety, etc., of a person or
thing; confidence.

1.4-ORGANIZATIONAL LOYALTY

Meaning of Organizational Loyalty

Organizational Loyalty: is the extent to which the personnel are faithful to the
organization, having feelings of bonding, inclusion, care, responsibility and devotion
towards it.

It can also be described as the extent to which there is a general willingness among
employees to make an investment or personal sacrifice for the good of the
organization. (Hasan Ali Al-Zu'bi)

Definition of Organizational Loyalty

Organizational Loyalty can be defined as employees who are committed to the

achievement of their association and trust that being a worker of this association is to
their greatest advantage. In addition to the fact that they plan to stay with the
association, they don't effectively look for elective business openings.

FACTORS OF ORGANIZATIONAL LOYALTY THAT I HAVE

CONSIDERED FOR RESEARCH

 Team Work: The joined activity of a gathering, particularly when successful

and effective.

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  Work Environment: The term work environment is utilized to depict the
encompassing surrounding in which a worker works. The workplace can be
made out of physical conditions, for example, office temperature, or hardware,
for example, PCs. It can likewise be identified with variables, for example,
work procedures or systems.

 Employee Job Satisfaction: Job Satisfaction is a proportion of employees'

happiness with their activity, regardless of whether they like the activity or
individual viewpoints or features of employment, for example, nature of work
or supervision

 Employee Loyalty: Employee Loyalty can be defined as employees who are

committed to the accomplishment of their association and trust that being a
worker of this organization is to their greatest advantage. In addition to the
fact that they plan to stay with the organization, they don't effectively look for
elective work openings.

1.5-ORGANIZATIONAL COMMITMENT

Meaning of Organizational Commitment

Employee Commitment is the psychological attachment and the resulting. loyalty of

an employee to an organization.

Definition of Organizational Commitment

In Organizational Behavior and industrial and Organizational Psychology,
Organizational Commitment is a person's mental connection to the association. The
premise behind a significant number of these examinations was to discover
approaches to enhance how specialists feel about their occupations with the goal that
these laborers would turn out to be more dedicated to their associations.
Authoritative duty predicts work factors, for example, turnover, hierarchical
citizenship conduct, and occupation execution.

8
FACTORS OF ORGANIZATIONAL COMMITMENT THAT I HAVE
CONSIDERED FOR RESEARCH
 Role Stress: Dysfunctions in job execution have been related with a
substantial number of results, quite often negative, which influence the
prosperity of workers and working of organizations.

 Employability: Employability refers to your capacity to increase introductory

business, keep up. business, and get new work whenever required. In
straightforward terms, employability is tied in with being fit for getting and
continuing satisfying work. "Employability is having an arrangement of
aptitudes, information, understanding and individual characteristics.

 Distribution of Leadership: Distributed leadership is a conceptual and

analytical approach to understanding how the work of leadership takes place
among the people and in the context of a complex organization.

1.6-SCOPE OF THE RESEARCH

This research gives to comprehend factors influencing fairness and respect in an
organization. The research chiefly centers around identifying the relationship between
fairness and respect at workplace. In this way, the extent of the research is
constrained to the sample size. This examination can assist the organization with
finding the weaker parts of the employees’ that they feels towards the organization
and furthermore helps in changing over those weaker part in to more grounded by
giving the ideal recommendations or arrangements.

1.7-SIGNIFICANCE OF THE PROBLEM

Human resource is the most essential perspective in an association. An organization

can't run easily if the HR are not fulfilled. The organizations make therapeutic strides
once the worker leaves from the association. This is the responsive approach, the
managers should discover the explanation for this. The manager should discover the
components what stimulates employees to get more engaged in their work, why

9
individuals consider leaving, what drives them to think along these lines. This
investigation is tied in with discovering the ways to increase employee engagement
with the help of several factors so managers can consider proactive approach instead
of a responsive approach.

Subsequently, fairness and respect at workplace is one of the greatest

difficulties looked by human resource pioneers comprehensively. This issue must be
tended to shrewdly by associations after watchful investigation of causes and
consequently giving powerful arrangements. One such technique to analyze the
employee’s problem through directing way out research. By along these lines, the
employers can know the reason of increasing employee engagement and as needs be
steps can be taken to control wearing down of the association.

1.8-CHAPTERIZATION SCHEME

CHAPTER 1- INTRODUCTION: This chapter contains introduction about the

topic, scope of the study and significance of the problem.
CHAPTER 2- COMPANY PROFILE: This chapter contains about the company in
which internship was pursued. It includes background of the company, mission,
vision, values, awards and structure of the organization.
CHAPTER 3- LITERATURE REVIEW: This chapter contains the content
regarding the research which is already done by some other researchers. There
findings from the study is included in this.
CHAPTER 4- RESEARCH METHODOLGY: This chapter includes research
methodology, research design, research objective, sample design, data collection
techniques, sample size and limitation of the research.
CHAPTER 5- DATA ANALYSIS: This chapter includes hypothesis of variables,
analysis and interpretation of data.
CHAPTER 6- CONCLUSION AND RECOMMENDATIONS: This chapter
includes conclusion and inferences that can be drawn out of the research and
recommendations are made.

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 CHAPTER 2

COMPANY PROFILE

11
2.1-INTRODUCTION TO THE COMPANY

G.L Bajaj institute of management and research is the 6th institute under the
banner of Rajiv memorial academic welfare society (Registered under societies
registration act 1860).

G.L Bajaj institute of management and technology is one of the top most and
prestigious educational institute located in Greater Noida/Delhi NCR region.

GL Bajaj is a class apart institute which focuses on the overall development of its
students and has a very different approach in inculcating ethical values in its students.

The institute is approved by All India council of technical education (AICTE),

Ministry of human resource and development, government of India and is affiliated
to Dr. APJ Abdul Kalam Technical University, Lucknow.

GL Bajaj is a self-financed institute and is governed by Rajiv memorial academic

welfare society and is located at Plot no 2, knowledge park III, Greater Noida, G.B
Nagar, U.P, India. The chairman of the G.L Bajaj institute is R.K Agarwal, the vice
chairman is Pankaj Agarwal and the Director of the institute is Dr. Rajeev Agarwal.

2.2-VISION

To be a globally renowned research oriented Business Management School known

for its innovative pedagogy and professional competence.

2.3-MISSION

To emerge as a vibrant, innovative niche centre for budding managerial talent with
strong orientation towards research, training and consultancy.

To develop globally competent management professionals with innovative skills in

alliance with government, corporate and education institutions for the benefit of
nation at large.

12
2.4-AWARDS AND HONORS

G.L Bajaj institute of management and technology has received various accolades and
awards due to consistent excellent performance in academics and co-curricular
activities. Some of the awards recently bagged by G.L Bajaj are-

 Awarded as the best management college in North India for teaching

excellence, 2018.
 Ranked as one of the best engineering colleges in India by National
institutional ranking framework (NIRF)
 Awarded as the best engineering college (Pvt.) in North India.
 Received the MODI award for best placement institute.
 Conferred as the best overall institute 2017
 Best meritorious results award
 Excellence in technical and management education award.
 The best engineering college in UP award.

And many more….

2.5- MOU’s and ALLIANCES

GL. Bajaj group of institutions have tie up with various MOU’s and alliances like-

 SAP UNIVERSITY ALLIANCES- For academic research and training

 TECH MAHINDRA-For training, placements and internships
 TATA CONSULTANCY SERVICES- For training, placements and
internships.
 PRIMO TECH-Providing exposure on live projects, internship.

2.6-ACADEMICS

The GL Bajaj group of institutions offers various undergraduate and post-graduate

programs.

13
The institute offers four year undergraduate engineering programs in various branches
like-

 COMPUTER SCEINCE AND ENGINEERING

 ELECTRONICS AND COMMUNICATION ENGINEERING
 MECHANICAL ENGINEERING
 CIVIL ENGINEERING
 ELECTRICAL AND ELECTRONICS ENGINEERING
 INFORMATION TECHNOLOGY

On the other hand the institute offers various master programs which is of two years
in various departments like-

 M.TECH IN COMPUTER SCIENCE AND ENGINEERING

 MASTER OF BUSINESS APPLICATION
 MASTER OF COMPUTER APPLICATION
 MASTER OF COMPUTER APPLICATION(LETRAL ENTRY)

The faculty and the HOD’s are the major force behind each and every departments at
GL Bajaj institute of management and technology the teachers are highly experienced
and qualified, imparting their knowledge and skills in its students.

2.7-INDUSTRIAL EXPOSURE

The G.L Bajaj institute of management and technology has joined hands with
the NASSCOM industry academic partnership, where students gets an opportunity to
gain various exposure and hands on experience on live projects.

The institute conducts various seminars, workshops for its students to keep them up to
date with the current market trends some of the senior faculty members of the
institution are associated with CII, CSI, IEEMA, and ISME.

2.8-INTERNAL QUALITY ASSURANCE CELL

The institute even has its Internal Quality Assurance Cell (IQAC), for the
performance evaluation, assessment and accreditation and for the up-gradation of

14
higher education. The quality of enhancement is a continuous process so IQAC is the
integral part of the institution and works towards the betterment of the college and its
quality.

The major goal of IQAC is the consistent and continuous improvement in the
performance of the institution.

2.9-ANTI RAGGING CELL

The institute has an anti-ragging cell and follows anti ragging policies. There is a
proper anti-ragging committee and counselor for its students.

(Source:
https://en.wikipedia.org/wiki/GL_Bajaj_Institute_of_Technology_and_Management

http://www.glbimr.org/vision-and-mission.php)

15
 CHAPTER 3

LITERATURE REVIEW

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3.1 REVIEW ON FAIRNESS AND RESPECT AT WORKPLACE

Fairness at worplace
According to Kaori Fujishiro, The Ohio State University 2005, “It’s not fair” is a
common remark we hear from people of all ages. Fairness matters to children playing
in a playground, students receiving grades, and adults making a living. Standard
English dictionaries list “justice” and “fairness” as synonyms. In a colloquial sense,
justice and fairness encompass virtues such as moral rightness, equity, honesty, and
impartiality. Fairness, or justice, is one of the most fundamental concerns in society.
Cohen (1986b) claims that justice is “a central moral standard against which social
conduct, practice, and institutions are evaluated” (p. 4). In this paper, justice and
fairness will be used interchangeably when they are used alone. When justice is part
of a construct name (e.g., distributive justice), it reflects compliance to specific
standards defined for each construct. A phrase such as “a fair day’s pay for a fair
day’s work” symbolizes the importance of fairness at work to employees. In their
qualitative analysis of employees’ accounts of their jobs, Polayni and Tompa (2004)
found the quality of social interactions as one of the emerging concepts that are
central to employees’ work life.

Desirable characteristics of social interaction included fair treatment. While

fairness is important for a good workplace, unfairness is often workers’ actual
experience. In a phenomenological study of fairness, Mikula (1986) found that the
workplace was one of the social settings where most unfair events occurred.
Employees’ perceptions of and responses to fairness at the workplace, termed
organizational justice, have been important topics in organizational psychology.
Major concepts of organizational justice and employees’ reactions to various types of
injustice in organizations have been well documented (Cropanzano & Greenberg,
1997). Since most organizational justice research has been conducted by
organizational behavior researchers, it has tended to focus on outcomes related to the

17
efficiency of organizational functioning: Job performance, absenteeism, employees’
commitment to the organization, and so on (for reviews, see Cohen-Charash &
Spector, 2001; Colquitt, Conlon, Wesson, Porter, & Ng, 2001). Recently,
organizational (in)justice and its impact on health have started gaining attention
among occupational health researchers. A large-scale longitudinal study conducted in
Finland has found that a lack of organizational justice is associated with subsequent
self-rated health status decline (Elovainio, Kivimaki, & Vahtera, 2002), absence due
to sickness (Kivimaki et al., 2002), and psychiatric disorders (Kivimaki, Elovainio,
Virtanen, & Stansfeld, 2003). The purpose of the present study is to explore the role
of fairness at work in pursuing healthy work environments. Within an integrative
framework of occupational stress, this study is an empirical examination of the nature
of employees’ experience of fairness at work, its relationships with other important
factors in the occupational stress process, and its impact on employee health and well-
being.

3.2 An overview of organizational justice

During the last several decades, the organizational justice literature has identified and
described important types of justice in the workplace. Reviewing the development of
organizational justice concepts provides an important starting point for examining the
impact of fairness at work on employee health.

3.2.1 Distributive justice

Starting in the 1960s, justice research initially focused on distributive justice. A
seminal work by Adams (1965) introduced the equity theory of distributive justice.
Equity theory suggests that evaluations of fairness are not based on the absolute level
of outcomes per se but social comparisons of input-to-output ratios. Adams (1965)
claimed that in evaluating fairness, individuals first assess the ratio of their
contribution (input) to the resulting economic or social compensation (output) and
then compare the ratio with that of referent others. Receiving comparatively both too
much (overcompensation) and too little (under-compensation) is evaluated as unfair,
according to equity theory. Consequently, individuals try to reduce the unfairness by

18
altering input (e.g., working less) or output (e.g., stealing from the company). This
fairness evaluation is a totally subjective process. Although Adams framed equity
theory as a general justice theory, it was developed in the context of work
organizations (Byrne & Cropanzano, 2001).

In organizational settings, the input includes experience, qualification, and effort; the
output includes pay, promotion, and other forms of recognition.Equity theory is
considered the basis of organizational justice research. However, its popularity was
waning by the mid-1980s (Greenberg, 1990). Along with various methodological
criticisms (see Furby, 1986 for summary), equity theory’s predictive usefulness was
questioned. A main drawback for organizational behavior researchers was that equity
theory does not provide specific predictions about people’s reactions to inequity
(Byrne & Cropanzano, 2001; Furby, 1986; Greenberg, 1990; Leventhal, 1980). The
theory predicts two types of possible reactions when people experience inequity:
behavioral adjustments (e.g., changing the performance level) and cognitive
adjustments (e.g., changing the evaluation of input and/or output). Equity theory,
however, does not specify under what conditions each of these reactions would occur
(Byrne & Cropanzano, 2001). These limitations of equity theory promoted the shift of
emphasis in organizational justice research toward procedural justice.

3.2.2 Procedural justice

Procedural justice research started in 1975, when Thibaut and Walker’s seminal work
was published, which compared the Anglo-American adversarial legal system to the
European inquisitorial system. Thibaut and Walker (1975) found that because the
adversarial system allows the disputants process control—or voice—during the
presentation of evidence, it was seen as more fair than the inquisitorial system. In
laboratory studies, participants deemed a process to be fair when they had a voice in
the process, even though the outcome derived from the process was not desirable to
them. This suggests that fairness evaluation of a procedure depends on having
opportunities to exercise voice during procedures. Lind and Tyler (1988) refined this
issue further and discussed the difference between having actual control over a

19
procedure and having opportunities to voice one’s opinions about the procedure. The
distinction was represented in their two models to explain why having a voice
enhances procedural justice. The self-interest model suggests that individuals want to
exercise voice over procedures because it allows them the opportunity to influence
the outcome. A second model is the group-value model, which considers that having
an opportunity to voice opinions satisfies individuals’ desire to be heard, regardless of
the actual influence they have over the outcome. Merely expressing one’s opinion has
positive effects, Lind and Tyler (1988) argue, because it promotes group solidarity
among those who are involved in the process. This may not achieve an immediate
gain (i.e., desired outcome) but may bring about a long-term benefit to the group, in
which members perceive that they are valued and treated with respect and dignity
(Lind & Tyler, 1988). While Thibaut and Walker (1975) proposed and Lind and Tyler
refined a “voice” tradition, Leventhal (1980) proposed a different set of rules for fair
processes of decision making: 1) consistency—procedures are applied consistently
across people and across time, 2) bias-suppression—procedures are free from biases,
3) accuracy—procedures ensure that accurate information is collected and used in
making decisions, 4) correctability—procedures have some mechanism to correct
flawed or inaccurate decisions, 5) representativeness—procedures ensure that the
opinions of various groups affected by the decision have been taken into account, and
6) ethicality—procedures conform to personal or prevailing standards of ethics or
morality.

These rules intuitively make sense and, in fact, the research on procedural justice in
organizations has been almost entirely built on Leventhal’s criteria; however, they did
not originally emerge from empirical data (Byrne & Cropanzano, 2001). Although
conceptual distinctions between procedural justice and distributive justice are fairly
clear, the way these two justice perceptions operate is not distinct. Three recent meta-
analyses reported estimated population correlation of .67, .64, and .55 between
distributive and procedural justice (Cohen-Charash & Spector, 2001; Colquitt et al.,
2001; Hauenstein, McGonigle, & Flinder, 2001).

20
3.2.3 Interactional justice
Bies and Moag (1986) pointed out that organizational justice research had solely
focused on outcomes and procedures as the bases for fairness judgments yet neglected
the role of social interactions. They introduced a third dimension to organizational
justice: interactional justice. It is defined as the fairness of “the interpersonal
treatment [employees] receive during the enactment of organizational procedures”
(Bies & Moag, 1986, p. 44). From their survey of MBA students who went through
job search processes, the authors identified four communication criteria for a fair
recruitment process: truthfulness, respect, propriety of questions, and justification.
Although these criteria were derived from one highly specific context, later studies
have used them to measure interactional justice in various situations (Colquitt et al.,
2001; Moorman, 1991). There has been a debate on whether interactional justice is a
third type of organizational justice or a subset of procedural justice. Although Bies
and Moag (1986) see interaction as social enactment of formal procedures, they assert
that interactional justice is distinct from procedural justice. Greenberg (1993b)
considers interactional justice as a social aspect of both distributive and procedural
justice. He suggests new terms: informational justice as a social aspect of procedural
justice, involving “careful consideration of relevant facts and reliance on accurate
information”; and interpersonal justice as a social aspect of distributive justice,
involving “tactful communication of outcomes and expressions of sincerity”
(Greenberg, 1993, p. 237).

In an experiment with undergraduates, Greenberg (1993) demonstrated that

informational validity (an operationalization of informational justice) and
interpersonal sensitivity (an operationalization of interpersonal justice) independently
influenced participants reactions to underpayment. Cropanzano and Ambrose (2001)
support Greenberg’s view (1993), stating that interactional justice is “part procedure,
part outcome” (Cropanzano & Ambrose, 2001, p. 125). Bies (2001), one of the
original authors who proposed interactional justice as a third type of organizational

21
justice, explains that because Bies and Moag (1986) discussed interactional justice in
the context of a decision making process in work organizations, it was
misconceptualized as a subcomponent of procedural justice. He insists that
interactional justice is distinguishable from procedural justice if the concept is not
limited to the quality of interpersonal treatment during enactment of formal
organizational procedures (Bies, 2001). Empirical support for this view, however, has
not been provided. Although the status of interactional justice is unsettled, it is still
useful to consider interactional justice as a third type of organizational justice. In fact,
two meta-analyses found that interactional justice did make a unique contribution to
explaining many organizational outcomes over and above distributive justice and
procedural justice (Cohen-Charash & Spector, 2001; Colquitt et al.,
2001).Considering procedural and interactional justice as independent may not be
appropriate since a substantial positive correlation (about .60) has been observed
repeatedly (Cohen-Charash & Spector, 2001; Colquitt et al., 2001). However,
separating them conceptually may benefit the design of research and the
interpretation of results.

3.3 Respect at workplace

According to Eli Sopow, Ph.D., September 2012, Few people would disagree with the
general idea of having a “respectful workplace.” Wanting to be treated with respect is
an age-old human condition that shapes our sense-of-self, our pride, and our
perception of personal power and influence. Conversely, feeling disrespected, can
lead to feelings of vulnerability, isolation; personal diminishment, depression,
physical illness, anger, and violence. Disrespect in the form of workplace bullying
can also have a contagious effect. Studies show that the impact of unit-level bullying
can be even stronger on employees who are part of the work unit but not the direct
recipient of the bullying. Meglich, However having a respectful workplace is also
complex. Feeling respected is chiefly an emotional reaction to events and actions
based on our individual perceptions.

22
 Often our feelings are shaped by the behavior of others; our individual
expectations of a workplace; our level of resiliency to perceived criticism; our unique
perspective of the world around us based on age, gender, education, experience, and
ethnicity; our ability to manage change and conflict; our sense of being supported by
others; our personal emotional and physical health, and many other factors. But what
in turn drives behavior that is either respectful or disrespectful? What are the
sometimes hidden root causes behind what people say and do? What actions can be
taken by both employers and employees to sustain a workplace environment of
respect? The interaction of employees in a workplace creates an everyday climate that
can be measured through job satisfaction, morale, and employee engagement research
including quantitative surveys and qualitative individual interviews and group
discussions. Where the complexity of respect quickly becomes apparent is when more
than surface results are accepted—when contributing and intertwined factors such as
organization culture and sub-culture, structure, and related systems and processes are
investigated. The intent of this study is to provide just such in-depth, empirically-
sound evidence of the roots to employee respect at the Royal Canadian Mounted
Police in British Columbia.In May of 2012 the RCMP in the province of British
Columbia (officially called “E” Division or more generally “BC RCMP”) initiated a
Respectful Workplace Action Plan. The plan, directed by Inspector Carol Bradley,
includes a number of initiatives spread over a six-month and longer period. The
initiatives are designed to identify new strategies and build upon existing actions
targeted to creating a respectful workplace environment within BC RCMP. The
Respectful Workplace Action Plan is also responsible to identify best practices and
identify where organization culture, structure, systems and the everyday workplace
climate play a role in employees feeling respected in their workplace.

A major goal is the discovery and measure of interconnectivity among such

workplace factors as delegation of authority, responsibility, accountability,
communications, collaboration, and coordination plus the strength of connection to
workplace respect, job satisfaction, and morale. From that evidence actions can be
designed which specifically target ways to improve workplace respect. One major

23
initiative identified in the Respectful Workplace Action Plan is a review of existing
workplace practices in both the public and private sector, a study of the most relevant
academic literature related to the topic, a review of recent RCMP employee surveys
conducted by both the national RCMP and by academics and others, plus an analysis
of the recent BC RCMP employee survey. In that survey employees were asked to
rate both the importance and performance of 21 key workplace measures including
those correlated to workplace respect, job satisfaction, and morale (N=3,135).

3.4 Research objectives

The key objective of this study is to identify the most significant workplace factors
associated with a respectful workplace at BC RCMP and to recommend actions that
are likely to improve employees’ sense of feeling respected. To that end the following
research questions are addressed:
1. What is the most commonly accepted definition of a “respectful workplace?”
2. Is there a common “best practice” associated with respectful workplaces, especially
within police services?
3. What workplace factors within BC RCMP most strongly correlate to the concept of
a “respectful workplace?”
4. To what degree does an employee’s perception of feeling respected within BC
RCMP affect both their job satisfaction and morale?
5. Do factors such as age, gender, rank, category of employee, years of service and
workplace location affect a sense of feeling respected?
6. What short, medium and long term actions within BC RCMP control can be taken
by both the employer and employees to improve levels of employees feeling
respected in their workplace?

3.5 Methodology
The methodology used in this report includes a literature review of secondary
research sources as well as a primary, quantitative research project undertaken
throughout BC RCMP in June-July 2012 focusing on respectful workplace attributes
(N=3,135).

24
The concept of a “respectful workplace” is intertwined with several associated terms.
The most common in the existing literature include “civility/incivility,” harassment,”
“disrespect/respect,” “bullying,” “emotional abuse,” “healthy workplace,” “workplace
conflict,” “dignity,” “psychological harassment,” and “employee engagement.”
It is important when reviewing the term “respectful workplace” that the research into
root causes and correlations is broad and deep enough to capture factors that may lie
outside of the most common characterizations of the term. In short, it is important
from an evidence-based perspective that tunnel vision, preconceived notions, and
self-fulfilling prophesies are avoided and that the core driving force of respect is
adequately investigated with statistically reliable and valid findings.

3.6 Research sources

This study draws from the following research sources for both the literature review
and the analysis of recent employee survey data:

3.6.1 Recent peer-reviewed academic studies

A review of 85 pertinent peer-reviewed academic studies related to the general topic
of “respectful workplace” is used in this study3. To accomplish this a search was
made of on-line academic journal data bases found within both the Royal Roads
University and University Canada West libraries using the key words “respectful
workplace,” “job satisfaction, “morale,” and “workplace civility.”4 In addition
journals were searched with key words pertaining to law enforcement and policing,
specifically police culture, structure, systems and job satisfaction/morale.

3.6.2 Recent employee surveys, reports, and graduate level dissertations

An analysis was done of 10 RCMP employee-related surveys, reports, and graduate
level dissertations completed over the past five years that apply all or in part to the
concepts of a respectful workplace. Those studies include:
1. Duxbury, L. and Higgins, C. (2012). Caring for and about those who serve:
Worklife conflict and employee well being within Canada’s police departments.

25
2. Maguire, S., Dyke, L., and Saifuddin, S. (2012). Survey on professionalism in
policing.
3. Morley, J. and Sopow, E. (2009). RCMP Culture, structure, and climate: An
assessment of employee survey data.

3.6.3 Analysis of the “E” Division Your-Say Employee Survey

The survey, completed in June-July of 2012, is the single largest RCMP Divisional
employee survey ever conducted in Canada (N=3,135). The number of responses to
the survey and the statistically accurate demographic weighting of the participants
allow the top-line results to be generalized to all RCMP Divisions in Canada. The
anonymous survey was designed and conducted on-line through the “E” Division
headquarters Operations Strategy Branch using password-protected data-analysis
software. Respondents were first asked to rate the importance to them of 19 key
workplace measures commonly associated with job satisfaction and workplace
respect and then rate how good a job was being done on each measure. Statistical
analysis then correlated answers to levels of feeling respected in the workplace as
well as the level of interconnectivity among all measures.

3.6.4 Review of books related to respectful workplace issues

A review of 24 books was completed involving authors who have recognized
expertise in respectful workplace conditions and related factors.

3.6.5 Examples and application of Respectful Workplace policies

This study reviewed the application and context of 45 Respectful Workplace and
associated policies within the following organizations, including telephone interviews
with a number of officials. The inclusion of a wide array of organizations and sectors
—not only policing—allowed for a greater span of analysis to take place and a greater
understanding of common approaches and themes. In addition, municipal and
provincial respectful policies apply to all workplaces under their jurisdiction
including municipal and provincial police services (the RCMP is governed by federal
legislation):

26
1. BC Transit Police Service;
2. BC Maritime Employers Association;
3. British Columbia Public Service Agency;
4. Brown Shoe Company;
5. Calgary Police Service;
6. Cameco Corporation;
7. Canadian Broadcasting Corporation;
8. Canadian Department of National Defense;
9. Canadian Media Guild;
10. Canadian Red Cross;
11. Canadian Women’s Foundation;
12. Certified General Accountants of BC;
13. City of Edmonton;
14. City of Mississauga;
15. City of Revelstoke, BC;
16. City of Richmond;
17. City of Surrey;
18. City of White Rock, BC;
19. Construction Owners Association of Alberta;
20. Corporation of the City of Burlington;
21. Cypress Mountain;
22. District of Sooke, BC;
23. Edmonton Police Services;
24. Fraser Health Authority (Lower Mainland BC);
25. Government of Northwest Territories;
26. Lambton College, Ontario;
27. Law Society of British Columbia;
28. Memorial University, St. Johns Newfoundland
29. New Westminster Police Service;

27
30. Nexen Inc.;
31. Ottawa Police Service;
32. Peterborough Lakefield Police Services Board;
33. Province of Manitoba;
34. Regional Municipality of York, Ontario;
35. Sears Canada;
36. Telus;
37. The Salvation Army Canada and Bermuda Territory;
38. Thompson Rivers University;
39. Township of East Zorra-Tavistock, Ontario;
40. TransCanada Corporation;
41. University of Victoria;
42. Vancouver Island Health Authority;
43. White Rock fire department;
44. Winnipeg Health Region;
45. Workers’ Compensation Board Alberta

3.6.6 Review of pertinent federal and provincial legislation and regulations

A review was also made of the following provincial and federal government
legislation pertaining to the notion of a respectful workplace in Canada. Although the
RCMP as a federal agency does not fall under provincial jurisdiction, trends in
provincial law can over time be embedded into federal statutes:
1. Canada Labour Code;
2. Canadian Human Rights Act;
3. The Workers Compensation Amendment Act, 2011 (British Columbia);
4. Public Service Act of British Columbia;
5. Employment Standards Act, 2000 (Province of Ontario)
6. Alberta Occupational Health and Safety Act;
7. Manitoba Health and Safety Regulation, 2010

28
8. Quebec Labour Standards Act, 2008
9. Royal Canadian Mounted Police Act. Part IV, Discipline Section
3.7 Review on - Why bother with a “respectful workplace?”
“Respectful workplace” is a phrase that captures within its meaning many workplace
issues including harassment, bullying, and incivility. Corporate strategy, planning,
and action are often driven by a cost-benefit analysis—changes are made that will
enhance, protect, or correct an organization’s profitability, reputation, competitive
advantage and sustainability. In the case of respectful workplaces and related topics a
significant body of empirical evidence has been gathered over recent years showing
the value of respect to a workplace and the cost of disrespect. The following citations
are representative of that evidence:
1. In their research on the impact of workplace incivility on performance, Estes and
Wang (2008) state that:
Pearson and Porath (2005) noted that employees experiencing incivility at work
intentionally reduced their work effort and spent time telling coworkers about the
incident and avoiding the instigator. Furthermore, half of the employees they studied
considered quitting their jobs because of incivility, and some did so to avoid the
instigator. Researchers also identified various adverse psychological effects on those
who experienced incivility, such as anxiety, confusion, depression, and even suicide
(Cortina et al., 2001; Davenport et al., 2002; Pearson & Porath, 2005). In addition,
sexual harassment was found to be more likely to occur in an uncivil work
environment (Lim & Cortina, 2005). As a result, workers experiencing incivility may
engage in retaliation and sabotage.

2. A global survey by Mercer Consulting of 30,000 employee in 17 geographic

markets (2011) stated that “The global analysis…reveals that non-financial factors
play a prominent role in influencing employee motivation and engagement…Workers
worldwide say that being treated with respect is the most important factor, followed
by work/life balance, type of work, quality of co-workers and quality of leadership.”

29
3. In his book The respect effect: Leveraging emotions, culture & neuroscience to
build a better business (2012), author Paul Meshanko states that for the year 2011, “It
is safe to assume that U.S. businesses spent over $2 billion to settle claims of
disrespectful, and typically unlawful, behavior. You don’t have to be a major in
finance to be impressed by the potential cost of disrespect, either individual or
systemic” (pp. 11-12).

4. Meshanko also provides research that when individuals feel respected there is an
effect on brain chemistry with increased levels of the neurotransmitters serotonin and
oxytocin which are associated with a sense of pleasure, trust, and belonging. The
feeling of being respected is also strongly associated with “higher job satisfaction and
employee engagement, improved physical and emotional health, improved
information flow and organizational learning, improved customer satisfaction,” and
“higher organizational productivity, profitability and resilience”.

5. Conversely, Meshanko states that feelings of being disrespected and associated

levels of low employee engagement can cause an increase in the stress hormones
adrenaline and cortisol in both the victims and witnesses of disrespect. This in turn
can lead to “higher rates of stress-related illnesses within employee and leadership
ranks, poor communication patterns and practices, low client satisfaction and higher
customer turnover, lower employee productivity,” and “poor ability to respond to
changes in their competitive environment”.

6. In 2011 psychologist Robert Cormier (a former public service executive and

recipient of the 2010 Public Service Award of Excellence) interviewed 12
Government of Canada executives from seven different federal departments about the
topic of a respectful workplace. Writing in Canadian Government Executive
(November 2011), Cormier says:
Respectful behavior is not currently embedded in the culture of the federal public
service. Disrespectful behavior, with all its attendant negative impacts on individuals
and organizations, occurs frequently at all levels. This is not to suggest the issue has

30
been ignored. To be sure, similar to other public sector institutions across Canada,
there is no shortage of policies and related instruments designed to support a healthy
and respectful workplace. These include mission statements, harassment and
discrimination policies, diversity and equity committees, wellness committees and,
federally, the Values and Ethics Code, the informal Conflict Management System,
and the Employee Assistance Program. Despite all these policies and resources,
respectful behaviour is not a central and consistent feature of the everyday interaction
in the workplace. The public sector has a culture of “deliverables,” deadlines and
accountability for results. Respectful workplace takes a back seat, and there continue
to be instances where the values of respect, fairness, and courtesy are violated. It is
apparent from the extensive literature that the notion of a “respectful workplace” is
not only good business but also good for the business in terms of higher job
satisfaction, morale, and employee engagement. This in turn, according to a growing
body of research, results in better levels of service delivery—that in the case of the
RCMP—could mean more effective and efficient policing. But what exactly is a
respectful workplace?

3.8 Definition of a “respectful workplace”

There is no simple and straight-forward definition of a “respectful workplace.”
Langdon (2007, p. 470) calls respect “inexact and contextual in nature” and Dillon
refers to it as “highly conceptual.” Although implementation of “respectful
workplace” policies is now widespread throughout North America, drawing a great
deal of human resource management attention and public/media scrutiny, the
definition is often an amalgam of many important workplace factors. For example a
simple Google search of the words “respectful workplace” yields 1,280,000
references. There are also over 1,000 journal articles, books, academic dissertations,
and mainstream articles in the popular news media about the topic. In some cases
respectful workplace policies replace “harassment” policies considered to be too
narrow in scope to include many other factors affecting the emotional and physical
well-being of employees. In other cases, such as in British Columbia, organizations
introduced respectful workplace policies after changes to legislation and regulations.

31
For example in BC, a July 1, 2012 change to WorkSafeBC regulations now permits
the provincial regulatory agency to accept disability claims for mental disorders
arising from cumulative work-related stress, including bullying.
In other cases, lawsuits alleging employee discrimination and harassment have
spurred organizations to either review existing respectful workplace policies or
institute new ones. The review of respectful workplace and related policies at 45
organizations in this study plus a review of the associated literature yields a number
of consistent similarities to the definition of a respectful workplace. Those
commonalities are well summarized by the Ottawa Police Service’s Respectful
Workplace Policy:
A workplace where employees feel safe, are treated fairly, and where there exists a
climate of understanding and mutual respect for equality, dignity, and human rights.
A respectful workplace is more than the absence of harassment, but places a positive
duty on everyone to treat each other in a manner befitting an organizational culture of
respect. A respectful workplace acknowledges that the physical, psychological and
social well being of the participant is paramount.

The New Westminster, B.C. Police Service’s Respectful Conduct in the Workplace
Policy shares similar language when it states that:
…every employee and volunteer has the right to a work environment where they are
treated with dignity and respect, and has a responsibility to treat others the same way.
A respectful workplace is in the best interests of the NWPS, its employees, its
volunteers and the citizens of New Westminster. The NWPS supports its employees
and volunteers in preventing discrimination and harassment, reporting and resolving
conflicts early and informally if possible, and in eliminating causes of discrimination,
harassment and conflict.

In Alberta, the Calgary Police Service used a series of employee focus groups to help
define a respectful workplace (Graybridge & Malkan, 2009). The most frequently
identified characteristics of a respectful workplace by employees included the
following over-arching themes with a wide range of definitions:

32
1. Mutual respect, fairness and equality;
2. Collaborative working relationships;
3. The dignity of the person;
4. Courteous conduct;
5. Diversity and the human rights of others related to their race, national or ethnic
origin, colour, religion, age, sex, marital status, family status, any physical or mental
disability and sexual orientation;
6. Positive communication between people; and
7. Respectful leadership including accessibility, accountability, and ongoing dialogue
across hierarchical lines.

Similarly, the City of Calgary’s Respectful Workplace Policy states that “all
employees are to be treated with respect, honesty and dignity.” This commitment,
according to municipal officials, is part of “creating a vibrant, healthy, safe and caring
work environment for its employees.”

Under the City of Calgary’s Respectful Workplace Policy, “Inappropriate behavior”

falls under three categories: disrespectful behavior, discrimination or harassment, and
damage

to people or property. Seven specific actions are cited as “unacceptable behavior” (a

different category from discrimination/harassment and damages to people or
property). Those actions include:
1. Written or verbal comments, behaviors or jokes that are degrading, offensive,
demeaning, embarrassing, or insulting;
2. Bullying or intimidation;
3. Abuse of authority;
4. Yelling or shouting (unnecessarily);
5. Deliberate exclusion of an employee from relevant work activities or decision-
making;

33
6. Decision-making influenced by factors which have no work-related purpose;
7. Attempting to discredit an employee by spreading false information about him/her.

In the Province of Manitoba, the government has similarly stated its commitment to
employees through its Respectful Workplace Policy (2008). As with other
workplaces, a common theme emerges: The Province believes it has a responsibility
to create respectful workplaces where employees “enjoy an environment in which the
dignity and self-respect of every person is valued and which is free of offensive
remarks, material or behavior.” As with other employers reviewed in this study, the
Province of Manitoba provides a list of both respectful and disrespectful behaviors.
The policy describes a respectful workplace as one that values:
1. Diversity and the human rights of others related to their race, national or ethnic
origin, colour, religion, age, sex, marital status, any physical or mental disability and
sexual orientation;
2. The dignity of the person;
3. Courteous conduct;
4. Mutual respect, fairness and equality;
5. Positive communications between people; and
6. Collaborative working relationships
Municipalities throughout Canada have also adopted similar-sounding respectful
workplace policies. Although the RCMP is governed by federal legislation it is
instructive to present a representative sample of such policies from BC municipalities
which have a large contingent of RCMP members serving the communities through
contractual agreements. In addition, municipal and provincial respectful workplace
legislation/policies directly affect workplaces covered by those provisions including
municipal police services.

3.9-REVIEW ON ORGANIZATIONAL LOYALTY

Chen, Zhen Xiong, Tsui, Anne S. and Farh, Jiing-Lih Larry (2002) investigated the
relationship between loyalty to supervisor and employee's in-role and extra-role

34
performance in comparison with that of organizational commitment in the People's
Republic of China. Two studies were conducted. In the first study, a five-dimension
loyalty to supervisor scale was developed and validated. In the second study, the
relationships between loyalty to supervisor, organizational commitment and
employee performance were examined. Results indicated that loyalty to supervisor
was more strongly associated with both in-role and extra-role performance than
organizational commitment. The findings are discussed in terms of their implications
for future research and management practices in cross-cultural settings.

Miguel Pina e Cunha (2002) in his case study of an integrated information

technology services firm, examines how the interplay between culture, structure, and
leadership is managed in order to build control and employee loyalty. He focuses on
the salient features of the case, namely that a high-profile culture combines with a
low-profile leadership and with minimal structuring to create a vibrant and loyalty-
generating organizational environment. He proposes that these processes are effective
because they reinforce one another. It is their articulation, not their existence that acts
both as an unobtrusive control mechanism and as an employee loyalty–generating
process, fulfilling the needs of both the organization and its professionals.

Cunha, Miguel Pina et al (2002) in their case study of an integrated information

technology services firm, studied how the interplay between culture, structure and
leadership is managed to build employee loyalty. He proposed that these processes
are effective because they reinforce one another.

B.A.K. Rider (1998) found that trust, loyalty and related norms may have a crucial
economic role to play, it does not follow that regulation should be used to foster their
development. Since it is sensible business practice to act in a cooperative manner,
laws of this character will often be redundant and could in fact serve to reduce
reliance on trust and loyalty.

Brian P. Niehoff, Robert H. Moorman, Gerald Blakely, Jack Fuller (2001)

provided a useful outline of the work in the area of “Maintaining survivors’ loyalty in

35
a downsizing environment is a difficult problem for management practitioners”.
Theorists have suggested that empowerment and job enrichment are mechanisms that
allow survivors to cope with the stress of downsizing. Their study examined the
relationships between managerial empowerment behaviors, perceptions of job
enrichment, and loyalty behaviors with employees who have survived downsizing in
an organization. Results showed that empowerment does not have a direct effect on
loyalty but affects loyalty indirectly through job enrichment. The results are discussed
in terms of their implications for theory and practice.

Kyle LaMalfa (2007) in his study pointed out that as an employer, you need to
understand why your employees are emotionally connected to your business - and it's
generally much more than salaries, training, or benefits. Research shows that
emotionally connected employees are the best employees because they are engaged
and productive, and they feel validated and appreciated.

Frederick Reichheld (2006) in his study he reported that loyalty, for those who plan
to stay with an employer at least two years, can be affected by several factors,
including benefits and pay, working environment, job satisfaction and customers.
Employee loyalty is critical for organizations as constant turnover or churn can be
very expensive. In his report he stated that one of the most effective ways to improve
employee loyalty is to make employees feel like they are an important part of the
organization. His report found that only 55 percent of the employees surveyed feel
like their organization treats them well. He suggested that an employee feedback
system can help raise employee loyalty by providing two-way communication
between employees and management. If employees feel like the organization is
listening to them, recognizing them for their contributions, they will more likely be
loyal to the company.

Misra Sasi B, Kanungo R N (1993) in this essay they endeavored to analyse and
understand variables that adversely affect level of motivation and performance of
people within work organizations in developing societies. They analysed and

36
identified the endogenous and the exogenous variables affecting worker motivation.
With respect to exogenous variables, it is apparent that employees, owing to enduring
influences of past socialization, bring with them habits, norms, and expectations that
guide their behaviours at work place. It is the set of endogenous organizational
variables that need to be looked at more carefully for identifying action levers for
improving worker motivation and performance. These action levers have to be
designed in such a way that they become compatible with the socio-cultural norms of
the employees. With particular reference to Indian organizations. Job clarity would be
welcome by the employees who belong to a culture high on uncertainty avoidance.

Ho fstede, (1980) . Rewards, financial or otherwise, should be valued and must be

perceived as based on performance. Perhaps there is no hitch in acknowledging this
principle. But most organizations have far to go in implementing them. We have
alluded to several management practices such as time-based compensation,
inadequate performance appraisal etc. that hinder reward – performance contingency
and equity in the Indian context.

Charles w. Mueller, jean e. Wallace james l. (1992) said that there has been a
recent upsurge of interest among sociologists in the organizational commitment of
employees, with loyalty and intent to stay identified as distinct forms that this
commitment can take. In this article he argues that progress in understanding
organizational commitment will not be made until conceptual and empirical
distinctions among various forms of employee commitment are recognized and
demonstrated. With this as the objective, it was hypothesized that loyalty and intent to
stay are conceptually and empirically distinct from each other as well as from two
other forms of employee commitment: work commitment and career commitment.
This was tested with confirmatory factor analysis and was supported across a variety
of tests.

Monika Hamori, Peter Cappelli (2006) provided a useful outline of the work in the
area of employee's attachment to their employer is one of the central topics across the

37
social sciences. They examined an important aspect of attachment, job search, in the
context of executive jobs using a unique data set from a prominent executive search
firm that identifies whether executives have declined or pursued offers of
employment at other companies. This measure offers an improvement over previous
studies on attachment, which rely on actual turnover and, as such, are confounded by
opportunities in the labor market. They examined a range of factors concerning jobs
and employment practices that increase an executive's identification with the
organization and discourage him/her from looking for alternative employment.

Soo-young lee ,andrew b. Whitford (2006) in their study they assessed the
Hirschman's theory of exit, voice and loyalty in the context of voluntary exit from
organizations in the public w orkforce. Specifically, they tested the effects of loyalty
and voice on the likelihood a person states their intention to leave.

Alison Davis-Blake, Joseph P. Broschak, Elizabeth George (2003) in their study

they examined how a blended workforce (one with "standard" and "nonstandard"
workers in the same jobs) affected exit, "voice," and loyalty among standard
employees. They found that workforce blending worsened relations between
managers and employees, decreased standard employees' loyalty, and increased their
interest both in leaving their organizations and in exercising voice through
unionization.

Gary W. Loveman (1998) indicated in his research findings that the service profit
chain is a simple conceptual framework linking employee satisfaction and loyalty,
customer satisfaction and loyalty, and financial performance.

Rhian Silvestro (2002) in his paper reported some empirical findings which appear
to challenge the received wisdom prevailing in the operations management, service
management, TQM and HRM literatures, namely, that employee satisfaction and
loyalty are key drivers of productivity, efficiency and profit. An empirical study of
one of the UK’s four large supermarket chains reveals an inverse correlation between

38
employee satisfaction and the measures of productivity, efficiency and profitability,
the most profitable stores being those in which employees are least satisfied.
Employee loyalty, measured in terms of length of service also appears to be inversely
correlated with productivity and profitability.
Zhenxiong Chen, Anne s. Tsui, Jiing-Lih Larry Farh (2002) in his study
investigated the relationship between loyalty to supervisor and two employee
outcome variables, i.e. job satisfaction and intent to stay.
The results indicate that loyalty to supervisor is positively related to job satisfaction
and intent to stay.

David Harbourne (1995) in his study on topic Employment in the Catering and
Hospitality Industry –
Employee Attitudes and Career Expectations, found that within the industry, job
satisfaction is high, most companies have a loyal and happy workforce and there are
few causes for complaint. He found the key issues from the report as staff turnover,
loyalty, job satisfaction, pay and perks, staff development, and presentation of the
industry to the outside world.

Paul L. Martin, Roy T. Black (2006) in the intensive phase of their study the
authors explored how a firm can incorporate real estate strategy with its core strategy,
using the workspace to support its human resurce objectives. The intent is to examine
how important the quality of the workplace is to employees and the resulting impact it
can have on productivity, loyalty, satisfaction, and retention in a knowledge industry.

Ioannis Nikolaou, Ioannis Tsaousis (2002) in their study they explored the
relationship between emotional intelligence and sources of occupational stress and
outcomes on a sample of professionals in mental health institutions. He suggested a
new role for EI as a determinant of employee loyalty to organizations.

Abbas J. Ali, Ahmed Azim, Thomas W. Falcone (1993) in their study they
addressed the relationship between work loyalty and individualism in the USA and

39
Canada. Results indicated that national identity has a minimal influence on
individualism and work loyalty. Sex, however, influenced both measures. Women
were found to be more individualistic and to score higher on work loyalty than male
participants. In addition, a high correlation was found between work individualism
and loyalty.

Zhenxiong Chen (2001) his study investigated the relationship between loyalty to
supervisor and two employee outcome variables, i.e. job satisfaction and intent to
stay. His results indicated that loyalty to supervisor is positively related to job
satisfaction and intent to stay. Loyalty to supervisor explained variance in these two
outcome variables over and above that explained by organizational commitment. The
results also confirm the previous findings that only the three extended loyalty to
supervisor dimensions were significantly associated with employee outcomes, while
the two original loyalty to supervisor dimensions were not.

Josée Bloemer, Gaby Odekerken-Schröder (2006) in their study they investigated

the impact of employee relationship proneness (RP) on the three different types of
attitudinal loyalty (affective, calculative, and normative commitment (NC)) and relate
these different types of attitudinal loyalty to employee loyalty behaviours in terms of
word-of-mouth, intention to stay (ITS), benefit insensitivity (BI), and complaining
(COM). Their study results revealed that employee RP is a strong antecedent of
affective and NC. Affective commitment plays a pivotal role in creating all positive
loyalty behaviours of employees, whereas normative commitment only supports
intention to stay and benefit insensitivity while it has a negative impact on
complaining. Calculative commitment has a negative impact on benefit insensitivity
and complaining.

Rachid Zeffane (1995) provides a useful outline of the work in the area of
organizational commitment and perceived management from both public and private
sector organizations, operating in Australia.

40
Comparisons between public and private sector employees revealed significantly
higher levels of commitment amongst private sector employees. These differences
were consistent with differences in perceived management styles. The concept of
organizational commitment was found to incorporate the notion of “corporate
loyalty/citizenship” and the notion of “attachment to the organization”.

Gladys Styles Johnston, Vito Germinario (1985) in their study following points
were examined (1) the characteristics of teacher involvement in the decision making
process in schools; (2) the degree of loyalty to principals in schools; (3) test the
relationship between teacher decisional status and loyalty to the principal; and (4)
explore the dynamics of teacher decision-making so that a better understanding of the
underlying structure of decision-making in schools can be developed. They
conclusioned from the study that: (1) Teacher satisfaction with their decisional status
was related to loyalty to the principal; (2) no significant differences were found
between elementary and secondary schools with regard to satisfaction with their
decisional status; (3) elementary school teachers exhibited a greater degree of loyalty
to their principals than did teachers in secondary schools; and (4) teachers' desires to
participate in decision-making are strongest in those areas that are closely related to
the teaching-learning process.

Albert S. King, Barbara J. Ehrhard (1997) in their study they described the
commitment cohesion exercise, which is an instrument that increases the
understanding of employees’ attraction to “the ideal” or empowered organization.
This exercise measured employees’ perception of loyalty, values, and organizational
commitment. They found that three conditions, i.e. loyalty, values and commitment,
influence empowerment structures within an organization. Their exercise supported
the notion of a stepwise movement from loyalty to value congruence (or agreement)
to organizational commitment. It also demonstrates how progressive phases are
associated with perceived quality of work life and connected to an empowered
organization.

41
3.10-REVIEW ON ORGANIZATIONAL COMMITMENT

ORGANIZATIONAL COMMITMENT
Porter et al (1974) defined organizational commitment as the strength of an
individual’s identification with and involvement in a particular organization and
commitment is characterized by three factors (a) a belief in and acceptance of goals
and values, (b) a willingness to exert effort, and (c) a strong desire to maintain
membership.
Meyer and Allen in 1990 studied three antecedents of Organizational Commitment.
They are Affective, Continuous and Normative.

i) Affective commitment involves the employee's emotional attachment to,

identification with, and involvement in the organization. Employees with a strong
affective commitment continue employment with the organization because they ‘want
to do so’.

ii) Continuance commitment involves commitment based on the costs that employee
associates with leaving the organization. Employees who perceive the costs of leaving
the organization are greater than the costs of staying because they ‘need to do so’.

iii) Normative commitment involves the employee's feelings of obligation to stay

with the organization. Employees with a high level of normative commitment stay in
the organization because they ‘ought to’.

Different components of commitment named as employee retention, attendance,

organizational citizenship and job performance have certain consequences. Employee
commitment is highly related to the attendance of workers and especially continuance
commitment is related with the how often an employee was absent. Also those

42
employees that have a good relationship with their immediate work group have higher
levels of commitment.

43
Affective commitment varies significantly by country and is strongly related to
dimensions of personality. AC is high in countries where the population is extravert
and low in countries where the population is neurotic.AC is also found to be high in
countries where the population is happy. AC tends to be slightly higher in countries
with low levels of unemployment and high economic activity rates but is unrelated to
per capita national income. AC is negatively related to societal cynicism and
positively to egalitarian commitment (Garry A et al, 2006). Wong Yui-Tim et al,
2002 studied the impact of affective organizational commitment of workers in
Chinese joint ventures. Authors proposed mediation model that includes: distributive
justice, procedural justice and perceived job security as the antecedents of affective
commitment; trust in organization as the mediator; and turnover intention as the
outcome variable. The results supported mediation model and it was found that trust
in organization mediates the relationships between distributive justice, procedural
justice, perceived job security and affective commitment. Also, perceived job security
and affective commitment have significant impact on the turnover intention of
workers.

Commitment level of employees in Pasze Cehave, a company produces animal feed

and concentrates for boilers, pigs and cattle in Poland was discussed from all the
employees of the organization and it was found that employee rate of commitment
towards the organization is good except that of affective commitment, which is found
to be satisfactory (Drenth J.C., 2009). Shapiro Jacqueline A-M Coyle et al, 2006
examined affective commitment to employing and client organizations among long-
term contracted employees from employees working in four UK contracting
organizations delivering a service on behalf of a government entity. The results
suggest that perceived client organizational support and attractiveness of the client
organization relate positively to employees affective commitment.
Performance of first-level managers in a large food service company and their
relationship with affective commitment, continuance commitment and job satisfaction
was examined by Meyer John P. et al in 1989. Survey from manager’s immediate
supervisors says that affective commitment correlated positively and continuance

44
commitment correlated negatively with all three measures of performance. Job
satisfaction did not correlate significantly with performance ratings. McMahon Brian
in 2007 studied the impact of Organizational Commitment and its association with
attachment style and locus of control. In the study three components of organizational
commitment were studied mainly affective, continuance and normative commitment.
Data was collected from working adults. It was found that locus of control is related
to normative commitment and continuance commitment. The associations between
age and organizational tenure and locus of control and organizational tenure further
suggest the possibility that the longer a person works in an organization and the older
they become, their feelings of responsibility for outcomes relevant to them also
increases. Among high-tech employees, social-oriented values and assimilation were
positively related to AC to the organization, and unrelated to CC (Dvir Taly et al,
2004). Darden William R et al, 1989 studied retail salespersons career and
organizational commitment. Retail salespeople are considered to belong from a
traditional mid-western department store chain. The author has analyzed the model by
using a linear-structural equation approach. Findings suggest that supervisory style is
positively related to satisfaction and negatively related to self-reported job
performance. A friendly-participatory approach decreases role stress and increases
career commitment to retailing and organizational commitment to the firm. It also
increases job satisfaction and is negatively related to self-reported performance of
retail salespeople. In addition, findings suggest that perceived rewards have a strong
impact on salesperson’s commitment to their careers and firms. The relationship of
Chinese work values and organizational commitment of stress job values among
Hong- Kong employees revealed that sources of pressure and self-rated job
performance were negatively related. Furthermore, organizational commitment and
Chinese work values are positively related to job performance.
Among expatriate managers developing and maintaining organizational commitment
among a host country's employees is a major challenge. Commitment levels of
Mexican employees in a U.S. firm located in Mexico indicated that job satisfaction,
participative decision making and age were predictive of organizational commitment.
Leader behaviors and tenure were found to be significantly correlated with

45
commitment, whereas perceived organizational effectiveness tended to be correlated
with commitment (Harrison J Kline et al, 1998). Personal antecedents and
organizational commitment among white collar employees, which are subdivided into
professionals and nonprofessionals and blue collar employees was studied by Cohen
Aaron, 1993. They found that the relationship between OC and personal antecedents,
representing the member model, is stronger for blue collar and nonprofessional white
collar employees in comparison to professional employees.
Among Dutch entrepreneurs, comparison of male and female entrepreneurs among
HRM systems and ‘specific’ practices in female- and male-led businesses with
respect to commitment-orientation was discussed and it was found that female led
businesses are more control oriented and male led businesses are more commitment
oriented. Female-led businesses are characterized by less employee participation,
more centralization and direct, instead of indirect ways of controlling employees, as
compared to male-led businesses. Thus, male and female led-business differs from
each other with respect to commitment (Verheul Ingrid, 2003). Organizational
commitment among Dutch university employees in two faculties with different
academic identities (separatist versus hegemonist) was studied and findings indicate
that the set of factors affecting the organizational commitment of employees differs
between the separatist and hegemonist faculties. In the separatist faculty;
decentralization, compensation, training/development, positional tenure and career
mobility have significant effect on organizational commitment whereas age,
organizational tenure, level of autonomy, working hours, social involvement and
personal importance significantly affects the employees organizational commitment
in the hegemonist faculty. Participation, social interactions and job level are factors
that are important in both faculties (Smeenk S.G.A. et al, 2006). Age and Tenure also
shows a great impact on Organizational commitment among employees. There is a
strong relation between OC and age for the youngest subgroup and between OC and
Tenure for the oldest subgroup (Cohen Aaron, 1993). Among Principals of high
school in United States different variables like age, gender, organizational tenure,
perceived organizational support, perceived fairness, and perceived autonomy were
analyzed to study their impact on organizational commitment. Principals of 396 high

46
schools suggests that different variables like perceived fairness, organizational tenure,
perceived organizational support assess high organizational commitment as compared
to age (Hawkins Wilbert D., 1998). Non instrumental procedural justice had a
significant impact on organizational commitment of employees and age doesn’t act as
a moderator between them (Rifai Harif Amali, 2005). Among Korean firms,
employee’s position in the hierarchy, tenure in their current position and age all were
significantly related to organizational commitment. Also, the size of the organization
plays a very important role in influencing organizational commitment of employees.
Larger the size, less is the commitment level of employees (Sommer Steven M et al,
1996).
Brown Barbara B. et al, 2003 studied the relationship between employee’s
perceptions of their immediate supervisors’ relations-oriented and task-oriented
leadership behaviors and different types of organizational commitment. Meyer &
Allen’s (1997) Organizational Commitment Questionnaire was used to measure
organizational commitment among employees who worked for the city of
Charlottesville, Virginia. These employees were located in eight departments that
varied in the area of technical functioning, size and academic levels. Authors found
that relations-oriented leadership behaviors explained the greatest amount of variance
in affective commitment, somewhat less variance in normative commitment and no
variance in continuance commitment. The results for task-oriented leadership
behaviors revealed the same pattern of relationships with the different types of
organizational commitment.
Clifford J. Mottaz, 1987 tried to find the relationship between individual
characteristics, work rewards, work satisfaction and organizational commitment
among workers. It was found by authors that work rewards and work satisfaction has
a greater impact on Commitment level of workers. Among Pakistani male and female
workforce relationship between work motivation, job satisfaction and organizational
commitment was analyzed by Smeenk et al, 2006. The study analyses that the general
behavior of the private sector employees towards work motivation and job
satisfaction may build higher levels of organizational commitment. In Downtown
hotel, survey of employees revealed that there is a relatively strong correlation

47
between job satisfaction and organizational commitment (Cote S., et al, 2003). Camp
Scott D. in 1993 examined the effects of two types of subjective measurement of the
work environment, job satisfaction and organizational commitment which are often
thought to be related to turnover. The data for the study was collected from
subsample of 1991 Prison Social Climate Survey administered annually since 1988 to
employees of the Federal Bureau of Prisons. The analysis confirms that the measures
of organizational commitment exert an inverse relationship with turnover. The effects
of the measures of organizational commitment are also greater than that of job
satisfaction which actually turns out to be non-significant. Among Iranian employees,
survey has been conducted by Eslami Javad et al in 2012 to study the impact of job
satisfaction on organizational commitment of employees. Through regression
analysis, it was found that all the three factors of Job satisfaction
(Promotions‚ Personal relationships‚ and Favorable conditions of work) have positive
and significant effects on Organizational commitments. Lok Peter et al (2007)
investigated the relationships between employees’ commitment and its various
antecedents, including employees’ perceptions of organizational culture, subculture,
leadership style and job satisfaction from the nurses of seven large hospitals located
in the Sydney metropolitan region. Authors found that subculture had a greater
influence on commitment than organizational culture. Also, task oriented leadership
has a greater impact on Commitment. Results also confirm positive relationship
between job satisfaction and commitment. Among managerial employees, perceived
organizational structure, process, climate and job satisfaction were found to be the
predictors of commitment (De Cotiis T A, 1987). Among hospital food service
supervisory and non-supervisory employees, influence of job characteristics and
organizational commitment on job satisfaction suggests that for supervisors, job
characteristics are related positively to organizational commitment and job
satisfaction. The commitment score was also found higher among older employees
(Sneed J. et al, 1990). Degree of distributed leadership in secondary schools among
teachers and teacher leaders on job satisfaction and organizational commitment
differs as it is found to be less for job satisfaction and more for organizational
commitment (Hulpia Hester et al, 2009). Walumbwa Fred O et al, 2005 explored the

48
nature of the relationship between transformational leadership and two work-related
attitudes namely organizational commitment and job satisfaction, by comparing
Kenya and the United States and found that transformational leadership has a strong
and positive effect on organizational commitment and job satisfaction in both the
cultures. Relationship between job involvement, job satisfaction and organizational
commitment of nurses was studied by Knoop R. (1995) and found that involvement
was not related to overall satisfaction but only to two specific facets; satisfaction with
work and promotion opportunities. It was also found by the authors that the degree of
relationship between overall and various facets of satisfaction and commitment and
also between involvement and commitment was moderately high. Humborstad Sut I
Wong et al, 2011examined the relationships between joint work commitments, job
satisfaction and job performance of lawyers employed by private law firms in Israel.
Based on Morrow's, concept of 5 universal forms of commitment, their
interrelationship was tested with respect to the commitment model of Randall and
Cote. Results of the study showed that the commitment model of Randall and Cote
was almost fully supported, except for the relationship between job involvement and
continuance commitment. Also, Job satisfaction has a mediating role in the
relationship between joint work commitment and job performance.
Loi Raymond et al, 2006 examined the relationship among employees' justice
perceptions, perceived organizational support (POS), organizational commitment and
intention to leave among practicing solicitors in Hong Kong. Results showed that
both procedural and distributive justice contributed to the development of POS and
POS mediated their effects on organizational commitment and intention to leave. It
was also found that organizational commitment was negatively related to intention to
leave. Also working in a team, maintaining team social relations, effectiveness,
opportunities to participate and team structure are generally associated with an
outcome of organizational commitment and turnover intentions, however, these
effects are fully or partially mediated through perceptions of personal mastery, work
overload, and job satisfaction (Greenberg Edward S. et al, 2012).
In Tanzania, effects of transactional and transformational leadership were studied on
teacher’s job satisfaction, organizational commitment and organizational citizenship

49
behavior. The study was conducted among primary school teachers and it was found
that transformational leadership dimensions have strong effects on teachers' job
satisfaction, organizational commitment, and organizational citizenship behavior. Job
satisfaction appears to be a mediator of the effects of transformational leadership on
teachers' organizational commitment and organizational citizenship behavior (Nguni
Samuel, et al, 2006). Organizational citizenship behavior of school teachers and
principals can be increased by trust, job satisfaction and organizational commitment
(Zeinabadi Hassanreza, et al, 2011). Moorman Robert H et al, 1993 conducted a study
to measure the relative contribution of perceptions of procedural justice toward
predicting organizational citizenship behavior (OCB) controlling for the effects of job
satisfaction and organizational commitment. Data was collected from a national cable
television company. Results indicated support for relationships between procedural
justice and commitment, satisfaction and OCB. Relationship between OCB, Job
satisfaction and Organizational commitment among blue-collar workers employed by
a clothing manufacturer in the southeastern United States shows that citizenship
behavior of blue collar workers are related to satisfaction with coworkers, satisfaction
with supervision, and satisfaction with pay, but not satisfaction with opportunities for
advancement, satisfaction with the work itself and also with organizational
commitment (Lowery Christopher M et al, 2002). Commitment based HRM Practices
have a positive impact on Organizational Commitment of Korean employees (Lee Ki
Yeong et al, 2010). In Nepal, OCB and its impact on Organizational Commitment
showed a positive relation between OCB and affective and normative commitment.
Continuance commitment was negatively related to compliance and unrelated to
altruism in Nepalese organizations (Thaneswor Gautam et al, 2005).
Khan Muhammad Riaz in 2007 investigated the relationship between organizational
commitment and employee’s job performance in the oil and gas sector of Pakistan.
The Meyer and Allen (1997) scale was used. Employees of OGDCL, OMV and
SNGPL based in Islamabad were assessed. The tool used for measuring job
performance has been developed by Willams & Anderson. The results revealed a
positive relationship between organizational commitment and employee’s job
performance. In the comparative analysis of three dimensions of organizational

50
commitment, normative commitment has a positive and significant correlation with
employee’s job performance in regard to other dimensions. Also male employees
perform better than female employees.
Organizational Commitment of managers in Singaporean Small Entrepreneurial
Business helps in the future growth and development of the Business. Among
Meyer’s and Allen three scales of Commitment, continuance commitment is largely
seen as negative factor for organizations performance. There is a strong relationship
between the emotional intelligence of the leader and employees’ affective
commitment among HR Professionals due to their unique position within the
organization, interfacing between leadership and employees (Brent William Stephens,
2007). Indian employees are also committed to their Organizations because majority
of employee’s shows moderately high level of commitment, the second majority of
them shows a high level of commitment, while a very small number of them believed
that they had only low level of commitment to their organizations goal (Tilaye
Kassahun, 2005). Among the Senior Engineers and the Trainee Engineers group in
BHEL, the impact of leadership behaviors among the transformational and
transactional leadership styles shows that respondents had some significant impact on
leadership style perception and organizational commitment but salary did not seem to
make a difference among the sample respondents on their commitment level
(Senthamil Raja A.et al, 2004).
Meyer’s and Allen’s approach of Organizational Commitment with three dimensions:
Affective commitment, continuance commitment and normative commitment among
IT Professionals in Turkey was studied by Dr. Kırmızı Abdulkadir et al in 2009.
Survey was conducted among IT Professionals working in Turkish private banks.
Authors have found that affective commitment is higher among IT professionals in
comparison to other types of commitment. Normative commitment is at the lowest
level. In retail banks, where dealing with customers require services from employee’s
shows that out of three different types of Employee Commitment namely
Internalized, Identification and Compliance Commitment, that findings were
worrying because employees show unexpected low level of internalized commitment
(Durkin Mark et al, 2009). Shore Harry McFarlane et al in 1989 studied the

51
associations that job satisfaction and organizational commitments have with the job
performance and turnover intentions among sample of bank tellers and hospital
professionals. It was found that organizational commitment was more strongly
associated with turnover intentions than job satisfaction for the tellers, but the results
were not same for the hospital professionals. Job satisfaction was related more
strongly than organizational commitment with supervisory ratings of performance in
both the samples. Emery Charles R et al, 2007 examined the effect of transactional
and transformational leadership on the organizational commitment and job
satisfaction with a sample of customer contact personnel in banking and food store
organizations. The results indicate that the transformational factors of charisma,
intellectual stimulation and individual consideration are highly correlated with job
satisfaction and organizational commitment than the transactional factors of
contingency reward. In the banks of Greece, organizational commitment of frontline
employees plays a mediating role on work motivation and job performance (Trivellas
Panagiotis, 2011).

52
 CHAPTER 4

RESEARCH METHODOLY

53
4.1 RESEARCH METHODOLOGY
The issue being examined here is more of perceptual in nature and hence we are
approaching this as an exploratory research. We are trying to explore relationship of
two independent variables (perception) with a displayed variable (Behavior).

4.2 RESEARCH DESIGN

Since this is an exploratory research thus my aim is to take survey of 100 respondents
within our institute to explore relationship of two independent variables (perception)
with a displayed variable (Behavior).

4.3 RESEARCH OBJECTIVES

The primary objectives of research revolves around how fairness and respect at
workplace are perceived by employees.
 To identify those factors which contribute to generate a perception about
employees being treated with “respect” at workplace.
 To identify those factors which contribute to generate a perception about
employees being treated with “fairness” at workplace.
 To know if there is any relationship between perception of respect with
perception of fairness.
 To know if the perception of employee being treated with Respect at
workplace has any relationship demonstrating their Loyalty and Commitment
at workplace.
 To know if the perception of employee being treated with Fairness at
workplace has any relationship demonstrating their Loyalty and Commitment
at workplace.

54
4.4 RESEARCH HYPOTHESIS
Hypothesis:
Ho = There is no relationship between perception of being treated with Fairness and
Respect.

Ha = There is significant relationship between perception of being treated with

Fairness and Respect.

Hypothesis 1A:
H1Ao = There is no relationship between perception of being treated with fairness
and Organizational Loyalty.

H1Aa = There is significant relationship between perception of being treated with

fairness and Organizational Loyalty.

Hypothesis 1B:
H1Bo = There is no relationship between perception of being treated with fairness
and Organizational Commitment.

H1Ba = There is relationship between perception of being treated with fairness and
Organizational Commitment.

Hypothesis 2A:

H2Ao = There is no relationship between perception of being treated with respect and
Organizational Loyalty.

H2Aa = There is significant relationship between perception of being treated with

respect and Organizational Loyalty.

Hypothesis 2B:
H2Bo = There is no significant relationship between perception of being treated with
respect and Organizational Commitment.

H2Ba = There is significant relationship between perception of being treated with

respect and Organizational Commitment.

55
4.5 SAMPLE DESIGN
Research Design alludes to the guidelines and methods by which a few components
of the population are incorporated into the example. Some regular examining
techniques are straightforward irregular inspecting, stratified testing, and bunch
inspecting.
With the end goal of study, accommodation inspecting strategy is utilized.
Convenience sampling (otherwise called availability sampling) is a particular kind of
non-likelihood examining strategy that depends on information gathering from
populace individuals who are advantageously accessible to partake in think about.

4.6 DATA COLLECTION TECHNIQUES

Ordinarily two sorts of information are utilized to carry out research. i.e.
(a).Primary research - Primary research is one, which is gathered from crisp sources
and out of the blue while leading the exploration.
(b).Secondary research - Secondary search is that information which has been
gathered for some other reason.
For the venture, essential overview has been attempted through a survey filled by
workers who are isolating from the association. Optional information is additionally
utilized for the exploration which incorporates diaries.

4.7 SAMPLE SIZE

The Sample size of the research is 100 respondents within the institute premise and is
done just for the budgetary year 2018-2019. The respondents are the faculties,
students & non-teaching staff of the organization.

56
 CHAPTER 5

DATA ANALYSIS & INTERPRETATION

57
Ho = There is no relationship between Respect and Fairness at workplace.
Ha = There is significant relationship between Respect and Fairness at workplace.

Correlations
Respect Fairness
Pearson Correlation 1 .700**
Respect Sig. (2-tailed) .000
N 100 100

Pearson Correlation .700** 1

Fairness Sig. (2-tailed) .000
N 100 100
Table No.-5.1

**. Correlation is significant at the 0.01 level (2-tailed).

INFERENCE = Thus, it can be seen that p<0.05, and it shows the statistically
significant correlation between Fairness and Respect. Then null hypothesis is being
rejected here and alternate hypothesis is being accepted.

58
Hypothesis 1A:
H1Ao = There is no relationship between perception of being treated with fairness
and Organizational Loyalty.

H1Aa = There is significant relationship between perception of being treated with

fairness and Organizational Loyalty.

Model Summary
Model R R Square Adjusted R Std. Error of the
Square Estimate
a
1 .522 .272 .265 .40506
Table No.–5.2
a. Predictors: (Constant), Fairness

ANOVAa
Model Sum of Squares df Mean Square F Sig.
Regression 6.008 1 6.008 36.620 .000b
1 Residual 16.079 98 .164
Total 22.088 99
Table No.-5.3
a. Dependent Variable: Organizational Loyalty
b. Predictors: (Constant), Fairness

Coefficientsa
Model Unstandardized Coefficients Standardized t Sig.
Coefficients
B Std. Error Beta
(Constant) 1.682 .331 5.088 .000
1
Fairness .636 .105 .522 6.051 .000
Table No.-5.4
a. Dependent Variable: Organizational Loyalty

P Value = 0.05

INFERENCE= Null Hypothesis is rejected, there is a Weak relationship being

perceived as treated with Fairness with Organizational Loyalty.

59
Hypothesis 1B:
H1Bo = There is no relationship between perception of being treated with fairness
and Organizational Commitment.

H1Ba = There is relationship between perception of being treated with fairness and
Organizational Commitment.

Model Summary
Model R R Square Adjusted R Std. Error of the
Square Estimate
a
1 .378 .143 .134 .61825
Table No.-5.5
a. Predictors: (Constant), Fairness

ANOVAa
Model Sum of Squares df Mean Square F Sig.
Regression 6.235 1 6.235 16.312 .000b
1 Residual 37.459 98 .382
Total 43.694 99
Table No.-5.6
a. Dependent Variable: Organizational Commitment
b. Predictors: (Constant), Fairness

Coefficientsa
Model Unstandardized Coefficients Standardized t Sig.
Coefficients
B Std. Error Beta
(Constant) 1.683 .504 3.337 .001
1
Fairness .648 .160 .378 4.039 .000
Table No.-5.7
a. Dependent Variable: Organizational Commitment

P Value = 0.05

INFERENCE = Null Hypothesis is rejected, there is a Weak relationship being

perceived as treated with Fairness with Organizational Commitment.

60
Hypothesis 2B:
H2Bo = There is no significant relationship between perception of being treated with
respect and Organizational Commitment.

H2Ba = There is significant relationship between perception of being treated with

respect and Organizational Commitment.

Model Summary
Model R R Square Adjusted R Std. Error of the
Square Estimate
a
1 .330 .109 .100 .44820
Table No.-5.8
a. Predictors: (Constant), Respect

ANOVAa
Model Sum of Squares df Mean Square F Sig.
Regression 2.401 1 2.401 11.954 .001b
1 Residual 19.686 98 .201
Total 22.088 99
Table No.-5.9
a. Dependent Variable: Organizational Loyalty
b. Predictors: (Constant), Respect

Coefficientsa
Model Unstandardized Coefficients Standardized t Sig.
Coefficients
B Std. Error Beta
(Constant) 2.419 .364 6.649 .000
1
Respect .515 .149 .330 3.457 .001
Table No.-5.10
a. Dependent Variable: Organizational Loyalty

P Value = 0.05

INFERENCE= Null Hypothesis is rejected, there is a Weak relationship being

perceived as treated with Respect with Organizational Loyalty.

61
Hypothesis 2B:
H2Bo = There is no significant relationship between perception of being treated with
respect and Organizational Commitment.

H2Ba = There is significant relationship between perception of being treated with

respect and Organizational Commitment.

Model Summary
Model R R Square Adjusted R Std. Error of the
Square Estimate
a
1 .168 .028 .018 .65823
Table No.-5.11
a. Predictors: (Constant), Respect

ANOVAa
Model Sum of Squares df Mean Square F Sig.
Regression 1.234 1 1.234 2.848 .095b
1 Residual 42.461 98 .433
Total 43.694 99
Table No.-5.12
a. Dependent Variable: Organizational Commitment
b. Predictors: (Constant), Respect

Coefficientsa
Model Unstandardized Coefficients Standardized t Sig.
Coefficients
B Std. Error Beta
(Constant) 2.811 .534 5.262 .000
1
Respect .369 .219 .168 1.688 .095
Table No.-5.13
a. Dependent Variable: Organizational Commitment

P Value = 0.05

INFERENCE= Null Hypothesis is rejected, there is a strong relationship being

perceived as treated with Respect with Organizational Commitment.

62
 CHAPTER 6

CONCLUSIONS &

RECOMMENDATIONS

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CONCLUSION
The principle point of any organization is to acquire benefit. Be that as it may, to
accomplish the greatest benefit, the organization should focus more on workers.
Along these lines, it is vital to watch whether employees are happy with the
organization or not. Their grievances ought to be dealt with adequately and
effectively. At the point when employees feel fairness and respect in an organization
then employee’s Organizational Loyalty and Commitment increases and if employees
feel lack of fairness and respect in an organization then Company should take
measures to settle them for the convenience of workers. This input of the employees
portrays the atmosphere of organization. Thus, steady loss has some negative and
some positive viewpoints moreover.

From the research it is recognized that there are extensively seven factors that
assumes indispensable part in an increment in employee’s Organizational Loyalty and
Commitment of employees. Through the Research directed, it was uncovered that to
show signs of improvement vocation opportunity one should have sense of fairness
and respect at workplace. This research additionally closes from the theory
surrounded that it’s not necessary that all the factors of fairness and respect have
relationship with Organizational Loyalty and Commitment. From the general
examination of writing survey, we can express that the needs of the employees should
be taken care in order retain them in the organization. Exit of a worker from the
association is an extreme choice for an employee and in addition for the business.

Thus, one might say that steady loss is inescapable; it will dependably win; it
must be limited. There is no general steady loss administration answer for each
organization. Every organization needs to manufacture its own inspiration framework
in view of similarity amongst authoritative and singular objectives. Consequently, it
can be finished up from general research that the organizations should take care of
fairness and respect of their employees so that employees can get more loyal and
committed towards their organization. This preparation record features that fairness
concerns impact monetary conduct and firm execution in essential ways. The writing

64
demonstrates that decency in hierarchical practices can cultivate different sources
upper hand and consequently enhance authoritative execution. This is a vital
knowledge, and adds to the collection of proof supporting that dependable and moral
practices can deliver better results for all included. By coming back to the
philosophical and social underlying foundations of reasonableness, this instructions
gives an establishment to understanding fairness, which can be utilized to educate and
assess hierarchical practices.

RECOMMENDATIONS:
Organizations should have a proactive maintenance system which helps in increasing
employee’s Organizational Loyalty and Commitment. Maintenance design techniques
should be distinctive for various level of workers, on the grounds that their parts are
extraordinary; their requirements are unique; what makes them feel are unique and
what influences them to be more loyal and committed.
In light of the essential and optional information gathered upon wearing down, the
accompanying proposals can be made-

 The organization should to give presentation and find out the abilities of the
representatives. The organization may give preparing like identity advancement and
self - change preparing to the employees, each three or a half year, and this status
must be checked on and vital move can be made. It is smarter to have such preparing
later on. Organizations should concentrate more on specialized preparing
requirements for proficient development of workers.

 The organizations should direct standard gatherings to think about what precisely
employees anticipate.

LIMITATIONS OF THE RESEARCH

65
The present research has following confinements -
1. All discoveries depend on the data given by the respondents and may not
contain genuine reactions.

2. The extent of the investigation is limited to the investigation of representatives

who are from the association of educational industry and for a specific time
span i.e. for the budgetary year 2018-2019. The discoveries may change if the
research were to be connected to an alternate industry, diverse budgetary year
and distinctive respondents.

3. The investigation likewise has time requirements as this examination was

finished amid a time of 5 months i.e. August 2, 2018 to January 11, 2019.

66
 ANNEXTURES

Dear Respondent,

67
Many thanks for agreeing to respond to this survey. This research survey is conducted to
explore the aspects of Fairness and Respect at workplace.

It would be highly appreciable if you provide with the best of your genuine responses. It will
hardly take you less than 5 minutes. Please respond on “As Is” mode and not on “Should Be”
mode.

This is an action-research project and all the data that you share will be kept confidential with
highest and prevailing standards of Privacy

*Optional:-
*Name of participant: _______________________*Age: __________________________
*Gender: M/F *Tenure: _______________________

Section-A

Please tick Mark How Closely you behave with respect to following statements. All
responses here are mandatory. (Respect and Fairness)

Sr. Statement Alway Usually Rarely Never

No. s(4) (3) (2) (1)
1. I am treated with courtesy, politeness, and kindness in
this Institute.
2. In this Institute I am cut off by another person.

3. I have experience intimidation in this Institute.

4. Irrespective of their race, religion, gender, size, age, or

ethinicity, all are treated same in this Institute.
5. Irrespective of their race, religion, gender, size, age, or
ethinicity, policies and procedures in this Institute are
consistent for all.
6. I am encouraged to express my opinions and ideas.

7. I am judged, criticized, minimized for my ideas &

68
 suggestions.
8. In this Institute people listen to what others have to say
before expressing their viewpoint.
9. I enjoy working with and helping others.

10. In meetings, discussions, I am made to feel

unimportant and excluded.
11. I am blamed for things that are not my fault or are
beyond my control.
12. I feel safe expressing my view and opinion.

13. I have been trusted with responsible tasks/ information.

14. My Institute is concerned about my wellbeing and

welfare.
15. I experience a lot of difference in what my colleagues
says and practices.
16. The policies and processes in this Institute implies
treating all employees just.
17. This Institute pays fairly for the work employees do.

18. This Institute rewards fairly compared with other

people performing similar jobs/roles.
19. There is equal opportunity for all the candidates to
apply for job in our Institute.
20. The Policies and Processes of this Institute are
transparent.
21. Faculties displays favoritism in work assignment, leave
assignment etc.
22. Our Institute provides equal opportunity to compete for
promotion.
23. There is a proper grievance redressal mechanism where
any employee can appeal/ access.
24. Any grievance raised is given a proper hearing and
attention in this Institute.
25. Employees are not penalized for 'whistle blowing' in
this Institute.
26. In this Institute, employees receive a Formal
Performance Appraisal.
27. In meetings, discussions, I feel marginalized or

69
 excluded.
28. I experience a lot of difference in what my institute
says and practices.
29. This institute has high reputation of integrity &
credibility.
30. In this Institute, employees receive a Formal
Performance Appraisal.
31. Our Institute provides equal opportunity to
demonstrate their abilities.
32. Our Institute puts efforts to explain the results of
decisions.
33. While Interaction with Faculties do not prejudicial
statements and inappropriate questions.

Section-B

Please tick Mark How Closely you behave with respect to following statements. All
response here are mandatory. (Organizational Loyalty & Organizational Commitment)
Sr. Statement Always(4) Usually(3 Rarely(2) Never(1)
No. )
1. I am not keen to leave my Institute right
now

2. I feel obliged to remain with my current

Institute

70
3. I would be very happy to spend the rest of
my career with this Institute

4. I really feel that this Institute’s problems

are my own

5. Right now, staying with my Institute is a

matter of necessity as much as desire

6. I feel a strong sense of “belonging” to my

Institute

7. I feel “emotionally attached” to this

Institute

8. I feel like “part of the family” at my

Institute

9. This Institute deserves my loyalty

10. I would not leave my Institute right now

because I have a sense of obligation to the
people in it

11. This Institute has a great deal of personal

meaning for me

12. I owe a great deal to my Institute

13. I have turned down better offers

14. I report absent from my classes for no

good reason

15. I observe punctuality

16. There is a work-life balance in the

Institute

71
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