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Psychological ownership is considered as one of the important employeeorganization linkages. Many studies have empirically demonstrated its favorable workplace outcomes, yet the research on its antecedents is relatively limited, particularly in the Indian context. This paper aims to reduce these gaps. It investigates the role of perceived organizational and supervisory support as antecedents to two distinct forms of psychological ownership (job focused and organization focused) in a sample of 162 IT professionals from India. The results indicate that the former is variously related to two forms of psychological ownership. Also, relationship between perceived supervisory support and both forms of psychological ownership was mediated by perceived organizational support. Practical implications of these results are discussed and future research pathways are suggested. [ABSTRACT FROM AUTHOR]

Organizational commitment has been researcher's topic of interest for many years now due to its evident impact on the individual and firm performance. Fast paced changes in the service industry of India have evolved and changed employees' workrelated attitudes and behaviors. Considering this fact, the prevailing constructs might have undergone changes and evolved further based on environmental dynamicity. Thus, this paper aims at determining the key dimensions of commitment and also at validating the most widely used three-component model of Allen and Meyer (1990) for the Indian banks and insurance firms. A sample of 154 employees from top four banks and insurance firms has revealed the emergence of three distinct factors in commitment construct using exploratory factor analysis. Further, three-factor measurement model was developed and tested for construct validity and reliability using confirmatory factor analysis. The goodness of fit for the model was determined using various reliable model fit indices. The findings of the study revealed significant fit of the tested model. The presence of all three components of commitment, viz., affective, normative and continuance, was similar to the theorized model. The results have highlighted the good fit and applicability of the model in the Indian financial service sector. [ABSTRACT FROM AUTHOR]

This study contributes to our understanding of the mediating mechanism of work engagement through which psychological climate of an organization is linked with the organizational effectiveness. We developed and tested a mediation model associating between the latent constructs of organizational effectiveness. Our model evaluates the premise that employees' favorable perceptions of the organizational settings are directed towards increased organizational effectiveness through an individual-level construct, work engagement. Overall, data from 300 employees in different service organizations in India support this model. Data analysis, performed using Structural Equation Modeling (SEM) approach, revealed that work engagement fully mediates the relationship between psychological climate and organizational effectiveness, suggesting that employees' engagement with their work plays a significant role in shaping the effectiveness of their organization. [ABSTRACT FROM AUTHOR]