Abstract
Unfavourable organizational environment adversely affect employees’ attitude, that is, job satisfaction and commitment. The purpose of the present paper is to empirically explore the impact of leaders’ proclivity and internal communication on rural employees’ job attitude (satisfaction and commitment) at urban workplaces in higher education sector in Northern India. The data were collected from 52 non-teaching ruralites (staff) working in the 30 teaching departments of University of Jammu, Jammu. The data was analysed using Partial Least Squares (PLS) research technique. Results reveal that leaders’ proclivity and internal communication significantly influence employees’ job satisfaction and commitment. Employees’ contribution towards the sustainability and progress of organization should not be taken for granted or ignored. Leaders must adopt positive attitude towards employees by nurturing them and taking care of needs and requirements of non-teaching along with teaching staff members. All such practices that aid internal communication process effectively must be developed and encouraged so that employees remain committed and satisfied at work place. This research paper presents for the first time the impact of higher authorities’ proclivity on employees’ job attitude, and that too focusing on the rural background of employees working in the higher education sector of North India. Study is cross-sectional in nature. Future researchers can conduct the longitudinal study and incorporate more antecedents, consequences, moderators and mediators in the study.
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Leader’s Proclivity (L PR) | |
LP1. | Your HOD encourages employees (non-teaching staff) to express their disagreements regarding department issues. |
LP2. | In this department, employees (non-teaching staff) feel free to express themselves. |
LP3. | If you disagree on departmental issues, you will not be considered as troublemaker by the HOD. |
LP4. | If you express your disagreement regarding departmental issues you may not suffer negative results from the HOD. |
LP5. | If you disagree on departmental issues, it will not be considered as lack of loyalty by the HOD. |
Internal Communication (I COM) | |
IC1. | Communication with colleagues from other departments is satisfactory in terms of getting a response. |
IC2. | There is a systematic and organised exchange of knowledge and experiences among non-teaching staff members in this department. |
IC3. | There is adequate communication between non-teaching staff members and HOD of this department. |
IC4. | Changes in the department are communicated adequately to the non-teaching staff members. |
IC5. | The main members in the department keep non-teaching staff informed regarding its mission, plans and progress. You prepare your employees (non-teaching staff) to perform well. |
Job Commitment (J COM) | |
JC 1. | You would not like to shift, if you get an opportunity to work in other departments. |
JC2. | You believe that the department’s values and your values are similar. |
JC 3. | You feel proud to say that you work in the present department. |
JC 4. | This department encourages you to put maximum effort in order to give more output. |
JC 5. | You are highly satisfied with your choice to work for this department in comparison with other opportunities you had before looking for this job. |
Job Satisfaction (J SAT) | |
JS 1. | You are satisfied regarding training opportunities given in the department. |
JS 2. | You are satisfied with the rewards/appreciations given in comparison to your performance. |
JS 3. | You are satisfied with the opportunities given for promotion. |
JS 4. | You are satisfied with your overall job in the department. |
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Chahal, H., Sethi, S. (2020). How Leader’s Proclivity and Internal Communication Affect Rural Employees’ Attitude?. In: Chahal, H., Pereira, V., Jyoti, J. (eds) Sustainable Business Practices for Rural Development. Palgrave Macmillan, Singapore. https://doi.org/10.1007/978-981-13-9298-6_9
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