Impact of leader member exchange, human resource management practices and psychological empowerment on extra role performances
Purpose The purpose of this paper is to seek to examine the mediating role of organizational commitment (OC) in the relationship that extra role performance (EXR) shares with leader member exchange (LMX) psychological empowerment (PE) and human resource management practices (HRMP) in a large, public sector service organization in India. Design/methodology/approach Structural equation modeling and confirmatory factor analysis was conducted to evaluate the hypothesized model. Reliability and validity of measures were also examined. Findings Statistical analysis indicated that each of the following LMX, PE and HRMP had a positive impact on OC, and OC influenced EXR. Further LMX influence EXR through OC while HRMP and PE partially influence EXR. Practical implications In an Indian context, this study offers a deeper understanding of the factors influencing OC, and how OC affects EXR. This understanding will help practitioners formulate effective human resource policies and restructure their training programs to increase commitment levels and enhance performance of their employees. Originality/value This paper considers a sample in a large, public sector service organization in India which has not been attempted earlier; previous studies have focussed more on Western contexts. Further, findings of this research corroborate the findings of previous studies that established a positive relation between OC and EXR, and found that LMX, PE and HRMP positively influenced OC.