* Apologies for cross-posting *

SAJHRM is a peer-reviewed scholarly outlet from Sage for publications on
HRM in and out of South Asia. It includes countries that are members of the
South Asian Association for Regional Cooperation (SAARC), namely,
Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri
Lanka. It is listed in the Australian Business Deans Council (ABDC) Journal

As a result of an overwhelming response to our call for reviewers, we have
now appointed over 43 academics from around the world to our Board of
Reviewers. See the list at
Welcome reviewers and we look forward to a long-term, productive
association with you.

*Table of Contents, Volume 4, Issue 1, June 2017
<> *

*Research Articles:*

*Do They Always Have Wounded Selves: Moderating Impact of Job-worth on
Burnout and Self-worth of Indian Call Centre Employees*

*Tuheena Mukherjee
<>, Kanika T. Bhal

Abstract: Numerous researches in call centres indicate the negative
psychological impact in the form of burnout experiences of the customer
service representatives. The present study argues that burnout experiences
do not always have a negative impact on the employee’s self-worth. The
relationship is, instead, moderated by the impact of job-worth, which acts
as a potential individual resource. The results of the present study
conducted on 312 call centre representatives partially confirm our
hypotheses. Results indicate that representatives who have high job-worth
maintain their self-worth, even when emotionally exhausted. The results
also show that employees possessing high job-worth, even with low personal
accomplishments on their jobs, maintain their self-worth. We discuss the
findings in the Indian call centre context from the perspective of self and
identity literature and provide broader implications for practice and


*Mentoring Female Global Managers: A Social Comparison Perspective

*Michael Harvey
<>, Miriam Moeller
<>, Ruth McPhail

The global business environment is new, complex and not well understood by
many of the managers having to “learn by doing.” This “on-the-run” learning
experience is particularly difficult for female global managers in the
South Asian region who may not have the input or support of others as to
how to prepare for relocating overseas. The lack of assistance is further
exacerbated by the growing importance of large emerging markets. Given
limited history with these key emerging markets, some means of accelerating
learning and transferring knowledge to the next generation of (global)
managers is a necessity. This article examines one means of addressing the
need to learn from others more experienced in global business through
mentoring. Social comparison theory is used as the theoretical lens by
which to examine the mentoring process for global female managers, a type
of managerial talent particularly void of organizational structural
support. A means for developing a mentoring programme for global female
managers is also developed.


*Linking Workplace Bullying and Work Engagement: The Mediating Role of
Psychological Contract Violation

*Arpana Rai <>, Upasna A
Agarwal <>*

While decades of research on workplace bullying has resulted in a sound
understanding of its consequences, the effects of workplace bullying on
positive employee outcomes and the underlying mechanisms in
bullying–outcomes relationships are not well understood. The present study
examines the relationship between workplace bullying and work engagement
and whether it is mediated by psychological contract violation (PCV). Data
were gathered from a sample of 835 full-time managerial employees working
in different Indian organizations across manufacturing and service sectors.
Results suggest that workplace bullying is significantly related to work
engagement and this relationship is partially mediated by PCV. Implications
for theory and practice are discussed.


*Can Empowerment and Organizational Support for Development Stem Turnover?
It Depends on Power Distance

*Morgan S. Wilson
<>, Anjali Chaudhry

Research on the effects of psychological empowerment and organizational
support for development (OSD) on turnover reveals mixed findings. Based on
attraction–selection–attrition theory, we developed a model that examines
individual-level power distance as a moderator of the relationships between
psychological empowerment and turnover and OSD and turnover. Using a sample
of 240 employees of a US software development company in India, we found
that psychological empowerment was associated with higher turnover for high
power distance employees and lower turnover for low power distance
employees. Additionally, OSD was associated with higher turnover for high
power distance individuals.

*Practitioner Perspectives Section:

Interview with Dr Sunil Kumar Singh, Vice President-HR Reliance Industries
Ltd, India <>

Reimara Valk <>


Contribution of HR Systems in Development of Ethical Climate at Workplace:
A Case Study <>

Jatinder Kumar Jha
<>, Biju Varkkey
<>, Praveen Agrawal
<>, Narendra Singh


Book Review: Robert Kegan and Lisa Laskow Lahey, *An Everyone Culture:
Becoming a Deliberately Developmental Organisation*

Lalatendu Kesari Jena
<>, Sajeet
Pradhan <>

*Dr. Mohan Thite *Associate Professor in HRM

Founding Editor-in-Chief, South Asian Journal of HRM (ABDC ranked Sage

Department of Employment Relations & Human Resources, Griffith Business

Griffith University
170 Kessels Road, Nathan QLD 4111

Brisbane, Australia
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