Nandkeolyar, Amit K
- In The Media
Professor Amit Nandkeolyar is an Assistant Professor of Organisational Behaviour at the ISB, a member of the Academy of Management and the Society for Industrial & Organizational Psychology. Prior to this he worked with the MMTC Limited, a major international trading company, in the areas of corporate planning and engineering exports.
Professor Nandkeolyar’s current research focuses on how individuals and teams adapt in response to changes in their work environment. He has published in top-tier management journals like Journal of Applied Psychology, Personnel Psychology and Harvard Business Review. He also writes for the popular media and has been widely quoted by media outlets in India.
The present study examines a mediated moderation model of the effects of
conscientiousness and coping strategies on the relationship between abusive supervision and
employees’ job performance. Across two studies conducted in India, we found evidence that the
relationship between abusive supervision and job performance was weaker when employees
were high in conscientiousness. In addition, we found that the use of active coping strategies
weakened the relationship between abusive supervision and performance, while the use of
avoidance coping strategies exacerbated it. Finally, we found that the moderating effects of
conscientiousness were mediated by the use of avoidance coping strategies, but not by the use of
active coping strategies. Our findings contribute to the theoretical model of abusive supervision,
personality, coping strategies and job performance
Experienced negotiators know that trust is essential for reaching beneficial deals. Nevertheless, trusting
a negotiation counterpart in practice is never easy.
Three studies contrasting Indian and American negotiators tested hypotheses derived from theory proposing why there are cultural differences in trust and how cultural differences in trust influence negotiation strategy. Study 1 (a survey) documented that Indian negotiators trust their counterparts less than American negotiators. Study 2 (a negotiation simulation) linked American and Indian negotiators’ self-reported trust and strategy to their insight and joint gains. Study 3 replicated and extended Study 2 using independently coded negotiation strategy data, allowing for stronger causal inference. Overall, the strategy associated with Indian negotiators’ reluctance to extend interpersonal (as opposed to institutional) trust produced relatively poor outcomes. Our data support an expanded theoretical model of
negotiation, linking culture to trust, strategies, and outcomes.
Objective performance indicators have low test–retest reliability, particularly in complex jobs. Yet, little is actually known about the reasons why objective performance indicators lack temporal stability. The authors address this issue by using data from a sample of 106 professional football players to explore how
the actions of other people influence intraindividual variation in performance. Results suggest that weekly measures of performance outcome exhibit substantial variability within individuals. A significant portion of this within-person variance is explained by environmental fluctuation created by the constraining
actions of other people. Individuals with highly fluctuating past performance exhibit stronger
relationships between the actions of competitors and subsequent performance outcomes. The intraindividual relationship between fluctuating constraints and performance outcomes is also stronger for individuals in more complex jobs.
Many practices in the field of industrial-organizational psychology assume
that individual performance is stable across time; yet, little is actually known about the extent to which performance varies within individuals. We specifically address this issue by exploring the longitudinal influence of a situational opportunity (referrals received from the central office) on intraindividual performance outcomes of sales representatives. We also explore Conscientiousness and Openness to Experience
as traits that explain variation in adaptation to changes in referrals. Our results show that more weekly variation in individual performance
resides within individuals than between individuals. A majority of this variance is explained by the situational opportunity of referrals. Furthermore, the positive relationship between referrals and outcomes is
stronger for sales representatives high on Conscientiousness, but weaker for representatives high on Openness to Experience.
In this study, we examined the differential effects of the two well-known personality predictors of traditional work performance—conscientiousness and core self-evaluation—on the recent, comprehensive conceptualization of individual work performance, which includes three sub-dimensions: task performance, adaptive performance, and proactive performance. We also investigated whether the distinct effects of these two dispositions on the three sub-dimensions of work performance is moderated by mindfulness, an adaptive mode of self-regulation. We developed the study hypotheses based on the cognitive-affective processing system (CAPS) theory of personality and self-regulation. We obtained survey data from 757 employees and ratings of their work performance from their supervisors. We found that (1) both conscientiousness and core self-evaluation were significant predictors of task performance. (2) The two sub-facets of conscientiousness—achievement and dependability—differentially predicted adaptive performance in opposite direction: the achievement facet positively predicted adaptive performance; whereas, the dependability facet negatively predicted adaptive performance. (3) Only core self-evaluation was a significant predictor of proactive performance. Finally, (4) both conscientiousness and core self-evaluation were strongly related to the respective sub-dimensions of work performance when the level of mindfulness was high.
The present study examines a curvilinear relationship between agreeableness and job
performance ratings. Across two studies conducted in India and the United States, we found
evidence that the relationship between agreeableness and job performance was weaker when
employees were either high or low in agreeableness and was stronger when employees had
moderate levels of agreeableness. However, consistent with our hypotheses, we found that the
curvilinear relationship between agreeableness and job performance existed only for female
employees. For males, we found no relationship between agreeableness and performance. Our
findings contribute to the gender stereotyping literature and to theories of personality and job
Using social identity perspective and a moderated mediation analysis, we tested a model integrating Transactive Memory System (TMS) with team identity and communication openness in a sample of 138 MBA student teams. Results suggest that TMS mediated the relationship between communication openness and team performance. In addition, results also suggest that team identity moderated the relationship between TMS and team performance in such a way that higher team identity lead to better team performance when TMS was high whereas higher team identity lead to lower team performance when TMS was low in teams. Implications of the study for theory and practice are discussed.
This study explores the relationship between professional and organizational
commitment. A long history of research has produced conflicting answers to the question
“Is there an inherent conflict between organizations and professional work?” We use
meta-analysis to integrate findings from 32372 professionals across 96 independent
samples. Contrary to expectations, we find relatively stable and positive relationships
between professions and organizations across multiple professions, over time and across
different cultural contexts. An investigation of potential moderators, however, indicates
that the time of the study and the position of the researcher each, moderate the outcome.
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