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The present paper analyses the association of leadership styles, Face-to-Face communication (FtF) and organizational effectiveness. Data were collected from 324 employees from various organizations in India. It was found that leadership styles predicted significantly the organizational effectiveness. The transformational leadership and transactional leadership styles were found to be positively correlated to organizational effectiveness and lassaiz-faire leadership style was found to be negatively correlated with organizational effectiveness. Further, it was observed that transformational and transactional leadership styles were positively correlated with FtF communication. As observed, FtF did not act as mediating variable amongst the relationship of leadership styles and organizational effectiveness. The implication and limitation of the study have been discussed.

This article investigates the relationship between organizational communication and job satisfaction. Data were collected from 380 employees at junior, middle and top level management from various telecom and banking sectors. Results reveal that there is a significant correlation between organizational communication and job satisfaction. It was observed that trust and communication satisfaction predicted significantly pay, promotion, supervision and fringe benefits. Job satisfaction differed significantly across hierarchy. However, organizational communication did not differ across hierarchy. Thus, it can be implicated that there are some aspects of communication like trust and communication satisfaction that can be given more priority in order to get high levels of job satisfaction in Indian organizations.

The present paper analyses the relationship between job performance and organizational commitment of employees in the organization. Organizational climate has been used as a mediating variable. Data were collected from 380 employees from various organizations across India. It was observed that job performance has a significant effect on organizational commitment. It was further observed that organizational climate acts as a mediating variable between the relationship of job performance and organizational commitment. Organizational commitment and organizational climate differed significantly across the three levels of hierarchy. The findings implicate that job performance along with organizational climate play a vital role in organizations.

Research on managerial issues in India in the post-liberalization period has identified several factors that have a significant impact on individual and organizational efficacy. In this connection, one factor that has been identified as critical is the human resource management function of the firm. In this quasi-experimental field study, we examine how human resource practices mediate the relationship between organizational culture and structure on the one hand, and individual and organizational performance on the other. Using data from 357 managerial level employees, we found that HR practices are positively related to employees' in-role and extra-role performance, and to organizational effectiveness. The results indicate that paying attention to cultural and structural ethos that shape human resource practices in Indian organizations is an important requirement for researchers, as well as, practitioners in this area.