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This paper investigates, leveraging a simple two‐stage game with incomplete information, the motivation behind announcing unreasonable commitments in the manifesto by candidates and political parties. I analyse the expected communication pattern in an environment where legal costs are not imposed for broken promises and psychological costs related to lying are not incurred by candidates. I demonstrate that there is an absence of separation between a high‐type candidate and a low‐type candidate regarding the degree to which they indulge in "cheap talk." This paper also analyses the introduction of a penalty for broken promises and establishes that an imposition of penalty has the potential to improve the behaviour of political parties by inducing separation.

PurposeUnderstanding societal expectations of a leader's responsibility and context-specific challenges in less-researched emerging economies has become imperative for foreign Multinational enterprises (MNEs) to survive in these contexts while developing globally responsible leaders. Identification of institutionally sanctioned characteristics, competencies and strategies that assist leaders in dealing with such challenges while achieving shared value has wider implications for academics, practitioners and the literature on responsible leadership (RL), which is the purpose of this paper.Design/methodology/approachThe authors conducted in-depth interviews of 28 senior indigenous leaders in 3 Indian Multinational corporations (MNCs) in construction sector, following a grounded theory approach.FindingsThe authors identified three vital institutionally driven challenges and four individual-level societal-driven factors, subsequently influencing leaders' strategic decisions and choices to deal with such challenges beyond passive conformance. Contrary to the previous findings, this study also briefly discusses that a mere ethical climate is insufficient; organizations must develop a holistic values climate that works as contextual factors to influence RL.Originality/valueContrary to the previous findings suggesting Indian leaders' conformance to constraining forces to RL, by adopting a multilevel approach, the authors identify the context-specific strategic behaviors that responsible leaders adopt in dealing with such forces responsibly. Thus, it is the first multilevel inductive approach conducted in a non-Western context, offering a discrete understanding of RL while addressing some of the inconsistencies in the literature and contributing to cross-cultural leadership research. Also, findings highlight the factors of RL that are more emic and etic for generalization.

Is achieving organizational performance and employee well-being a zero-sum game? Can cultural traditions provide an approach to realizing the spiritual aspects of ordinary vocations of life? We propose that the approach of Karm Yoga can answer these questions. This research presents the model of Karma Yoga derived from Vedantic tradition. We present three studies aimed at developing the construct and psychometric scale of Karma Yoga and examining its impact on workplace spirituality and positive psychological outcomes. Study 1 ( n = 459) is about the development of the construct and the scale of Karma Yoga and testing the reliability and validity of the same. Study 2 ( n = 337) is designed and carried out to examine the association of Karma Yoga on other widely studied indicators of workplace spirituality, i.e. mindfulness ( β = 0.44, p < .05) and self-transcendence. Further, in Study 3 ( n = 260), we investigate the hypothesis of a positive association of Karma Yoga with positive psychological outcomes like thriving, psychological capital, flourishing, and negative impact on job burnout. Empirical findings support these hypotheses. In this way, our research article presents the indigenous model of workplace spirituality by developing a theoretical framework and testing it empirically. Karma Yoga offers the ways and means to transcendence from an ego-centric approach of work to realizing the spirituality at work. This study also suggests that Karma Yoga reduces stress and leads to the path of well-being.

The use of asset management companies is one of the standard policy prescriptions for the resolution of the banking crisis. In this paper, we investigate whether banks use the sale of nonperforming loans to asset management companies to exploit the accounting guidelines and manage their reported earnings. Using nonperforming loans sale data of Indian banks, we examine the role of income smoothing, regulatory capital compliance, and ownership concentration in cherry‐picking nonperforming loans offered for sale. We report evidence that the above considerations dissimilarly affect selective identification of nonperforming loans. Our results show that banks with below average return on assets, banks with below average capital ratio, and banks with a significant government ownership engage in selective identification of nonperforming loans offered for sale.

Intangible soft processes of HR are possible to measure through HR Six-sigma, which pulls the HR function closer to strategic alignment with organizational goals. The current study explores the application of six-sigma to the HR function. The study also aims at process mapping the HR Six-sigma process in two multinational service organizations. Pattern matching and literal replication as a method of analysis has been used. Implications of the process and lessons for the service industry are discussed, with implication for Indian managers and Strategic HRM literature.

PurposeThis study aims to investigate the relationships between workplace spirituality, job satisfaction and organizational citizenship behaviors (OCBs). It examines the relationship between the three workplace spirituality components – meaning and purpose in work, recognition of an inner life or spirit and interconnectedness with OCBs, mediated by the job satisfaction experienced by the employees, in the context of an Indian private sector bank. A sample consisting of 613 banking employees is studied. The results provide considerable support for all except one of the hypothesized relationships between workplace spirituality components and OCBs. Workplace spirituality components also all led to job satisfaction in employees, and job satisfaction tested positive for a relationship with OCBs. This study can provide significant inputs to promote managerial effectiveness and change management, leadership and holistic performance and growth of organizations, through environments that promote workplace spirituality.Design/methodology/approachThe objective of this research is the study of the relationship between the constructs, a spirituality at work, i.e. the independent variable, and OCBs (OCBs), i.e. the dependent variable, and to explore the possibility of the mediating effects of job satisfaction. As the nature of this empirical study is rigorous, and one which will pave the way toward theory building, this research adopts a positivist orientation quantitative method throughout because it is deemed most suitable as it allows testing the validity of the main measure (the integration profile) and the theory using hypotheses and establishing relationships, and at the same time, it allows the researcher to remain independent from the research participants (Reswell, 1994). Consequently, the findings will be very useful to answer the most important research question of this study, which is to inform managers and employers whether workplace spirituality affects employees' job satisfaction and OCBs.FindingsUsing the SPSS statistical package and the partial least square structured equation modeling analysis software tool, the research data have been analyzed both quantitatively and qualitatively. The quantitative results suggest that there is a positive relationship between the dependent variable, OCBs, and the independent variables, meaning and purpose and interconnectedness. The inner life dimension of workplace spirituality did to correlate to the single factor of OCB analyzed, but individually inner life had a significant positive relationship with the individual components of OCB – altruism, civic virtue, courtesy and sportsmanship, except conscientiousness. The correlations established the relationships, and the regression analysis identified the relevant factors that had causal relationship. The 163 validity and reliability of the measurement instruments were confirmed by the high internal consistency.Research limitations/implicationsImproving organizational citizenship is one of the lowest costs and best ways to encourage organizational effectiveness. This research is important for businesses that want to create competence and organizational effectiveness. Indian contextual studies (non-Western context) on both workplace spirituality and organizational outcomes are few and keeping in mind the growth of Indian industry, the evolving workforce and demands being made on workplaces, a study like this is significant. The studies stated that businesses should act as agents of national progress and development and as socially responsible citizens contributing to the environment and influencing well-being. This would require a strong and hard look at current management practices. Allio (2011) stated that as a result of the consequences of questionable and corrupt corporate practices, there is a strong need felt to articulate a new sense of purpose of the firm, corporate character and culture, survival, sustainability and innovation. Thaker (2011) advocated the same view as he stated that the current management and organizational policies, principles and practices are focused on a view of self-interest. This results in socially and environmentally dysfunctional organizations. An alternative approach is workplace spirituality (Al-Qutop and Harrim, 2014).Practical implicationsStrategic implementation of workplace spirituality is an upcoming focus and priority area of work for human resource managers (Marques, 2005). The human resource department's role in designing and developing strategies that embrace spirituality, with the intention of developing a culture aimed toward the successful achievement of both business and individual or personal goals, is very critical for the management. By using statistical analysis to demonstrate whether or not a relationship exists between one or more of the determinants of spirituality and one or more of the determinants of job satisfaction, leaders may be better able to understand why certain individuals are able to remain passionate about their work. Leaders can integrate the appropriate determinants that may correlate to job satisfaction into the organizational culture, resulting in improved job satisfaction for all within the organization. The outcomes can provide a significant contribution to the body of knowledge for spirituality within organizations, as well as knowledge of factors that influence job satisfaction and motivation.Social implicationsThe inherent nature of this study is intimately connected to its objective, purpose and significance. It is also based on the fundamental realization that managers and leaders today have a larger responsibility in society, one that extends beyond their routine functions and basic tasks of running a business. Leadership decisions can and do have a profound lasting effect on the larger community and society within which they operate. This study and the methods that have been adopted for this research are intended to add to the growing body of knowledge on managerial perceptions, and implications of the process of introducing and practicing workplace spirituality.Originality/valueStudies in the Indian context of workplace spirituality and outcomes are rare. Particular studies in the banking sector are lesser. This research aims at studying the link between workplace spirituality, job satisfaction and OCBs, in the context of an Indian private sector bank, which is very unique. Earlier studies have tested the relationships independently, but have not examined the relationships of all three variables together.