Forgiveness in Indian organizations: A revisit of the heartland forgiveness scale
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Forgiveness in Indian organizations: A revisit of the heartland forgiveness scale Rinki Dahiya 1
&
S. Rangnekar 1
# Springer Science+Business Media, LLC, part of Springer Nature 2018
Abstract In order to measure forgiveness, a number of instruments have been developed in behavioral science literature but the majority of them were validated in the Western population. The present study aimed at examining the psychometric properties of Heartland Forgiveness Scale (Thompson et al. Journal of Personality, 73(2), 313–359, 2005) in the Indian settings. The items of the scale were adapted with reference to employees. Data were collected from 398 full- time employees working in manufacturing organizations in North India. The psychometric properties of the scale were examined with the help of exploratory factor analysis, item analysis, internal consistency, validity analysis and confirmatory factor analysis. The results indicated the validation of a three-factor model of HFS in the Indian context and suggested its feasibility to be used as a tool to measure the level of forgiveness in employees. Keywords Forgiveness . HFS . India . instrument validation . manufacturing organizations
Introduction BForgiveness^ has been frequently understood as a word that has spiritual and religious inferences. It is also seen as a unique theological or philosophical construct that might be characterized distinctively by every person and, in this manner, regarded as Bmurky and messy^ by the leaders and managers and also for its value to employees and different stakeholders. Forgiveness is usually viewed as Bpersonal^ and as a result, not to discourse in the workplace. Particularly, employees are anticipated to detach themselves from the personal- self to work- self between the punches of timecard (Rutigliano et al. 2017). According to Milliman et al. (2003), this can diminish the personal values of an employee such as forgiveness, being lined up with the organizational values. Such differentiation of identity can induce the employees at all levels to sense that the work assigned to them is lacking any personal or higher meaning which can result in the decreased levels of work engagement, satisfaction and leads to higher chances of mistakes (Chalofsky 2010).
* Rinki Dahiya [email protected] 1
Department of Management Studies, Indian Institute of Technology Roorkee, Roorkee, Uttarakhand, India
Researchers stated that in the management circles, forgiveness is a topic which is rarely discussed and seldom imparted in supervisory training or to be considered in higher education, however, it can contribute to high employee performance and excellence in organizations around the world (Rutigliano et al. 2017). People in organizations may come across various types of transgressions, if not treated properly, give rise to conflicts like disagreements between workers, arguments between departments, fights between workers and managers, disappointments relating to promotions, layoffs, hurtful rumors and misconceptions (Kymenlaakso 2012). Resea
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