This study tried to identify the impact of organizational policies, employee’s capability, organizational behavior and employee’s altruism on organizational legitimate interest in textile sector. Organizational policies, employee’s capability and organizational behavior had significant relationship at organizational level. Convenience sampling is used as the sampling strategy. This survey is based on questionnaire and data is collected from 120 top and middle level managers of textile sector organizations located in Faisalabad. This study will provide a guideline to numerous leaders or managers in considering the fusion to enhance legitimate interest. Results reveal that if leader’s instrumental and expressive traits will be higher, and then organizational legitimate interest will also be high. To analyses the data, SPSS version 21.0 is used. To check the relationship between the variables correlation and regression analysis is used to check the cause and effect relationship among all variables. As a result, all the hypotheses showed significant results.
Aftab, M., Abbas, Z., & Kayani, F. N. (2012). Impact of exchange rate volatility on sectoral exports of Pakistan: an ARDL investigation. Journal of Chinese Economic and Foreign Trade Studies, 5(3), 215-231.
Ahmed, A., & Hossain, H. D. (2016). Exploring the implications of integrated reporting on organisational reporting practice: evidence from highly regarded integrated reporters. Qualitative Research in Accounting & Management, 13(4).
Akinlabi, O. M., & Murphy, K. (2018). Dull compulsion or perceived legitimacy? Assessing why people comply with the law in Nigeria. Police Practice and Research, 12.
Amabile, T. M., Schatzel, G. B., Moneta, & Kramer, S. J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. Leadership Quarterly, 15, 5-32.
Aymen, S., & Gabriel, E. (2014). Corporate Social Responsibility in Pakistan: Current Trends and Future Directions. Corporate Social Responsibility and Sustainability, 8, 163 - 187.
Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and. Social Psychology, 51, 1173-1182.
Bashir, M., & Nasir, A. (2012). Examining workplace deviance in public sector organizations of Pakistan. International Journal of Social Economics, 39(4), 240 - 253.
Carlo, G., Eisenberg, N., Troyer, D., Switzer, G., & Speer, A. (1991). The altruistic personality: In what contexts is it apparent? Journal of Personality and Social Psychology, 61, 450-458.
Chtourou, H., & Triki, M. (2017). Commitment in corporate social responsibility and financial performance: a study in the Tunisian context. Social Responsibility Journal, 13(2), 370- 389.
Colleoni, E. (2013). CSR communication strategies for organizational legitimacy in social media, Corporate Communications:. An International Journal, 18(2), 228 - 248.
Deegan, C. (2002). Introduction: the legitimising effect of social and environmental disclosures – a theoretical foundation. Accounting, Auditing and Accountability Journal, 15(3), 282-311. Deephouse, D. L., & Suchman, M. (2008). Legitimacy in Organizational Institutionalism. The Sage
Handbook ofOrganizational Institutionalism, 49–77.
Elsbach, K. D. (1994). Managing organizational legitimacy in the California cattle industry: The construction and effectiveness of verbal accounts. Administrative science quarterly, 57- 88.
Faiz, M. S. (2009). Analysis of bilateral trade liberalization and South Asian Free Trade Agreement (SAFTA) on Pakistan's economy by using CGE mode. Journal of International Trade Law and Policy, 8(3), 227-251.
Fakhar, S. (2014). Impact of organizational culture on employees’ job performance: An empirical study of software houses in Pakistan. International Journal of Commerce and Management, 24(3), 219-227.
Farmer, S. M., & Fedor, D. B. (2001). Changing the focus on volunteering: An investigation of volunteers’ multiple contributions to a charitable organization. Journal of Management, 27, 191-211.
Fraussen, B., & Halpin, D. (2018). How do interest groups legitimate their policy advocacy? Reconsidering linkage and internal democracy in times of digital disruption. Public Administration, 96(1), 23-35.
Grieves, J. (2000). Introduction: the origins of organizational development. Journal of Management Development, 19(5), 345 - 447.
Hong, C., & Fábio, G. (2017). sustainability reports in brazil through the lens of signaling, legitimacy and stakeholder theories. Social Responsibility Journa, 13(1).
Huselid, M. (1995). The impact of human resources practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–672.
Islam, F. (2010). Socioeconomy of innovation and entrepreneurship in a cluster of SMEs in emerging economies. Competitiveness Review: An International Business Journa, 20(3), 267-278.
Islam, T., Rehman, S. u., & Ahmed, I. (2013). Investigating the mediating role of organizational politics between leadership style and followers' behavioral outcomes. Business Strategy Series, 14(2/3), 80-96.
Jae, W. K., & Keith, M. (1997). The Effects Of Connectedness And Self Interest In The Organizational Volunteer Dilemma. International Journal Of Conflict Management, 8(1), 32-51.
Jawad, S., & Ali, F. (2013). Contextual emotional labor: an exploratory of Muslim female employees in Pakistan. Gender in Management: An International Journal., 28(4), 228-246. Kaplan, S. (2000). Human nature and environmentally responsible behavior. Journal of
SocialIssues., 56(3), 491-505.
Kashif, M., & Zarkad, A. (2015). Value co-destruction between customers and frontline employees: A social system perspective. International Journal of Bank Marketing, 33(6), 672-691.
Khan, E., Javaid, L., & Imran, A. A. (2016). Corporate governance and corporate social responsibility disclosure: Evidence from Pakistan", Corporate Governance. The International Journal of Business in Society, 16(5), 785-797.
Khan, N., Burton, B., & Power, D. (2013). The signalling effect of dividends in Pakistan: executive and analyst perspectives. Journal of Accounting in Emerging Economies, 13(1), 47-64.
Khan, Z. (2015). Institutional legitimacy and norms-based CSR marketing practices. International Marketing Review, 32(5), 463 - 491.
Khan, Z., Lew, Y. K., & Park, B. I. (2015). Institutional legitimacy and norms-based CSR marketing practices. International Marketing Review, 32(5), 463 - 491.
Kureshi, N., Qureshi, F., & Sajid, A. (2010). Current health of quality management practices in service sector SME: A case study of Pakistan. The TQM Journal, 22(3), 317-329.
Lai, A. V. (Organization redesign and leadership legitimacy in pluralistic organizations: A communicative framework). Organization redesign and leadership legitimacy in pluralistic organizations: A communicative framework.
Lee, H., Park, J. H., Ngan, S.-C., & Tian, T. S. (2017). Vertical fit of HR practices and organizational culture: a case of a large-sized Korean conglomerate. Evidence-based HRM: a Global Forum for Empirical Scholarship, 5(2), 122-138.
Luthans, F. (2002). Positive organizational behavior: Developing and managing psychological strengths. Academy of ManagemenI Executive, 16(1).
M.Khurrum, S. B., Arif, I. R., & Usman, A. (2007). SCM practices and the health of the SMEs in Pakistan. Supply Chain Management: An International Journal, 12(6), .412-422.
Mallen, J. G. (2015). The effects of altruism and relationship conflict on organizational learning.
International Journal of Conflict Management, 26(1), 85 - 112.
Nasir, M., & Bashir, A. (2012). Examining workplace deviance in public sector organizations of Pakistan. International Journal of Social Economics, 39(4), 240-253.
Owais, S., Nazik, H., & Hassan, M. T. (2013). Differences in the risk management practices of Islamic versus conventional financial institutions in Pakistan: An empirical study. The Journal of Risk Finance, 4(2), 179-196.
Patel, A. M., Xavier, R. J., & Broom, G. (2005). Toward a model of organizational legitimacy in public relations theory and practice. In Proceedings International Communication Association Conference, 1-22.
Pfeffer, J. (1981). “Management as symbolic action:The creation and maintenance of organizational paradigms. Research in organizational behavior, 3, 1-52.
Qayyum, F. (2001). Pakistan's economy, trade and management — an overview. International Journal of Commerce and Management, 11(2), 18-39.
Schuler, R. S., & Jackson. (1987). linking competitive strategies with human resource management practices. The Academy of Management Executive, 1(3), 207-219.
Searcy, C., & Buslovich, R. (2014). Corporate perspectives on the development and use of sustainability reports. Journal of business ethics, 121, 149–169.
Suchman, M. C. (1995). managing legitimacy: strategic and institutional approaches. Academy of management review, 20(3), 571-610.
Suchman, M. C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3), 571-610.
Zohar, D. (2000). A group-level model of safety climate: Testing the effect of group climate on microaccidents inmanufacturing jobs. J Appl Psychol, 85(4), 587–596.
Nadeem, M. T., Zia-ud-Din, M., & Shafique, M. Z. (2018). The Impact of Employees Capabilities on Organizational Legitimate Interest. International Journal of Academic Research in Business and Social Sciences, 8(6).279-292
Copyright: © 2018 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode
