THE ROLE OF POWER DYNAMICS AND SOCIAL STATUS IN INDIAN MNCS IN SHAPING INGROUP AND OUT-GROUP BEHAVIOUR AND ITS IMPACT ON PERCEIVED INDIVIDUAL PERFORMANCE OUTCOMES.

Abstract needs to be written in English, Times New Roman, Font 6. The abstract should be no longer than 10 lines, alignment to blocks. Abstract: This research paper investigates the role of power dynamics and social status in shaping ingroup and out-group behaviour in Indian Multinational Corporations (MNCs) and examines their impact on perceived individual performance outcomes. Using a qualitative and quantitative research approach, data is collected from employees in Indian MNCs and analysed through thematic and quantitative analysis to identify power dynamics and social status and explore their influence on in-group and outgroup behaviour. The study assesses the impact of such behaviour on perceived individual performance outcomes, considering prior research highlighting its negative effects on employee engagement, job satisfaction, and overall organizational performance. The findings can help managers develop effective diversity management strategies, promoting an inclusive work environment and improving individual performance outcomes. The paper concludes by emphasizing the study's significance and potential contributions to theory and practice. By exploring the role of power dynamics and social status in shaping in-group and out-group behaviour and its impact on individual performance outcomes, this research offers valuable insights into the complexities of managing a diverse workforce in Indian MNCs. [ABSTRACT FROM AUTHOR]