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The purpose of this paper is to establish the effectiveness of socially responsible HRM (SRHRM) on organizational citizenship behavior (OCB) while examining the mediating role of work motivation and job satisfaction.

Primary data based on 565 respondents belonging to various organizations operating in India were collected and analyzed. Statistical tools like confirmatory factor analysis and bootstrap procedure were used to determine the hypothesized relationships between SRHRM and employee attitudes and behavior.

Drawing upon social identity perspective, the results have revealed that the employees’ perceptions of SRHRM including legal compliance HRM, employee-oriented HRM, general corporate social responsibility (CSR) facilitation HRM and general CSR conduct are related to higher engagement in extra-role behavior among employees in Indian context. The findings further reveal that this SRHRM–OCB relationship is serially mediated by work motivation and job satisfaction.

The study gives strong indications that managers at both global and local level need to pay high attention to the designing and implementation of the CSR-focused HRM systems in their organizations, as these do not only lead to positive organizational image but also generate positive employee outcomes.

By establishing a multi-step partial mediation model, this study brings new insights in the underlying mechanism existing in the SRHRM–OCB relationship.

This study aims to examine the adoption and efficacy level of progressive human resource management (HRM) practices in various organizations operating in India.

Primary data based on 615 respondents from 103 domestic firms and 116 foreign multinational corporations (MNCs) operating in India were gathered and analyzed using statistical techniques like t-test, confirmatory factor analysis and structural equation modeling.

The results reveal that the adoption of progressive HRM practices in form of self-managed teams, flexibility to work flexible hours, use of online mediums to invite applicants, selection of candidates using assessment center and integrity test, performance based incentives, flexible benefits, facility of e-learning and innovative management development programs is positively related to firm performance in Indian context. Using institutional and cultural perspective, the findings have also demonstrated that their exist differences in adoption of progressive HRM practices between foreign MNCs and domestic firms.

Domestic firms in India are needed to learn some important managerial lessons from the foreign MNCs, especially when their adoption of progressive practices results in more increase in firm performance. These are suggested to implement a broad range of innovative HR practices like MNCs to improve growth potential, instead of focusing on two or three practices.

By exploring the differences between domestic and foreign MNCs, this study has offered some key insights on the extent of adoption and operationalization of progressive HRM in current Indian business environment.

The purpose of this paper is to examine the relationship between participatory HRM and firm performance through a series of mediators.

Primary data were collected from 569 respondents belonging to 207 organizations operating in India. Structural equation modeling and bootstrapping via PROCESS were used to analyze the hypothesized relationships between participatory HRM and firm performance.

The study has highlighted that participatory HRM in the form of self-managed teams, flexible work arrangements and empowerment results in better organizational climate, heightened affective commitment, reduced intention to leave and enhanced firm performance. Furthermore, it has been established that organizational climate, affective commitment and intention to leave serially mediate the relationship between participatory HRM and firm performance.

The study gives strong indications that adopting bundle of participatory HRM practices is beneficial for generating positive organizational climate, enhanced employee attitudes and superior firm performance.

By establishing serial mediation through organizational climate, affective commitment and employees’ intention to leave, this study brings new insights into the interpretation of underlying mechanism existing between participatory HRM and firm performance, thus uniquely contributes to the HRM and OB literature.

The purpose of this study is to examine the relationship between business strategies (i.e. cost reduction, quality enhancement and innovation strategy) and employees' intention to leave (ITL), through the mediating role of high-performance work system (HPWS). It also attempts to study variability in the relationship between business strategies, HPWS and employees' ITL on the basis of nature and ownership forms of the firms.

Primary data based on 573 respondents from 192 organizations operating in India were analysed using structural equation modelling and conditional process modelling.

This study has revealed that HPWS mediates the relationship between business strategy (specifically innovation and quality-enhancement strategy) and employees' ITL. Findings further indicate that the mediated relationships between quality enhancement and innovation strategy, HPWS and ITL do not vary across nature and ownership forms of the firms.

In context of dynamic business environments in developing countries, the findings provide some important insights in exploring the relevance of strategic human resource management in improving employees' behavioural intentions.

By applying a three dimensional business strategy system (innovation, quality and cost) and by exploring the relevance of several contextual factors, this study attempts to expand the focus of turnover research.

The purpose of this paper is to check the effects of empowering leadership on job performance of employees through the mediation of psychological empowerment.

Primary data were gathered from 418 Indian banking employees. Statistical techniques like factor analysis, multiple regressions and bootstrapping via PROCESS were used to analyze the data.

Initially, the results of multiple regression analysis revealed that empowering leadership behaviors have positive influence on psychological empowerment and job performance of subordinates. Further, bootstrap analysis revealed that the individual dimensions of psychological empowerment serially mediate the effects of empowering leadership behaviors on subordinates’ job performance.

The study indicates that the empowering leadership style is not applicable to Western culture only, but it is also very effective in high power distance cultures like of India. The major limitation of the study is that the data have been gathered from a single source. This may lead to common method variance.

In banking context, empowering leadership can improve the performance of employees by means of psychological empowerment. Training should be provided to organizational leaders in banks with special focus on facilitating the empowering behaviors among them.

The research studies on measuring the effects of empowering leadership on job performance through mediation of psychological empowerment are very limited.

The purpose of this paper is to assess the effects of various workplace characteristics on work-family conflict among dual-career couples in India.

Primary data based on 393 employees belonging to dual-career couples were analyzed. Using multiple regression analysis, the study has attempted to find out the effects of workplace characteristics on work-family conflict in dual-career couples.

The findings indicate that not all workplace characteristics effect work-family conflict in dual-career couples. Out of 13 characteristics, 8 workplace characteristics, namely, development and flexibility, co-worker support, supervisory support, job competence, self-employee control, practicing overtime, flexibility and discrimination, are found to have significant effects on work-family conflict in dual-career couples.

As this study is limited to the dual-career couples employed mainly in organizations operating in India, these results may not be generalized to other areas such as traditional career couples, self-employed member of couples and in other national contexts.

It would be beneficial for organizations to understand and implicate that adoption of certain workplace characteristics provide appropriate choices, freedom and environment for dual-career employees, which further encourage them to build effective amalgamation of work and family roles suiting their individual circumstances.

This study is an important and almost first study on dual-career couples in India on such issues. As a very scant number of researches have examined the impact of workplace characteristics on work-family conflict on such extensive basis, it definitely contributes to HR literature.

This study aims to explore the relationship between knowledge management (KM) and firm performance through mediating effects of strategic human resource management (HRM) and organizational innovations.

Usable responses from 638 employees belonging to 230 organizations operating in India were collected via questionnaires. To determine the hypothesized relationships between the study variables, namely, KM capacity, strategic HRM, administrative innovation, technical innovation and firm performance, bootstrapping method via PROCESS was put into use.

The findings strengthen the notion that effective KM in firms leads to better innovation capabilities and higher firm performance. Further, the study reveals that the effects of KM capacity on firm performance go through a relationship chain (serial mediation) consisting of strategic HRM, administrative innovation and technical innovation.

The results undeniably infer that the effective management of knowledge is critical for leveraging innovations and other performance indicators in organizations. More specifically, it does not only result in enhanced firm performance but also in proper utilization of strategic HR practices for the benefits of employees, with a boost in administrative and technical innovations in organizations.

By confirming several mediation paths through strategic HRM, administrative and technical innovations, this study offers some noteworthy insights in expounding the relationship between KM and firm performance.

This paper aims to advance the research on relationship between high performance work systems (HPWS) and employees’ intention to leave by examining the mediating role of trust, motivation and organizational citizenship behaviour.

Primary data based on 563 respondents were analysed to investigate the relationship between HPWS, employee outcomes and employees’ intention to leave. Statistical techniques like confirmatory factor analysis, correlations, regression and bootstrapping were used to analyse the data.

The study has revealed that the application of HPWS in the form of rigorous staffing, extensive training, performance-based appraisal and compensation, employee relations, self-managed teams, flexible work arrangements and empowerment results in enhanced employee work-related outcomes and decreased intention to leave among employees. The results have indicated that the relationship between HPWS and employees’ intention to leave is serially mediated by employee outcomes.

The study gives strong indications that investments in creating bundles of high performance HR practices will enhance the value of the human capital by eliciting favourable employee attitudes and behaviours and therefore will prove beneficial for the organizations operating in India.

This study has attempted to provide new insights in the underlying mechanism existing in the relationship between HPWS and employees’ intention to leave by using multiple mediators in sequence.

This research aims to investigate the showrooming phenomenon in the context of the evolving omnichannel shopping landscape, which seamlessly integrates both physical and online retail channels. Showrooming, wherein customers browse products in physical stores but ultimately purchase from online competitors, poses a potential threat to the job security and job satisfaction of sales staff in brick-and-mortar (B&M) stores. To address this issue, this study explores the relationship between showrooming, self-efficacy, sales performance, job insecurity and job satisfaction of sales staff, using the job demands-resources (JDR-R) model as a theoretical framework.

This research employs quantitative research methods and gathers data from 219 sales staff working in Indian retail stores. Structural equation modeling is used to test the proposed hypotheses.

The results indicate that showrooming is associated with a decrease in the self-efficacy, sales performance and job satisfaction of sales staff. Furthermore, the result indicates that showrooming is positively associated with increased job insecurity among the sales staff.

This study offers valuable contributions to existing literature and offers insights for both retailers and salespeople regarding the potential repercussions of showrooming. It also suggests coping strategies to address the challenges posed by showrooming and the behavior of showroomers.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The study found that high-performance work systems (HPWS) mediate the relationship between business strategy and employees intention to leave (ITL). The two effective approaches were “quality management” and “innovation strategy”, both of which reinforced the adoption of HPWS.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.