Journal Issues

Impact on Work Performance of Women Employees in IT Companies in Bengaluru

M. Praveena, Research Scholar; Dr. P. Sudarkodi, Research Guide, Professor in Management, Koshys centre for Research and Excellence, Koshys Business School, Bengaluru – 562149,

Pages: 1-12 | First Published: 05 Sep 2025

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ABSTRACT

In most organizations today, Information technology is a critical component in their strategic and operating plans. There is a growing reliance on the IT sector to support all aspects of organizational work. The new era of the digital economy is being shaped not only by the development and diffusion of computerization but also by much cheaper and rapidly increasing electronic connectivity. This proposed study would be useful for determinates of stress and its impact on the work performance of women employees in IT Companies in Bengaluru. These proposed studies are important because it helps to identify the work performance of women employees and its impact on the work performance of women employees. The reason is the work performance of women employees in IT Companies to have their full involvement and commitment for determinates of stress and its impact on the work performance of women employees. Hence the researcher of this study has attempted to analyze the determinates of stress and its impact on the work performance of women employees in IT Companies in Bengaluru

REFERENCES

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Hybrid Work Models and Impact on Productivity

P. Rupasri, S.S. Abinaya, S. Anusuiya, D. Kiruthiga

Pages: 11-26 | First Published: 05 Sep 2025

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Abstract

The accelerated development of work practices has put hybrid work patterns in the center of organizational agenda, transforming productivity, workers' well-being, and company culture. The present paper examines the hybrid work model, focusing on its formats, advantages, and inherent issues. Hybrid models varying from fixed and office-first to flexible and remote-first exhibit diverse strategies in reconciling independence and interaction. Evidence from recent studies, such as Stanford and Gallup reports, reveals that hybrid workers sustain or even enhance individual productivity while benefiting from greater work-life balance, decreased burnout, and increased job satisfaction. Additionally, organizations embracing hybrid structures derive competitive benefits from wider talent pools, enhanced retention rates, and substantial cost savings in operations and infrastructure. Hybrid work is not, however, without challenges. Communication barriers, diminished collaboration, proximity bias, and cultural fragmentation threaten organizational cohesion. Leadership agility becomes imperative as managers need to transition from monitoring presence to measuring outcomes while building trust and inclusion. The paper identifies best practices for transcending such barriers, including building team charters, adopting fair communication practices, and using technology as an enabler through collaboration platforms, immersive tools, and AI based solutions. Examples of top companies such as Amazon, Google, Airbnb, and Atlassian show how various industries test and experiment with hybrid and flexible models to address organizational and employee demands. Finally, the success of hybrid work depends on deliberate design, targeted investments, and cultural transformation. By putting inclusion first, redesigning measures of performance, and reskilling leaders, organizations can manage risks and turn hybrid models into viable frameworks that aligns organizational goals with employees' expectations. This study concludes hybrid work is not a short-term transition but the defining change in the future of work—something that, when done thoughtfully, brings a win-win to business, employees, and society.

Keywords: Hybrid Work, Productivity, Employee Engagement, Organizational Culture, Future of Work

References

1. Bloom, N., Han, R., & Liang, J. (2022). *How hybrid working from home works out* (NBER Working Paper No. 30292). National Bureau of Economic Research. [https://doi.org/10.3386/w30292](https://doi.org/10.3386/w30292)

2. Gallup. (2023). *State of the global workplace: 2023 report*. Gallup. [https://www.gallup.com/workplace](https://www.gallup.com/workplace)

3. Deloitte. (2022). *The Deloitte global 2022 Gen Z and Millennial survey*. Deloitte Insights. [https://www2.deloitte.com/insights](https://www2.deloitte.com/insights)

4. Stanford Digital Economy Lab. (2024). *Hybrid work and productivity: Evidence from global companies*. Stanford University. [https://digitaleconomy.stanford.edu](https://digitaleconomy.stanford.edu)

5. LinkedIn. (2022). *Global talent trends 2022*. LinkedIn Talent Solutions. [https://business.linkedin.com/talent solutions](https://business.linkedin.com/talent-solutions)

6. Zoom. (2022). *The future of work report: Hybrid and remote trends*. Zoom Video Communications. [https://zoom.us](https://zoom.us)

7. Buffer. (2023). *State of remote work 2023*. Buffer. [https://buffer.com/state-of-remote-work](https://buffer.com/state-of remote-work)

8. McKinsey & Company. (2022). *The hybrid workplace: Making it fit*. McKinsey Insights. [https://www.mckinsey.com](https://www.mckinsey.com)

9. Microsoft. (2021). *The next great disruption is hybrid work: Are we ready?* Microsoft Work Trend Index. [https://www.microsoft.com/worklab](https://www.microsoft.com/workl ab)

10. Trip.com Research Team. (2021). *The impact of hybrid work on employee performance and retention*. Trip.com Research.

11. Cisco. (2022). *Hybrid work study: The future of work is hybrid*. Cisco Systems. [https://www.cisco.com](https://www.cisco.com)

12. PwC. (2021). *It’s time to reimagine where and how work will get done*. PricewaterhouseCoopers. [https://www.pwc.com](https://www.pwc.com)

13. Gartner. (2022). *Future of work trends: Hybrid and remote workforce*. Gartner Research. [https://www.gartner.com](https://www.gartner.com)

14. OECD. (2021). *Teleworking in the COVID-19 pandemic: Trends and prospects*. Organisation for Economic Co-operation and Development. [https://www.oecd.org](https://www.oecd.org)

15. Harvard Business Review. (2021). *Our work-from-anywhere future*. Harvard Business Review, 99(1), 58–67.

HR Strategies for LGBTQ+ Inclusion

R. Krithiksha, B.S. Kavinaya

Pages: 27-38 | First Published: 05 Sep 2025

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Abstract

LGBTQ+ inclusion has become a critical dimension of diversity in the modern workplace, shaping both organizational culture and business performance. Despite growing visibility, many LGBTQ+ employees continue to face barriers such as discrimination, lack of representation, and limited access to equitable policies. Human Resource (HR) functions play a pivotal role in addressing these challenges by embedding inclusive practices across recruitment, policy development, training, benefits, and employee engagement. This paper highlights the strategic value of LGBTQ+ inclusion, examining its positive impact on talent attraction, innovation, employee retention, and organizational reputation. It further explores the challenges of implementation, including cultural resistance, cost implications, and global policy complexities. Drawing on IBM’s journey as a case study, the discussion illustrates how consistent HR leadership, equitable benefits, and advocacy can transform workplace culture. The findings affirm that authentic LGBTQ+ inclusion is both an ethical responsibility and a driver of sustainable business success. Keywords: LGBTQ+ inclusion; Human Resource strategies; Workplace diversity; Employee engagement; Organizational culture

References

1. Human Rights Campaign. (2023). Corporate Equality Index 2023. Human Rights Campaign.

2. Boston Consulting Group. (2018). How diverse leadership teams boost innovation. Boston Consulting Group.

3. Williams Institute, UCLA School of Law. (2021). LGBTQ+ inclusion and business performance. Williams Institute.

4. U.S. Supreme Court. (2020). Bostock v. Clayton County, 590 U.S. 644. Supreme Court of the United States.

5. Center for Talent Innovation. (2016). Out in the world: Securing LGBT rights in the global marketplace. Center for Talent Innovation.

6. Human Rights Campaign. (2022). The cost of the closet and the rewards of inclusion. Human Rights Campaign

7. IBM. (2023). IBM’s commitment to LGBTQ+ inclusion. IBM.

8. McKinsey & Company. (2022). Diversity wins: How inclusion matters. McKinsey & Company.

9. Salesforce. (2023). Equality at Salesforce.

10. Microsoft. (2023). Global diversity & inclusion report. Microsoft.

11. Google. (2023). Diversity annual report. Google.

Managing A Multigenerational Workforce: Insights from Tech Savvy Companies

M. Mageshwari, N. Jayadharshini

Pages: 39-49 | First Published: 05 Sep 2025

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Abstract

Today's businesses unite people from different generations, each with distinct experiences, values, and expectations that enrich corporations with innovation, adaptability, and various viewpoints, whereas additionally presenting difficulties like divergent leadership preferences, communication gaps, and discrepancies in job expectations and technology acceptance. Companies use approaches like reverse mentoring where younger workers provide digital knowledge and senior employees offer sector expertise as well as flexible work arrangements to solve these dynamics. which fit different demands for lifestyle; tailored learning programs to guarantee ongoing upskilling; and inclusive communication strategies to avoid misunderstanding and promote respect. By using cross-generational project teams, mentoring programs, and hybrid employment, an Indian IT company Nexora Tech Solutions provides case study example of these policies in action. Options: The firm increased performance overall, improved cooperation, and raised employee happiness. Leading companies like Infosys, Accenture, and TCS show how matching generational strengths with corporate objectives may yield competitive advantage: Infosys highlights innovation through intergenerational cooperation. Accenture promotes inclusive leadership to close divides; TCS encourages continual learning throughout career stages. These illustrations show that effective management of generational diversity turns a possible source of conflict into a strategic engine for innovation, engagement, and sustainable expansion. Managing a multigenerational workforce ultimately depends on creating inclusive settings in which every employee, whatever age, feels appreciated, empowered, and able to substantially help shape the company's future. Keywords: Multigenerational workforce, Workplace inclusion, Flexible work structures, Employee collaboration, Innovation and adaptability.

References

Hamza Khalil Chaudhary, Muhammad Sajjada Shamim Ahmed, & Syed Ali Abbas Abidi. (2025). Multi-Generational Workforce Management: Fostering Collaboration, Knowledge Transfer, and Employee Satisfaction across Generations. Review Journal of Social Psychology & Social Works, vol. 3(2), pp. 813–820. https://doi.org/10.71145/rjsp.v3i2.238
Titin, Sulaeman, M. M., Wibowo, S. N., Nurcholidah, L., & Cahyono, P. (2025). Managerial Adaptation Strategies in Managing Multigenerational Conflicts in the Workplace: Dynamics, Challenges, and the Transformation of Modern HRM Practices. Journal of Contemporary Administration and Management (ADMAN), vol. 3(1), pp. 631–637. https://doi.org/10.61100/adman.v3i1.262
Vibhav Singh, Surabhi Verma, Sushil Chaurasia. (2021). Intellectual Structure of Multigenerational Workforce and Contextualizing Work Values Across Generations: A Multistage Analysis. International Journal of Manpower, vol. 42(3), pp. 470–487. https://doi.org/10.1108/IJM-04-2019-0207
Preeti Malhotra. (2025). Favourableness of Reverse Mentoring Across Generation X, Y, and Z in the Automobile Industry. International Journal of Business and Globalisation, vol. 39(3-4), pp. 366-378. https://doi.org/10.1504/IJBG.2025.144870
Jiayang Tang, Jorge Tiago Martins. (2021). Intergenerational workplace knowledge sharing: challenges and new directions. Journal of Documentation, vol. 77 (3), pp. 722–742. https://doi.org/10.1108/JD-08-2020-0129
Browne, I. (2021). Exploring Reverse Mentoring; “Win-Win” Relationships in The Multi-Generational Workplace. International Journal of Evidence Based Coaching and Mentoring, vol. 15, pp.246-259. http://doi.org/10.24384/jkc9-2r51
Ruchi Srivastava, Rubeena Bano. (2025). Reverse Mentoring: Connecting a Multigenerational Workplace. International Journal for Innovative Research in Multidisciplinary Field, ISSN(O): 2455-0620, vol.11(3), pp. 58-63.
Iqbal, A. (2024). Understanding Intergenerational Collaboration: Exploring Challenges and Collaboration Strategies in the Multigenerational Workforce. Economics Business and Organization Research, vol. 6(1), pp. 15–43.
Venkatesh Ganapathy. (2025). Building Collaboration in a Multigenerational Workforce. Enhancing Workplace Productivity Through Gender Equity and Intergenerational Communication, pp.167-194. http://dx.doi.org/10.4018/979-8-3373-2903-1.ch007
Shilpa Gaidhani, Lokesh Arora, Bhuvanesh Kumar Sharma. (2019). Understanding the attitude of Generation Z towards workplace. International Journal of Management, Technology and Engineering, vol. 9 (1), pp. 2804-2812.
Debleena Majumdar. (2024). Reverse mentoring is a must in today’s multigenerational offices. The Economic Times.
Swatasiddha Majumdar. (2025). The Evolution of Total Cost of Occupancy: Redefining Workspace Metrics in India. Unispace.
Yasmin Taj. (2024). The Rise of the Multigenerational Workforce: How to Lead from the Front. The Economic Times.
Niranjan Pai. (2025). Human-Centered Change: What the C-Suite Needs to Know About Building India’s Future Workforce. APCO.
Harshita Khanna. (2025). How Indian Companies Can Thrive with a Multi-Generational Workforce. Amazing Workplaces.

Linking CSR Initiatives with Employee Engagement

E. Shivani, A. Sri Varshini, U. Akshaya, S. Swetha

Pages: 50-62 | First Published: 05 Sep 2025

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Abstract

Corporate Social Responsibility (CSR) has developed from a purely philanthropic act, to a strategic organizational tool, impacting both external stakeholders, and the internal workforce. Of all internal benefits of CSR initiatives, the influence of employee engagement is by far the most significant. In this paper, we examine the connection between CSR and employee engagement focusing on how socially responsible initiatives develop a sense of purpose, belonging, and organizational pride. When the employee perceives alignment in values at both the organizational and interpersonal level, CSR activities tend to motivate employees positively thus, general employee engagement is likely to enhance as well. In practice, engaged employees are likely to demonstrate increased levels of commitment, discretionary effort and advocacy for the organization. Furthermore, CSR initiatives afforded employees the opportunity to develop certain skills and interact and work with other employees or community stakeholders in a meaningful way outside of traditional work roles enhancing the psychological contract between employer and employee. This abstract reminds practitioners that corporate social responsibility (CSR) should not be considered solely as an organization’s method of building reputation among external stakeholders but is imperative to the corporation’s internal employee engagement strategy. Linking CSR and employee engagement yields a virtuous cycle where an organization, on one hand, establishes itself as a socially responsible organization that engages, inspires and retains talent, and on the other hand, thus leads to employees that advocate for both the organizations and CSR value proposition.

Keywords: Corporate Social Responsibility (CSR), Employee Engagement, Organizational Pride, Commitment, Psychological Contract

References

1. Carroll, A. B. (n.d.). Corporate social responsibility. Wikipedia. https://en.wikipedia.org/wiki/Corporate_social_responsibility

2. Aguinis, H., & Glavas, A. (2016). What we know and don’t know about corporate social responsibility: A review and research agenda. Journal of Management, 42(2), 122–169. https://jcsr.springeropen.com/articles/10.1186/s40991-016-0004-6

3. Aguinis, H., & Glavas, A. (2016). Corporate social responsibility and employee engagement: A study of antecedents and consequences. Frontiers in Psychology, 7, 796. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4886691/

4. Glavas, A., & Piderit, S. K. (2015). Employee engagement and corporate social responsibility (CSR): The role of meaningful work. Journal of Business Ethics, 127(3), 535–544. https://www.researchgate.net/publication/290837140_Employee_Engage ment_and_Corporate_Social_Responsibility_CSR

5. Rupp, D. E., Ganapathi, J., Aguilera, R. V., & Williams, C. A. (2006). Employee reactions to corporate social responsibility: An organizational justice framework. Journal of Organizational Behavior, 27(4), 537–543. https://onlinelibrary.wiley.com/doi/abs/10.1002/job.228

6. Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1/2), 62–77. https://hbr.org/2011/01/the-big-idea creating-shared-value

7. Bhattacharya, C. B., Sen, S., & Korschun, D. (2008). Using corporate social responsibility to win the war for talent. MIT Sloan Management Review, 49(2), 37–44. https://sloanreview.mit.edu/article/using corporate-social-responsibility-to-win-the-war-for-talent/

8. Kim, H. R., Lee, M., Lee, H. T., & Kim, N. M. (2010). Corporate social responsibility and employee–company identification. Journal of Business Ethics, 95(3), 557–569. https://doi.org/10.1007/s10551-010-0440-2

9. Turker, D. (2009). How corporate social responsibility influences organizational commitment. Journal of Business Ethics, 89(2), 189–204. https://doi.org/10.1007/s10551-008-9993-8

10. Collier, J., & Esteban, R. (2007). Corporate social responsibility and employee commitment. Business Ethics: A European Review, 16(1), 19 33. https://doi.org/10.1111/j.1467-8608.2007.00442.x

11. Freeman, R. E., Harrison, J. S., & Wicks, A. C. (2007). Managing for stakeholders: Survival, reputation, and success. Yale University Press.

12. Maignan, I., & Ferrell, O. C. (2004). Corporate social responsibility and marketing: An integrative framework. Journal of the Academy of Marketing Science, 32(1), 3–19. https://doi.org/10.1177/0092070303258971

13. Glavas, A. (2016). Corporate social responsibility and organizational psychology: An integrative review. Frontiers in Psychology, 7, 144. https://doi.org/10.3389/fpsyg.2016.00144

14. Jones, D. A. (2010). Does serving the community also serve the company? Using organizational identification and social exchange theories to understand employee responses to a volunteerism program. Journal of Occupational and Organizational Psychology, 83(4), 857–878. https://doi.org/10.1348/096317909X477745

15. Aguinis, H. (2011). Organizational responsibility: Doing good and doing well. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 3: Maintaining, expanding, and contracting the organization (pp. 855–879). American Psychological Association. https://psycnet.apa.org/record/2011-15648-03

AR/VR in Training – A New Reality of HR

D. Sharu Nivetha, S. Lizabeth Gospel, S. Kalpana

Pages: 63-74 | First Published: 05 Sep 2025

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Abstract

Augmented Reality (AR) and Virtual Reality (VR) are transforming how Human Resource (HR) training works by offering interesting and practical ways to learn. These new methods are unlike older ways because they let people safely practice, get training made for them, and join from any place on Earth for getting started, learning job skills, people skills, and following rules. Even though there are problems like things costing a lot, problems with getting going, and concerns about keeping data safe, AR/VR gives long-term good things like keeping knowledge longer, saving money, and making workers surer of themselves. So, AR/VR is turning into a key way to build a workforce set for what is coming and to help groups get bigger. Keywords: Practical way, Job skill, Build workforce, long term, Data safe

References

1. Vection Technologies. (2023, February). Augmented reality and virtual reality in HR management: The future of employee training in hybrid environments. Vection Technologies. https://vection-technologies.com/blog/Augmented Reality-and-Virtual-Reality-in-HR-Management-The-Future-of-Employee Training-in-Hybrid-Environments/

2. Qandle. (2025, July). Augmented reality (AR) in HR. Qandle. https://www.qandle.com/blog/augmented-reality-ar-in-hr/

3. Tagbin. (2025, March). AR and VR in corporate training 2025. Tagbin. https://tagbin.in/ar-and-vr-in-corporate-training-2025/

4. Society for Human Resource Management (SHRM). (2025). Companies making VR and AR job training central to strategy. SHRM Labs. https://www.shrm.org/in/labs/resources/companies-making-vr-ar-job training-central-to-strategy

5. Best HR Certification. (2024, September). How augmented reality and virtual reality are transforming the future of HR. Best HR Certification. https://www.besthrcertification.org/blog/how-augmented-reality-and virtual-reality-are-transforming-the-future-of-hr

6. NeuroQuantology. (2022, January). Study and analysis of the impact of AR and VR technology in human resource management system. NeuroQuantology. https://www.neuroquantology.com/open access/Study+and+Analysis+of+the+Impact+of+AR+and+VR+Techno logy+in+Human+Resource+Management+System_12930/?download=tr ue

7. Leite, H., & Vieira, L. R. (2025, January 23). The use of virtual reality in human training: trends and a research agenda. Virtual Reality, 29, Article 25. Springer Nature. https://www.researchgate.net/publication/388318609_The_use_of_virtu al_reality_in_human_training_trends_and_a_research_agenda

8. Peter, E. T., Sankarasubramani, R., Nagarjun, K., Pranesh, G., & Suresh, A. (2025, June 26). Augmented reality solutions for cognitive ergonomics and HR training in virtual workspaces. Journal of Neonatal Surgery. https://www.jneonatalsurg.com/index.php/jns/article/view/7737

9. FXMedia Team. (2024, March 5). How AR revolutionizes corporate training and employee development in enterprises. FXM Web Insights. https://www.fxmweb.com/insights/how-ar-revolutionizes-corporate training-and-employee-development-in-enterprises.html

10. Dubiel, A. (2025). Virtual reality for the training of soft skills: A literature review. Interactive Learning Environments. https://www.tandfonline.com/doi/full/10.1080/10494820.2025.2450634

11. Ferreira, P., Meirinhos, V., Rodrigues, A. C., & Marques, A. (2021). Virtual and augmented reality in human resource management and development: A systematic literature review. IBIMA Business Review, Volume 2021, Article ID 926642. https://ibimapublishing.com/articles/IBIMABR/2021/926642

12. Lampropoulos, G. (2024). Examining the role of augmented reality and virtual reality in safety training. Electronics, 13(19), 3952. MDPI. https://www.mdpi.com/2079-9292/13/19/3952

13. Daida, S., Lavanya, J., & Desai, G. (2025, March 26). The role of virtual and augmented reality in employee training and development. Journal of Innovation in Educational Research (JIER),5(1). https://doi.org/10.52783/jier.v5i1.2415

14. Graser, S., Schrepp, M., & Böhm, S. (2025, July 29). Identification of design recommendations for augmented reality authors in corporate training.arXiv. https://arxiv.org/abs/2507.21722

15. Jim, M. E., Yap, J. B., Laolao, G. C., Lim, A. Z., & Deja, J. A. (2025, April 15). Speak with Confidence: Designing an augmented reality training tool for publicspeaking.arXiv. https://arxiv.org/abs/2504.11380

Comparative Study of HR Practices in Startups vs Corporates

S.S. Suvaathi, H. Nithya Sai, K.V. Yuvasree, R. Varshaa

Pages: 75-101 | First Published: 05 Sep 2025

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Abstract

This study explores the contrasting Human Resource Management (HRM) practices of corporate organizations and startups, highlighting how size, structure, and culture shape their approaches. Corporates operate with formal systems, well defined hierarchies, and standardized HR processes covering recruitment, onboarding, training, performance management, compensation, and compliance. Their practices emphasize stability, regulation, and scalability but often face challenges of rigidity and slow adaptability. In contrast, startups function with lean resources, flat structures, and a people-centric culture that prioritizes speed, flexibility, and innovation. Their HR practices evolve organically, focusing on cultural fit, multi-tasking, and ownership, though often lacking consistency and formal frameworks. The study also notes a growing convergence: corporates are adopting agility and people-first approaches from startups, while startups are formalizing policies as they scale. Ultimately, both models carry strengths and limitations, and a hybrid HR approach that blends structure with adaptability is essential for building sustainable and engaging workplaces. Keywords: Human Resource Management (HRM), Organizational Structure, Corporate–Startup Comparison, Agility and Adaptability, Sustainable HR Practices

References

1. Boxall, P., Purcell, J., & Wright, P. (Eds.). (2019). The Oxford handbook of human resource management. Oxford University Press.

2. Brewster, C., Chung, C., & Sparrow, P. (2021). Globalizing human resource management (3rd ed.). Routledge.

3. Budhwar, P. S., & Debrah, Y. A. (Eds.). (2019). Human resource management in developing countries. Routledge.

4. Cardon, M. S., & Stevens, C. E. (2004). Managing human resources in small organizations: What do we know? Human Resource Management Review, 14(3), 295–323.

5. CIPD. (2021). Resourcing and talent planning survey. Chartered Institute of Personnel and Development.

6. Dessler, G. (2020). Human resource management (16th ed.). Pearson.

7. Deloitte. (2022). Global human capital trends 2022. Deloitte Insights.

8. Dubey, R., & Gunasekaran, A. (2015). Agile manufacturing: Framework and its empirical validation. International Journal of Production Research, 53(13), 4037–4059.

9. Gupta, A., & Wang, H. (2021). Human resource management practices and innovation in startups: A systematic review. Journal of Small Business and Enterprise Development, 28(5), 789–809.

10. Kaufman, B. E. (2015). Theoretical perspectives on work and the employment relationship. Industrial Relations Research Association.

11. Kearney, E., Shemla, M., van Knippenberg, D., & Scholz, F. A. (2019). A paradox perspective on the interactive effects of visionary and empowering leadership. Organizational Behavior and Human Decision Processes, 155, 20–30.

12. Lepak, D. P., & Gowan, M. (2020). Human resource management: Managing employees for competitive advantage (3rd ed.). SAGE Publications

13. PwC. (2021). The future of work: A journey to 2022. PricewaterhouseCoopers.

14. Sharma, R., & Budhwar, P. (2020). HRM in the era of digital transformation: Practices and challenges. Journal of Business Research, 116, 341–349.

15. Ulrich, D., Younger, J., Brockbank, W., & Ulrich, M. (2019). Victory through organization: Why the war for talent is failing your company and what you can do about it. McGraw-Hill Education.

Measuring Return on Investment of Training Programs in Organizations

V. Nivedha, R.S. Sindhuja, M. Sree Lakshmi

Pages: 102-110 | First Published: 05 Sep 2025

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Abstract

In a more competitive business world, companies are always looking for ways to boost employee productivity and increase profits. Corporate training is a common and often large investment in that effort. But without a clear way to measure its impact, the true value of these programs remains uncertain. This project addresses the need to measure training’s return by moving beyond anecdotal feedback and providing a quantitative assessment of how training affects organizational performance. The study finds that a well-designed training ROI method is not just a tool for accountability but a critical way to align human capital with strategy and make better-informed decisions. This research explores established training-evaluation frameworks, tracing the shift from Kirkpatrick’s Four Levels to the Phillips ROI Methodology. While Kirkpatrick’s model is useful for assessing reaction, learning, behavior, and results, it often misses the financial data executives need. By adding a fifth level, the Phillips model enables a clear calculation of monetary return by systematically isolating the financial benefits that come from training. This project will demonstrate how to collect and analyze data step by step, from identifying training effects to converting those effects into monetary terms. To show the program's value clearly, the process looks at both measurable outcomes—like fewer errors or higher sales—and less tangible benefits—such as improved employee morale and greater customer satisfaction. Ultimately, this project will demonstrate the strong link between Strategic Human Resource Development (SHRD) and effective measurement of training ROI. Within the SHRD framework, learning and development are treated as strategic assets rather than costs. By accurately measuring training ROI, organizations can confirm the impact of their learning initiatives, identify areas for improvement, and ensure resources are invested in efforts that directly support keybusiness goals. Using this data-driven approach, HR leaders can demonstrate to the C-suite the true value of their work, shifting training from an operational expense to a vital part of long-term competitive advantage and business success. This study therefore confirms training ROI as a key strategic tool for modern organizations and offers a clear guide to understanding and applying it. Keywords: Training, ROI, Measuring, Productivity, Investment, Strategic Human Resource Development (SHRD).

References

1. NIIT. (n.d.). Training ROI. https://www.niit.com/en/learning-outsourcing/training-roi/

2. Harvard Business Review. (2023, October). Evaluating ROI on your company’s learning and development initiatives. https://hbr.org/2023/10/evaluating-roi-on-your-companys-learning-and development-initiatives

3. Rao, N. S., Goud, R. G., & Kumar, B. R. (2018). Employee Training and Development: A Study with Reference to IT Companies. International Journal of Advanced and Innovative Research, 6(2), 1–6. https://www.ijfans.org/uploads/paper/5529b41abe4015b3caca4646bf6b57d b.pdf

4. AIHR. (n.d.). Training ROI. https://www.aihr.com/blog/training-roi/

5. ROI Institute. (n.d.). ROI Institute. https://roiinstitute.net/

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7. Stratbeans. (n.d.). Phillips ROI Model. https://stratbeans.com/phillips-roi-model/

8. peopleHum. (n.d.). How to calculate ROI of employee training and development. https://www.peoplehum.com/blog/how-to-calculate-roi-of-employee training-and-development

9. Arthur, W., Jr., Bennett, W., Jr., Edens, P. S., & Bell, S. T. (2003). Effectiveness of Training in Organizations: A Meta-Analysis of Design and Evaluation Features. Journal of Applied Psychology, 88(2), 234–245.

https://files.eric.ed.gov/fulltext/EJ909874.pdf

10. Brandon Hall Group. (n.d.). Learning Investment ROI: How to measure the impact of your training programs. https://brandonhall.com/learning-investment-roi-how-to-measure-the impact-of-your-training-programs/

11. SHRM. (n.d.). Measuring the ROI of your training initiatives. https://www.shrm.org/labs/resources/measuring-the-roi-of-your-training initiatives

12. Patra, S. K., & Dash, S. (2015). A Study on Return on Investment of Training Programme in a Government Enterprise in India. ResearchGate. https://www.researchgate.net/publication/280058880_A_Study_on_Return_ on_Investment_of_Training_Programme_in_a_Government_Enterprise_in_ India

13. goFLUENT. (n.d.). The ROI of training: Strategies and evaluation methods. https://page.gofluent.com/rs/gofluenttechnologiessa/images/goFLUENT% 20 %20The%20ROI%20of%20training%20Strategies%20and%20evaluation%2 0methods.pdf

14. Phillips, J. J. (2003, March 4). Case Studies in the ROI of Training. Chief Learning Officer. https://www.chieflearningofficer.com/2003/03/04/case-studies-in-the-roi of-training/

15. Curado, C. (2015). Training evaluation levels and ROI: the case of a small logistics company. ResearchGate. https://www.researchgate.net/profile/Carla Curado/publication/280180990_Training_evaluation_levels_and_ROI_The_ case_of_a_small_logistics_company/links/58ed5335aca2724f0a26d16e/Train ing-evaluation-levels-and-ROI-The-case-of-a-small-logistics-company.pdf

Employee Experience vs Engagement: What Really Drives Retention?

S. Swetha, R. Ramya, D. Vidhya Lakshmi

Pages: 111-122 | First Published: 05 Sep 2025

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Abstract

In today’s rapidly evolving workplace, employees seek more than just financial security; they expect opportunities for personal growth, flexibility, and a sense of meaning in their careers, making employee engagement (EE) and employee experience (EX) critical for organizational success. Although often confused, EE and EX are distinct yet complementary: engagement refers to the emotional commitment, motivation, and energy that employees invest in their roles, while experience encompasses the holistic journey of employees throughout their lifecycle with the organization, from recruitment and onboarding to career growth and eventual exit. Grounded in Kahn’s (1990) theory of psychological meaningfulness, safety, and availability, engagement has been shown to drive productivity and loyalty, whereas employee experience, gaining prominence in the mid-2010s, emphasizes workplace culture, inclusivity, leadership support, and well being as determinants of retention and satisfaction. Through case examples such as Infosys, TCS, Adobe, and Salesforce, this paper demonstrates how organizations that integrate EE and EX not only foster innovation and resilience but also strengthen employer branding and reduce attrition costs. Current trends— including AI-driven people analytics, hybrid work models, wellness programs, and Gen Z expectations for purpose-driven work—are reshaping HR practices and challenging organizations to adapt proactively. However, issues such as difficulty in measuring engagement, cultural differences, superficial approaches, and investment challenges continue to hinder effectiveness if not addressed holistically. Evidence suggests that organizations balancing EE and EX achieve 21% higher profitability, improved innovation, and stronger retention, highlighting that surface-level perks alone are insufficient without genuine cultural transformation. This study concludes that EE and EX are not optional but essential HR strategies that must be integrated to build sustainable organizational growth, foster employee trust, and ensure competitiveness in the global talent market.

Keywords: Employee Engagement, Employee Experience, Retention, Productivity, Workplace Well-being

References

1. Anees, M. (2025), Fundamentals of employee engagement | An ultimate guide. BRAVO. https://getbravo.io/fundamentals-of-employee engagement/

2. Gallup Q12® employee engagement survey. https://www.gallup.com/q12 employee-engagement-survey/

3. Workday, Inc. (2022), The Evolution of Employee Experience [PDF]. https://forms.workday.com/content/dam/web/en us/documents/ebooks/evolution-of-emp-exp-ebook-enus.pdf

4. Deloitte Global (2025) 2025 Gen Z and Millennial Survey [PDF]. https://www.deloitte.com/content/dam/assets shared/docs/campaigns/2025/2025-genz-millennial-survey.pdf

5. Gartner Strengthen Your Employee Value Proposition. https://www.gartner.com.au/en/human-resources/insights/employee-value proposition

6. Infosys Limited, Employee wellness and experience. https://www.infosys.com/content/dam/infosys-web/en/about/corporate responsibility/esg-vision-2030/employee-wellness-and-experience.html

7. Employee Branding Trends in 2023 by Eva Baluchova on LinkedIn. https://www.linkedin.com/pulse/employer-branding-trends-2023-eva baluchova/

8. Upraise.io. (2023), Employee Experience vs. Engagement. https://upraise.io/blog/employee-experience-vs-employee-engagement/

9. CHRMP. (2023). Employee Engagement vs. Employee Experience. https://www.chrmp.com/employee-engagement-vs-employee-experience/

10. Cratic.ai. (2023). Difference Between Employee Engagement and Employee Experience. https://cratic.ai/difference-between-employee-engagement employee-experience/

11. Vantage Circle (2025) – Explains differences and synergy between experience and engagement, with examples from Google. https://www.vantagecircle.com/en/blog/employee-experience-vs-employee engagement

12. Auzmor: Employee Experience vs. Employee Engagement https://auzmor.com/blog/employee-experience-vs-employee-engagement/

13. HR (2024) — Provides 23 key employee experience statistics showing the impact of EX on engagement and retention. https://www.aihr.com/blog/employee-experience-statistics/

14. McKinsey (2023) — Insightful article emphasizing the continued importance of employee experience in talent retention. https://www.mckinsey.com/capabilities/mckinsey-digital/our insights/employee-experience-still-matters-talent-retention-at-gccs

15. ScienceDirect (2024) — Academic paper exploring the relationship between employee experience and engagement. https://www.sciencedirect.com/science/article/pii/S2214845024000814

Chatbots in HR: Enhancing Candidate and Employee Experiences

G. Dhivya, P. Deepika, V. Pavithra, T. Selvalakshmi

Pages: 123-135 | First Published: 05 Sep 2025

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Abstract

The fast pace of using Artificial Intelligence (AI) and Natural Language Processing (NLP) has also changed the face of Human Resource Management (HRM), and chatbots have become one of the most popular innovations. The present paper discusses the significance of chatbots in improving the experiences of the candidates and employees through their use in the recruitment, onboarding, training, and day to day HR processes. Chatbots enhance efficiency and allow personalized and transparent communication by automating the process of resume screening, scheduling interviews, processing queries, and gathering feedback. The real-life case studies of Unilever, IBM, TCS, Marriott, and Infosys point to quantifiable advantages such as cut down time in hiring, increased engagement, and productivity. Nevertheless, the deficiencies in the emotional intelligence, data security threats, and excessive dependence on automation still are the major concerns. This paper concludes that chatbots cannot substitute human empathy in HR, yet they are a strategic enabler to complement HR professionals and enable them to work on high-value activities. The future of HR chatbots is becoming smarter and more emotional with the development of AI and sentiment analysis, and will become more closely connected to employee well-being and career development. Keywords: Chatbots, Human Resource Management, Artificial Intelligence, Digital HR Transformation.

References

1. Adamopoulou, E., & Moussiades, L. (2020). An overview of chatbot technology. Artificial Intelligence Applications and Innovations, 584, 373 383. - https://doi.org/10.1007/978-3-030-49186-4_31

2. Alcaide, J., & Fombona, J. (2022). Chatbots in human resource management: Applications and implications. International Journal of Human Resource Studies, 12(1), 45–61.

3. Chattaraman, V., Kwon, W. S., Gilbert, J. E., & Ross, W. T. (2019). Should AI-based, conversational digital assistants employ social- or task-oriented interaction style? Journal of Business Research, 98, 368–374. - https://doi.org/10.1016/j.jbusres.2019.01.041

4. De Cicco, R., Silva, S. C., & Alparone, F. R. (2020). Engaging employees with chatbots: Exploring experience outcomes. Computers in Human Behavior, 112, 106472. https://doi.org/10.1016/j.chb.2020.106472

5. Dhingra, M., & Mudgal, A. (2019). Chatbots for recruitment: A new tool for HR management. International Journal of Recent Technology and Engineering, 8(3), 6542–6545.

6. Jain, M., Kumar, P., Kota, R., & Patel, S. N. (2018). Evaluating and informing the design of chatbots. Proceedings of the 2018 CHI Conference on Human Factors in Computing Systems, 1–12. - https://doi.org/10.1145/3173574.3173991

7. Kulkarni, P., & Che, Z. (2021). Artificial intelligence in HRM: Role of chatbots in recruitment and employee engagement. International Journal of Human Capital and Information Technology Professionals, 12(3), 55–69.

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10. Mehta, S., & Mehta, N. (2021). Chatbots in HR: Transforming employee experience through AI. International Journal of Management, 12(6), 112 120.

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Impact of New Labour Codes in HR Practices

R. Ganga, Mira Arunkumar, P. Monisha, B. Thivya Raphael,

Pages: 136-146 | First Published: 05 Sep 2025

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Abstract

The consolidation of India’s fragmented labour law framework into four comprehensive labour codes the Code on Wages (2019), Industrial Relations Code (2020), Occupational Safety, Health, and Working Conditions Code (2020), and the Code on Social Security (2020) marks a significant transformation in employment regulations. These reforms simplify compliance, expand social security, and enhance transparency while balancing employee rights and employer flexibility. This report examines the implications of the new labour codes for human resource practices across key functions such as recruitment, compensation, employee relations, performance management, training, workplace safety, and exit processes. Using Tata Group as a case example, the study highlights organizational responses, including payroll restructuring, workforce integration, safety enhancements, and digitization of compliance systems. It also identifies challenges HR managers face in areas like compensation restructuring, union relations, gig worker inclusion, and cost management. The findings suggest that while implementation poses operational and financial hurdles, the labour codes provide an opportunity for HR to move beyond compliance, foster trust, and drive strategic workforce transformation.

Keywords: Labour codes, human resource practices, employee relations, workplace safety, gig workers, industrial relations.

References

1. Ministry of lobour and employment, government of India, (2019). The Code on Wages, 2019.

2. Ministry of lobour and employment, government of India, (2020a). The Industrial Relations Code, 2020.

3. Ministry of lobour and employment, government of India, (2020b). The Code on Social Security, 2020

4. Ministry of lobour and employment, government of India, (2020c). The Occupational Safety, Health and Working Conditions Code, 2020.

5. Tata Sons Pvt. Ltd. (2021). Annual report 2020–21. Tata Group

6. Dhal, S., & Kumar, A. (2021). Labour law reforms in India: An analysis of the new labour codes. International Journal of Management Research, 9(2), 45–54.

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8. Dr. Rajni Meena. (2021). Labour Laws in India: Issues in Current Labour Laws and the Impact of New Labour Codes. Contemporary Global Issues and Challenges, 16, 119-124

9. Sharma, A., & Singh, R. (2022). Impact of new labour codes on human resource management practices in India. Journal of Human Resource and Sustainability Studies, 10(3), 101–115

10. Beriya, K. (2023). Analysing the Impact of New Labour Code on Workers Safety in India: A Comparative Study of Old Acts and OSHWC Code, 2020. International Journal of Law, Management & Humanities, 6(3), 2106–2127.

11. Kamble, R. R., & Misal, A. N. (2023). The Assessing of Compliance with Essential Labour Laws in India’s IT Sector: Insights from HR Compliance Executives. ShodhKosh: Journal of Visual and Performing Arts, 4(2), 4427 4435.

12. Ramaswamy, R., & Binnuri, A. (2023). An analysis of the impact of India’s Labour Codes on its organized and unorganized sectors. Cogent Social Sciences, 9(1).

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Handling Sexual Harassment at Workplace: HR’s Role in Posh Compliance

R. Keerthana, V. Aishwarya, R. Nandhini, R. Priyadharshini,

Pages: 147-157 | First Published: 05 Sep 2025

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Abstract

Workplace sexual harassment remains a critical challenge in today’s professional environment, threatening employee safety, dignity, and organizational integrity. In India, the landmark Vishakha vs. State of Rajasthan (1997) case and the subsequent POSH Act, 2013 (Prevention, Prohibition and Redressal of Sexual Harassment of Women at Workplace) established a legal framework to combat harassment and promote a culture of respect and inclusion. The POSH Act mandates clear guidelines for prevention, redressal, and prohibition of harassment, including the formation of an Internal Committee (IC) in organizations with more than 10 employees, strict timelines for complaint resolution, confidentiality, and penalties for non-compliance. Central to effective implementation is the Human Resource (HR) department, which plays a vital role in drafting policies, setting up ICs, organizing awareness programs, training employees, and supporting victims. HR not only ensures legal compliance but also acts as a custodian of workplace ethics, driving culture change through sensitization, leadership engagement, and continuous monitoring. The paper highlights both positive and negative organizational responses to POSH. Infosys serves as a model for proactive compliance, transparency, and zero tolerance, while the Tehelka case exemplifies the consequences of neglect and mishandling—ranging from reputational loss to organizational collapse. Challenges such as lack of awareness, stigma, fear of retaliation, and power imbalance are discussed alongside HR’s strategies to overcome them. Ultimately, POSH compliance must be seen not just as a legal obligation but a strategic priority for building safe, inclusive, and high-trust workplaces. Organizations that prioritize ethical practices and empower their employees through robust POSH mechanisms stand to gain in reputation, employee retention, and long-term success. Keywords: Workplace, Sexual Harassment, POSH, Professional Environment, Human Resource Department

References

1. Infosys. (2021). Sustainability report 2020–21. Infosys.

2. Kapur, R. (2013). Gender justice, citizenship and development. Zubaan.

3. Ministry of Women and Child Development. (2015). Government of India report. Government of India.

4. Sahgal, K. (2013). The Tehelka case and the crisis in Indian journalism. Economic and Political Weekly, 48(50), 10–12.

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6. Vishakha & Others v. State of Rajasthan. (1997). AIR 3011 (Supreme Court of India).

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8. Isaac Centre for Public Policy, Ashoka University. (2023). Strengthening the implementation of the POSH Act – the critical role of data. Ashoka University.

9. Colombowala, K. H., & Radhakrishnan, V. (2024, June 20). Rising cases under POSH Act point to better reporting.

10. International Bar Association. (2023). India’s workplace sexual harassment law: A decade on. International Bar Association.

11. Legal Service India. (2023). The POSH Act: A critical analysis of its limitations and impact. Legal Service India.

12. Athena Legal. (2025, August 5). Sexual harassment compliance in India. Athena Legal.

Strategies to Improve Employee Retention Among Gen Z

R.J. Akhil, R. Mithulasri, R. Yogitha, P.J. Dhanu Varshini,

Pages: 158-168 | First Published: 05 Sep 2025

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Abstract

The emergence of Generation Z (born between 1997 and 2012) has introduced profound shifts in workplace dynamics. As digital natives, Gen Z employees bring unique values, expectations, and work styles that challenge traditional retention strategies. Unlike previous generations, they prioritize purpose-driven work, career development, work-life balance, inclusivity, and mental well-being over mere financial rewards. This report explores the key characteristics of Gen Z in the workplace, the challenges organizations face in retaining them, and strategies to address these issues. Through global case examples from companies such as Google, Unilever, Deloitte, Microsoft, Airbnb, Accenture, Starbucks, and Spotify, the report demonstrates how flexibility, continuous learning, diversity, recognition, and alignment of purpose with organizational mission foster loyalty and engagement. Findings highlight that employee retention is not just an HR concern but a strategic factor influencing cost efficiency, productivity, innovation, and employer branding. The study concludes that retaining Gen Z requires cultivating authentic, inclusive, and adaptive workplace cultures where employees feel valued, empowered, and connected to a larger purpose.

Keywords: Generation Z; Employee Retention; Workplace Diversity; Work-Life Balance; Organizational Success; Flexibility; Talent Management; Employee Engagement; Career Development; Workforce Innovation

References EFERENCES

1. Benítez-Márquez, M. D., Sánchez-Teba, E., Bermúdez-González, R., & Núñez-Rydman, A. (2022). Generation Z within the workforce and in the workplace: A bibliometric review. Frontiers in Psychology. Organizational Psychology, 13, Article 102. - https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8844017/

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12. Shoenthal, A. (2024, July 24). Five ways companies can attract and retain a Gen Z workforce. Forbes. - https://www.forbes.com/sites/amyshoenthal/2024/07/24/five-ways companies-can-attract-and-retain-a-gen-z-workforce/

13. Straits Times. (2024, June 17). Making sense of Gen Z: Employers seek answers on managing younger workers. The Straits Times. - https://www.straitstimes.com/opinion/making-sense-of-gen-z employers-seek-answers-on-managing-younger-workers

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360 – Degree Feedback: Effectiveness and Challenges

C. Sophiya, S. Sharmili, D. Kiruthika, S. Indhumathi

Pages: 169-178 | First Published: 05 Sep 2025

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Abstract

The 360-degree feedback system is a new way to evaluate performance that gets feedback from a variety of people, including supervisors, peers, subordinates, customers, and the person being evaluated. It gives a complete picture of an employee's skills, behavior, and effectiveness, unlike traditional top-down reviews. This method helps people become more aware of themselves, grow as people, and work toward the goals of the organization. But things like privacy, fair participation, good tool design, and regular follow-up can all affect how well it works. When used wisely, 360-degree feedback can be a great way to improve performance, develop leaders, and create a culture of always learning. But even though it has benefits, 360-degree feedback only works if it is done correctly. Some of the biggest problems are keeping things private, making sure that the feedback is taken in a constructive way instead of a defensive way, and avoiding rater bias. Bad questionnaire design, not choosing the right rater, and not doing enough follow-up actions can also make it less effective. Participants may change their feedback if it is directly related to pay or promotion decisions, which makes it less reliable. Employees may feel demotivated instead of empowered if they don't have coaching or development plans. To get the best results, companies should follow best practices like making sure that people are anonymous, training raters, making clear and behavior-based questionnaires, and holding professional debriefing sessions. The focus should stay on growth, not judgment. Regular follow-ups and connections with training and mentoring programs can turn feedback into growth that can be used.

Keywords: Self-awareness, multi-source evaluation, Confidentiality, Development, Rater bias

References

1. London, M., & Smither, J. W. (1995). Can multi-source feedback change perceptions of goal accomplishment, self-evaluations, and performance-related outcomes? Personnel Psychology, 48(4), 803–839.

2. Atwater, L. E., & Waldman, D. A. (1998). 360 degree feedback and leadership development. Leadership Quarterly, 9(4), 423–426

3. Bracken, D. W., Timmreck, C. W., & Church, A. H. (2001). The handbook of multisource feedback: The comprehensive resource for designing and implementing MSF processes. San Francisco: Jossey-Bass.

4. Lepsinger, R., & Lucia, A. D. (2009). The art and science of 360-degree feedback. San Francisco: Pfeiffer.

5. Nowack, K. M. (2009). Leveraging multirater feedback to facilitate successful behavioral change. Consulting Psychology Journal: Practice and Research, 61(3), 280–297.

Ethical Challenges, Whistle-blower Management, and Talent Strategies in Human Resource Management: Navigating the Future of Work

M. Nidhi, Priya Sarda, Valarmathi, E. Yoga Lakshmi,

Pages: 179-185 | First Published: 05 Sep 2025

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Abstract

This report explores the ever-changing scene of Human Resource Management (HRM), in focus being three crucial areas: ethical issues, whistle-blower management, and talent management practices, particularly in IT. HR has moved from being an administrative function to a strategic partner in organizational transformation. Among the ethical challenges confronting HR professionals are recruitment bias, challenges to diversity management, performance management, and privacy issues. It discusses whistle-blower management as a mechanism to stir organizational integrity while also protecting those who report unethical conduct. It ends with talent management while focusing on the unique challenges facing the IT industry, such as skill shortages, high proliferation, and demand for constant upskilling. Finally, the paper ventures into the future of HR ethics, whistle-blower protection, and work-life balance programs-as a catalyst for organizational change. The panoramic analysis thus provides a big strategic footing on which HR can embrace the modern complexities implicit in contemporary workplaces.

Key words: - Human Resource Management, Whistle Blower, Talent Management, Ethics, Information Technology.

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Use of AI in Resume Screening and Candidate Shortlisting

A.S. Aafrine, V. Akshaya, R. Neha, V. Vaishali,

Pages: 186-196 | First Published: 05 Sep 2025

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Abstract

Human Resource Management has never been devoid of recruitment because the standards of people that are recruited define the future of organizations in terms of growth and success. Manual screening of resumes and shortlisting of candidates are some of the key challenges that traditional job recruitment approaches encounter in the contemporary employment industry. One job advertisement may get hundreds of resumes, and recruiters do not have many time to go through resumes in detail. The manual procedure is not only time-consuming, but also full of unconscious bias and inconsistency. Consequently, a large number of relatively qualified candidates are usually shunned and organizations lose time in vacancy filling. One approach that has come out to deal with such challenges is Artificial Intelligence (AI). With technologies like Natural Language Processing (NLP), Machine Learning (ML), and predictive analytics, AI is able to sift through thousands of resumes within minutes, distil important qualifications, put candidates experience into context, and score suitability. AI makes the screening process more precise since they do not identify only the keywords but also the relevance of experiences. The process of shortlisting candidates is further complemented by predictive modelling, gamified tests, and AI-based video interviews that combined enable recruiters to gain even better understanding of how a candidate might perform and fit in the position.AI in recruitment has a number of benefits. It is more efficient in terms of time-to-hire, more consistent in terms of evaluations, promotes diversity since a concise bias reduces the recruitment process, and improves the candidate experience by including chatbots driven by AI that give updates and provide support. Companies like Unilever, IBM, Infosys, and LinkedIn have already implemented AI in the recruitment process and helped to cut down hiring time and enhance the quality of workforce. Meanwhile, constraints should not be disregarded. The bias in the algorithms, data privacy and laws, like the GDPR, a lack of human sense, and how the candidates view unbiased procedures are some of the reasons why AI use in recruitment must be considered with caution and moral responsibility. The general image reveals that AI does not supplant human recruiters but it is a formidable support tool. A hybrid model is the best option, though the first steps of resume screening and shortlisting are done by AI, cultural compatibility, interpersonal skills, and final selection are assigned to human recruiters. In the future, the combination of AI and other technologies like block chain to authenticate credentials, AR to create virtual tests, and emotional AI to detect personalities will continue to change the way recruitment is done. The Artificial Intelligence has thus gone beyond being a technological instrument in the employee recruiting process, it has become a philosophical change of direction into quicker, fairer, and more objective employee recruiting. Done conscientiously, it can assist organizations to obtain varied talent, boost employer branding and stay competitive in the digital age. Keywords: Artificial Intelligence, Resume Screening, Candidate Shortlisting, Recruitment Efficiency, Bias Reduction, Predictive Analytics.

References

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2. Cappelli, P. (2019). Artificial intelligence in human resources management: Challenges and a path forward. Human Resource Management Journal, 29(1), 5–14.

3. Deloitte Insights. (2022). AI and the future of work. Deloitte University Press. Retrieved from https://www2.deloitte.com/global/en/pages/human capital/articles/future-of-work.html

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5. IBM Watson Talent. (2021). Transforming talent management with AI. IBM Corporation. Retrieved from https://www.ibm.com/think/topics/ai in-recruitment

6. LinkedIn Talent Solutions. (2023). Global recruiting trends report. LinkedIn Corporation. Retrieved from https://business.linkedin.com/talent solutions/resources/future-of-recruiting/archival/future-of-recruiting 2023

7. Upadhyay, A. K., & Khandelwal, K. (2019). Applying artificial intelligence: Implications for recruitment. Strategic HR Review, 18(2), 62–65.

8. Zhang, J., & Chen, L. (2021). The impact of artificial intelligence on global recruitment strategies. Journal of Business and Management, 27(3), 145 158.

9. Harvard Business Review. (2019). How Unilever uses AI to hire. Harvard Business Review Digital Articles. Retrieved from https://hbr.org/2019/05/how-unilever-uses-ai-to-hire

10. Reuters. (2018, October 10). Amazon scraps secret AI recruiting tool that showed bias against women. Reuters Technology News. Retrieved from https://www.reuters.com/article/world/insight-amazon-scraps-secret-ai recruiting-tool-that-showed-bias-against-women-idUSKCN1MK0AG/

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13. Black, J. S., & Van Esch, P. (2020). AI-enabled recruiting: What is it and how should a manager use it? Business Horizons, 63(2), 215–226.

14. Accenture. (2021). Reinventing recruitment with artificial intelligence. Accenture Research Report. Retrieved from https://www.accenture.com/us-en/insights/future workforce/reinventing-recruitment-artificial-intelligence

15. TCS. (2022). AI in campus hiring: Scaling with intelligence. Tata Consultancy Services. Retrieved from https://www.tcs.com/research insights

Friday Fun or Strategic Engagement? A Study on Employee Activities

K. Sri Veera Harini, Vimya Sugumaran, Samyuktha, V. Sanjuthra,

Pages: 197-205 | First Published: 05 Sep 2025

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Abstract

Friday fun events are crucial for improving platoon dynamics and hand engagement in business settings. This study investigates the effects of these conditioning on the growth of a collaborative plant and the enhancement of interpersonal skills among the organization's employees. These exercises provide a platform for open, cooperative communication, platoon organization, and the removal of hierarchical barriers. The study also highlights the connection between employees' increased productivity and job satisfaction and their harmonious participation in these programs. However, this study also highlights issues such as the need for conditioning to correspond with business objects and various hand participation scenarios. Businesses can significantly improve the overall performance and well-being of their employees by implementing innovative techniques to foster an engaged culture. The study concludes that Friday fun activities are a good tool for a well resourced business because they are necessary to develop a motivated and skilled workforce, not just for fun.

Keywords: Employee engagement, Team dynamics, Interpersonal skills, Employee productivity, Job satisfaction.

References

1. Saurabh Shambharkar, Pratik Ghutke, Atul Tekade,(2025) A Study on The Impact of GST on Indian Economy Vol. 14 No. 11S

2. Pratik C. Ghutke, Dishimukh Uma Yadav, Atul Tekade, (2025) The Art of Process Improvement in Operations Management: Delve into The Art and Science of Improving Processes to Achieve Operational Excellence , Journal of Neonatal Surgery Vol. 14 No. 11S

3. Amar Vasantaro Jikar, Atul Tekade, (2025) A Study on the Effectiveness of Debt Management and Financing Strategies in Sustaining Growth at Haldiram Foods International Vol. 14 No. 16S

4. Nibha Sanjeev Gajbhiye, Atul Tekade, (2025) A Study on the Impact of Seasonal Demand on Revenue Patterns in FMCG at Dinshaw's Dairy Foods , Journal of Neonatal Surgery Vol. 14 No. 19S

5. Payal Champatrao Halwale, Atul Tekade, (2025) A Study on The Relationship Between Corporate Culture and Accounting System in Improving Dust Blower Facility Management at Mahindra and Mahindra, Nagpur ,Vol. 14 No. 14S Journal of Neonatal Surgery

6. Muskan Irfan Pathan, Atul Tekade, (2025) A Study on The Role of Hr in Developing on Effective Performance Management System ,Vol. 14 No. 20S Journal of Neonatal Surgery

7. Kalpana Devram Lanjewar, Atul Tekade, (2025) Impact of Artificial Intelligence on Supply Chain Optimization at Mahindra and Mahindra Company, Nagpur ,Vol. 14 No. 23S Journal of Neonatal Surgery Journal of Neonatal Surgery

8. Shubhangi Govinda Hedau, Atul Tekade, (2025): Journal of Neonatal Surgery Vol. 14 No. 23S

9. A Study on Cash Flow Management in Retail Operations (2025) Haldiram Foods International Vol. 14 No. 23S

10. Atul Tekade, Amol D. Rangari, (2025) Optimizing Infrastructure planning for Effective Supply ChainManagement Vol. 14 No. 19S

11. Hemlata Prakash Thosare, Atul Tekade, (2025) A Study of Emotional Intelligence and Quality of Work Life Effects on Work Performance in TCS Nagpur Vol. 14 No. 21S

12. Balazs S., Kuchinka D.G., Mantz T., Bracken D.(2017) Creating an innovative workplace: effects of humor style and supervisor support. Vol.17 No.37

13. Trif S., Fodor O.C. (2019) The dark side of humor in the workplace: aggressive humor, exhaustion and intention to leave the organization. Psihologia. Resurselor Umane. Vol.17(2) No.74

14. Duerden M.D., Courtright S.H., Widmer M.A. (2017)Why people play at work: a theoretical examination of leisure–at–work. Leisure Sci. Vol.40 No.48

15. Lee A.Y.P., Wang Y.H., Yang F.R.(2021) Feeling exhausted? Let’s play How play in work relates to experienced burnout and innovation behaviors. Appl. Res. Qual. Life. Vol.16 No.48

Tools and Techniques: For Measuring Employee Happiness

P. Madhumitha, MBA Final Year Student, M.O.P Vaishnav College for Women, Chennai. M. Sripriya, MBA Final Year Student, M.O.P Vaishnav College for Women, Chennai. D. Tanisha, MBA Final Year Student, M.O.P Vaishnav College for Women,Chennai.

Pages: 206-219 | First Published: 05 Sep 2025

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ABSTARCT

Employee happiness is a critical determinant of organizational success, directly influencing productivity, loyalty, innovation, and customer satisfaction. This assignment explores the importance of measuring employee happiness and highlights the tools and techniques organizations use to evaluate it. Key factors affecting happiness such as work environment, work-life balance, growth opportunities, recognition, and fair compensation are examined to understand their impact on overall well-being. The study reviews both tools (surveys, pulse checks, Employee Net Promoter Score, anonymous feedback platforms, well-being apps, focus groups, sentiment analysis, and happiness indices) and techniques (quantitative metrics, qualitative feedback, psychological assessments, behavioural indicators, and managerial observations). Benefits of measuring happiness include improved productivity, reduced absenteeism, stronger retention, and enhanced collaboration. However, challenges such as survey fatigue, cultural differences, and the subjective nature of emotions make accurate measurement complex. Real-world cases from Google, Microsoft, and Airbnb demonstrate how leading companies adapt diverse approaches to overcome these limitations. The assignment concludes that measuring employee happiness requires a balanced blend of data-driven methods and empathetic listening, enabling organizations to create sustainable, positive, and high performing workplaces.

Keywords: Employee Happiness, Productivity, Measurement Tools, Work Environment, Organizational Success.

REFERENCES

1. Costa, N., Oliveira, C. M., & Ferreira, P. (2022). How to measure the happy productive worker thesis. In P. Ferreira (Ed.), People management – Highlighting futures (pp. 20–22). IntechOpen. https://doi.org/10.5772/intechopen.100432

2. Eckhaus, E. (2017). Measurement of organizational happiness. In R. Neves Silva, G. Rossini, & D. Ryabov (Eds.), Advances in intelligent systems and computing (pp. 266–278). Springer. https://doi.org/10.1007/978-

3-319 41932-9_26 3. Freeze, R. A. (2022). The metrics of happiness: The art and science of measuring personal happiness and societal wellbeing. Springer. https://doi.org/10.1007/978 3-030-90253-9

4. Ng, Y.-K. (2022). Happiness—Concept, measurement and promotion. Springer. https://doi.org/10.1007/978-981-19-3870-3

5. Othman, A. K., Mahmud, Z., Noranee, S., & Noordin, F. (2018). Measuring employee happiness: Analysing the dimensionality of employee engagement. In T. K. Shigemasu et al. (Eds.), Advances in intelligent systems and computing: Proceedings of the International Conference on Kansei Engineering and Emotion Research (pp. 863–869). Springer. https://doi.org/10.1007/978 981-10-8612-0_87

6. Robertson, I., & Cooper, C. (2011). Well-being: Productivity and happiness at work. Palgrave Macmillan. https://doi.org/10.1057/9780230306738

7. Salas-Vallina, A., & Alegre, J. (2021). Happiness at work: Developing a shorter measure. Journal of Management & Organization, 27(3), 460–480. https://doi.org/10.1017/jmo.2018.19

8. Singha, S. (2023). Measuring employee happiness index in the modern workplace. In HR analytics in an era of rapid automation (pp. 1–28). IGI Global. https://doi.org/10.4018/978-1-6684-7180-8.ch010

9. Robertson, Ivan & Cooper, Cary. Well-being: Productivity and Happiness at Work. Palgrave Macmillan, 2011.

10. Chapters: “Measuring Well-Being and Workplace Factors” (pp. 51–62)

11. Freeze, R. Allan. The Metrics of Happiness: The Art and Science of Measuring Personal Happiness and Societal Wellbeing. Springer, 2022.

12. Chapter: “Satisfaction in the Workplace” (pp. 239–270) Mayas Publication 218 Emperor International Journal of Management

13. Ng, Yew-Kwang. Happiness—Concept, Measurement and Promotion. Springer Singapore, 2022. (Open access)

14. Eckhaus, Eyal. “Measurement of Organizational Happiness.” In Advances in Intelligent Systems and Computing, Springer, 2017, pp. 266–278.

15. Costa, Natália; Oliveira, Carlos Miguel; Ferreira, Pedro. “How to Measure the Happy-Productive Worker Thesis.” In People Management – Highlighting Futures, Intech Open, 2022, pp. 20–22.

16. Salas-Vallina, Andrés & Alegre, Joaquín. “Happiness at Work: Developing a Shorter Measure.” Journal of Management & Organization, Cambridge UP, 2018, vol 27(3): pp. 460–480.

17. Singha, Surjit. Measuring Employee Happiness Index in the Modern Workplace. In HR Analytics in an Era of Rapid Automation, IGI Global, 2023, Chapter, 28 pages.

Innovative Recruitment Strategies in the Post-Pandemic Era

M. Sharagini, Final year MBA Student, M.O.P. Vaishnav College for Women, Chennai; Heena N Khatri Final year MBA Student. M.O.P. Vaishnav College for Women, Chennai.

Pages: 220-225 | First Published: 05 Sep 2025

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Abstract

The COVID-19 pandemic fundamentally reshaped the global workforce, pushing organizations to rapidly rethink traditional recruitment models. The rise of remote and hybrid work, shifting candidate expectations, technological innovation, and an increased focus on DEI (Diversity, Equity, and Inclusion) have driven organizations to adopt new and creative recruitment strategies. This report examines the most impactful innovations in recruitment since the pandemic, analyzes their benefits and challenges, and provides strategic recommendations for sustainable talent acquisition in a rapidly evolving employment landscape.

Keywords - Post-Pandemic Recruitment, Digital Hiring, Hybrid Workforce, Talent Acquisition, Employee Expectations.

REFERENCES

Daniel, M., et al. (2022). Effects of the COVID-19 pandemic on recruitment for clinical research: adjustments to recruitment and screening. Research in Social and Administrative Pharmacy / Social Science & Medicine (article).
Cooksey, K. E. (2022). Challenges and possible solutions to adapting to virtual recruitment: a case study. Ethics & Human Research.
Strujo, E., et al. (2020). COVID-19 impact on multi-site recruitment and enrollment: adaptations and lessons learned. Contemporary Clinical Trials Communications / Clinical Trials.
Breitkopf, D. (2022). Virtual residency recruitment: future directions in the new era. International Journal of Medical Education / Medical Education.
Frame, K. (2023). Impact of virtual recruitment on costs, time spent, and outcomes in residency programs. Family Medicine/Journal (Society of Teachers of Family Medicine).
Vaysburg, D. M., et al. (2023). General surgery residency virtual recruitment during the COVID era: applicant perspectives and outcomes. Journal of Surgical Education.
França, T. J. F., et al. (2023). Artificial intelligence applied to potential assessment and human resources management: implications for recruitment. Frontiers / PLOS / Scientific Reports (article).
Rys, M., et al. (2024). Living the employer brand during a crisis? A qualitative study of internal employer branding in times of the COVID-19 pandemic. PLOS ONE.
Cahyo, F. R. D. (2022). The hybrid system for recruitment and selection during the pandemic: online–offline mix. Global Business and Management Research (GBMR). Vol. 14, Issue Suppl. 3.
Persson, E. (2023). Employer branding pre- and post the COVID-19 pandemic (Master’s thesis / dissertation). DiVA Academic Archive / University repository.
Kucherov, D. G., et al. (2022). Brand orientation, employer branding and internal branding: implications for recruitment outcomes during COVID-19. Journal (ScienceDirect listing).
Muhammad, G., Siddique, M., & Dahri, A. S. (2022). Innovative e-recruitment strategies as a tool for human capital management effectiveness: a mediating role of talent attraction. Middle East Journal of Management, Vol. 9, No. 5, pp. 504–523.
Toly, V. B., et al. (2022). Collaborative development of an innovative virtual recruitment strategy for clinical/academic research studies. Trials / Journal of Clinical and Translational Science.
“Transforming recruitment in the post-COVID era: the role of social media and digital solutions” (2024). Research article / review on social media’s role in recruitment post-pandemic. ResearchGate / conference/journal version.
Koch, J., et al. (2021). The impact of the COVID-19 pandemic on public sector job markets and recruitment practices. Journal (ScienceDirect listing).

Hiring for Culture Fit Vs Skill Fit: A Strategic Dilemma

S.B. Jaya Shree, Final Year of MBA Student, M.O.P Vaishnav College for Women, Chennai. D. Dhivyadharshini, Final Year of MBA Student, M.O.P Vaishnav College for Women, Chennai.

Pages: 226-235 | First Published: 05 Sep 2025

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ABSTRACT

This study digs into the tricky choice between hiring peeps who vibe with the company culture or those who rock the job skills in today's workplaces Culture fit emphasizes being in sync with the company's core values, how people act, and the company's goals, which helps people get involved, work well together, and stick around for the long haul. skill fit is all about having the right tech skills and being able to hit the ground running, especially for jobs that need specialized know-how the paper takes a look at the pros and cons, and what it all means, using theories like Person-Org Fit, Resource-Based View, and Schneider’s ASA model. Case studies of Zappos, Deloitte, and Google show how these companies manage to juggle these different aspects in real life. The findings show that if you only focus on culture or skills, it can mess up the whole team's performance because of stuff like everyone thinking the same way, people leaving a lot, or just not fitting in with the vibe. We should go for a mix of hiring styles, set up proper interview processes, have a solid on boarding plan, and keep training up to speed to keep things even the paper wraps up saying the best way to hire really hinges on the industry, where the company is at, and what they're aiming for in the long run, with HR being super key in making sure the hiring process is fair

Key Words: Culture Fit, Skill Fit, Strategic Dilemma, Engagement & Retention, Hybrid Hiring Models

REFERENCES

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
Kristof-Brown, A. (1996). Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49(1), 1–49.
Schneider, B. (1987). The people make the place. Personnel Psychology, 40(3), 437–453.
Cable, D. M., & Judge, T. A. (1997). Interviewers’ perceptions of person–organization fit and organizational selection decisions. Journal of Applied Psychology, 82(4), 546–561.
Chatman, J. A. (1989). Improving interactional organizational research: A model of person-organization fit. Academy of Management Review, 14(3), 333–349.
O’Reilly, C. A., Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34(3), 487–516.
Boxall, P., & Purcell, J. (2016). Strategy and Human Resource Management (4th ed.). Palgrave Macmillan.
Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2008). HR competencies: Mastery at the intersection of people and business. SHRM Foundation.
Hofstede, G. (2001). Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Sage Publications.
Zappos Insights. (2020). Zappos Culture and Hiring Philosophy. Retrieved from www.zapposinsights.com
Deloitte. (2022). Our approach to recruitment and talent development. Retrieved from www2.deloitte.com
Google Careers. (2022). How we hire at Google. Retrieved from careers.google.com
Bowen, D. E., Ledford, G. E., & Nathan, B. R. (1991). Hiring for the organization, not the job. Academy of Management Executive, 5(4), 35–51.
Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals’ fit at work: A meta-analysis of person–job, person–organization, person–group, and person–supervisor fit. Personnel Psychology, 58(2), 281–342.
SHRM (Society for Human Resource Management). (2023). Balancing skills and cultural fit in hiring. Retrieved from www.shrm.org

From Annual Appraisals to Continuous Feedback: A Paradigm Shift

J. Sherin Elizabeth, Final Year MBA Student, M.O.P Vaishnav College for Women, Chennai; G. Reethuja, Final Year MBA Student, M.O.P Vaishnav College for Women, Chennai; R. Nithya Sri, Final Year MBA Student, M.O.P Vaishnav College for Women, Chennai.

Pages: 236-249 | First Published: 05 Sep 2025

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ABSTRACT

Performance management is vital to align employee contributions with organizational goals. Traditional annual appraisals, though structured and linked to rewards, are backward-looking, involve delayed feedback, and are often demotivating, offering limited employee development. In contrast, continuous feedback systems provide real-time guidance, higher engagement, stronger relationships, and foster a culture of growth, supported by technology and suited for agile, modern workplaces. While continuous feedback demands greater managerial involvement and balanced delivery, it represents a cultural shift toward agility, transparency, and sustained employee development.

REFERENCES

Cappelli, P., & Tavis, A. (2016). The performance management revolution. Harvard Business Review, 94(10), 58–67. Harvard Business Review
Baker, M., Hunt, J., & Smith, R. (2018). The future of performance management: Shifting from annual reviews to continuous feedback. Journal of Business Research, 92, 1–9. ResearchGate
Levit, A. (2019). Viewpoint: How to collect continuous feedback. Society for Human Resource Management. SHRM
Leapsome. (2024). Continuous performance management: A guide to what, why, how. Leapsome Blog. Engagedly
Quantum Workplace. (2024). Unlocking the power of continuous performance management. Quantum Workplace Blog. Quantum Workplace
Cappelli, P., & Tavis, A. (2016). The performance management revolution. Harvard Business Review, 94(10), 58–67. Harvard Business Review
Levit, A. (2019). Viewpoint: How to collect continuous feedback. Society for Human Resource Management. SHRM
Leapsome. (2024). Continuous performance management: A guide to what, why, how. Leapsome Blog. Engagedly
Quantum Workplace. (2024). Unlocking the power of continuous performance management. Quantum Workplace Blog. Quantum Workplace
Cappelli, P., & Tavis, A. (2016). The performance management revolution. Harvard Business Review, 94(10), 58–67. Harvard Business Review
Levit, A. (2019). Viewpoint: How to collect continuous feedback. Society for Human Resource Management. SHRM
Leapsome. (2024). Continuous performance management: A guide to what, why, how. Leapsome Blog. Engagedly
Quantum Workplace. (2024). Unlocking the power of continuous performance management. Quantum Workplace Blog. Quantum Workplace
Cappelli, P., & Tavis, A. (2016). The performance management revolution. Harvard Business Review, 94(10), 58–67. Harvard Business Review
Levit, A. (2019). Viewpoint: How to collect continuous feedback. Society for Human Resource Management.

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Journal Issues

Impact on Work Performance of Women Employees in IT Companies in Bengaluru

Hybrid Work Models and Impact on Productivity

HR Strategies for LGBTQ+ Inclusion

Managing A Multigenerational Workforce: Insights from Tech Savvy Companies

Linking CSR Initiatives with Employee Engagement

AR/VR in Training – A New Reality of HR

Comparative Study of HR Practices in Startups vs Corporates

Measuring Return on Investment of Training Programs in Organizations

Employee Experience vs Engagement: What Really Drives Retention?

Chatbots in HR: Enhancing Candidate and Employee Experiences

Impact of New Labour Codes in HR Practices

Handling Sexual Harassment at Workplace: HR’s Role in Posh Compliance

Strategies to Improve Employee Retention Among Gen Z

360 – Degree Feedback: Effectiveness and Challenges

Ethical Challenges, Whistle-blower Management, and Talent Strategies in Human Resource Management: Navigating the Future of Work

Use of AI in Resume Screening and Candidate Shortlisting

Friday Fun or Strategic Engagement? A Study on Employee Activities

Tools and Techniques: For Measuring Employee Happiness

Innovative Recruitment Strategies in the Post-Pandemic Era

Hiring for Culture Fit Vs Skill Fit: A Strategic Dilemma

From Annual Appraisals to Continuous Feedback: A Paradigm Shift

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