Sandeep Kumar Gupta

HR practices have been always significant for researchers and industries because of the large expansion of the companies in various fields, which requires leaders who can identify and introduce innovative and effective HR practices to utilize and retain human resources for the long period. In the 21st century, there has been tremendous growth in the IT sector all around the world. The Indian IT sector has become globally competitive and high-tech in the rapidly developing Indian economy. Hence, this study was undertaken in the Indian IT sector to identify the impact of HR practices on corporate image building. This paper applied a quantitative research method. Data from 100 respondents were collected with the help of a structured questionnaire to test the hypotheses. Pearson’s correlation coefficient and SPSS 20 software were used for data analysis. The findings of the regression analysis proved that there is a significant relationship between employer branding and corporate image building. The analysis of this study indicates that the IT companies implementing the HR practices based on employer branding and corporate social responsibility get benefits in building the corporate image and give positive results to them. HR practices have a significant relationship with corporate image building.

Shopping malls are visited for both functional as well as entertainment values. They provide emotional comfort and escape from boredom and stress to the shoppers. This study investigates the relationship of ambiance, layout, and utility of a mall with escapism and repurchase intention using the Stimulus-Organism-Response (SOR) model. Using a survey instrument, a convenience sampling procedure was adopted to obtain data from 316 respondents (mall visitors of the Delhi National capital Region in India). Delhi is the mall capital of India, with the highest population density in the world. The relationships between utility-escapism (β = .0265, p = .018), layout-escapism (β = 0.269, p = .012), layout-utility (β = 0.776, p < 0.001), utility-ambiance (β = 0.480, p < 0.001), layout-ambiance (β = 0.407, p < 0.001), and escapism-repurchase intention (β = 0.708, p < 0.001) are validated. However, the relationship between ambiance-escapism (β = 0.073, p = .509) is not supported. The results indicate that mall layout facilitates escapism followed by utility, whereas ambiance does not play a vital role. The purpose of the mall visit moderates this effect. Mall managers can create engaging shopping experiences to help shoppers escape boring routines/stress through improved layouts and enhanced functional values. The study establishes a strong linkage between mall layout, utility, and escapism.

The pandemic has put a toll on businesses across the globe, especially power generation as an essential service. The role of leadership is exemplary in driving job engagement in the power sector. The study aims to explore the impact of a leader’s inspirational motivation and individualized consideration on employee job engagement in the Indian power sector.
This study is quantitative exploratory research. Using a validated questionnaire, 444 survey responses were taken from executives of major Indian electricity generation utilities. Inspirational motivation and individualized consideration were taken as independent variables, while employee engagement and its components were taken as dependent variables. Statistical methods of simple and multiple correlations were performed using SPSS version 25.
According to the findings, the components of transformational leadership have a positive and significant impact on employee engagement (r = 0.463) and its facets of vigor (r = 0.425), dedication (r = 0.455), and absorption (r = 0.267), respectively. In addition, the finding outlines that transformational leaders propagate their high power and enthusiasm to their workers through inspirational motivation to increase their job engagement. The paper also highlights the role of a leader as a coach and mentor through individualized consideration to cater to followers’ need for growth and achievement. These findings expand the literature on leadership and employee engagement in the Indian power sector.

This study aims to analyze the impact of three demographic variables (gender, age, and work experience) on the commitment levels of employees in the Indian thermal power sector. 379 responses were collected through convenience sampling from the executives of NTPC Ltd, a major power utility in India. The facets of organizational commitment (affective commitment, normative commitment, and continuance commitment) were assessed using a standard scale. The quantitative research was done using statistical instruments of one-way ANOVA and independent sample t-test.
The findings revealed a positive correlation between the three components of organizational commitment: affective, continuance, and normative. Further, the results highlighted that age plays an essential role in organizational commitment levels; it is found that commitment increases with the age of employees (F = 5.781, p < 0.01). However, gender is not making any variation in organizational commitment (F = –0.502, p < 0.01). Therefore, male and female employees enjoy equal commitment levels toward their work. The study further indicated that work experience significantly influences organizational commitment (F = 4.800, p < 0.01), and it is found to be greater for more experienced employees.

The purpose of this study is to investigate in-group and out-group dynamics within multinational corporations in India and their influence on organizational performance. The paper uses concurrent triangulation. Primary data were gathered via a purposive sample of 500 employees across various demographic backgrounds, ensuring diversity. Respondents participated in an online survey and a few in-depth interviews, administered in-person or online, capturing their experiences of group dynamics. Survey data were analyzed using R, SPSS, and SAS, while thematic analysis was applied to in-depth interview transcripts using NVivo software. The study also employed descriptive statistics, ANOVA, MANOVA for the survey and thematic analysis for interviews, revealing the depth and complexity of in-group favoritism. In-group members have reported significantly higher levels of communication, trust, cooperation, conflict management, and innovation, indicating the impact of group dynamics on organizational performance. The outcome of the multivariate analysis of variance (MANOVA) demonstrates a substantial impact of in-group/out-group categorization on the amalgamated dependent variables (evidenced by a Wilks’ Lambda value of 0.68, F (5,94) = 4.17, p < .001). This suggests a noteworthy influence of in-group/out-group affinities on overall team efficacy. The insights offer concrete strategies to enhance inclusivity amid diversity within multinational corporations, thereby mitigating group bias and promoting organizational performance. This study not only expands the understanding of group dynamics in Indian multinational corporations but also offers valuable guidance for managerial practices.

Decentralization reforms cause social challenges and shape a new configuration, conditions and behavioral etiquette for business entities in the fiscal environment of local communities in Ukraine. Destinations with significant tourism potential can form a powerful budgetary resource through local taxes, including tourist tax. The study aims to develop a tourist tax administration system in the context of drawing up local budgets and fiscal targets of hospitality businesses. The dynamics of tourist tax revenues to local budgets was traced, which shows a rapid growth in the pre-pandemic period by 47.1% and a slight decrease in 2020. The forecast indicators for the tourist tax growth are determined: by the end of 2022, it is 73.4% compared to 2019. The likelihood of achieving such results is justified by the increase in domestic tourist flows and the possibilities of increasing the efficiency of the tourist tax administration system. Most united territorial communities (UTC) have problems with formalizing the management process, lack of strategic vision, partial or complete lack of information on budgeting and administration of taxes and fees, including tourist tax. This led to the following proposals: the development of strategies and tactics that motivate fiscal discipline; assistance to cooperation of hospitality entities with UTCs; providing digitalization, agilization and forward-looking improvements that set benchmarks for business. The emphasis is on hospitality businesses’ ability of effectively utilize the financial resources generated by the tourist tax, which will contribute to developing the overall potential of UTCs and shaping the competitiveness of territories.

In the highly dynamic digital era of the information technology industry, agile talent planning and human resources (HR) management strategies are essential for maintaining a competitive edge. This study aims to determine the impact of HR policies and practices as a mediator between the effectiveness of talent planning and digitalization tools and techniques within the IT sector. The research population comprised IT companies in Delhi (and its national capital region), India. Using the convenience sampling technique, a sample of 106 respondents was selected out of 168 contacted, including human resource professionals and managers. The study employed regression analysis and structural equation modeling. The results reject that digitalization tools and techniques do not significantly increase the effectiveness of talent planning in IT organizations (beta coefficient = 0.455 at p-value < 0.001). Additionally, the paper shows that digitalization tools and technologies significantly affect HR policies and practices (beta coefficient = 0.826 at p-value < 0.001). The findings reject the suggestion that there is no significant positive relationship between HR practices and policies and the effectiveness of talent planning in the IT sector (beta coefficient = 0.425 at p-value < 0.001). Furthermore, the study rejects the perception that HR policies and practices do not mediate the relationship between digitalization tools and techniques and the effectiveness of talent planning (beta coefficient = 0.351 at p-value < 0.001). These insights will contribute to developing effective HR strategies that align with technological advancements and foster organizational growth.