Shikha Kapoor

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.

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.

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.