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Engaged employees assure organizational competitiveness and sustainability. The purpose of this study is to explore the relationship between job resources and employee turnover intentions, with employee engagement as a mediating variable.

Data were collected from 934 employees of eight wholly-owned pharmaceutical industries. The proposed model and hypotheses were evaluated using structural equation modeling. Construct reliability and validity was established through confirmatory factor analysis.

Data supported the hypothesized relationship. The results show that job autonomy and employee engagement were significantly associated. Supervisory support and employee engagement were significantly associated. However, performance feedback and employee engagement were nonsignificantly associated. Employee engagement had a significant influence on employee turnover intentions. The results further show that employee engagement mediates the association between job resources and employee turnover intentions.

The generalizability of the findings will be constrained due to the research’s pharmaceutical industry focus and cross-sectional data.

The study’s findings will serve as valuable pointers for stakeholders and decision-makers in the pharmacuetical industry to develop a proactive and well-articulated employee engagement intervention to ensure organizational effectiveness, innovativeness and competitiveness.

By empirically demonstrating that employee engagement mediates the nexus of job resources and employee turnover intentions, the study adds to the corpus of literature.

The paper aims to provide insights into the influence of COVID-19 on employee engagement and ergonomics in the banking sector. The purpose of this study is understood from the perspective of impact of the pandemic on banking employees.

Data for the study are collected from the employees working in the banking sector of India. The study applied the partial least squares (PLS) method of analysis to understand the relationship between employee engagement and ergonomics in the banking sector.

The findings of the study suggest results with regards to change in the perception of the employees in the bank and its influence on the work ergonomics due to pandemic. The findings indicate that banks need to develop measures and strategies for improving employee engagement programs and work ergonomics at banks.

The study is confined to the banking employees working in a specific region. Therefore, future research could focus more on the influence of Covid-19 on the organizational culture of the banking system and provide insight into this direction of research.

This study provides directions for human resource management for developing effective practices for improving the performance of the employees in the banking sector.

This study offers support to the banking sector by providing insights into how it can improve the working environment and, thereby, enhance working in the banking sector.

This is the study that attempts to provide insights into how ergonomics is important for working in the banking sector, especially during a pandemic. The findings provide important implications for the banking sector and improve work ergonomics.

The maritime industry, a linchpin of global trade, has embarked on a transformative journey catalysed by the relentless advance of digitalisation. There is a discernible gap in the literature concerning the specific consequences of digitalisation within the maritime sector. This research aims to examine the current body of literature on the influence of digitalisation in human resource development (HRD) on the competitive advantage of organisations and its potential within the maritime industry.

This research paper conducts a comprehensive bibliometric analysis.

The findings of this research explore the literature landscape encompassing digitalisation in HRD, its influence on HR operations, learning and development, performance management, employee experience and strategic alignment within maritime organisations.

This research provides valuable recommendations for maritime organisations and HRD practitioners seeking to leverage digitalisation to gain a competitive edge. Thus, the maritime industry can adopt digital HRD practices to streamline operations, improve performance and align HR strategies with broader organisational goals.