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Through this research, we aim to provide insights into how trainers can effectively utilize microlearning to enhance learning outcomes for Gen Z learners in this digital age. This study presents a model of microlearning for Gen Z driven by determinants of microlearning and factors contributing to the effectiveness of microlearning.

The paper reviews the literature to indicate the conceptualization of microlearning and Gen Z. The authors present a conceptual model indicating the proposed relationship.

The research suggests that microlearning is an effective way to learn new information, particularly in workplace training and education, and can lead to improved recall and retention of information and increased engagement and motivation among Gen Z.

This paper provides a conceptual framework for factors influencing the components of microlearning.

Organizations must be resilient to be agile and sensitive to numerous shifting situations due to the pandemic. There is limited research on how to bring the disparate perspectives and requirements of different generational cohorts in companies together to achieve outcomes that encourage organizational development and sustainability. Therefore, the purpose of the present study is to explore how Gen Z’s competencies can be banked upon to foster organizational learning to sustain.

Considering the constantly changing scenario in business organizations and the growing need for organizational learning to sustain, the authors have conducted an extensive review of the literature to understand how to sustain organizational learning for and through Gen Z. An integrative secondary search was carried out for specific and relevant work on the topic. The authors have considered both empirical and qualitative studies in their review to highlight the various themes that emerge from the extant literature.

The study indicates that much of the knowledge and experience is filtered through a generational lens, and organizations must encourage the development of Gen Z employees through e-learning, psychological contract, intrapreneurship and reverse mentoring. Based on the findings, the authors have proposed an ICES model which unifies the above four factors. The proposed ICES model encompasses specific interventions of having an Integrated 360 degrees learning experience (I), Coaching leadership for enabling intrapreneurship (C), revamping EVP for Gen Z-specific psychological contract (E) and building a Skill-will inventory for reverse mentoring (S).

There is limited research on how to bring the disparate perspectives and requirements of different generational cohorts in companies together to achieve outcomes that encourage organizational development and sustainability. This study will enable organizations to break down generational barriers, enhance organizational harmony, foster initiative and innovation and boost organizational performance through sustained organizational learning.

In view of the pandemic situation, organizations need to adapt not just their systems and processes but also to look for ways to engage their talent. The proposed ICES model will enable the sustainability of organizational learning for and through the Gen Z workforce by fostering individual development and organizational performance.

The purpose of this paper is to enhance the readers’ understanding of the domain of talent management and employee engagement, and how the former culminates in the latter, specifically as a tool for retention of employees. The paper also attempts to probe and aid readers in understanding of the domain of talent management and employee engagement, specifically as a tool for retention of employees.

The paper is based on secondary research in the areas of talent management practices, employee engagement and talent retention. The authors have reviewed the existing body of work on these topics in order to arrive at an analysis of the practice of talent management and employee engagement and to successively measure its impact on the retention of employees. In order to aid the endeavor to bring some clarity to and explore the trends in talent management, the authors have based this paper on a systematic review of the existing literature which seeks to examine the modern thought process and evidence. Current examples are drawn from many leading companies and their practices are emphasized for better understanding. Various drivers responsible for engaging and retaining talent are studied by reviewing the existing literature. After analyzing the existing literature, the authors have arrived at talent retention and engagement practices that may aid and assist industry practitioners and policy makers in designing and implementing successful talent management initiatives. The authors have proposed a model for arriving at improved retention from talent management practices.

One of the most effective tools in ensuring that employees stay engaged and committed to their work is talent management. This sense of engagement or commitment toward their work ensures in turn that these employees stay with the organization in the long run. As the authors have begun analyzing the costs associated with recruitment, selection and the opportunity cost related to attrition, organizations have been concentrating their talent management efforts in the direction of retention. The paper concludes that a synchronization of talent management practices and employee engagement initiatives leads to improved talent retention and proposes a model to this end.

Owing to the fact that the paper is conceptual, the model and hypotheses the authors arrive at must be empirically tested by relevant stakeholders in the organization, specifically the stakeholders specializing in the area of talent management, in order to add further weight to the literature.

Derived from an extensive study of current and impending talent management strategies, the findings may aid organizations and policy makers to develop and refine talent management practices in order to engage human capital, with the ulterior aim of talent retention – a concern that plagues most contemporary organizations.

Preempting or preventing attrition is a priority in several organizations, and more often, in some industries as a whole. The authors examine how talent management practices can contribute to the efforts in preempting or preventing attrition in organizations. Adding to the existing literature on talent management, the paper explores the areas of talent management which directly affect employee engagement and in turn make a difference in talent retention. This link connecting talent management practices with retention deserves a greater amount of investigation, which the paper explores.

This paper aims to study the interlink between work-life integration, job contentment and employee engagement. The notion of how far work-life balance (WLB) policies have a throwback on employee engagement has been presented with shreds of evidence of previous studies carried out in the timeline of 2005–2021 in India. The purpose is to bring forward comprehensive studies together, which are available on piecemeal form in the fragmentary form, to draw a firm conclusion about work-life integration policies and their parallelism with job engagement and organizational effectiveness. Furthermore, this study intends to develop a theoretical framework using Dubin’s methodology on organizational effectiveness in relation to work-life integration, job contentment and employee engagement.

This study is based on systematic literature review of papers reviewed from across databases of Scopus, Emerald, EBSCO and Google Scholar. The keywords used for the search were WLB, work-life integration, job satisfaction, job contentment and organizational effectiveness and also a combination of these words was used to pull down the relevant papers. A systematic literature review was undertaken on the topics of work-life integration, employee engagement and organizational effectiveness. These articles were then read and scanned with the overview on abstract and further these articles were selected on the basis of relevance to the current study. Those articles which showed interconnectedness between the identified variables of organizational effectiveness in relation to work-life integration, job contentment and employee engagement as antecedents were reviewed and a theoretical framework model is put forth using first part of Dubin’s methodology (1978) for theory building. The posited Model named A4 on organizational effectiveness using deductive approach is built on constructs, interaction, logic and propositions (Whetten, 1989).The theory will be functional in nature. With the given wealth of evidence, the injecting effect of work-life integration on employee engagement and pouring impact on organizational effectiveness becomes more transparent and clear. The authors have proposed a model for better organizational effectiveness through work-life integration policies.

One of the essential ingredients for better employee engagement is work-life integration policies, and organizational effectiveness becomes the by-product of the same. Innovative and friendly WLB policies assist employees to be more productive, dedicated and committed, resulting in better employee engagement which in the long run benefits the company in terms of effectiveness. WLB policies help to flatter down the burgeoning impact of complex work life on employee productivity and engagement. This paper concludes on the healing effects of WLB policies on employee engagement and organizational effectiveness and also proposes a model at the end. The posited model presents the antecedents for achieving organizational effectiveness.

Because the study is conceptual in nature with the proposed model, more empirical-based studies by experts with relevant stakeholders will add more rationalization to the current study.

Organizational effectiveness is the key to survival in today’s complex and competitive world. The authors investigated how organizational effectiveness can be achieved with WLB policies, which can have a linear impact on employee engagement, and ultimately organizations can bear the flowerings of positive output. This linkage and coupling between WLB policies, job contentment, employee engagement and organizational effectiveness deserve attention which the authors have attempted to explore. The outcome and results of the study will contribute to the existing literature in a more meaningful manner and will assist human resource development and policymakers to achieve organizational goals with driving employees. Managers will gain insight into the identified theoretical framework model for its implementation in organization. Future researchers with empirical studies can test the proposed theory to determine its success at organizational level.

This research aims to combine and extend the literature on the self-monitoring approach used by faculty members in online teaching during the COVID-19 pandemic using the Technology Acceptance Model (TAM) model. The study also highlights the challenges faced by faculty members in online teaching.

Based on a mixed methodology approach, the primary data was obtained from the faculty members of the post-graduate business schools. This data enabled the measurement of self-monitoring adopted by the faculty members and the relationship of the factors by using the TAM model. Multivariate regression was adopted to study the relationships between the elements in the TAM model and faculty members’ self-monitoring. Secondly, a few exploratory questions were asked to the respondents about the challenges faced by them during online teaching.

The quantitative analysis conducted using multiple regression directed that the faculty’s contentment with any digital platform influenced their engagement, attention and participation while taking an online class as a part of the self-monitoring process. The perception of the technology platforms used for online teaching affected the faculty members’ self-monitoring dimensions: attention, participation and engagement. Based on the qualitative approach, the thematic analysis pointed out five major challenges for faculty members in conducting online classes: I.T. support, hesitation, interaction with peers and students, proficiency with an online platform and evaluation challenges.

This study was conducted during the complete lockdown of the COVID-19 pandemic; many faculty members were initially trained to get familiarized with the online teaching platforms and educate students. Hence, this study enriches the literature on online teaching during pandemic times.

To ensure that the faculty impacts quality online education and the students obtain the knowledge and skills required, faculty need to alter their pedagogy based on the technology they use to focus on their students’ teaching, learning and needs.

This study measures self-monitoring and its dimensions for faculty members, which is unique in nature. This was the first time the faculty members were imposed with the responsibility of online teaching and ensuring that the learning-teaching process was fruitful. This study has both-theoretical and practical implications as the paper focuses on various insights which can make online teaching-learning more effective.

The purpose of this paper is to establish the key determinants of the effectiveness of the manager–subordinate relationships and identify the different factors contributing to the effectiveness of this relationship in an Indian context. A model analyzing personal and professional need fulfillment of the subordinates has been presented.

The effectiveness of the manager–subordinate relationship was empirically analyzed using impact message inventory- circumplex (IMI-C).Close-ended self-administered survey was used to measure the variables associated with the effectiveness of the manager–subordinate relationship. Total 324 questionnaires were distributed online among employees of mid-sized IT service organizations operating in India, and 138 valid responses were collected.

Results show that managerial relationship effectiveness is influenced by the manager’s affiliation scores, previous work experience and ability to address the personal and professional needs of employees. Further effectiveness of manager–subordinate relationship is enhanced in a friendly workplace where managers are adequately empowered to acknowledge employee needs.

The paper is empirical in nature and provides a future direction for more research in the area of manager–subordinate relationship in a workplace by exploring more variables.

Derived from an extensive study of current and impending manager – subordinate relationship, the findings may aid many organization and policymakers to develop and refine their people practices to engage human capital with the ulterior aim of having a conducive relationship between the manager and subordinate in the organization.

The present research emphasizes the importance of a healthy relationship between the manager and the subordinate in a digitalized workplace. This study is unique, as it provides insights into the manager–subordinate relationship and the factors influencing the association. The study gives a better understanding of the factors that make the manager–subordinate relationship more effective and fulfilling.

This research paper focuses on the arriving new generation, “Gen Z,” and how an organization can target this new talent through innovation in its employer branding. This paper aims to enhance the readers’ understanding of how generation Z is different from the previous generations and their unique preferences. This study also attempts to probe and help readers understand innovative practices in employer branding and what tools can be used under this umbrella to influence and attract the increasing workforce of generation Z to the labor market.

There were 21 in-depth semi-structured interviews taken from human resources (HR) heads of various organizations, a few mid-managers, consultants and HR experts based in India. Each interview was transcribed, and a technique of inductive content analysis was used. Broad themes and several new items emerged that looked at innovation in employer branding.

It was found through this study that Gen Z has high career aspirations, working styles, attributes, education preferences and has an innovative mindset. This demands a flexibility of being independent and confident. They prefer diversity not just through race and gender but also through identity and orientation. Most important, money is not the only priority for them when it comes to their career development. They also want themselves to be associates with a workplace exhibiting community support. They are driven by an innovative mindset where they resort to creative means to achieve their goals.

The research paper is exploratory. The model and hypotheses the author arrives at must be verified empirically by collecting primary data through validated instruments by the relevant stakeholders in the organization, specifically the stakeholders specializing in the domain of talent acquisition and talent management, to add additional weight and meaning to the literature.

As the members of Gen Z are about to step into the labor market, the proposed finding in this research paper would help current industrial practitioners rethink how they will design their policies to entice and integrate Gen Z into the workplace.

Realizing that companies’ experience with millennials’ entry into the workforce might not have prepared them to win with Gen Z, the author has examined what makes Gen Z different from earlier cohorts on how do they approach the workplace. Understanding the unique behavioral differences, the author has proposed organizations’ practices to appeal to them to work with them. Adding to the existing literature on “Generation Z” and “Employer Branding,” the author has linked both in the paper with a qualitative study and proposed a model to build Generation Z’s employer brand.

This paper aims to develop the readers’ understanding of the transforming role of job engagement (JOB) drivers, specifically for Gen Z in information technology (IT) Companies across India. It measures the association of JOB and perceived organizational support (POS), perceived supervisor support (PSS) and co-worker relationship (COP) with a very special reference to Gen Z.

A total of 302 survey-based responses were collected. To test the conceptualized model of JOB, structural equation modeling was used. Confirmatory factor analysis was conducted using the AMOS platform toward determining the reliability and validity of the individual constructs and the overall model.

All three dimensions, namely, POS, PSS and COP, are positively related to JOB. Out of the three, the most contributing extent in engaging Gen Z is PSS.

A conceptual framework of Gen Z engagement drivers could help human resource (HR) researchers fine-tune Gen Z employees’ retention strategy. The paper shows that it is not about pandering to them but about eliminating blocks so that Gen Z can deliver the future business.

The outcomes may aid establishments and policymakers in advancing and improving HRs policies in engaging Gen Z, who have started entering the organizations.

JOB practices can add to the determinations of the HRs processes in the IT start-ups organizations in dealing with Gen Z. This research reconnoiters the drivers of engagement strategies directly impacting JOB Gen Z.

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

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

This paper identified the unique perspectives that Gen Z employees can bring when considering organisational learning.

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