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Artificial intelligence (AI) is defined as the ability of a computer system to sense, reason, and respond to the environment. Computer systems with advanced AI can engage in sensing, reasoning, and responding in the most complex and dynamic environments. AI systems are being adapted rapidly by organizations to help manage their workforce. The reason for the popularity of AI is twofold. One, organizations now have access to huge amounts of data (i.e., big data) about their business operations which can be leveraged to make more efficient and effective management decisions. Two, advances in AI now afford organizations the ability to capture and process this data in real-time. Organizations can now incorporate the latest information into their decision making even in the most complex and dynamic competitive markets. Despite this, management through AI also presents new challenges to employees who are now both directed and held accountable by AI.

Purpose: The purpose of the chapter is to determine the connection between organizational culture and specifics of the process of decision making in modern business systems and to determine the directions of managing the organizational culture depending on the set criteria of decision making.

Methodology: A proprietary classification of the types of organizational culture of modern business systems according to the criterion of employees' involvement into decision making is offered. This classification uses two dimensions of employees' involvement into decision making for classification of the types of organizational culture of modern business systems. First dimension: interest of business manager in involvement of employees into the process of decision making. Second dimension: employees' inclination for participation in the process of making of managerial decisions. The factors that influence these dimensions are determined.

Conclusions: Connection between organizational culture and specifics of decision making in modern business systems according to the criterion of employees' involvement in decision making is determined. The minimal level of involvement envisages independent decision making by business manager without participation of employees. In this case, a lot of problems of the business system remain unsolved and possibilities remain unused. Resource intensity of decision making is the highest, and their practical implementation is complicated by employees' dissatisfaction, but this process is conducted very quickly. The medium level of involvement envisages either collective discussion, but decision making by business manager, or collection of feedback by business manager with low interest in it from employees. In this case, resource intensity of decision making is lower, and decisions could be made and implemented faster. The highest level of involvement is connected to collective decision making by employees and business manager. This allows determining problems and using possibilities of the business system with minimal resources. Though the duration of the process of decision making is the highest, solutions are implemented quickly due to employees' support.

Originality/value: The determined specifics show the necessity for considering the influence of the organizational culture on specifics of the process of decision making in modern business systems. It is substantiated that no type of organizational culture of modern business systems according to the criterion of employees' involvement in decision making can provide a guarantee of decisions' optimality. The directions of managing the organizational culture depending on the set criteria (completeness, speed, resource intensity) of decision making are recommended.

At the end of this chapter, learners should be able to:

• Explain what redundancy is.

• Understand how to manage redundancy.

• Calculate redundancy pay.

• Understand the support available for surviving employees.

Explain what redundancy is.

Understand how to manage redundancy.

Calculate redundancy pay.

Understand the support available for surviving employees.

This research examines and analyzes the impact of employee branding and employer branding in multinationals that exceeded the national boundaries in globalization. The motive of the research is to identify the significance of employer and employee branding for the success of the multinationals. The emergence of a MNC culture in India is widespread, and it promotes an employee-oriented philosophy by making all the amenities available to the employees. Multinational organizations focus on employee and employer branding to achieve the desired goals. Employee branding is a new term in the service industry that emphasizes the internal marketing of the organization Infront towards the external image of a company. India has a significant presence of service sectors as in the top 10 around the world. Employment rate in the service sector in India is more that 32.33% as per the collected data by the World Bank in 2020, wherein the large number of employees contributing their services in the different fields becomes a matter of concern for a company’s policies. This research was conducted on a population sample size of 204 respondents working in multinational organizations of Gurugram, India, using convenience sampling through a structured questionnaire. Data analysis of the survey was coded in Ms-excel 2015 and SPSS-21. Primary and secondary data are used in this study. Primary data are collected through questionnaire method, and secondary data are collected through journals, books, websites etc. This study will help human resource managers to improve HR policies and organization culture and to increase employee branding to gain desired success in organizations.

The relationship between employees, co-workers, and the company is crucial because it determines its success in achieving its goals. This engagement is strongly influenced by job demands and work resources at the company, affecting how employees feel about their workplace’s physical, psychological, and mental conditions. High job demands with supportive work resources can increase employee motivation and create an employee’s high commitment to the company. Digitalizing all human resources information systems will make it easier for employees to achieve their work targets, so digitalization has a role in strengthening or weakening the influence of work demands and resources on employee engagement. The concept is that existing job demands should be balanced with the availability of appropriate job resources to minimize or even eliminate psychological disturbances and improve employee health. This physically and psychologically healthy condition greatly supports the ability of employees to use digital technology in the human resources management (HRM) process.

While innovative work practices (IWPs), such as self-directed teams and performance related pay, have become commonplace in firms around the world, little is known about their nature and effects in emerging market countries. This study uses new data collected from face-to-face interviews with large samples of workers from two manufacturing firms in Lithuania in 2005 mainly to investigate hypotheses concerning the effects of IWPs on firm and worker outcomes. In these cases we find: (i) the range of IWPs is limited though particular IWPs, notably self-directed teams, are strongly evident; (ii) in view of the historical legacy, the incidence of some outcomes, notably monitoring, was surprisingly high; (iii) typically self-directed teams positively impact worker outcomes, notably job satisfaction and employee involvement, though effects on monitoring and effort are less frequent; (iv) typically equity ownership and bonuses do not affect worker outcomes, though positive impacts on effort and peer monitoring sometimes are found; (v) the evidence for complementary effects of teams and performance pay or financial participation is very weak. In the main, these findings do not support the mutual gains theory that IWPs positively impact both firm and worker outcomes.

Purpose of This Chapter: This study explores the positive chain effects of Employee-Centered CSR (ECCSR) in harmonizing the current challenges of The Great Resignation from the perspective of employees’ well-being.

Design / Methodology / Approach: The quantitative approach was used to test the proposed research model by using a self-responded questionnaire. Purposive judgemental sampling was applied to qualify the respondents based on the criteria that they are gainfully employed now and during the pandemic. The responses gathered were analyzed using structural equation modelling (SEM).

Findings: The findings show that ECCSR significantly and positively influences employees’ well-being, specifically workplace well-being (β = 0.793), social well-being (β = 0.761), psychological well-being (β = 0.712), and subjective well-being (β = 0.611). The PLSpredict results reveal that the proposed research model possesses the predictive relevance of ECCSR in reflecting the reality of employees’ well-being.

Research Limitations: The data were collected in the post-pandemic phase to capture the employees’ state of mind. Hence, the findings may not represent the normal business cycle challenges.

Practical Implications: The empirical evidence suggests that depressing organizations to consider implementing ECCSR for employees’ well-being which in turn enables the organizations to navigate through turbulent times a little easier.

Originality: The novelty of this study is attributed to the positive and detailed findings of ECCSR in the context of employee well-being for organizational resilience.

In this chapter, we summarize and build on the current state of the customer mistreatment literature in an effort to further future research on this topic. First, we detail the four primary conceptualizations of customer mistreatment. Second, we present a multilevel model of customer mistreatment, which distinguishes between the unfolding processes at the individual employee level and the service encounter level. In particular, we consider the antecedents and outcomes unique to each level of analysis as well as mediators and moderators. Finally, we discuss important methodological concerns and recommendations for future research.