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The purpose of this study is to examine what job-related training interventions female expatriates seek and can access in order to build necessary knowledge and skills to progress into further career-enhancing expatriate positions.

This study uses a cross-sectional qualitative research approach, drawing upon semi-structured interviews in respect of organisational training practice with 26 current female expatriates and nine human resource, international assignments and training managers in two oil and gas exploration firms.

Budgets, time and travel restrictions and competitive business pressures constrain on-the-job training provision for expatriates. Assignees require specific knowledge and skills ahead of appointment to subsequent expatriate positions. HR personnel believe training provides appropriate knowledge and capability development, supporting women expatriates' career ambitions. Women assignees view training available within their current roles as insufficient or irrelevant to building human capital for future expatriate posts.

Longitudinal research across a wider spectrum of industries is needed to help understand the effects of training interventions on women's access to future career-enhancing expatriation and senior management/leadership positions.

Organisations should ensure relevant technical skills training, clear responsibility for training provision, transparent and fair training allocation, positive communication regarding human capital outcomes and an inclusive culture that promotes expatriate gender diversity.

Set within the framework of human capital theory, this study identifies the challenges that female expatriates experience when seeking relevant job-related training to further their expatriate careers. It identifies clear mismatches between the views of HR and female assignees in relation to the value of job-related training offered and women's access to it.

This chapter explains how HR executives can leverage social network understanding in order to facilitate post-merger integration. We describe two social network mechanisms (brokerage and contagion) and explain their effect on organizational functioning. We then present a framework incorporating interventions in three core areas of HR involvement in mergers and map those interventions on the timeline of the merger so as to provide a roadmap for developing and implementing interventions based on social network insight. We argue that an understanding of social networks and the proposed interventions would allow HR executives to better monitor and steer post-merger integration.

The purpose of this paper is to critically review existing models for evaluating organizational human resource (HR) interventions and to develop a practical but robust model for use by practitioners and researchers.

A literature review was undertaken of existing models developed to evaluate organizational HR interventions. Based on these a new model was developed.

The paper suggests that many of the existing models are either outdated or lack practical focus. The SOAP‐M model offers five levels for evaluation, four suitable for HR professionals and a fifth level for researchers.

The paper is conceptual and the model needs to be tested by organizations to assess whether this has utility for HR practitioners.

The model offers a framework for conducting evaluations of organizational interventions and encourages HR practitioners to improve their practice by conducting robust evaluations of the interventions they use.

The paper offers a new and previously unpublished model, which could help HR practitioners improve their use of evaluation.

The purpose of the current study is to examine organizational crisis and the role of tech-structural interventions in overcoming the crisis to achieve resilience. Developing resilience in organizations has become imperative for managers in the never-ending turbulent environment and concerns toward pleasing the stakeholders. Organizations have begun to rely on techno-structural and human process change interventions to attain resilient organizations. Although such strategies are widely prevalent in organizational change literature and can be traced back to the 1970s, scholarly research on the process that develops resilient organizations is limited and also absent in the context of developing economies.

This study uncovered the process of change interventions (primarily techno-structural interventions) at a wealth management firm in India, adopting a case study approach.

According to the findings, change interventions through techno-structural interventions aided in the transformation of a precarious organization into a resilient one.

This paper provides vital practical implications about the role of techno-structural change interventions in reshaping an organization into a more viable business, making the organization resilient to deal with untimely disruptions in the environment.

Very limited research has been done to understand the stakeholder’s management and resilience in the context of financial consulting firms in the emerging market context.

This study examines the link of effective change implementation (CIE) with select human resource (HR) practices and employees' resistance to change (RTC) amidst ongoing mergers in Indian public sector banks (PSBs). It also intends to highlight the role of RTC as a mediator in this mechanism.

The authors used a structured questionnaire administered through a survey of employees of select PSBs that have undergone mergers. The hypothesized relationships were tested on 220 responses with structural equation modelling.

Training and communication of change as HR practices were found to have significant effects in implementing change. RTC fully mediated the relationship of training and CIE, and partially mediated the association of communication and CIE. Communication had a stronger influence on RTC than training. This finding upholds the importance of communication but also implies that training can reinforce effective communication of change and may not affect the implementation if not directed towards handling resistance.

The significance of communication as a finding supports the theory of planned behaviour. The authors’ results also align with the social exchange theory and can be extended to the job demands-resources model. PSBs may plan for phase-wise training initiatives starting from the announcement till the end of a merger. PSBs also need to effectively communicate all relevant HR issues to employees, thus being transparent and fair. Both online and offline modes of communication can be explored. Overall, the senior management has to imbibe the handholding of employees in the short term and a sense of empathy in the longer term.

Research on HR in Indian banking mergers seems to take a back seat vis-à-vis strategic issues and financial performance. There also is a limited empirical examination of the role of HR practices in effective change implementation. This paper addresses both these issues by proposing a conceptual model and empirically validating it amidst the merger of PSBs. The authors also highlight how training and communication are effective in handling resistance to change.

The purpose of this study is to empirically test the impact of resilience-enhancing human resource practices on job satisfaction and organizational commitment with the mediating role of employee resilience.

With a quantitative approach, structural equation modeling was used to test the hypothesis. Data was collected with a survey method from 326 bankers of Pakistan. Data was diagnosed with all reliability and validity tests and significance was tested with bootstrapping. Smart-PLS software was used.

Results revealed that there is a partial mediating impact of employee resilience in the relationship of resilience-enhancing human resource practice and job satisfaction. For resilience-enhancing human resource practice and organizational commitment, employee resilience plays a partial mediating role.

This study is confined to bankers only and a limited sample is used. However, it significantly provides a contextual base for further theoretical development in the research of employee resilience.

This paper recommends the banking sector of Pakistan for paying extra heed toward resilience-enhancing human resource practices, as it only augments much-needed resilience among employees but also ultimately results in greater job satisfaction and commitment.

This study is the first of the kind in the banking sector of Pakistan to explore resilience-enhancing practices.

Achieving intergenerational interaction and avoiding conflict is becoming increasingly difficult in a workplace populated by three generations – Baby Boomers, Generation X‐ers and Generation Y‐ers. This paper presents a model and proposes HR solutions towards achieving co‐operative generational interaction.

This paper adapts Park's theory of race relations to explain the distinctiveness of generational work groups and the challenges and opportunities that these groups present when interacting in organisations. Rashford and Coghlan's cycle of organisational change, based on the Kübler‐Ross grief cycle, is then mapped onto Park's race relations cycle in order to link generational interaction to emotional reactions to change over time.

The paper sets out a research agenda for examining how generations interact in the workplace. It acknowledges the limitations of using Park's theory of race relations, in particular the criticisms levelled at assimilationist approaches.

The paper provides an alternative viewpoint for examining how generations co‐exist and interact and shows how HR solutions can respond to the needs of different generations.

The first company under the Amara Raja Group was established in 1984, i.e. Amara Raja Electronics Limited (AREL) followed by Amara Raja Batteries Limited (ARBL). Its founder leveraged the presence of his family in Renigunta, a rural village in South India, and chose to start the industry there to create employment opportunities. Preference is given to local population in all ARG enterprises. Despite its strong people orientation, the HR department/function at ARG got strengthened only after Jaikrishna strived to make it central to business. The department's evolution has been demarcated in three phases. The first and second phase saw few initiatives, and during the third phase the HR department was structured according to the Dave Ulrich Strategic HR Model. While this structure had been successful until now, certain sections in ARG still doubted its sustainability.

The aim of this article is twofold: (1) to identify gender equality organizational interventions implemented by a selected number of Dutch companies to increase the number of women at the corporate top and (2) to identify how these interventions overcome barriers to women's advancement and contribute to more women at the corporate top.

A comparative case study method was applied through conducting qualitative research. The research was conducted at four large Dutch companies.

The research identified 23 organizational interventions that were classified in four categories. The cross-case analysis focuses on specific themes, such as the type of interventions, the identified barriers, the successfulness of the interventions and factors contributing to increasing the number of women at the corporate top. The research shows that top-level commitment to this topic is important for the success of interventions and for increasing the number of women at the corporate top and throughout the rest of the organization. Some of the barriers could be overcome by the interventions identified.

This research provides companies with better insight into the quality and quantity of gender equality organizational interventions implemented by Dutch companies to increase the number of women at the corporate top. It can assist them in deciding which interventions could be implemented in order to achieve gender equality at their corporate top.

The research provides in-depth insight into the types and number of implemented gender equality organizational interventions for women at the corporate top and into the results and perceived effectiveness of such interventions.