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This paper aims to propose that a Jesuit education can create leaders who can respond responsibly to modern challenges. It is observed that there remains a lacuna in education due to various reasons that fail to penetrate the hearts and minds of students who come only to earn their degrees. Today’s education fails to give students experiences whereby they can understand the poor and the oppressed. Here, the Jesuit education system offers a road map of how a bridge can be built, which can tie up the two ends of rigorous academic and social concern.

The emic observation was employed to corroborate the claim. The researcher is a Jesuit himself who has personal experience of the culture of Jesuit education and does research in the seminal field. The co-author is a Jesuit-run business school professor who knows Jesuit ethos, tradition and their apostolic thrust.

Frequently students join the educational institute, with their minds fixed on which school could provide them with a passport for better jobs with better pay and perks. Resentment is seen in their attitude when something is talked about the responsibility of taking care of the people at the margins of society. Social involvement and responsibility are seen as work done only by a social worker and activist. Also, it is witnessed that tokenism is considered as sufficient work done by the privileged classes. Against this backdrop, Jesuit education has various policies and protocols to ensure that those who graduate from their schools become leaders with a blend of human values, academic excellence and social conscience.

The underpinning conclusions are to introduce the unique characteristics of the “Jesuit education system”, which gives fresh impetus to renewal, innovation and re-imagination that our academics or industry require during this change of epoch that we experience today, after COVID-19.

The purpose of this study is to bring out the success of the Godrej Group, focusing on their leadership styles and discussing how authentic and ethical leadership leads to value-based leadership (VBL), which has its eminence in the post-COVID-19 world.

The case study has been designed based on secondary published sources and few informal interactions with the leaders associated with the Godrej Group.

It was found that VBL is derived from authentic and ethical leadership and Adi Godrej, Chairman of Godrej Group, managed to sail through all these years successfully by adopting the authentic, ethical and VBL style, thereby transforming the family business into a global business and a valuable brand.

The case study is based on secondary published sources and informal interactions with the Godrejites. The different elements and eminence of authentic, ethical and VBL styles are explored. These values will play a significant role in the post-COVID-19 world. Value-based leader inculcates a clear, honest, empathetic and simple approach to employer–employee communication as the COVID-19 situation evolves. This case will therefore be of value to anyone using or considering a value-based approach to developing a successful leadership culture. These include Masters of Business Administration students, entrepreneurs, professional practitioners, etc.

Despite the trend, managing and maximizing the effectiveness of blended workforce is not well-understood. The purpose of this paper is to institutionalize a blended workforce model in the post-COVID era, that is, a movement from homogenous workforce to heterogenous workforce of full-time employees working in tandem with gig talents connected via digital platforms.

The evolution of gig economy is presented for contextualizing the development of prospective business models in the post-COVID era to establish clarity on the relationship between the employers and the blended workforce. To achieve this conceptual switch, a framework is proposed to support this type of workforce for creating a fair balance.

By drawing on the concepts of various talent management functions, propositions were made predicting that the alignment of the multilateral activities of the gig workers with permanent workforce will be leveraged in the future to address the needs of short-term specialized skill-sets and scalable operations while creating a fair balance through a flexible and agile workforce.

First, the paper explores how bridging the gap between the traditional and gig workforce can impact the key antecedents of a blended workforce ensuring a fair trial. Second, on an economical level, the COOKIE framework proposed in the paper is expected to play a crucial role in creating new job opportunities, boosting employee morale while minimizing costs and increasing productivity of the organizations.

This paper aims to investigate the impact of total rewards on retention. The finding relies on need satisfaction approach as a mechanism. This is done by investigating the role of need satisfaction of “autonomy, competence and relatedness” as possible mediators between elements of total rewards and retention.

This paper focussed on exploring the literature published in various popular databases .Based on the conceptual analysis, a set of possible frameworks linking the three constructs has been stated for future research.

The research has evolved with few possible frameworks to model the assertions by investigating and corroborating it with quantitative studies to be empirically tested.

The originality lies in applying self-determination theory framework of need satisfaction mechanism in explaining the relationships between total rewards and retention, thereby adding new insights to the employee retention literature.