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The purpose of this study is to provide a viewpoint on the characteristics and ingredients of what constitutes an agile team using the lens of progress made toward goals (with three sub-categories) and execution/a bias for action (with three sub-categories). Also, highlight the similarity of constructs between two different yet related concepts of employee engagement and agile workforce and how they can be a force multiplier for companies if leveraged right.

This study undertook literature review of key papers in the areas of building agile teams, its benefits and success stories largely popularized by the technology companies in the software development lifecycle and core constructs of employee engagement. The authors then build a framework of what constitutes an agile team, while briefly explaining the nine archetypes that emerge from the 3 × 3 matrix.

Employee engagement and agile teams, although different yet related concepts, have very similar underlying constructs. Companies can take advantage of the symbiotic and mutually reinforcing relationship between these two constructs to “futureproof” their business in these turbulent times. Adopting an agile mind-set to team development – experimentation, incremental, iterative progress, nimble and flexible to pivot as per changes in environment – has proven to be successful for many iconic companies. A 3 × 3 matrix plotted against progress toward goals and a bias for action (with three sub-categories each) has given nine team archetypes, with agile team occupying the aspirational, north-east corner of the matrix.

This paper provides insights into this important concept of building agile teams and offers a strategy model to be leveraged to build an agile mind-set in companies. HR managers now have a strategic framework to understand the characteristics and ingredients of agile team and understand the similarity of constructs between employee engagement and agile workforce. They can audit where their teams are at present and work on a clear road map to move them into agile mode.

The purpose of this paper is to identify non-monetary variables that can be leveraged by HR practitioners to enhance employee motivation and engagement in their companies. Covid-19 has plunged the corporate world into a severe crisis. Companies are struggling to conserve cash. HR managers who had used monetary levers such as salaries to motivate their staff have to now use non-monetary levers such as appreciation and career growth to keep the morale high.

The authors have undertaken extensive literature review to identify the non-monetary variables that enhances employee motivation. Exploratory survey to validate the relevance of these variables was conducted. Operational definition of the variables is provided apart from logically grouping them into a framework that can be leveraged by HR practitioners.

In total, 20 variables were grouped into a framework of five levers called “GREAT” that expands to growth, renewal, enabling, aspirational and transparency levers. All these levers on their own and used in conjunction with other levers have shown to increase employee morale and motivation. The GREAT framework gives an additional lens for HR practitioners to evaluate their employee engagement programs using non-monetary variables.

This paper provides insights into this important concept of employee engagement during a crisis situation of unprecedented proportion. While employee morale is the first casualty in a crisis, it (the motivation) should be the last one to lose in a battle of this magnitude. HR managers now have a strategic framework (“GREAT”) to use to evaluate their interventions to enhance the teams’ morale.

To provide an alternative, neuroscience perspective to enhance employee engagement in companies.

The authors have undertaken extensive literature review to identify the key neurotransmitters that enhances employee motivation. The paper list four neurochemicals - DOSE (Dopamine, Oxytocin, Serotonin and Endorphins) are called “angel chemicals” that enhance the overall well-being of people. The characteristics of these neurochemicals and their impact on employee engagement are discussed briefly in the paper. Care has been taken to ensure the language used in the paper is not medical terminologies but what is widely used in the business world - to make it relevant for HR managers and leaders in the Industry.

Dopamine (Mood elevator that enhances happiness and is associated with memory, learning, planning and productivity), Oxytocin (that enhances bonding, trust and empathy), Serotonin (that helps maintain emotional balance and enhances well-being) and Endorphins (boosts self-esteem and reduces anxiety) are all known to enhance productivity, improve collaboration, increase prosocial behavior, reduce stress and boost the overall well-being of the employees. These concepts are both the necessary goldilocks conditions and celebrated output of having highly engaged workforce. Many of the triggers for synthesizing DOSE in the body needs small modifications in the office environment and cost-effective interventions as shared in the paper. Companies have spent several hundred billion dollars on employee engagement initiatives with limited success. HR leaders now have an alternative, neuroscience perspective to consider as part of their overall employee engagement strategy.

This paper provides insights into this important concept of employee engagement from a neuroscience perspective. Leveraging DOSE to enhance employee engagement is a new concept that HR managers now can use to augment their employee engagement interventions to enhance the teams’ morale.

The purpose of this paper is to examine the impact of human resource development practices on employee performance in small and medium scale enterprises.

An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 500 employees of the selected SME’s. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis.

The results indicate that some human resource development practices impact employee performance. Performance appraisal however does not impact employee performance of the firms studied.

The research was undertaken in small and medium scale enterprises, and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors.

The findings of the study will help stakeholders, policy makers and management of SME’s in espousing appropriate and well-articulated HRD practices to improve employee competencies and enhance organizational effectiveness.

This study extends the literature by empirically adducing evidence that, human resource development practices impact employee performance of small and medium scale enterprises in Ghana.

The purpose of this article is to identify new variables that form the core building blocks of employee engagement model which can be leveraged by human resources' (HR) practitioners to develop HR strategies to drive employee engagement initiatives in their companies.

The authors have undertaken extensive literature review to identify the variables that enhances engagement. These variables are yet to be leveraged fully in engagement models that have been developed but have the potential to impact the motivation levels of the employees. Exploratory survey to validate the relevance of these variables was conducted and subsequently these variables were grouped into a Context, Altruistic, Resonance and Enable (“CARE”) framework that can be leveraged by HR practitioners.

The changing nature of workforce, increasing diversity and tenure of jobs has resulted in changing aspirations of employees as well. The building blocks hitherto adopted by companies to craft their employee engagement strategies have to undergo a perceptible change as well. This paper offers an alternative perspective of relooking the engagement levers currently adopted by firms (work environment, autonomy, appreciation, organization support, etc.) and proposes 15 new building blocks (resonant connections, value congruence, socialization practices, micro-moments of connections, fit amongst others) which are logically grouped under CARE model over which employee engagement strategies can be built by companies.

This paper provides insights into this important concept of employee engagement using a set of newer constructs that can form the foundation of newer models that will drive future HR strategies to enhance engagement.

The purpose of this paper is to examine the mediating role of employee competencies in the association between human resource development (HRD) practices and organizational performance.

An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 600 employees of the selected hotels. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis.

The results indicate that some HRD practices impact organizational performance through their influence on employee competencies. The study further revealed that employee competencies mediate the association between HRD practices and organizational performance.

The research was undertaken in the hotel industry and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors.

The findings of the study have the potential to help stakeholders and management of hotels in adopting properly and well-articulated HRD practices to stimulate positive behavior in individuals and impact their knowledge, skills and attitudes.

This study extends the literature by adducing evidence that employee competencies mediated the association between HRD practices and organizational performance of the hotel industry in Ghana.

Introduction: Artificial intelligence (AI) assists recruiters in effectively and efficiently nominating applicants precisely and accurately. It helps in the screening of resumes without biasness. This chapter will identify different AI technology and various organisations using it fully or partially.

Purpose: This chapter aims to get insights about various AI tools that assist human recruiters, save time and cost, and provide modern experiences. It will help identify various applications that are currently in use and their features. It also helps in finding out the benefits and the challenges faced by the recruiters and the applicants while assimilating those applications in hiring.

Need for the Study: The study will be helpful to all those recruiting firms who are presently using AI or not using it to understand the benefits and challenges they might face.

Methodology: The chapter will be based on reviews and industry reports. This chapter will include a study related to human resource (HR) functions where AI is used. To give more insights into AI technology, this study mentions various applications like Mya, Brazen, etc., and their usefulness in recruitment. Also, special emphasis would be given to the recruitment functions as most companies use AI. Some companies like Deloitte and Oracle are using AI fully or partially will also be incorporated.

Findings: The study finds out that although many companies have started to use AI tools for recruitment, they have not explored all the algorithms that can be used to complete the whole recruitment and selection process. Companies like Loreal use AI for candidate applications and recruiter screening, but human recruiters stand strong for assessments and interviews. AI’s widespread use presents human resource management (HRM) practitioners with both opportunities and challenges.

Practical implications: The basic idea of the study is to scrutinise the related literature and find out the features, advantages and limitations/challenges of using AI which would be helpful for recruiters in better understanding of the technology-driven recruitment.

This article seeks to understand whether Indian consumers are likely to move from traditional kirana stores to large organized retailers while shopping for groceries.

Two hypotheses were proposed: H1: customer patronage differs for different grocery store attributes and H2: customer perceptions of grocery store attributes differ for kirana stores and organized retailers. The study was carried out across four Indian cities‐ two major and two smaller cities with around 100 respondents from each city. Stratified systematic sampling design with a sample size of 409 was used for the study. Multivariate statistical techniques were used to analyze the data collected with the help of a structured questionnaire.

Customer patronage to grocery stores was found to be positively related to location, helpful, trustworthy salespeople, home shopping, cleanliness, offers, quality and negatively related to travel convenience. Kiranas do well on location but poorly on cleanliness, offers, quality, and helpful trustworthy salespeople. The converse is true for organized retailers.

Kiranas have major disadvantages on all customer perception scores except location. These scores being less important determinants of patronage compared with location, in the short run kiranas may not be ousted out of customers’ favour. However, in the long run if they do not work on these other factors, they would face oblivion.

Kiranas need to upgrade their facilities to be able to compete with the organized retailers, who are expected to improve their location scores rapidly in the near future.

The paper predicts whether the foray of large organized grocery retailing would close down millions of kirana shops and result in loss of livelihood, suggesting measures to counter the onslaught.