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This study aims to ascertain the impact of perceived knowledge sharing systems on destructive and constructive deviance through employee engagement. Also, this study explores the moderating role of perceived organizational support (POS).

Data were collected from 403 entry-level IT employees. Structural equation modeling and PROCESS macro by Preacher and Hayes were used to examine the proposed hypotheses.

Results specified a significant impact of perceived knowledge sharing systems on employee engagement, which in turn, exhibited a negative relationship with a destructive and positive relationship with constructive deviance, respectively. Results revealed that employee engagement significantly mediated the relationship between perceived knowledge sharing systems and destructive and constructive deviance. Concerning moderating role of POS, it was found that at a high level of POS, the effect of knowledge sharing systems on employee engagement was significant in a positive direction and reached its highest level. Finally, for moderated mediation, results only supported the indirect effects of knowledge sharing systems on destructive deviance through employee engagement at different levels of POS.

This study infers that IT organizations must implement measures to enhance employee engagement and POS by investing in embedded knowledge sharing systems. This will not only cater to the customized needs of employees but will also reduce destructive deviance and stimulate constructive deviance.

Given a few studies integrating workplace deviance, this is the first study that proposes an integrated process model to overcome destructive and stimulate constructive deviance among IT employees by assessing the role of knowledge sharing systems as an antecedent, employee engagement as a mediator and POS as a moderating variable.

The purpose of this study is to empirically examine how the seven human resource management (HRM) practises, namely, leadership development, professional investment, egalitarian practises, developmental appraisals, family-friendly practises, engagement practises and generous benefits, are associated with perceived organisational support (POS) and destructive deviance in the context of Indian organisational culture.

In total, 265 middle-level IT personnel provided the study's data. To test the suggested study hypotheses, confirmatory factor analysis and PROCESS Macros were used.

Results show that putting in place leadership development, professional investment, egalitarian practises, developmental appraisal, family-friendly practises, engagement practises and generous benefits generates POS that, in turn, significantly contributes to reducing destructive deviance. Additionally, POS was found to partially mediate the relationship between perceived HRM practises and destructive deviance.

The results would help firms reduce detrimental employee deviation. To do this, managers must develop and put into effect the seven HRM practises, which demonstrate to workers that the organisation appreciates their contributions and cares about their well-being, thereby lowering disruptive deviance. In essence, IT businesses should carefully plan and implement the HRM practises they expressly want to use rather than mindlessly copying those of rival organisations. Furthermore, to adapt to the workforce's evolving needs, these HRM practises must be properly matched with both individual and organisational goals.

By including destructive deviance as a result of POS, this study adds to the body of research on organisational support theory. The literature on POS and negative behaviours will take a new turn with such a focus on destructive deviance. Additionally, this study encourages academics to investigate an underlying mechanism that accounts for how HRM practises affect employees' conduct. This study also adds to the sparse body of knowledge on POS for non-Western workers. The study's findings confirm that POS is a crucial concept for both Asian and Western workers.

India has taken a successful step towards meeting Sustainable Development Goals (SDG) by providing access to basic amenities such as safe drinking water, waste management, drainage systems and bio-compost pits in households. The purpose of this study is to identify factors that significantly impact access to such basic amenities in villages in two states in the hilly regions of India.

Village-level secondary data collected from the Unnat Bharat Abhiyan (UBA) website has been analyzed using multiple linear regression and non-parametric statistical tests. Socio-economic and demographic variables are the independent factors in regression whereas availability of basic amenities is the dependent variable.

Findings reveal that in Himachal Pradesh, gender ratio, annual income per family, percentage of BPL households, percentage of pucca houses, and percentage of village population above graduation, significantly impact access to piped water in village households. Also, literacy rate and percentage of population with education above graduation significantly impact availability of compost pits. Further, in Uttarakhand, percentage of pucca houses influences access to waste collection system and availability of compost pits. Availability of drainage systems is influenced by literacy rate. A comparison between the two hilly states reveals that Himachal Pradesh is better off in terms of ease of access to drinking water whereas Uttarakhand is ahead in terms of other amenities.

To the best of the authors’ knowledge, no other studies have used socio-economic and demographic variables to study access to basic amenities in villages in hilly states in India.

Based on the affective events and self-concept theories, this study aims to examine the relationship between knowledge sharing system, job crafting, meaningfulness in work and employees' intention to stay with the organization.

In the present study, the authors conducted a time-lagged survey for analyzing the association between knowledge sharing system, job crafting, meaningfulness in work and employees' intention to stay with the organization. The study sample comprises 358 Generation Y employees working in Indian IT organizations. Results were analyzed using Process and Hayes macro process.

The study findings suggest significant relationships between knowledge sharing system, job crafting, meaningfulness in work and intention to stay among Gen Y employees. Moreover, the results demonstrated that knowledge sharing system, directly and indirectly, impacts employees' intention to stay via sequential mediation of job crafting and meaningfulness in work.

In today's era of hyper-competition and “war for talent,” retaining talented professionals has become the topmost priority for organizations. This becomes even more challenging with new generations, Gen Y and Z, entering the workforce driven by entirely different needs compared to earlier generations. Thus, the present study offers an integrated framework that organizational practitioners could utilize to enhance the retention of their young talented professionals.

Despite the emerging interest in the concept of knowledge sharing, few studies investigated the association between knowledge sharing system and intention to stay among Gen Y employees. Also, research still lacks in examining the underlying mechanism of how knowledge sharing system may enhance job crafting and meaningfulness in work, which could fuel Gen Y employees' intention to stay with the organization.

Based on the self-determination and affective events theories, the current research examined the mediating role of occupational self-efficacy (OSE) between individualized consideration transformational leadership (ICTL) and affective commitment relationship. Furthermore, this study tests the moderating role of personal growth initiative on the relationship between ICTL and OSE.

To examine the relationship, the authors carried out a time-lagged study spanning over four months for analyzing the indirect effect of ICTL on affective commitment via OSE among 382 Generation Y employees working in Indian IT (information technology) organizations. Results were analyzed using Process macro.

The study results revealed that OSE significantly mediated the relationship between ICTL and affective commitment. It was also established that the positive relationship between ICTL and OSE was stronger among employees who perceived higher levels of personal growth initiative.

The findings carry substantial implications for researchers and organizational practitioners. Indeed, the results indicate that human resource management practitioners are required to nurture an ICTL approach for boosting employees' affective commitment levels.

The study proposed a model focusing on the role of ICTL in enhancing employees' OSE and affective commitment. Also, the study contributes to existent research by demonstrating the role of personal growth initiative in understanding the relationship between ICTL and OSE. Moreover, this study provides theoretical and practical implications.

The paper examines the role of learning organization in enhancing employees’ proactive work behavior. Furthermore, drawing on the conjectures of broaden-and-build and conservation of resources theory, this study tested the mediating role of employee resilience on the relationship between learning organization and proactive work behavior.

The data for this study were collected over two measurement periods (six months apart) via a structured questionnaire among Indian IT/ITES (Information Technology Enabled Services) organizational employees. The study utilized confirmatory factor analysis to test the proposed measurement model. Additionally, the study employed Preacher and Hayes PROCESS macro to investigate the mediating effect of employee resilience.

The study results demonstrated that employee’s perceptions of learning organization (measured at time 1) positively predict proactive work behavior (measured at time 2), with the relationship being mediated by employee resilience (measured at time 1).

The study asserts that organizational practitioners who aim to boost their employees’ proactive behavior need to first invest in nurturing learning organization and focus on building their employees’ resilient capability. As a matter of fact, despite focusing on alleviating the adverse events and chiefly emphasizing on stress management, the organizational practitioners should concentrate on building their employees’ resilient capability.

The present study explores the links between learning organization, employee resilience and proactive work behavior. This study tested a cohesive research model to investigate the role of both the contextual and individual resilient capability in enhancing employee proactivity at work. Furthermore, the study unfolds the underlying mechanism between the study variables by exploring the mediating role of employee resilience.

Drawing on the transformational leadership theory, this study empirically tests the relationship between individual-focused transformational leadership (IFTL) (i.e. individualized consideration and intellectual stimulation) and change-oriented organizational citizenship behavior (Ch-OCB), proposing the mediating mechanism of job crafting. Also, this study examines the moderating role of employee resilience on the relationship between job crafting and Ch-OCB.

A nested data model using a 4-wave time-lagged sample of 210 employees–supervisors dyads from Indian information technology (IT) organizations was tested using hierarchical linear modeling.

The study results showed a significant association between IFTL and Ch-OCB. Furthermore, job crafting mediated the relationship between IFTL and Ch-OCB. Additionally, the findings indicate that the positive relationship between job crafting and Ch-OCB was found to be stronger when employee resilience levels were higher.

The study offers significant practical implications to managers, counselors and human resource management (HRM) practitioners for stimulating Ch-OCB. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs to encourage employees to exhibit proactive job-crafting behavior, further augmenting Ch-OCB.

This paper adds to the existing transformational leadership literature by proposing new pathways through which IFTL stimulates job crafting, further leading to enhanced Ch-OCB. Mainly, research studies need to shed more light on leadership characteristics that influence employees' proactive and adaptive work behavior, i.e. job crafting and Ch-OCB. Essentially, this study examined the underlying mechanism through which IFTL relates to employees' Ch-OCB.

Drawing on the “conservation of resources” theory, the current study examines the mechanisms by which individual-focused transformational leadership (i.e. individualized consideration and intellectual stimulation) is associated with employees' taking charge by investigating the mediating roles of psychological capital and thriving at work.

A three-wave research study was conducted, and the data for the study included 220 employees’-supervisors’ dyads from Indian IT (information technology) organizations. Further, confirmatory factor analysis (CFA) was utilized to assess the measurement model, and study hypotheses were tested using Process macro.

The study results showed that individual-focused transformational leadership (IFTL) is strongly associated with psychological capital, thriving at work and taking charge. The findings of Process macro analyses indicated that IFTL, directly and indirectly, impacts taking charge behavior via psychological capital and thriving at work.

The study offers significant practical implications to managers, counsellors and HRM practitioners for crafting workplace interventions to augment employees taking charge behavior. The study findings would aid HRM practitioners in designing individualized-oriented leadership programs for building employees' positive psychological capabilities and thriving experiences for taking charge.

This paper broadens the existing leadership literature by proposing new pathways through which IFTL encourages employees to take charge. Mainly, research studies need to shed more light on leadership characteristics that influence employees' positive psychological behavior, that is psychological capital and thriving at work. Consequently, this study examined the underlying mechanism through which leadership, psychological capital and thriving interact to stimulate employees taking charge behavior.

The purpose of this paper is to examine the effect of learning organization on work engagement in Indian IT firms. Also, this study provides a holistic understanding of antecedents of work engagement at the individual, team, and organizational levels of learning organization.

The sample comprised of responses from 250 managerial employees’ working in IT companies based in India. Confirmatory factor analysis was employed to analyze the proposed measurement model. The study utilized hierarchical multiple regression for testing the research hypotheses. Furthermore, incremental validity was examined to depict the variance contribution of the predictor variables (learning organization).

The results of hierarchical regression analysis revealed that learning organization dimensions have varied predicting effects on work engagement. The findings of the study showed that vigor and dedication were most significantly predicted by embedded system and continuous learning opportunities of learning organization where as inquiry and dialogue has the most significant influence on absorption.

This study offers concrete insights to human resource managers for developing prioritized composite-level interventions at individual, team, and organizational levels of learning organization for building highly engaged workforce.

Despite number of research works on work engagement, research is deficient in examining the role of learning organization dimensions (individual, team and organization level) in influencing work engagement. By investigating the relationship between learning organization and work engagement, the present study embarks to fill the paucity in academic and practitioner literature in the Indian organizational context.

The purpose of this paper is to empirically investigate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Also, the paper examines the mediating effect of employee resilience on the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.

The sample comprised of responses from 510 employees’ working in information technology companies based in India. Confirmatory factor analysis was employed to analyse the proposed measurement model and structural equation modelling was used to test the study hypotheses. Additionally, the study utilized mediation analyses proposed by Preacher and Hayes (2004) to investigate the mediating role of employee resilience.

The results show significant relationship between the study variables. Employee resilience was found to partially mediate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.

Examining the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and employee resilience can have significant implications for organizations. The proposed study framework can be utilized by the researchers and human resource practitioners to frame organizational practices and interventions to develop a pool of resilient and change committed workforce.

First, the general understanding of the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change is scant in literature. Second, the study extends the previous research by investigating the mediating role of employee resilience between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.