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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.

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.

This study aims to identify specific factors that facilitate engagement and stay intention among Generation Z employees in the Indian banking, financial services and insurance (BFSI) context. Furthermore, using the frequency distribution of the identified factors, this study has ranked them in order of their association with stay intention.

Data were collected from 22 Gen Z employees working in the Indian private BFSI sector using unstructured interviews. Inductive content analysis was applied to identify the factors improving engagement and stay intention. Moreover, quantitative content analysis was applied to calculate the frequency distribution of the identified factors.

The study identified six prominent factors, namely, transformational leadership, employee investment practices, egalitarian practices, work-life balance, job crafting and sustainability, which significantly enhance employee engagement and stay intention among Gen Z employees. Moreover, based on the results of quantitative content analysis, it was found that transformational leadership exhibited the highest frequency in association with employee engagement and stay intention. Following this were employee involvement, egalitarian practices, work-life balance, job crafting and sustainability.

In the coming days, Generation Z will contribute to almost one-third of India’s workforce, of which the BFSI sector will be the major employer. However, the issue with this generation is their retention. Hence, the study identifies factors ensuring engagement and stay intention.

Owing to the paucity of research on stay intention as a variable of interest, this study tries to capture the perceptions of Gen Z towards factors inducing their engagement and stay intention. This study assesses intention to stay (ITS) as compared to intention to leave (ITL) as it is a proactive indicator of turnover. Lastly, this study uses a qualitative approach to identify factors influencing stay intention and engagement based on interactions with employees, which, to the best of the authors’ knowledge, no prior study has attempted.

Although change is a necessary part of organisational life, achieving a successful change is complex. Change readiness is a critical element in successful change implementation, yet studies assessing change readiness as an underlying mechanism in the link between organisational-level factors and successful change implementation are scarce, particularly in the African context. Accordingly, the present study examined the extent to which change readiness mediates the link between learning organisation and successful change implementation in the Ghanaian context.

The study utilized a standardized questionnaire to collect data from 364 participants, working in public and private universities in Ghana. The participants were selected via the convenience sampling strategy to complete the survey on the main variables at a single point in time. The study was purely quantitative, as path analysis – a form of structural equation modelling was employed to test the hypothesized relationships in the study.

The results show that both learning organisation and change readiness facilitated successful change implementation. Finally, it was observed that change readiness served as an important mediating mechanism in the link between learning organisation and successful change implementation.

Change readiness was found to explain the link between learning organisation and successful change implementation. Thus, it is important that managers and leaders of public and private sector educational institutions in Ghana invest resources into preparing and getting employees to accept, be committed to and ready for change.

The present study contributes to the scarce knowledge of the mediating role of change readiness in the link between learning organisation and successful change implementation in the African context.