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This paper aims to understand aspects of feedback given to the millennial generation, particularly in new organizations.

This paper is based on a review of existing literature from journals and magazines. The perspectives discussed in this paper have been substantiated with discussions with practicing line and HR managers. This paper has been further developed after conducting informal discussions with employees and their supervisors (both millennials and non-millennials). However, the synthesized perspectives expressed here are those of the authors.

The millennial generation has characteristics that relate to receiving feedback. Key aspects discussed in this paper are the purpose of feedback, formal versus informal methods, short versus long-term orientation, frequency, hierarchical relationships, and technology.

With the increasing entry of millennials into the workforce, organizations need to focus on the mechanisms and environments for effective feedback.

This paper is timely given the rising number of millennials entering the workforce. This work looks into the mechanisms for effective performance feedback, as well as creating a facilitating environment with the focus on employee development.

International assignments are not just opportunities for career advancement but also for personal growth and exploration. This paper, by capturing the changing expectations and success parameters across the assignments, is a timely and relevant resource for individuals navigating the complexities of international careers. In addition, the paper aims to help organizations build policies for enabling successful assignments for international assignees and managers.

Our research took a unique two-pronged approach to understanding the success parameters of international assignments. We first interviewed 16 managers to understand the success parameters they set for expatriates. Then, we interviewed 19 international assignees to explore their choices and how they defined success in their international experiences.

Our comprehensive research, based on 35 interviews with international assignees and their supervisors, reveals that an assignment's success evolves with different stages of the assignment, over the assignments that the assignees choose, and varies according to the intent of the mobility.

This paper makes a significant contribution to the field of cross-cultural management and international assignments. By discussing the evolving definition of success across various international assignments, it not only provides valuable insights for expatriates in their international careers but also to managers to build aligned policies and practices.

This study aims to develop and validate two scales: quiet quitting (QQ), measuring individual-level work disengagement, low organisational commitment and not going above and beyond in work, and quiet firing (QF), measuring employee perceptions of the degree to which their managers devalue them and when organisations intentionally create a situation to make them quit.

The scale development process involved item generation through literature search, review and interviews with working executives. The scales were then tested online by 264 participants from India.

In the quantitative analysis, the QQ and QF scales have good psychometric properties when tested with factor analysis, reliability analysis and Cronbach’s alpha. Furthermore, the convergent, discriminant and predictive validity of outcome constructs also showed significance.

This study found that the QQ and QF scales are highly reliable and exhibit good psychometric properties. To the best of the authors’ knowledge, this is one of the first studies to empirically develop and test the QQ and QF constructs and offer implications for organisations and managers.

The paper tries to understand the needs of the international assignees across the different stages of expatriation and how different developers in the professional and non-professional sphere render support and advice through these stages.

In this paper, the authors have interviewed 20 expatriates of various nationalities and tried to understand the various needs of the expatriates across the three initial stages of an assignment.

The paper finds that four important mentors in an expatriation assignment play multiple need-based mentoring functions at various assignment stages: host country nationals (HCNs), parent country nationals, fellow expatriates and family.

This paper contributes to the literature on the need-based support rendered to expatriates during an international assignment. The paper, however, does not incorporate the perceptions of other vital stakeholders in the network and their intentions to contribute to the developmental network.

This paper lays down important practical implications for expatriates and the human resource management (HRM) professionals. This paper urges the practitioners to take a nuanced approach for developing expatriates than a generalized mentoring programme.

This study highlights the changing needs of the international assignees across the stages of an international assignment and demonstrates the important intra-organizational and extra-organizational developers such as family members in the fulfilment of these needs.

The Chairman of the 60-year old company Texica, Ashutosh Verma approached Dr. Asim Vakil who had wide experience in consulting turnaround activities in declining organizations. The organization had undergone a few rounds of downsizing and was also reporting about 15–20% attrition in the organization. Vakil was requested to redesign the job description and the appraisal system of the employees. He found several gaps in the existing process. The human resource processes were not well-structured and the key performance indicators of the employees were not communicated to them properly. So, the team decided to deep-dive into the activity based job allocation to different employees and found interesting results. They decided to discuss their results with the Chairman. The Chairman asked the team to discuss the results with the top management of the organization. The meeting was aimed at identifying not only the operational issues in the organization but also the attitudinal problems in the organization.