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The coronavirus crisis has a huge impact on how we work, learn and even live; the purpose of the study is to bring insights on different approaches to deal with challenging situation like COVID-19. For this reason, the study will facilitate to develop understanding on how to conquer the hurdle of business continuity during challenging times, along with dealing of other challenges like ensuring health and well-being of employees, abiding by the regulation and guidelines, prioritizing the need and handling of different resources (most importantly human).

The data was collected from case study organization during May 2020. For data collection, various internal documents from the case study organization were referred, including various report, circulars, guidelines, office information note. Further, press release and information from website of the case company were also explored. The interview of different group of decision makers (i.e. top management, human resource managers and head at plant sites) was also performed during data collection.

The study has initiated to identify with the approach of the case company to deal with the COVID-19 pandemic and to overcome the challenges posed by unprecedented crisis.

The COVID-19 crisis has underlined the significance of the power utilities, as electricity is critical to ensure the smooth functioning of various sectors of the economy. Considering the importance of power sector for economy, this article has taken to investigate the crisis management model of one of India’s major power producer companies.

There have been plans to merge UCO Bank with larger banks owing to its poor performance for many years. There were leaders in the history who had not been committed. The inadequate governance of the bank has been responsible for some of the major lapses. Mr. Arun Kaul took strategic initiatives and systematically strengthened the functioning of the board. It enabled the bank to turnaround and report profits in challenging economic conditions. The Bank is not yet completely safe and probably need strengthening of its competencies to emerging challenges.

The purpose of this study is to empirically test a hypothesized model establishing job characteristics as an antecedent of work engagement leading to job satisfaction and organizational engagement of employees working with public sector banks (PSBs) in India.

Based on responses to a survey questionnaire by a sample of 622 Scale I employees of Indian PSBs, the hypothesized mediation model was tested with SPSS macro (Preacher and Hayes, 2004).

The testing of hypotheses established that job characteristics positively influence work engagement, organizational engagement and job satisfaction. The full mediation by work engagement between the relationships of job characteristics with job satisfaction and organizational engagement is established after the testing of mediation hypotheses.

Jobs of banks (especially in the public sector) are recommended to be enriched with more emphasis on offering employees with identifiable and significant tasks that have autonomy in decision-making and feedback. PSBs should also focus on developing a positive perception of employees toward job design, to increase their levels of job satisfaction and organizational engagement through engaging them with work.

The contribution of this study should be understood in many ways. First, the study has introduced work engagement as a mediator in the study model (between job characteristics and job satisfaction) replacing the three psychological conditions (i.e. experienced meaningfulness, experienced responsibility and knowledge of results) of job characteristics model. Further, the main contribution of this study is the exploration of the linkage between work engagement and organizational engagement. The relationship between these two forms of engagement (i.e. work and organization) has been very rarely investigated in the literature. Finally, this study has attempted to hypothesize a model proposing work engagement as a mediator between the job characteristics and organization engagement which does not seem to be studied so far.

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.

The purpose of this paper is to propose and generate initial evidence on the psychometric properties of a re‐conceptualized organizational career system (OCS).

Data were collected from head of HR/head of business units on the career system variables. Reliability and exploratory factor analysis using SPSS and confirmatory factor analysis using AMOS helped the authors to test the theoretically derived factor structure. The psychometric properties of the three‐factor instrument were examined and provided initial evidence of the reliability and validity of OCS.

The model fit indices confirm the three‐dimensional factor structure of organizational career systems. The three dimensions pertain to labor market orientation, employee advancement orientation and employee lateral movement.

In proposing this conceptual model, the authors draw insights from a number of distinct literature streams. The further development of an instrument to evaluate perceptions of career systems should encourage researchers and practitioners to use the instrument for empirical and diagnostic purposes.

The extant literature on expatriate adjustment primarily highlights the role of host country nationals (HCNs) in supporting expatriates during international assignments. However, there is a dearth of research exploring the expatriates’ socialization process in establishing interpersonal relationships with HCNs. Additionally, the pivotal element of expatriates seeking credible HCN sources, fundamental for fostering these relationships for adjustment, remains largely unexamined in the context of expatriate literature. Thus, this study addresses these gaps by proposing a conceptual model to provide a more comprehensive understanding of the expatriate adjustment process.

This conceptual paper draws upon the theoretical framework of social identity theory to elucidate how socialization processes initiated by the parent organization and the expatriate shape the expatriate’s perception of HCN credibility. This perception, in turn, serves as the foundation for building a robust support system, ultimately leading to expatriate adjustment.

The proposed model explores the nuanced dimensions of expatriate adjustment, emphasizing the complex dynamics between expatriates and host country nationals during individualized socialization. This model aims to assess the credibility of HCNs in the eyes of expatriates and understand the role of the institutionalized socialization process. Further, the model investigates the influence of perceived similarity traits in the examined relationship, shedding light on the interplay of these factors and their impact on the expatriate’s adjustment to the international assignment.

The study’s findings offer practical insights for organizations looking to enhance their support systems for expatriates, emphasizing the importance of nurturing interpersonal relationships and the credibility of HCNs.

This study contributes to the expatriate literature by shedding light on the often-overlooked interpersonal relationship between expatriates and HCNs. Doing so opens new avenues for further research, offering a fresh perspective on the expatriate adjustment process.