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Purpose of This Chapter: >The study examines the importance and effect of working over office hours and lengthy commutes on work–life balance because both consume time away from the official working hours. The study utilized perceived organizational support to measure the moderating role of working over office hours, lengthy commutes, and work–family balance.

Design / Methodology / Approach: An inferential statistics cross-sectional study collected data from 437 full-time employees of IT-BPM companies in 5 metropolitan cities in India. The study used the PLS-SEM to examine the hypotheses.

Findings: The results show a negative relationship between working over office hours and lengthy commutes on work–family balance. This study also found the moderating effect of perceived organizational support on working over office hours and lengthy commutes on the work–family balance. Also, the study revealed that half of the respondents spend three hours, and one-fourth of the respondents spend four and half hours working over office hours and lengthy commutes.

Research Limitations: This research is limited to IT-BPM companies in India. Nevertheless, the findings highlight the factors associated with IT-BPM employee work–family balance, and only two factors were identified.

Practical Implications: This study enhances the work–family balance’s theoretical and practical effects. The results provide a competitive benchmark for IT-BPM managers, administrators, and governing bodies of employee well-being.

Originality: To the best of the author’s knowledge, this study is the first to adopt extrinsic variables in work–family border theory to measure the work–family balance of IT-BPM employees.

This chapter challenges middle-class bias in work-life literature by examining work-life balance dynamics through a social class perspective. It reveals class-based disparities in physical, temporal, and psychological outcomes, including the role of economic capital in work-life balance and the challenges encountered by the socially mobile in achieving psychological balance. It emphasizes the need to acknowledge social class implications for work-life balance and urges organizations to address class-based inconsistencies and inequalities in their practices.

Purpose: The study discusses various concepts for human resources (HR) executives for effective decision making in VUCA times, talent management, hybrid work business model, creativity and innovation in HR practices, diversity, equity, and inclusion (DEI) in HR practices, and flexibility in HR policies.

Need for the Study: The driving truth of this study is to approach a successful dynamic critical model for HR leaders in the IT Industry in Chennai city during VUCA times. Volatility, Uncertainty, Complexity, and Ambiguity are the four main components of VUCA.

Methodology: The essential information was gathered with Google Structures, and testing methods were embraced to review the Snowball Examining Procedure. The 211 reactions were settled for the concentrate after deficient reactions. The auxiliary information was gathered from sources like Papers, Business Magazines, Industry Reports, Articles, and Reading material. The information was dissected with measurable programming SPSS 25 and AMOS 23. The validity check, t-test, correlation analysis, regression analysis, and structural equation modeling (SEM) are the statistical methods used in the study.

Findings: The review results that the free factor is the ability of The board, Crossbreed Work Plan of action, Imagination and development in HR rehearses, Variety, Value and Consideration in HR practices, and adaptability in HR strategies altogether affect the reliant variable viable decision making during VUCA times.

Practical Implications: The study identifies hybrid work models and flexible HR policies as crucial parameters in VUCA times.

Purpose of This Chapter: This study explores the positive chain effects of Employee-Centered CSR (ECCSR) in harmonizing the current challenges of The Great Resignation from the perspective of employees’ well-being.

Design / Methodology / Approach: The quantitative approach was used to test the proposed research model by using a self-responded questionnaire. Purposive judgemental sampling was applied to qualify the respondents based on the criteria that they are gainfully employed now and during the pandemic. The responses gathered were analyzed using structural equation modelling (SEM).

Findings: The findings show that ECCSR significantly and positively influences employees’ well-being, specifically workplace well-being (β = 0.793), social well-being (β = 0.761), psychological well-being (β = 0.712), and subjective well-being (β = 0.611). The PLSpredict results reveal that the proposed research model possesses the predictive relevance of ECCSR in reflecting the reality of employees’ well-being.

Research Limitations: The data were collected in the post-pandemic phase to capture the employees’ state of mind. Hence, the findings may not represent the normal business cycle challenges.

Practical Implications: The empirical evidence suggests that depressing organizations to consider implementing ECCSR for employees’ well-being which in turn enables the organizations to navigate through turbulent times a little easier.

Originality: The novelty of this study is attributed to the positive and detailed findings of ECCSR in the context of employee well-being for organizational resilience.

In this chapter, we discuss menopause transition in the workplace and its implications for workplace well-being. This is an important work-life interface topic, given the increasing number of women who will work during transition. It is also a topic that we currently know relatively little about, particularly in relation to well-being. We present findings that demonstrate both that many women experience symptoms that are bothersome at work and that these frequently have negative effects for two elements of workplace well-being, job satisfaction and health well-being. We evidence that individual/job characteristics and workplace context can either improve or worsen experiences of transition symptoms and make recommendations on how organization and HR practice can be designed to support women in menopause transition. We argue that working with line managers to create a more supportive context is one of the most important strategies to implement. Our research is situated in the UK police service and has wider relevance across the Global North, where similar demographic patterns are experienced, and in other male-dominated organizations and sectors.