With progress in the fight for workplace equality for employees who do not have a cisgender identity, discrimination towards members of oppressed social classes is slowly becoming more covert. The paper studies two groups of stakeholders in organizations, non-cisgender employees and HR personnel, across multiple sectors to understand the provisions, challenges and implementation needs of such employees. Provisions and needs of non-cisgender employees as organizational members were studied. These included the sufficiency of imperative workplace facilities, provisions and policies for inclusion, the facilities and provisions for equal compensation, maternity and parental benefits, and remote working conditions. Anti-harassment and anti-sexual harassment policies in the workplace, along with the willingness to report any incidents, were included. The importance of inclusivity as practiced in the organization and measures like allyship has been studied. HR managers were asked about the feasibility of implementation of progressive measures that help non-cisgender employees through infrastructure and anti-discrimination policies, inclusivity measures, bias at the workplace, measures to counter and prevent sexual harassment and abuse, allyship and creation of a non-cisgender friendly culture at their workplace. It was found that basic resource allocation and allyship can be facilitators for inclusivity. FullArticle...

The purpose of the paper is to identify the need for supervisory mentorship, factors affecting it, and its impact on the outcomes of new recruits in the Indian IT industry. The study uses thematic analysis to gain insights into why supervisory mentorship is important and how it can influence the outcomes of new recruits. Semi-structured interviews were conducted with 43 new recruits from six different reputed IT companies in India. The analysis of collected qualitative data resulted in nine themes which highlighted the importance and influence of supervisory mentorship among new recruits. The results show that supervisory mentorship has a positive influence on the attitudinal, behavioral and career-related outcomes of the new recruits. The paper provides wider information about the various aspects of supervisory mentorship. As reported by the respondents, supervisory mentoring is the need of the hour for the Indian IT industry to reduce uncertainty, ensure role clarity and task mastery, and to direct the social behavior, besides introducing a proper understanding about organizational culture among the new recruits. FullArticle...

Generation Z, or Gen Z, are those who were born roughly between 1995 and 2010 (Bencsik, 2016; Francis and Hoefel, 2018; and Bohlich, 2020). Gen Z shows unique characteristics when they are compared with millennials and their preceding generation (Francis and Hoefel, 2018). Gen Z proportion is gradually increasing in the workforce and organizations are realizing that their retention will be challenging (Dolot, 2018). The current study explores the characteristics and preferences of Gen Z and its possible implications for organizations. The study assumes importance as Gen Z will continue to be a significant proportion of the workforce over the next decade and beyond (Lettink, 2019). Thus understanding them will help organizations prepare better to engage and retain them. The paper presents the outcome of a systematic review of studies conducted by several researchers across the world. Relevant papers that dealt with research done on different sample groups comprising Gen Z predominantly were studied. The characteristics and preferences of Gen Z are summarized based on the common themes from all the findings across geographies. Preferences are segmented under five dimensions and parameters highlighted. The five dimensions and preferences signify what an organization should focus on while recruiting and managing Gen Z. FullArticle...

Rapid changes are taking place in organizations due to the Covid-19 pandemic. During the pandemic, most of the employees worked from home. To face disruptions, organizations require an agile workforce. An agile workforce is proactive and adaptive, and has a positive attitude towards learning and self-development. During disruptive situations, organizations ought to adopt modern methods for imparting training to develop and manage the agility of their workforce. This study is a themes-based content analysis of workforce agility attained through e-training during Covid-19 in a power plant located in Himachal Pradesh, India. Focus group interview method was used to collect information. The focus group interviewed consisted of 14 employees (9 executives and 5 non-executives) who attended e-training programs. Seven themes, viz., adaptability, flexibility, collaborative, developmental, competent, speed, and informative, were identified from the literature. The questions were framed based on the themes. The content analysis results of the themes showed that through e-training employees perceived improved performance, knowledge, personal well-being, work flexibility, change adaption, motivation, communication, and analytical skills as significant outcomes. The findings of this study showed that e-training during disruptive situations worked effectively in enhancing employees' agility. FullArticle...

Employee turnover is a major issue that many businesses are dealing with these days. Turnover is not only expensive for the company, but it also leads to lower productivity. Organizations in emerging countries like India, which were formerly thought to have the most stable staff, are experiencing huge turnover difficulties. Banks are transforming their work circumstances as a result of globalization, with the staff performing a variety of responsibilities. Employee engagement, job performance, turnover intention, and workplace culture of employees in public and private sector banks in Chhattisgarh are investigated in this paper. A structured questionnaire was used to collect data from 412 respondents in chosen cities in Chhattisgarh. Based on the results of Student's t-test, two-way ANOVA, and correlation, it was found that employees of public sector banks scored significantly higher than those of private sector banks in terms of perceived workplace culture and they had greater levels of workplace culture and job performance. FullArticle...

Management education in India has evolved considerably over the past few decades. However, the quality of learning outcomes in management institutions (MI) remains a challenge. Past studies examined how student mindsets (Dweck, 2017) influence motivation and engagement for better outcomes. This pan-India study examines mindset as a non-cognitive measure influencing learning in MIs in India using the Dweck Mindset Instrument (DMI). The respondents included students, faculty, leadership and placement managers. Confirmatory Factor analysis established reliability, validity, goodness of fit and factors of the revised mindset instrument. Correlation, ANOVA and t-tests were used to compare mindset with demographics. Reliability and construct validity of DMI were established. The mindset is positively associated with age, income, native place, highest educational qualification, and role. It has no association with gender, discipline in bachelor's degree, quantum of experience, institution location, type of institution or size of student intake. Mindset can be used to understand varying institutional contexts and suggest development initiatives for better outcomes. FullArticle...