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PurposeThe purpose of this article is to identify new variables that form the core building blocks of employee engagement model which can be leveraged by human resources' (HR) practitioners to develop HR strategies to drive employee engagement initiatives in their companies.Design/methodology/approachThe authors have undertaken extensive literature review to identify the variables that enhances engagement. These variables are yet to be leveraged fully in engagement models that have been developed but have the potential to impact the motivation levels of the employees. Exploratory survey to validate the relevance of these variables was conducted and subsequently these variables were grouped into a Context, Altruistic, Resonance and Enable (“CARE”) framework that can be leveraged by HR practitioners.FindingsThe changing nature of workforce, increasing diversity and tenure of jobs has resulted in changing aspirations of employees as well. The building blocks hitherto adopted by companies to craft their employee engagement strategies have to undergo a perceptible change as well. This paper offers an alternative perspective of relooking the engagement levers currently adopted by firms (work environment, autonomy, appreciation, organization support, etc.) and proposes 15 new building blocks (resonant connections, value congruence, socialization practices, micro-moments of connections, fit amongst others) which are logically grouped under CARE model over which employee engagement strategies can be built by companies.Originality/valueThis paper provides insights into this important concept of employee engagement using a set of newer constructs that can form the foundation of newer models that will drive future HR strategies to enhance engagement.

We can observe a shift of training & development process from traditional method to modern hiring data driven process in modern organization where the HR analytics comes into picture which uses multiple mix of data in Training & Development. The following study highlights the utilization of HR analytics in the organization as well as focuses on whether the organizations are implementing HR analytics in the Training & Development process or not. It also helps in how HR analytics is helpful in the effectiveness of Training & Development process and its cost effectiveness..

Purpose To provide an alternative, neuroscience perspective to enhance employee engagement in companies. Design/methodology/approach The authors have undertaken extensive literature review to identify the key neurotransmitters that enhances employee motivation. The paper list four neurochemicals - DOSE (Dopamine, Oxytocin, Serotonin and Endorphins) are called “angel chemicals” that enhance the overall well-being of people. The characteristics of these neurochemicals and their impact on employee engagement are discussed briefly in the paper. Care has been taken to ensure the language used in the paper is not medical terminologies but what is widely used in the business world - to make it relevant for HR managers and leaders in the Industry. Findings Dopamine (Mood elevator that enhances happiness and is associated with memory, learning, planning and productivity), Oxytocin (that enhances bonding, trust and empathy), Serotonin (that helps maintain emotional balance and enhances well-being) and Endorphins (boosts self-esteem and reduces anxiety) are all known to enhance productivity, improve collaboration, increase prosocial behavior, reduce stress and boost the overall well-being of the employees. These concepts are both the necessary goldilocks conditions and celebrated output of having highly engaged workforce. Many of the triggers for synthesizing DOSE in the body needs small modifications in the office environment and cost-effective interventions as shared in the paper. Companies have spent several hundred billion dollars on employee engagement initiatives with limited success. HR leaders now have an alternative, neuroscience perspective to consider as part of their overall employee engagement strategy. Originality/value This paper provides insights into this important concept of employee engagement from a neuroscience perspective. Leveraging DOSE to enhance employee engagement is a new concept that HR managers now can use to augment their employee engagement interventions to enhance the teams’ morale.

Purpose The purpose of this study is to provide a viewpoint on the characteristics and ingredients of what constitutes an agile team using the lens of progress made toward goals (with three sub-categories) and execution/a bias for action (with three sub-categories). Also, highlight the similarity of constructs between two different yet related concepts of employee engagement and agile workforce and how they can be a force multiplier for companies if leveraged right. Design/methodology/approach This study undertook literature review of key papers in the areas of building agile teams, its benefits and success stories largely popularized by the technology companies in the software development lifecycle and core constructs of employee engagement. The authors then build a framework of what constitutes an agile team, while briefly explaining the nine archetypes that emerge from the 3 × 3 matrix. Findings Employee engagement and agile teams, although different yet related concepts, have very similar underlying constructs. Companies can take advantage of the symbiotic and mutually reinforcing relationship between these two constructs to “futureproof” their business in these turbulent times. Adopting an agile mind-set to team development – experimentation, incremental, iterative progress, nimble and flexible to pivot as per changes in environment – has proven to be successful for many iconic companies. A 3 × 3 matrix plotted against progress toward goals and a bias for action (with three sub-categories each) has given nine team archetypes, with agile team occupying the aspirational, north-east corner of the matrix. Originality/value This paper provides insights into this important concept of building agile teams and offers a strategy model to be leveraged to build an agile mind-set in companies. HR managers now have a strategic framework to understand the characteristics and ingredients of agile team and understand the similarity of constructs between employee engagement and agile workforce. They can audit where their teams are at present and work on a clear road map to move them into agile mode.

Purpose The purpose of this paper is to identify non-monetary variables that can be leveraged by HR practitioners to enhance employee motivation and engagement in their companies. Covid-19 has plunged the corporate world into a severe crisis. Companies are struggling to conserve cash. HR managers who had used monetary levers such as salaries to motivate their staff have to now use non-monetary levers such as appreciation and career growth to keep the morale high. Design/methodology/approach The authors have undertaken extensive literature review to identify the non-monetary variables that enhances employee motivation. Exploratory survey to validate the relevance of these variables was conducted. Operational definition of the variables is provided apart from logically grouping them into a framework that can be leveraged by HR practitioners. Findings In total, 20 variables were grouped into a framework of five levers called “GREAT” that expands to growth, renewal, enabling, aspirational and transparency levers. All these levers on their own and used in conjunction with other levers have shown to increase employee morale and motivation. The GREAT framework gives an additional lens for HR practitioners to evaluate their employee engagement programs using non-monetary variables. Originality/value This paper provides insights into this important concept of employee engagement during a crisis situation of unprecedented proportion. While employee morale is the first casualty in a crisis, it (the motivation) should be the last one to lose in a battle of this magnitude. HR managers now have a strategic framework (“GREAT”) to use to evaluate their interventions to enhance the teams’ morale.

Background Obsessive-compulsive disorder (OCD) is considered frequent, unnecessary thoughts that lead to repetitive actions to lessen the apprehension provoked by thoughts; this repetitive sequence may further influence trouble in one’s daily activities. The remedial procedure for OCD includes medication (such as SSRIs, anxiolytics, and antidepressants) with psychotherapy [such as cognitive behavioral therapy (CBT) and exposure response prevention (ERP)]. Previous investigations indicated that regardless of the trend of adopting CBT and ERP to treat OCD, only around half of the patients experienced a full reduction in symptoms. Purpose The ERP component in CBT has been termed as a challenging treatment as it contains threatening anxiety-provoking indications, and it has been reflected that between 25–30% of OCD patients reject the ERP treatment, and the refusal and dropout rates for ERP in OCD are higher than other interventions. Thus, in the present investigation, researchers developed a proposed therapy that includes neuropsychoeducation, intrinsic motivation, and metaphoric content integrated with CBT in addition to regular pharmacological management to treat OCD patients and validated the efficacy of the proposed therapy through psychometric ratings (Y-BOCS). Method In this pilot study, 10 cases of OCD received a 12-week proposed therapy program. The primary outcome was the Yale-Brown Obsessive-Compulsive Scale (Y-BOCS), which was assessed at baseline and post-treatment. Results The present study’s results revealed a significant decrease in scores on the obsessions and compulsions domains and overall total scores on Y-BOCS among OCD patients. Conclusion The findings show that this proposed therapy, which includes neuropsychoeducation, intrinsic motivation, and metaphors contents integrated with CBT in combination with pharmacological management, is effective in the treatment of OCD. Therefore, the proposed therapy may be beneficial in the treatment of OCD. It has far-reaching implications in the areas of clinical, psychiatry, and mental health.

The purpose of this study is to develop a measurement scale for human capital in context of SMEs internationalization. Exploratory factor analysis and confirmatory factor analysis were applied on primary data collected from Indian SMEs. This developed scale was tested for reliability and validity. We found that ‘education’, ‘knowledge’, ‘experience’ and ‘skills’ are the main dimensions of human capital in SMEs, and were found reliable and valid to measure this construct. This study has combined the dimensions previously used separately in other studies. Results supported the past studies which concluded that human capital is a multidimensional construct. This study has extended multidimensionality of human capital in context of SMEs specifically in their internationalization. The study will imply to practitioners in assessment of human capital in SMEs, related to the dimensions constituting it. Objectives of policies and programmes to further enhance and develop human capital can be set accordingly. In addition, international entrepreneurship researchers can use this measurement scale to further study and investigate human capital and its components in SMEs. This study provides a ground for further adding more dimensions and variables to human capital.

The aim of the present study is to improve decision makers’ ability to make informed decisions around human capital with HR practices. The HR practices which have been targeted are – recruitment, training, performance management and retention. The organizations which have been identified for responses are public and private banks. The study focuses on synthesis of literature conducted with an analytical approach in identifying predictors from HR practices for improved decision making. The paper explores the implication of analytics within organization in identified human resource functions. The data collection was conducted in form of self-structured questionnaire from the Branch Heads and Managers and their responses were analysed to find out the role of HR Analytics in Banking sector and how performance can improve using HR analytics. Respondent banks were chosen on basis of their Net profit from last three years (2018–20) in public and private sector. The role of HR Analytics in Banking sector will be analysed using certain statistical tools on data collected. The results can be used by banking organizations in order to discover answers to questions relating identified human resource practices that will enhance managerial decision making.

Purpose The purpose of this paper is to examine the mediating role of employee competencies in the association between human resource development (HRD) practices and organizational performance. Design/methodology/approach An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 600 employees of the selected hotels. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis. Findings The results indicate that some HRD practices impact organizational performance through their influence on employee competencies. The study further revealed that employee competencies mediate the association between HRD practices and organizational performance. Research limitations/implications The research was undertaken in the hotel industry and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors. Practical implications The findings of the study have the potential to help stakeholders and management of hotels in adopting properly and well-articulated HRD practices to stimulate positive behavior in individuals and impact their knowledge, skills and attitudes. Originality/value This study extends the literature by adducing evidence that employee competencies mediated the association between HRD practices and organizational performance of the hotel industry in Ghana.

Purpose The purpose of this paper is to examine the impact of human resource development practices on employee performance in small and medium scale enterprises. Design/methodology/approach An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 500 employees of the selected SME’s. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis. Findings The results indicate that some human resource development practices impact employee performance. Performance appraisal however does not impact employee performance of the firms studied. Research limitations/implications The research was undertaken in small and medium scale enterprises, and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors. Practical implications The findings of the study will help stakeholders, policy makers and management of SME’s in espousing appropriate and well-articulated HRD practices to improve employee competencies and enhance organizational effectiveness. Originality/value This study extends the literature by empirically adducing evidence that, human resource development practices impact employee performance of small and medium scale enterprises in Ghana.

The ProblemIn today’s dynamic environment, organizations face difficulties in retaining their talented employees. Although there are several studies that link job satisfaction with work engagement, a closer examination is needed to understand whether it is intrinsic or extrinsic job satisfaction that enhances work engagement. This shows that the job satisfaction is the key driver of work engagement. So, the purpose of this article is to study the level of job satisfaction among the managers at various hierarchical levels of private sector banks in India and also to study the relationship between job satisfaction and work engagement among managers at various hierarchical levels.The SolutionThis study follows the descriptive research design, and data were collected by standardized questionnaire developed by Minnesota and by Schaufeli’s Satisfaction Questionnaire, and data were collected from the 148 managers at various hierarchical levels working in private sector banks in India. To attain the objectives, the descriptive statistics and regression analysis have been used. The results show that the managers who are working in private sector banks are more satisfied with intrinsic job satisfaction rather than extrinsic job satisfaction and also found that there is positive relationship between job satisfaction and work engagement among managers at various hierarchical levels of private sector banks in India. The limitation of this study is data were collected at a single point of time.The StakeholdersStakeholders of this study include private sector bank managers at various hierarchical levels and human resource managers of organizations having hierarchical management system where management is focused toward employee satisfaction and retention in the organization. Consultation agencies dealing in human resource practices, research agencies, and research scholars are other stakeholders as it will be literature for further studies.

In the present era, the fundamental need of an organization is agility, responsiveness, innovation, efficiency and execution for sustainable competitive advantage. It is here that job satisfaction, employee empowerment and organizational commitment can help organizations to develop up to their fullest capacity. This paper identifies the best predictor of Organizational Commitment in hotel industry, where Organizational Commitment has been taken as dependent variable and Job Satisfaction and Employee Empowerment has been taken as independent variables.The data was collected by standardized questionnaire which is developed by Salazaar, (2000)) with 200 front-office employees working at 5 Star Hotels in Northern India. The study found that Job Satisfaction has been the best predictor of Organizational Commitment among the two variables- Employee Empowerment and Job Satisfaction. The results revealed that the predictor variables, Employee Empowerment and Job Satisfaction, both account for a little variance in Organizational Commitment.

Conflict in organisations is often avoided and suppressed because of its negative consequences and to seek to preserve consistency, stability and harmony within the organisation. The study examines the conflict resolution strategy among public sector bank Manager and also examines the relationship between leadership style and conflict resolution strategy among public sector bank Manager. The data has been collected from the 25 Managers working in the public sector bank. In order to attain the objective the descriptive statistics has been used. The study found that Managers respond high on withdrawal conflict resolution strategy. The study also found that Managers of public sector bank who were working as a managerial position fallen in team leadership style and they all have very high potential to complete their task and they are using withdrawal conflict resolution strategy to resolve the conflict in the bank.

The aim of this paper is to examine the impact of human resource management practices on hotel industry performance by means of employee competencies. An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 700 employees of the selected hotels. The validity of the model and hypotheses were tested using structural equation modeling (SEM). The reliability and validity of the dimensions are established through confirmatory factor analysis. The results indicate that some human resource management practices influence organizational performance through their impact on employee competencies. Career planning and performance appraisal however, do not impact employee competencies of the firms studied. The research was undertaken in the hotel industry and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors and international environment. The findings of the study have the potential to help stakeholders and management of hotels in adopting properly and well-articulated HRM practices in building human capital and stimulating the necessary behaviours that create advantage for the organization. This study contributes to the human resource management literature, integrating HRM practices and employee competencies into a comprehensive research model that impacts organizational performance.

In the current changing dynamics of global market leader plays an eminent role in accomplishment of organization goal and attainment of task. may release tensions, harmonize misunderstanding Leaders beneft to and deal with disruptive behaviors1. So as a leader, the student must be able to adapt the leadership style that works for the group for which they are responsible.

The objective of the present study was to develop, optimize, in vitro , and in vivo evaluation of floating matrix tablet of atenolol using polymer blend derived from Xanthomonas campesteris and Cyamopsis tetragonolobus that are characterized by release requirements of sustained-release product and to improve the oral bioavailability of the drug. A 3 2 full factorial design was employed to optimize the tablets, where content of polymer blend ( X 1 ) and ratio of xanthan gum-to-guar gum ( X 2 ) were considered as independent variables. The effects of independent variables on dependent variables, i.e. floating time, diffusion exponent, and time to release 50% of atenolol were evaluated. The in vivo pharmacokinetic parameters of the optimized formulation were compared with the marketed sustained release formulation of atenolol (Aten ® ). The optimized formulation containing 20% (w/w) of polymer blend and 50:50 ratio of xanthan gum-to-guar gum was able to float more than 12 h and showed the desired sustained drug release from the tablets. In vivo retention studies in rabbit stomach showed the gastric residence of tablet up to 6 h. The in vivo study of optimized tablets illustrated significant improvement in the oral bioavailability of atenolol in rabbits. It can be concluded that floating matrix tablet of atenolol prepared by using xanthan gum and guar gum has potential for sustained release of the drug as well as improved oral bioavailability through enhanced gastric residence time of formulation in stomach.

Technetium-99m labelled cefuroxime, a second-generation cephalosporin antibiotic and potential bacteria specific infection imaging agent was evaluated. A good radiochemical purity (95%) of the labelled product was obtained after filtering the reaction mixture through a 0.22 μm filter. Scintigraphy study of the purified product showed uptake in infectious lesions 45 min after injection and abscess-to-muscle ratios were found to be 1.80, 1.85 and 1.88 at 45 min, 1.5 hr and 3 hr, respectively. A versatile and reliable chromatographic technique to assess the radiochemical purity of 99mTc-cefuroxime has also been described.

To synthesize and evaluate a (99m)Tc labeled fluroquinolone, moxifloxacin as a potential bacteria specific infection imaging agent. A radiolabeling formulation including moxifloxacin, [Moxicip(TM) injection, Cipla] (4mg), sodium pertechnetate and stannous chloride (5microg) gave the best radiolabeling efficiency and moderately stable labeled (99m)Tc moxifloxacin. Quality control analysis was performed by ITLC. Rats and rabbit with infectious intramuscular lesions induced in either thigh with E. Colli were used for studying biodistribution and scintigraphic imaging of the labeled product. Imaging of an infected thigh of a rabbit was performed with a gamma-camera at various intervals. A good radiolabeling efficiency (90-95%) was obtained within 5min. No purification of the labeled product was done. Labeled product retained its radiochemical purity upto 85% even at 3h. Scintigraphy showed uptake in infectious lesions at 30min after injection, which remains constant upto 3h study. Abscess-to-muscle ratios were 1.60, 1.62, 1.74 and 1.75 at 30min, 1, 2 and 3h, respectively. Thus, (99m)Tc moxifloxacin, a new potential radiopharmaceutical has been developed for infection imaging agent.

In the present times, businesses have a lot of stakeholders, but the internal stakeholder, that is, the employees are the most important stakeholders as they are the deciding factor and determine the direction and level of success a business attains, especially in a knowledge economy, where services are high in demand. A higher satisfaction level of an employee does not guarantee high level of performance, but is desirable for an organization to remain competitive in business. Some organizations proactively, and few with the rapid development of e-commerce and significant rise of the virtual, networked organizations, have compelled HR professionals to sail in the digital world and offer services on an electronic platform, resulting in the emergence of the electronic human resource management (e-HRM). E-HRM is an integration of information and communication technology (ICT) and HR mechanism, content, and processes to provide services to different stakeholders and simultaneously provides a competitive edge to the organization. There are several e-HRM attributes which determine the satisfaction level of an employee. To measure the present level of e-HRM attributes and also to examine a difference in the level of e-HRM attributes based on employees' demographic variables, and increase in internal stakeholders' satisfaction, a questionnaire was formulated, and responses were sought from operatives, supervisors, and managers of selected Indian organizations and one-sample t-test, one way ANOVA, and regression analysis were used respectively as a statistical tool of measurement in the present study.