Considering the current global concerns over environmental degradation, environmental corporate social responsibility (CSR) and green human resource management (GHRM) practices need additional attention from all organizations, including the banking sector which plays a vital role in a nation's development process. The present study focuses on environmental CSR in two leading Indian banks, namely, State Bank of India (SBI) and HDFC Bank. An analysis of available CSR data for six years from FY2016-17 to FY2021-22 reveals that in both the banks, CSR spending on environment-related activities was significantly lower as compared to other CSR activities. The study provides theoretical insights on GHRM practices as strategic resource with attributes of resource-based view (RBV) Theory, to achieve sustained competitive advantage and better environmental CSR. Strategic implementation measures to improve environmental CSR have also been highlighted. An empirical study of both the banks regarding the effect of GHRM practices on improving environmental CSR has been carried out. The data analysis, using the Smart PLS4, shows that GHRM practices have a significant effect on environmental CSR through the mediating support of organizational citizenship behavior for environment (OCBE).

During the Covid-19 pandemic, employees had to cope with a practically changed working scenario, especially work-from-home. Two major challenges faced by the companies were: to ensure the availability of important tools and gadgets to their staff for performing their jobs from home; and to ensure that the employees are engaged in their jobs effectively. The study sample comprised 276 employees of various service sector organizations operational in Delhi NCR. Using a descriptive and cross-sectional research design, multiple regression analysis and correlations, the study found that employee engagement is highly driven by workplace fun and perception of fit shown by the employees, which lead to organizational productivity and efficiency.

The main aim of the study is to examine the mediating role of cross-cultural adjustment in the relationship between cultural intelligence and task performance in Indian IT firms. The study was conducted among the employees in supervisory positions (i.e., team leaders, project managers, admin managers, and functional heads) and team members from other states of India at information technology (IT) companies in Chennai and Bengaluru. Snowball sampling method was adopted to select the sample from the given population. Primary data was gathered through Google Forms and analyzed using IBM SPSS 24.0 and Smart PLS 4.0. The findings indicate that cultural intelligence has a strong positive direct effect on task performance and a strong positive indirect effect on task performance through partial mediation of cross-cultural adjustment. Therefore, it is concluded that culturally intelligent leaders quickly adapt to cross-cultural environments and demonstrate better task performance in the workplace.

The study examines the level of job satisfaction and its determinants amongst working adults in India. The findings indicate that more than 50% of the population surveyed were satisfied with their current working conditions. Nature of job and salary were identified as the most important factors determining a person's job satisfaction, while flexibility of working hours was found to be the least important. Also, amongst different types of satisfaction measured through Opatha's analysis, social satisfaction was given the highest and psychological satisfaction the least priority by the sample surveyed. Interestingly, the findings also showed that earnings fell if employees switched more than four jobs and were highest for those who retained their first jobs.