The debate concerning the link between human resource management (HRM) and employee level as well as organizational outcomes has reached an interesting crossroads. While studies continue to demonstrate a relationship between financial success and the organization’s commitment to management practices that support people’s goals and treat people as assets, yet in reality, the focus on achieving short-term financial performance has obscured the consideration of people-oriented goals. Given the centrality of HRM practices to organizational success, this study reports the results of a survey conducted among 626 knowledge professionals working in IT companies in Chennai city of the Indian state of Tamil Nadu. The study found statistically significant relationship between HRM practices and employee-level outcomes such as perceived efficacy, engagement and employee well-being, where employee well-being plays a mediating role. The implications of the findings of the theory and practice of HRM have been discussed.

Over the past 25 years, academic researchers across the globe have extensively studied the concept, definition and the prevalence of workplace bullying. Even though researchers around the globe explain bullying with multiple terminologies, certain key features define the phenomenon. The researchers have used various methods and tools to measure the prevalence of the phenomenon. Therefore, this article aims to review and present the key defining features, various measuring methods and the prevalence of workplace bullying across various continents, such as, Scandinavia, Europe, North America, Australia and New Zealand, Asia and Africa. The findings from the review of prevalence highlights that workplace bullying is highest in Asia and lowest in Scandinavia. The review draws attention to the various key directions for future research.

Despite considerable research on workplace bullying, trying to identify causal relationships and measurements of specific constructs, there is a need to draw from the experiences and feelings of the targets of workplace bullying. The current study explores the victims' experiences from an interpretive perspective in the context of Information Technology organizations in India. The qualitative data were collected through in-depth interviews with the victims of workplace bullying. The analysis using grounded theory approach resulted in a conceptual model, which explains the antecedents, bullying behaviours, consequences, and self-coping methods of the victims. Job demands, leadership and management styles of the supervisor, and interpersonal conflict emerged as the major antecedents of workplace bullying. The victims' inability to adapt to changes was found as a personality factor that stimulated workplace bullying in the presence of other antecedents. The study reveals that although the victims experienced negative bullying behaviours in their daily life, most of them were unaware of the phenomenon. Some of the new bullying behaviours identified from the current study are taking ownership of others'work without giving due credit, grabbing others' challenging assignments, and repeated borrowing of money without returning. The victims experienced various negative emotions as the initial reaction to bullying behaviours. As the bullying behaviours prolonged, the participants experienced various personal and work-related consequences. The self-coping mechanisms identified in the study were sharing emotional experiences with friends and family, having an easy-going attitude, voicing the issues, and perceived organizational support (POS). POS was considered to be important for having an influence on employee turnover intention and organizational commitment. Based on the POS, three categories of victims were identified — Leavers, Survivors, and Loyals. The paper contributes to the body of knowledge as it brings out the experiences and feelings of the targets of workplace bullying. The detailed knowledge of the phenomenon helps the organization to either intervene or prevent the relevant processes. The study suggests that the victims need to be empowered with awareness programmes and organizational support to reduce the effects of workplace bullying.

Work plays an important role in one's life for many reasons. It provides us with economic, social, and personal satisfaction and accounts for a substantial percentage of our waking hours. But in today's knowledge-driven economy, organization of work has been changing at a warp speed as a consequence of economic, social and technological aspects of changes brought down by globalization and liberalization worldwide. While this situation has eliminated some risks of the earlier industrial era, it is introducing others. In such a dynamic business environment, where can business leaders and managers find competitive advantage? It lies in balancing people and performance goals. This is the line of approach for healthy organization research that examines organizational context with regard to: People, work organization, management practices, employee wellbeing and performance. The healthy organization concept proposes that along with the profits, employee's well being should also be an important goal for organizations. In this paper, the researcher undertakes an extensive review of literature in the mainstream business literature and establishes the agenda for healthy organization research among other research paradigms.

Extensive research has been devoted to examining the predictability of various determinant factors of work engagement (WE). One of the significant conclusions from this research suggests that employee expectations of the job and their feeling of fulfilment at work determine the nature of engagement initiatives. Hence, there is a need to understand the employees’ work context. This context may also include intra- and inter-group relationships within the workplace setting. This research attempts to explain the nature and extent of WE by examining the variability in engagement levels of employees working in an information technology (IT) organization augmented with a framework tested using structural equation modelling (SEM). A sample comprising 100 responses was collected using multistage sampling method. The results show that on an average, employees are moderately engaged at work. Organizational culture (OC) acts as a significant determinant of transformational leadership (TL) and WE. Further, TL resulted in a positive significant effect on job performance (JP), while an engaged employee is likely going to be a high-performing employee in the organization.