South Asian Journal of Human Resources Management Volume 7 Issue 2 December 2020; pp. 9–150. https://journals.sagepub.com/toc/HRM/current Special Issue: Architecting Indian HRM in the Era of Disruption Special Issue Papers Guest Editorial: An Introduction to the Special Issue Naresh Khatri<https://journals.sagepub.com/doi/abs/10.1177/2322093720958093>, Sudhir Sah<https://journals.sagepub.com/doi/abs/10.1177/2322093720958093> https://journals.sagepub.com/doi/abs/10.1177/2322093720958093 Unravelling the Relationship Between High-involvement Work Practices and Organizational Citizenship Behaviour: A Sequential Mediation Approach Neha Gahlawat<https://journals.sagepub.com/doi/full/10.1177/2322093720932071>, Subhash C. Kundu<https://journals.sagepub.com/doi/full/10.1177/2322093720932071> https://journals.sagepub.com/doi/full/10.1177/2322093720932071 Abstract Using primary data from 575 employees of 209 organizations, the current study progresses the research between high-involvement work practices (HIWP) and organizational citizenship behaviour (OCB) in the Indian context. The results have revealed that the employees’ perceptions of HIWP including contingent appraisal and compensation, extensive training, self-managed teams, flexible work arrangements and empowerment result in enhanced work motivation (WM), improved job satisfaction (JS), heightened organizational commitment and higher degree of engagement in citizenship behaviour among employees. With establishment of a multi-step partial mediation model, the findings further reveal that the relationship between HIWP and OCB is individually and serially mediated by WM, JS and affective commitment (AC). The implications of these results for theory and practice of progressive HR practices in the Indian context are discussed. Examining the Influence of Human Capital on Employees’ Innovative Work Behaviour: A Moderated Serial Mediation Model Suman Choudhary<https://journals.sagepub.com/doi/full/10.1177/2322093720942660>, Nazia Zabin Memon<https://journals.sagepub.com/doi/full/10.1177/2322093720942660>, Kirti Mishra<https://journals.sagepub.com/doi/full/10.1177/2322093720942660> https://journals.sagepub.com/doi/full/10.1177/2322093720942660 Abstract Organisations invest in human capital to achieve favourable organisational performance. The purpose of this research is to explain how organisational human capital investments influence an individual’s human capital and innovative work behaviour (IWB). Drawing on Social Exchange Theory and its subset Affect Theory of Social Exchange, this study empirically examines how the human resource management activity of human capital investments manifests at the individual level by developing and testing a moderated serial mediation model. A total of 115 employees working in a diverse set of industries, such as service, manufacturing, information technology, consultancy and education, who had received at least one training from their current employer, participated in the survey. The participants completed five standardized, valid and reliable instruments. SPSS was employed for data analysis. Hypotheses were tested using regression analysis. Results show that both gratitude and knowledge management mediate the relationship between human capital and IWB and the moderating effects of job characteristics. This study extends current literature and integrates macro–micro human capital by exploring how and when human capital leads to the generation of micro social orders. The concept of micro social orders refers to repeated interactions (exchange frequency), emotional reactions, perceptions of cohesion and affective sentiments of a group/organisation due to social structures. This research also highlights how managers can establish positive reciprocity obligations and enhance employees’ gratitude that helps to achieve IWB. Outcomes of Meaningful Work in the Context of Indian Blue-collar Employees: The Moderating Role of Relational Identification and Organisation-based Self-esteem Lalatendu Kesari Jena<https://journals.sagepub.com/doi/abs/10.1177/2322093720944276><https://orcid.org/0000-0002-8610-3865>, Subhra Pattnaik<https://journals.sagepub.com/doi/abs/10.1177/2322093720944276> https://journals.sagepub.com/doi/abs/10.1177/2322093720944276 Abstract The study investigates the moderating effect of relational identification and organisation-based self-esteem (OBSE) on the relationship between meaningful work and prudence, as well as meaningful work and civic virtue behaviour, in the context of blue-collar employees working in the Indian aeronautical manufacturing sector (IAMS). Survey data collected from 312 blue-collar employees showed that meaningful work has a positive influence on prudence as well as civic virtue behavior only at high levels of relational identification and OBSE. These relationships were insignificant at the lower level of the moderators. The findings of the study hold significant research, practice, and societal implications, because meaningful work in the context of blue-collar employees of the aeronautical industry has not been studied before, though this industry has high growth potential. An Exploratory Study on Intergenerational Learning in Indian IT Workspace Aman Jain<https://journals.sagepub.com/doi/abs/10.1177/2322093720944275><https://orcid.org/0000-0002-2514-6191>, Mridul Maheshwari<https://journals.sagepub.com/doi/abs/10.1177/2322093720944275> https://journals.sagepub.com/doi/abs/10.1177/2322093720944275 Abstract Recent years have been transformational for organisations owing to growing generational diversity and the associated challenges of managing the different generations working together. This issue of generational diversity invites significant attention in the context of studying organisations that are going through massive transformations with the presence of different generations within the organisations at the same time (Baby Boomers, Generation X and Generation Y or Millennials). Each of the three generations, with their understanding of the business context, technology, and industry-specific knowledge, are influencing organisational learning landscapes. With this, both the organisations and individuals benefit from the exchange of expertise suited to the learning preferences of different generational cohorts. This qualitative research is an attempt to explore the aforementioned phenomenon by focusing on the nuances of the traits of different generations, their respective learning preferences and the dynamics of intergenerational learning in the context of Indian IT companies. Insights that emerge seek to unravel the observed facets of intergenerational learning by three diverse generations of IT Industry. Regular Papers Does Flexibility in Human Resource Practices Increase Innovation? Mediating Role of Intellectual Capital Jahnavi Patky<https://journals.sagepub.com/doi/abs/10.1177/2322093720934243><https://orcid.org/0000-0001-7444-1042>, Shivendra Kumar Pandey<https://journals.sagepub.com/doi/abs/10.1177/2322093720934243> https://journals.sagepub.com/doi/abs/10.1177/2322093720934243 Abstract Building on resource-based view theory, this article investigates the impact of human resource practice flexibility (HRPF) on innovation performance with (a) the mediating role of intellectual capital (IC) and (b) moderating role of the industry type (service or manufacturing) of an organisation. We empirically examined the relations using a survey dataset of managers of 257 Indian organisations. We have used the structural equation modelling method for data analysis. Findings of the moderated mediation analysis revealed that IC mediates the relationship between HRPF and innovation performance (a) partially when the organisation operates in the service industry and (b) fully when an organisation operates in the manufacturing industry. Additionally, our study explains the underlying mechanism governing the same relationship. The Production of Garments and Textiles in Bangladesh: Trade Unions, International Managers and the Health and Safety of Workers Md Asaduzzaman Khan<https://journals.sagepub.com/doi/abs/10.1177/2322093720944270><https://orcid.org/0000-0002-7033-2217>, Katharine Brymer<https://journals.sagepub.com/doi/abs/10.1177/2322093720944270>, Karl Koch<https://journals.sagepub.com/doi/abs/10.1177/2322093720944270> https://journals.sagepub.com/doi/abs/10.1177/2322093720944270 Abstract This paper offers a view of working practices within the garment and textile (G&T) industry in Bangladesh. The G&T industry accounts for over 84 per cent of Bangladesh exports and is therefore viewed as key to the country’s economic development. This importance is seen in the creation of Export Processing Zones (EPZs), which were created by that state to encourage foreign investment by offering a congenial climate free from cumbersome procedures. Trade unions are outlawed in these areas. Health and safety are poor within the G&T industry. However, the Rana Plaza disaster of 2013, which caused 1,132 deaths and over 2,500 injuries, placed the issue of workplace safety on the international agenda. Arguably, this prompted a change of attitude within Bangladesh and the G&T industry towards health and safety. The presence of international managers appears to have played a significant role in improving health and safety in the working environment, however these international managers do face a range of cultural barriers, which include both language and a different perception of the value of health and safety in the workplace. This paper has adopted a mixed method of both qualitative and quantitative data, collected through interviews and questionnaire surveys within the G&T industry in Bangladesh. Practioner Perspective Handling Sexual Harassment Complaints in Sri Lanka: Fair Process and Best Practices Arosha S. Adikaram<https://journals.sagepub.com/doi/abs/10.1177/2322093720934580><https://orcid.org/0000-0002-2248-6035>, Pavithra Kailasapathy<https://journals.sagepub.com/doi/abs/10.1177/2322093720934580> Abstract Sexual harassment at the workplace continues to be an issue all over the world. While there are many policies with well laid-out procedures specifying the process to follow when complaints of sexual harassment are received, there is still a lack of knowledge on actual practices of handling sexual harassment complaints and best practices. Data were collected from 35 HR professionals (HRPs) from over 30 companies in Sri Lanka on how sexual harassment complaints were handled. Based on this empirical evidence and literature as well as the theory of organisational justice, a six-stage process that HRPs should follow for a fair, just and effective handling of sexual harassment complaints is proposed. The process comprises of (a) complaint stage, (b) assessment of complaint stage, (c) investigation stage, (d) action stage, (e) appeal stage and (f) post-settlement stage. Best practices of handling sexual harassment complaints identified through the empirical data and literature are also highlighted. Book Reviews Anil K Khandelwal, CEO: Chess Master or Gardener? Abinash Panda<https://journals.sagepub.com/doi/abs/10.1177/2322093720929259> https://journals.sagepub.com/doi/abs/10.1177/2322093720929259 Ram Charan, Dominic Barton and Dennis Carey, Talent Wins: The New Playbook for Putting People First Bhavya Kapoor<https://journals.sagepub.com/doi/abs/10.1177/2322093720932084><https://orcid.org/0000-0002-6859-6969> https://journals.sagepub.com/doi/abs/10.1177/2322093720932084 Dr. Mohan Thite Associate Professor in HRM Founding Editor-in-Chief, South Asian Journal of HRM (ABDC, ABS, Scopus ranked Sage publication) Department of Employment Relations & Human Resources, Griffith Business School, Griffith University 170 Kessels Road, Nathan QLD 4111<https://maps.google.com/?q=170+Kessels+Road,+Nathan+QLD+4111++%0D%0A+%0D%0A+Brisbane,+Australia&entry=gmail&source=g>, (Brisbane), Australia<https://maps.google.com/?q=170+Kessels+Road,+Nathan+QLD+4111++%0D%0A+%0D%0A+Brisbane,+Australia&entry=gmail&source=g> Phone: +61 7 3735 7643<tel:+61%207%203735%207643>; Email: [log in to unmask]<mailto:[log in to unmask]> Griffith Experts: https://experts.griffith.edu.au/7283-mohan-thite ResearchGate: https://www.researchgate.net/profile/Mohan_Thite<https://www.researchgate.net/profile/Mohan_Thite> Google Scholar: https://scholar.google.com.au/citations?user=m_L84pMAAAAJ&hl=en<https://scholar.google.com.au/citations?user=m_L84pMAAAAJ&hl=en> LinkedIn: https://www.linkedin.com/in/thite3<https://www.linkedin.com/in/thite3> Latest Publications: * Thite, M. (2020). ‘Digital human resource development: Where are we? Where should we go and how do we go there?’. Human Resource Development International. https://doi.org/10.1080/13678868.2020.1842982<https://doi.org/10.1080/13678868.2020.1842982> * Farndale, E., Thite, M., Budhwar, P. & Kwon, B. (2020) ‘Deglobalization and talent sourcing: Cross-national evidence from high-tech firms’. Human Resource Management. https://doi.org/10.1002/hrm.22038 * Thite, M. (Ed.) (2019). E-HRM: Digital Approaches, Directions & Applications. Abingdon, UK: Routledge. https://www.routledge.com/e-HRM-Leveraging-Digital-Technology-to-Transform-HRM/Thite/p/book/9781138043978<https://www.routledge.com/e-HRM-Leveraging-Digital-Technology-to-Transform-HRM/Thite/p/book/9781138043978> ____ AIB-L is brought to you by the Academy of International Business. For information: http://aib.msu.edu/community/aib-l.asp To post message: [log in to unmask] For assistance: [log in to unmask] AIB-L is a moderated list.