Human Resources

The present study is aimed at investigating the impact of mentoring on intention to stay of Gen Y employees working in Indian IT industry. Also, the mediating roles of perceived organization support and affective commitment are examined. Primary data were collected from a sample of 314 Gen Y employees (born between 1980-2000) from IT industry in Delhi, NCR India. Data analysis was carried out using AMOS and SPSS to test sequential mediation. Findings reveal that mentoring has a direct influence on intention to stay of Gen Y employees and perceived organization support and affective commitment sequentially mediate the relationship between the two. This study contributes to the literature on mentoring, perceived organization support, affective commitment, and intention to stay.

Purpose – This paper aims to examine the relationship between workplace use of social media,
collaboration and Gen Y employees’ engagement.
Design/methodology/approach – A sample of 209 Indian Gen Y employees from information
technology industry participated in the survey. Structural equation modelling is used to test the research
hypotheses.
Findings – Findings reveal that social media has a significant positive effect on collaboration, which leads
to Gen Y employees’ perceived learning, in turn impacting Gen Y employees’ engagement.
Research limitations/implications – Findings suggest a social media-enabled approach of
collaboration to satisfy Gen Y employees’ perceived learning leading to their engagement. However, this
study only examines the employees’ perspective; it will be prudent to examine management perspective as
well in future studies.
Practical implications – Organisations must integrate social media into their talent management
strategy.
Originality/value – This study contributes to the literature in human resources pertaining to social media
as an asset to promote collaboration and develops a linkage between social media and Gen Y employees’
engagement via perceived learning.
Keywords Employee engagement, Collaboration, Social media, Gen Y, Perceived learning

Purpose – The present study aims to explore knowledge sharing to evoke affective commitment of Gen
Y employees through competency development.
Design/methodology/approach – The research uses cross-sectional survey to collect primary data. A
questionnaire is developed based on extensive review of literature. A sample was obtained from Gen Y
employees (born between 1980 and 2000) working in software organizations in India. In total, 582
completely filled, usable questionnaires were obtained.
Findings – Results indicate that knowledge sharing has a positive effect on competency development
of Gen Y employees, which in turn, positively predicts affective commitment. Furthermore, this would
result in the enhancement of employee competencies and eventually, the generation of affective
commitment.
Research limitations/implications – This study was limited to the software development
professionals working in Indian organizations Therefore, researchers should test the research model
further in other industries preferably in a different country.
Practical implications – The more knowledge assets are shared in the organization, the higher the
enhancement of employee competencies will become. To evoke emotional attachment of Gen Y
employees, an organization must implement learning and development interventions
Originality/value – This study contributes to knowledge management literature, particularly
knowledge sharing by exploring its possible linkage with employee attitudinal outcomes through
empirical data. This also happens to be an empirical study to investigate Gen Y employees’ commitment
in Indian context.
Keywords India, Knowledge sharing, Competency, Affective commitment, Millennials, Gen Y

Purpose – The purpose of this paper is to present a conceptual framework of development, commitment, and
retention of Generation Y employees.
Design/methodology/approach – Based on a review of existing literature and using social exchange and
social constructivist approach, this study presents a conceptual framework with mentoring, strategic
leadership, social media, and knowledge sharing as its key constructs to retain Generation Y employees.
Findings – Mentoring, strategic leadership, social media, and knowledge sharing have a great potential to
foster competency development. Competency development is critical to evoke affective commitment of
Generation Y employees, which in turn results in intention to stay forth.
Research limitations/implications – The proposed conceptual framework should be empirically
validated in the future research.
Practical implications – Organisations should incorporate mentoring, strategic leadership, social media,
and knowledge sharing into their talent management strategy for Generation Y employees. Competency
development then in turn evokes commitment of Generation Y employees, leading to intention to stay forth.
The framework suggests an approach for generation-specific retention strategy.
Originality/value – This is one of the first studies to propose a holistic framework to retain Generation Y
employees. This paper adds a new dimension to the talent management literature by focusing on young
generation employees

Purpose – The purpose of this paper is to identify the relationship between knowledge sharing, competency
development, affective commitment, and Gen Y employees’ intention to stay.
Design/methodology/approach – Based on a review of extant literature and using social exchange, and
social constructivist approach, this study develops a theoretical rationale behind developing a conceptual
framework to retain employees of the Gen Y segment.
Findings – Knowledge sharing in the organization has a great potential to foster competency development
and generate a sense of affective commitment and intention to stay of employees of Gen Y.
Research limitations/implications – A conceptual framework of knowledge sharing for competency
development could assist HR managers in fine-tuning their retention strategy for Gen Y employees. The future
work should carry out the empirical validation of the suggested conceptual framework.
Practical implications – Organizations should focus on knowledge sharing to enhance absorptive capacity,
which fosters competency development. The framework suggests an approach of generation-specific
retention strategy.
Originality/value – This study contributes to the literature in human resources pertaining to knowledge
sharing as a competency development intervention and develops a linkage between knowledge sharing and
Gen Y employees’ intention to stay. The study is one of the first of its kind to address knowledge sharing and
competency development in the context of Gen Y retention

(2016),"HR interventions and quality of work life of healthcare employees: an investigation", Industrial and Commercial Training, Vol. 48 Iss 5 pp. 234-240 <a href="https://doi. Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

Social media has enmeshed into fabric of Generation Y (Gen Y), becoming part of their daily lives. Gen Y is the fastest growing workforce segment and its engagement is a top priority for organizations. The purpose of this paper is to explore the role of social media in engaging Gen Y employees and it highlights the burgeoning influence of social media on this generation. Furthermore, in congruence with psychological profile of this generation, a conceptual framework is proposed based on socio-technical system theory to engage Gen Y employees by leveraging social media tools. Implications and future direction of research are also discussed thereafter. Keywords : Social Media, Gen Y, HR, Retention

The primary objective of this chapter is to explore the role of mentoring in the talent retention of Millennial employees. Grounded on social exchange and social learning perspectives, this chapter develops a conceptual framework to reduce turnover intentions of Millennial employees. The conceptual framework suggests that workplace mentoring facilitates personal learning, contributing to affective commitment, which in turn, reduces turnover intentions of Millennila employees. The framework is significant for academics and practitioners. It provides useful insights to assist management in bolstering the retention of Millennial employees. This chapter contributes to the literature on mentoring, affective commitment, and turnover intentions. This is also one of the first study that addresses mentoring and talent retention from a generational perspective. Organizations therefore, should integrate mentoring into the talent management strategy to develop and retain Millennial employees. Limitations and future direction of research are outlined thereafter.

The present study is aimed at investigating the impact of mentoring on intention to stay of Gen Y employees working in Indian IT industry. Also, the mediating roles of perceived organization support and affective commitment are examined. Primary data were collected from a sample of 314 Gen Y employees (born between 1980-2000) from IT industry in Delhi, NCR India. Data analysis was carried out using AMOS and SPSS to test sequential mediation. Findings reveal that mentoring has a direct influence on intention to stay of Gen Y employees and perceived organization support and affective commitment sequentially mediate the relationship between the two. This study contributes to the literature on mentoring, perceived organization support, affective commitment, and intention to stay.

In the present competitive business environment, organisations are far more focusing on their employees. The workforce is undergoing tremendous transformation characterised by the influx of Gen Y employees, making them the significant segment of the workforce. However, they are inherently different in attitude and work ethics from their predecessors, and have a strong tendency to switch jobs frequently. Thus, it is imperative to effectively retain this generation for organisational sustainability. Therefore, this study aims to explore certain human resource interventions for the retention of Gen Y employees. Furthermore, consistent with the extant literature, this study presents a conceptual model integrating mentoring and social media to retain Gen Y employees. The conceptual model is significant for scholars as well as professionals. It provides useful insights to assist management in bolstering the retention rates among Gen Y employees. Future avenues of research are also recommended thereafter.

Purpose The purpose of this paper is to illustrate existing learning and development (L&D) practices of an Indian HR consulting firm. Design/methodology/approach Structured interviews were conducted with 24 delivery managers to collect primary data and then content was analysed to develop the case study. Findings Mentoring, cross-training, knowledge sharing, job rotation, eLearning and social media–enabled learning tools are instrumental in executing L&D strategy of the case company. Research limitations/implications The author recognises the scope of this study is limited to the HR consulting sector in India, and it lacks empirical investigation. Practical implications Organisations must implement a holistic L&D strategy. Originality/value It is one of the first studies to explore L&D practices in the context of Indian HR consulting sector.