The Psychological Precarity of Semi-Employed Workers

Team IIBP Anveshan, Business Psychology, Employee Selection, Employee wellbeing, Issue 59, Social Psychology, Volume 6

As a HR recruiter with experience in hiring psychology interns, I’ve witnessed firsthand the struggles of semi-employed workers. Interns, freelancers, project-hoppers, and short-term contract workers face unique challenges that can take a toll on their mental health and well-being (Tompa et al., 2007). This article explores the concept of psychological precarity in semi-employed workers, its causes, and its consequences. What …

The Perfectionism Trap: How High-Functioning Anxiety Affects Performance

Team IIBP Anveshan, Business Psychology, Employee Health, Employee wellbeing, General Psychology, Issue 59, Occupational Health, Organizational Culture, Social Psychology, Talent Management, Team Effectiveness, Volume 6

In an achievement-oriented world like that of today, people tend to fall frequently into the trap of perfectionism—a pattern of unrealistic expectations accompanied by an intense fear of failure. High standards and attention to detail could encourage success, but when perfection becomes an obligatory requirement, it may generate a more subliminal challenge: high-functioning anxiety (HFA). High-functioning anxiety is a condition …

Mentorship as Strategy: Engaging Gen Z and Building a Future-Ready Workforce

Team IIBP Anveshan, Employee Engagement, Employee wellbeing, Issue 59, Occupational Health, Organizational Culture, Organizational Development, Team Effectiveness, Training and Development, Volume 6

The word “mentor” comes from the character Mentor in Homer’s Odyssey. With time, the word mentor has been used to refer to someone who is a guide and educator and the notion of mentorship has always been used in positive connotations. The definition of a mentoring relation has been expanded to a “professional, working alliance in which individuals work together …

Humour and Diversity: Bridging Gaps in Multicultural Teams

Team IIBP Anveshan, Employee Engagement, Employee Health, Employee wellbeing, Issue 58, Occupational Health, Organizational Culture, Team Effectiveness, Volume 6

In today’s globalized world, workplaces are increasingly diverse, uniting individuals from different cultures and perspectives. While diversity fosters creativity and innovation, it can also pose communication challenges. Humour, an often-overlooked tool, helps bridge these gaps by lightening the mood, strengthening relationships, and fostering harmony in multicultural teams. Humour is deeply ingrained in Indian culture, from chaiwalas cracking jokes with office …

Work-Life Integration: Women Innovating Organizational Policies for Better Balance

Devika Kapur Anveshan, Business Psychology, Employee Engagement, Employee Health, Employee wellbeing, Issue 57, Occupational Health, Organizational Culture, Volume 6

The way we think about balancing work and personal life has changed. Instead of keeping them strictly separate, many now see them as interconnected—an approach known as work-life integration. This shift has been especially meaningful for women, who often juggle multiple roles due to both workplace expectations and societal norms. Research in Industrial-Organizational (I/O) Psychology shows that companies thrive when …

Workaholism and Work Relations: How Overworking Shapes Workplace Dynamics and Relationships

Team IIBP Anveshan, Business Psychology, Employee Health, Employee wellbeing, General Psychology, Issue 56, Organizational Culture, Volume 6

In today’s fast-paced work environment, putting in extra hours is often seen as a badge of honor. Employees who stay late, answer emails at midnight, and work through weekends are frequently praised for their dedication. However, when working long hours becomes a compulsive habit rather than a choice, it shifts from being productive to being problematic. This is where workaholism …

Navigating Relationship Challenges with Workplace Support Systems

Team IIBP Anveshan, Emotional Intelligence, Employee Health, Employee wellbeing, General Psychology, Issue 56, Occupational Health, Organizational Culture, Volume 6

The Importance Of Workplace Support SystemIn today’s fast-paced and interconnected workplace, building and maintaining positive relationships is essential for collaboration, innovation, and job satisfaction. However, these relationships are often tested by conflicts, misunderstandings, and differing communication styles. The good news is that effective workplace support systems can help employees overcome these challenges, ensuring a healthier, more productive work environment. In …

Team Dynamics, Identity and Cohesion in Regiments: Lessons from Indian Army Units

Team IIBP Anveshan, Business Psychology, Employee wellbeing, Issue 55, Organizational Culture, Organizational Development, Volume 5

Military cohesion and leadership has been the driving factor behind military effectiveness since ancient times. Armed forces in democracies are Janus faced organizations that exist not for themselves or by themselves. John H. Johns defined military cohesion as “the bonding of members of an organization or unit in such a way as to sustain their will and commitment to each …

Motivation and Organizational Commitment in the Indian Army: The Role of Rewards, Recognition, and Patriotism

Team IIBP Anveshan, Employee Engagement, Employee wellbeing, Issue 55, Mental Health, Occupational Health, Organizational Culture, Team Effectiveness, Volume 5

The Indian Army is esteemed for its discipline, professionalism, and dedication to the country. But what keeps its personnel motivated and committed to their assignments, even in the face of extreme challenges? Three crucial aspects underpin this constant commitment: incentives, recognition, and patriotism. Let’s take a deeper look at how these characteristics influence the Indian Army’s motivation and loyalty to …

The “Quiet Quitting” Phenomenon: Is Disengagement on the Rise?

Team IIBP Anveshan, Business Psychology, Employee Engagement, Employee wellbeing, Issue 54, Organizational Culture, Team Effectiveness, Volume 4

Quiet Quitting, a pervasive phenomenon, refers to completing the bare minimum requirements of one’s job and the task given and putting less effort, time, and enthusiasm than necessary. Here, the employees fulfill their responsibilities, stay in their positions, and receive compensation but are less willing to engage in citizenship behavior such as helping colleagues, volunteering for extra tasks, or contributing …