Ethical Leadership and Integrity in Business: Lessons from Ratan Tata

Team IIBP Anveshan, Business Psychology, Issue 54, Organizational Culture, Volume 4

Ethical leadership plays a pivotal role in shaping sustainable and thriving businesses. Leaders who uphold strong moral values foster trust and build organizational cultures rooted in honesty, accountability, and a commitment to the greater good. Ratan Tata, the esteemed former chairman of the Tata Group, serves as a shining example of this leadership style. Under his stewardship, the Tata Group …

AI for Personalized Employee Development and Training

Team IIBP AI & ML in Psychology, Business Psychology, Employee Selection, Issue 54, Organizational Culture, Organizational Development, Training and Development, Volume 4

As Fei-Fei Li, a computer scientist, once said, “AI is not a substitute for human intelligence; it is a tool to amplify human creativity and ingenuity.” AI has successfully incorporated itself into our daily lives and organizations. Human resource managers use it effectively to enhance personalized employee development and training. Tools such as Generative AI and Natural Language Processing (NLP) …

Influencer Culture at Work: The Rise of the “Workfluencer” and Personal Branding on LinkedIn

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

LinkedIn, initially designed for job hunting and professional networking, has significantly evolved. T oday, it is a hub for content creators aspiring to share expertise, cultivate loyal followings, and establish personal brands. It has become a place to be visible and showcase oneself professionally. The value of standing out in a competitive job market is undeniable—both for job seekers aiming …

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 …

The Role of Men as Allies in Gender Equality at Work

Team IIBP Anveshan, Emotional Intelligence, Employee Health, Employee wellbeing, Issue 53, Occupational Health, Organizational Culture, Volume 4

Last week, a male executive sat in my office, tears streaming down his face. “I don’t want to be CEO,” he confessed. “I want to be a stay-at-home dad, but I can’t tell anyone.” In the same week, a female client expressed frustration about being labeled “too aggressive” for displaying the same leadership qualities that earned her male colleagues praise. …

Festive Rewards and Employee Motivation: Tailored Incentives to Boost Morale

Team IIBP Anveshan, Employee Engagement, Employee wellbeing, Issue 52, Organizational Culture, Volume 4

“The deepest principle in human nature is the craving to be appreciated.” – William James The desire to feel appreciated, recognized, and rewarded is a fundamental human need. In the workplace, appreciation plays a crucial role in boosting morale and and motivating employees. A successful business hinges on its ability to attract, retain, and nurture talented employees. Achieving this requires …

Workplace Productivity During Festivals: Balancing Celebrations and End-of-Year Goals

Team IIBP Anveshan, Business Psychology, Employee Engagement, Employee wellbeing, Issue 52, Organizational Culture, Volume 4

As the vibrant Ganesh Chaturthi season approached, Meera, a sales executive at a mid-sized pharmaceutical company, was excited. The festival was a time for family, devotion, and celebration. She had taken a few days off to help with preparations and participate in local festivities. Her company was also hosting fun events— competitions, potlucks, and office decorations. Amid the back-to-back activities, …

Employee Stress Management During Festivals: Balancing Work and Personal Financial Demands

Team IIBP Anveshan, Business Psychology, Employee wellbeing, Issue 52, Organizational Culture, Social Psychology, Volume 4

With the onset of the festive season, joy and celebration are abundant. Paradoxically, this is also a time when stress and depression peak, especially in the workplace (ThoughtFull World, 2024). A survey conducted by Virgin Pulse, an employee health engagement firm, found that 70% of employees reported feeling more distressed during the festive season, and 60% felt distracted due to …

Leadership by Example: How mentors Cultivate Organizational Culture

Team IIBP Anveshan, Coaching, Emotional Intelligence, Employee Health, Issue 51, Organizational Culture, Uncategorized

In the dynamic realm of business, where strategies and markets shift like sand, one constant remains: the power of leadership by example. The essence of this approach lies in mentors embodying the values, behaviors, and ethics they wish to see in their teams. By demonstrating core values, mentors don’t just set standards—they become the living embodiment of the organizational culture …

Balancing Act: Work-life balance strategies for the 21st century

Team IIBP Anveshan, Business Psychology, Employee Health, Employee wellbeing, Issue 50, Organizational Culture, Uncategorized, Volume 4

An organizational concept known as “work-life balance” enables workers to effectively divide their time and attention between their jobs and other significant facets of their lives. Organizational psychologists may recommend putting work-life balance initiatives into place if they discover that staff members are depressed or anxious. Enhancing the work-life balance of staff members enables them to generate more and better …