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 …

Post-Deployment Reintegration: Helping Soldiers Transition from Battlefield to Homeland

Team IIBP Anveshan, Issue 55, Organizational Culture, Training and Development, Volume 5

As India gears up to celebrate Republic Day, honoring the dedication of its armed forces, it’s important to reflect on the challenges soldiers face after their service ends. While their sacrifices on the battlefield are recognized, the struggles of reintegrating into civilian life often remain underacknowledged. Research sheds light on the multifaceted challenges these veterans encounter, emphasizing the need for …

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, …