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This study aims to examine the impact of inclusive leadership on employee voice behavior. We also examine the mediating role of perceived inclusion in this research.

Data were collected from 403 employees working in Information Technology (IT) companies located in the Delhi-National Capital Region (NCR), one of the major hubs of IT companies in India. Structural Equation Modeling was conducted to test the study’s hypotheses.

Study results showed that inclusive leadership positively affects employee voice behavior. Further, we found that perceived inclusion mediates the relationship between inclusive leadership and employee voice behavior.

Invoking Brewer’s Optimal Distinctiveness Theory, this study is the first study to examine the role of perceived inclusion as a key mediator in the relationship between inclusive leadership and employee voice behavior. The study not only contributes theoretically to extant literature but also practically by providing insights in a three-fold manner i.e., implications for leaders, managers, and employees. Practical implications highlight the critical role of perceived inclusion in translating the impact of inclusive leadership effectively on employee voice behaviors.

While literature cites several distinct studies on workforce diversity and employee well-being (EWB), attention to their combined significance has been limited. Extant work highlights cognitive outcomes of diversity, while its impact on affect-related outcomes is underexplored. The purpose of this paper is to examine how employee perceptions of diversity (based on surface and/or knowledge attributes) influence their well-being and how perception of inclusion mediates this relationship.

In total, 248 full-time employees from large organizations across varied industries in India have participated in this survey-based study.

Structural equation modeling results indicate surface and knowledge diversity to significantly impact EWB. Surface diversity adversely affected well-being, while knowledge diversity had favorable impact. Besides, inclusion was found to be a significant mediator between knowledge diversity and well-being but not between surface diversity and well-being.

Present study explores the diversity–well-being link through the lens of perceived inclusion. Future research should consider contextual factors that will influence these relationships.

Managerial nudging can enhance employee self-control, intrinsic motivation and well-being. Further, managers should note how knowledge diversity aids in well-being toward constructive cross-functional synergy building.

Study conceptualizes diversity from Indian social and employment perspectives, while incorporating inclusion as a contextual factor currently under-researched empirically in the Indian context. Further, the authors contribute to the limited literature on affect-related effects of diversity.

Psychology studies have gradually evolved in the past decades from examining negative to positive states of mind. This has led to an increasing interest in understanding the well-being of individuals. Further, organizational research has demonstrated a positive impact of employee well-being on key business indicators. Drawing from positive psychology, this study examines the impact of happiness-enhancing activities and positive practices (HAPP) on employee well-being.

This study was conducted in an emerging information technology firm in India. Using validated measures, this study designed an online survey that was completed by 54 employees of the firm.

Employees largely perceived the HAPP as important but reported low levels of engagement in most activities or practices. Using hierarchical linear regression, this study found that self-concordant work significantly impacted employee’s job satisfaction and job-related affective well-being.

Leaders must harness the synergy between individual and organizational growth by providing self-concordant work contexts in which employee’s key skills, competencies and strengths are leveraged.

This study contributes to the existing scant literature on HAPP. Further, in a first, this study uses these psychological interventions in the context of workplace and assesses their impact on employee well-being which itself is an area of growing interest among academicians and practitioners.

The COVID-19 pandemic and technological advancements have enabled employees to telework. Referring to this emerging phenomenon, the authors aim to examine how employees' levels of trust in management mediated by psychological well-being impact their performance as they telework. Deploying the theoretical lens of person-environment misfit, the authors also explore the role of technostress in the trust-wellbeing-performance relationship.

The data was collected from 511 full-time service sector employees across Indian organizations through a structured survey questionnaire. The proposed moderation-mediation model for this study was tested using structural equation modeling and bootstrapping method.

Structural equation modeling results indicate that trust in management significantly impacts employee performance while teleworking. While psychological well-being was observed as a significant mediator, technostress played the moderator role in the trust-performance relationship. The moderated-mediation effect of psychological well-being in the trust-performance relationship was stronger when technostress was low and weaker when technostress was high.

The authors extend the person-environment misfit theory in the context of telework, highlighting the role of technostress that may impact the trust-wellbeing- performance relationship in such work settings.

The study informs leaders and managers on balancing delicate aspects such as employee trust and well-being that significantly impact performance as they telework. The authors also highlight the critical role of managers in respecting employees' personal and professional boundaries to alleviate technostress.

The authors make a novel theoretical contribution to the emerging literature on teleworking by examining the trust-psychological wellbeing-performance link and the role of technostress in this relationship.

The purpose of the study was to make sense of the role of human resource (HR) leaders in crisis management and in creating a resilient workplace amid conflicting institutional logics. The study also unearths the outcomes of crisis management from the different crisis response strategies implemented by HR leaders to build organizational resilience by managing conflicting institutional logics.

We conducted a qualitative study among HR leaders from the service and manufacturing industries in India (n = 26). Data collected through semi-structured interviews were analysed using Gioia’s methodology, which focuses on providing a structured approach to developing a grounded model and presenting the findings in a convincing narrative.

The findings based on data analysis yielded three aggregate dimensions that helped provide reasons for HR leaders to have acted in particular ways in bringing about institutional change through effective crisis management. The aggregate dimensions include managing conflicting institutional logics during the crisis, synergizing institutional logics for adaptive resilience and balancing institutional logics for transformative resilience.

This study makes two key contributions to the existing literature. First, we contribute to the institutional theory by examining various crisis response strategies that HR leaders adopt in bringing about institutional change amidst conflicting logics emanating from different stakeholders. Second, the study findings highlight the principles of adaptive resilience that manage opposing tensions between exploiting existing knowledge and exploring new changes and transformative resilience that reconfigures the core values and underlying beliefs that fundamentally challenge the existing system.

COVID-19 forced employees to work remotely. Since this shift from physical to remote working was sudden and unprecedented, the authors aimed to examine the impact of employee well-being on performance in the context of remote work. Further, the authors explored how feelings of professional isolation and employees' control over their personal and professional boundaries (i.e. boundary control) moderated the well-being and performance link. The authors invoke the equity theory and boundary theory to augment their hypotheses.

With 218 full-time employees representing large information technology organisations in India, the authors tested the hypothesised relationships using regression and double moderation in the PROCESS macro.

Results indicate that well-being has a significant positive impact on employee performance as they worked remotely. Further, the authors found that professional isolation and boundary control moderated the link between well-being and performance such that when boundary control is high and professional isolation is low, the aforementioned relationship strengthened and vice versa.

The authors extend the boundary theory as the crisis-induced remote work highlighted the employees' need for deploying alternating boundary management styles to balance their personal and professional lives.

Organisations must develop flexible work policies to facilitate remote work and managers must efficiently craft the overall management of professional isolation and employees' boundaries to boost their well-being and performance.

The authors not only examine the impact of employee well-being on performance in the context of remote work but also, in a first, examine the role of boundary control and professional isolation in this relationship.

Literature highlights diversity to facilitate cognitive outcomes; nevertheless, there is limited scholarly attention on affective diversity effects. The purpose of this paper is to examine the impact of perceived diversity on employee well-being (EWB) and contend different types of diversity to yield differential impact. Further, the authors explore how nature of employee work can moderate these relationships.

With 311 full-time employees representing large manufacturing organizations in India, the authors test the hypothesized relationships using PROCESS macro.

Results indicate perception of surface and knowledge diversity having a significant positive impact on EWB. Further, the authors found nature of employee work to moderate the link between knowledge diversity and well-being such that perception of knowledge diversity under complex tasks enhanced well-being; no impact of work complexity was observed on the link between surface diversity and well-being.

Perceived diversity is malleable lending itself to longitudinal work in this field. Besides nature of work, future research may explore other key contextual factors in diversity dynamics.

Contrary to the longstanding theories such as social categorization/similarity attraction, the authors found surface diversity to positively influence EWB. This indicates firms’ effective diversity management strategies in creating inclusive workplace. Further, the authors draw implications around team design and workforce composition.

While the scholarly attention to perceived diversity is gradually growing, in a first, the authors empirically examine the impact of diversity perceptions on employee affect in the context of Indian manufacturing firms.

While extant literature is replete with studies on actual diversity, research on perceived diversity is scant. The authors examine perceived diversity as an underlying mechanism explaining the effect of actual diversity on affect-related outcome (employee well-being).

In total, 617 full-time employees from large organizations representing varied industries in India have participated in the survey-based study. The authors used PROCESS macro for mediation analysis.

An index estimating actual surface-level diversity was found to correlate significantly with perceived surface-level diversity. Perceived diversity was found to significantly impact employee well-being, thereby, demonstrating its mediating role in the link between actual diversity and well-being.

Beyond the underlying processes of diversity, effects such as diversity perceptions, contextual factors conditioning diversity effects need exploration.

Investigation of both actual and perceived diversity improves the explanation of diversity effects. Besides compositional mix, managers must tap on employee perceived differences to understand and leverage diversity and its effects.

Besides contributing to the emerging interest in empirical examination of perceived diversity on employee outcomes, this study develops an index to estimate actual surface-level diversity.

Diversity in the workplace has scope to function as a double-edged sword. Firms must recognize different forms of diversity and their scope to vary in how they shape employee well-being. A focus on measures that increase employee perceptions of inclusion can alleviate the detrimental impact on affective outcomes of diversity.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Diversity in the workplace has scope to function as a double-edged sword. Firms must recognize different forms of diversity and their scope to vary in how they shape employee well-being. A focus on measures that increase employee perceptions of inclusion can alleviate the detrimental impact on affective outcomes of diversity.

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