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The relatively low emphasis on training is often attributed to concerns about the uncertain return on investment in training initiatives. However, there has been limited research conducted to understand the critical success factors for training effectiveness in these enterprises. The current research aims to address this gap by examining the role of training transfer factors in enhancing training effectiveness within micro, small and medium enterprises (MSMEs) in India. Influenced by the Learning Transfer System framework proposed by Holton et al. (2007), this study aims to focus on investigating the impact of performance coaching, human resource development (HRD) climate and employee agility on training transfer in MSMEs.

Data has been collected from 411 respondents working in MSMEs of India through validated survey instruments. MSMEs have been chosen owing to the increasing contribution of the sector to the Indian gross domestic product and the lack of sufficient management research in the sector. The statistical software SPSS-AMOS has been used to create structural equational modeling for testing the hypotheses.

The result shows that performance coaching is the most impactful factor for training transfer, followed by HRD climate and employee agility.

The result suggests MSME practitioners activate a positive coaching environment in the organization by following the best practices in performance coaching. Further, the research suggests practitioners to realize the significance of HRD climate and employee agility. Appropriate management practices have been suggested to groom and develop HRD climate and employee agility for higher training transfer.

To the best of the authors’ knowledge, the research is first of its kind to study the impact of performance coaching, employee agility and HRD climate on training transfer in MSMEs.

Benchmarking research has explored the role of organizational practices and business processes rooted with human capabilities for achieving growth performance. The role of high performance work system as an organizational practice and business process is yet to be studied. Even if studied, no study has been conducted on the role of training transfer climate on high performance work system and organizational performance. The current research aims at examining high performance work system on organizational performance. Further, the study also examine training transfer climate as a mediating variable between HPWS and organizational performance.

Data collected from 415 executives of a high performance-based power sector company of Gujarat, India. The survey instrument consists of high performance work system, training transfer climate and organizational performance. Confirmatory factor analysis was used for a simultaneous assessment of overall and specific elements of measurement validity and reliability. Structural equation modelling used to test the hypothesized model.

The result proved the capability of high performance work system to predict organizational performance. Further, the result supports the hypothesis that training transfer climate acts as a mediator between high performance work system and organizational performance.

The result has important theoretical and managerial implications. Theoretically, the research extends the scope of benchmarking to high performance work system. The managerial implications have been discussed from the training transfer climate perspectives.

The originality of the study lies with proving the role of high performance work system and training transfer climate as an organizational practice and business process within benchmarking research.

The study investigates the role of performance coaching (PC) and employee agility (EA) in training transfer (TT). Research reveals that initially 40% of trainees struggle to apply what they've learned, increasing to 70% after a year, resulting in just a 50% overall training success rate. Following Holton et al.'s learning transfer system (LTS) framework, much research explores the factors affecting TT in various contexts, emphasizing organizational contexts, individual factors and training design, mainly in large corporations. This research, however, delves into the influence of PC (as an organizational context) and EA (as an individual characteristic) on TT in medium- and small-scale Indian enterprises. Building on the resource-based view (RBV) theory, the study also examines how EA mediates the relationship between PC and TT.

Following LTS framework and building on the RBV theory, the survey research has been designed. Using a validated instrument, data from 411 respondents of Indian micro, small and medium enterprises (MSMEs) are analyzed using structural equation modeling (SEM) by SPSS-AMOS.

The result proved that PC and EA exert a significant and positive influence on TT. Further, the result proved that EA mediates the relationship between PC and TT.

The research is unique and original, as little research are available on the exploration of the interplay between PC and EA within the framework of MSMEs.

The rapid adoption of digital technology forced the leaders to explore and examine the drivers and facilitators capable of enhancing the bank's performance. This paper empirically aims to examine the role of technology acceptance and workforce agility in digital technology adoption in the banking industry. Furthermore, this research examines the mediating role of workforce agility between digital technology acceptance and digital technology outcome.

Influenced by the Attitude–Behavior–Outcome framework, this survey research has been designed to collect data from both high-level executives and low-level executives working in the banking sector undertakings of India. The research adopted a two-step procedure for testing theoretical models using SPSS-AMOS, Version 27. Hayes PROCESS macro (Version 4.3.1; 2023) technique was executed to test the mediation.

The result proved that the banker's acceptance of digital technology positively impacted banks' performance. Furthermore, this study proved that workforce agility has a favorable, significant mediating influence between digital technology acceptance and digital technology outcome suggesting banks design and implement suitable management policies and practices to enhance the technology acceptance mindset of the bankers and promote workforce agility for higher customer relationships and performance.

Being the first-ever research to examine the role of workforce agility, this study proved its mediating effect on effective digital transformation.

Research on training and/or L&D effectiveness is predominantly conducted in a traditional L&D context. Little research is conducted on training and/or L&D in the context of artificial intelligence (AI)-based learning. The present study aims to investigate the relationship between the adoption of AI-based learning systems and learners’ behavior. Drawing from the theory of planned behavior, the research examines the impact of attitude (ATT), subjective norm (SN) and perceived behavioral control (PBC) as AI-based learning intention (ALI) factors relate to changes in learners' behavior. Additionally, inspired by the self-determination theory by Deci and Ryan, the study further examines the mediating role of learner engagement between ALI and behavioral change.

Following a theoretical framework and using a systematic literature review method, the survey research has been planned by considering a sample from Indian industries. The collected data have been analyzed using SPSS-AMOS 27. While path analysis has been conducted to analyze the direct impact of ALI on learners' behavior, Hay’s PROCESS macro has been used to check the mediating impact of learner engagement between ALI and learners' behavior.

The results proved a significant and positive impact of all ALI factors such as ATT, SN and PBC on learners’ behavioral change. Further, the research found that learning engagement (LE) successfully mediates between AI learning intention and behavioral change.

In the absence of any empirical study in identifying the relationship among learning intention, LE and behavioral outcome, the result of this study may provide useful insights to researchers and practitioners.

The presented research explored artificial intelligence (AI) application in the learning and development (L&D) function. Although a few studies reported AI and the people management processes, a systematic and structured study that evaluates the integration of AI with L&D focusing on scope, adoption and affecting factors is mainly absent. This study aims to explore L&D-related AI innovations, AI’s role in L&D processes, advantages of AI adoption and factors leading to effective AI-based learning following the analyse, design, develop, implement and evaluate approach.

The presented research has adopted a systematic literature review method to critically analyse, synthesise and map the extant research by identifying the broad themes involved. The review approach includes determining a time horizon, database selection, article selection and article classification. Databases from Emerald, Sage, Francis and Taylor, etc. were used, and the 81 research articles published between 1996 and 2022 were identified for analysis.

The result shows that AI innovations such as natural language processing, artificial neural networks, interactive voice response and text to speech, speech to text, technology-enhanced learning and robots can improve L&D process efficiency. One can achieve this by facilitating the articulation of learning module, identifying learners through face recognition and speech recognition systems, completing course work, etc. Further, the result also shows that AI can be adopted in evaluating learning aptitude, testing learners’ memory, tracking learning progress, measuring learning effectiveness, helping learners identify mistakes and suggesting corrections. Finally, L&D professionals can use AI to facilitate a quicker, more accurate and cheaper learning process, suitable for a large learning audience at a time, flexible, efficient, convenient and less expensive for learners.

In the absence of any systematic research on AI in L&D function, the result of this study may provide useful insights to researchers and practitioners.

Successful digital transformation requires a change in organisational structures, processes, capabilities and competencies. Digital transformation research is more influenced by the technology adaptation model and hence focuses on people's attitudes, behaviour and abilities. Recently, employee agility has attracted attention in the context of technology adoption and Industry 4.0. The current research explores the relationship between employee agility and digital technology adoption in the context of digital transformation by adopting the systematic literature review method.

Following the attitude–ability-behaviour–outcome framework, the research explored the specific agile ability, attitude and behaviour characteristics useful for digital transformation. Following the preferred reporting items for systematic reviews and meta-analyses (PRISMA) framework consisting of (1) initiation, (2) screening, (3) evaluation and (4) confirming inclusion (Ambika et al., 2023), the study identified 19 papers from SCOPUS indexed journals.

The study result found that agile attitude characteristics such as collaborative mindset, computer self-efficacy, ambiguity aversiveness, etc. are influencing the digital transformation process. Agile abilities like basic computer knowledge, previous technical experience, cognitive abilities, innovation capability, digital competence training and supporting proper knowledge management practices also influence digital transformation. Finally, agile behaviour such as relationship building, knowledge-sharing behaviour, promoting values of learning, risk-taking and experimenting, rewarding innovativeness and customer-centric innovation and displaying adaptability, resilience and commitment to change, etc. are found to drive digital transformation.

Research on workforce agility and digital transformation is scarce. The current study contributes to benchmarking research by exploring specific agile attitudes, abilities and behaviour characteristics relevant to digital transformation, especially in the era of Industry 4.0.

Human resource (HR) transformation research has not studied the role of digital HR technology and HR role in the context of Indian organisations. To address the gap, the current research aims to investigate the impact of HR role and digital HR technology on successful HR transformation. Further, the research shall investigate the mediating role of various HR roles (i.e. administrative, employee champion, change agent and strategic partner role) on digital HR technology and business outcomes.

The research used a post-positivist methodology using survey method. Data has been collected from 918 executives representing several sectors of Fortune 500 Indian companies. Validated instrument has been used and the collected data are analysed using AMOS and structural equation modelling.

HR transformation using Digital human resource technology (HRT) can significantly enhance business outcome of fortune 500 companies of India if it is mediated by different HR role (strategic, employee champion, change agent and administrative expert). The result also proved that just implementation and adaption of the Digital HRT may not guarantee HR Transformation unless HR optimise the specific role as per the need of the hour.

HR transformation research has not studied the role of digital HR technology and HR role in the context of fortune 500 Indian organisations.

Recognizing that very less number of research has been conducted on workforce agility, the current research aimed to examine the impact of organizational practices in the form of organizational learning and training, compensation, involvement, team work and information system (IS) on workforce agility. Influenced by the “Black Box” approach, the study also examined the role of psychological empowerment as a mechanism mediating the relationship between organizational practices and workforce agility.

The study has been conducted in selective Indian industries, representing manufacturing and service sector across public and private sectors. Quantitative and qualitative data have been collected from both executives and non-executives through reliable instruments validated in Indian context. Data have been analyzed using descriptive analysis, canonical correlation analysis and multiple regression.

Findings that organizational practices significantly related to workforce agility prove that organizational practices are capable of improving the agile attributes and behavior of the workforce. In detail, team work has the greatest influence on workforce agility, followed by Reward system, employee involvement, organizational learning and training and ISs. Further, the study result also proved the mediating role of psychological empowerment between organizational practices and workforce agility.

Organizations are to design practices related to organizational learning and training, compensation, involvement, team work and IS and implement them efficiently and effectively to enable agility within the workforce, as an agile workforce can only respond proactively to a volatile, uncertain, complex and ambiguous business environment. Further, the result also suggests that managers should design the organizational practices capable of enhancing psychological empowerment, as the combination can deliver better workforce agility.

The research is useful considering very less number of research on workforce agility.

The increased popularity of social media has been prompting the recruitment managers to use social media recruitment. Very little has been studied on the effectiveness of social media recruitment from the recruiter's perspective. Influenced by the diffusion of innovation theory, the study measures the usefulness of social media recruitment through various prehire and posthire recruitment outcomes. The study also used the media richness theory to examine the role of credibility and satisfaction as a mediating variable.

Data has been collected from the recruiters in the public and private sector of India. Available literature is studied to develop survey instrument validated through experts from industry and academia. Pilot study was conducted to test for any construct weaknesses. Data is analyzed using AMOS.

The study result proved that social media recruitment is significantly related to both prehire outcomes and posthire outcomes. The result also proved the mediating effect of credibility and satisfaction and suggests recruitment practitioner to emphasize on disseminating credible, relevant and sufficient information through suitable communication mode.

HR professional to be careful about the information provided through a social media recruitment method. Practitioner to establish credibility of the information to create a sense of satisfaction by the applicants toward the information. Thus, as the information becomes more credible, the attraction to the organization also increases, which in turn results in more applicants applying for the job.

This is the first quantitative study to examine effectiveness of social media recruitment under the influence of mediator – credibility and satisfaction considering the data from the recruiters.