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Workplace romance presents both opportunities and challenges for organizations, requiring strategic HR leadership to navigate effectively. This study explores the dynamics of workplace romance, its impact on organizational culture and performance, and strategic HR approaches to manage this complex phenomenon.

Information and data from various research blogs and websites have been studied to understand the concept of workplace romance and insights drawn by proposing a few practices for HR leaders.

This practitioner paper indicates a positive relationship and develops insights into how HR leaders’ good strategic practices help manage and mitigate workplace romance challenges.

HR leaders can foster a positive work environment while minimizing the risks associated with workplace relationships by developing clear policies, providing training and education, promoting transparency and fairness, implementing conflict resolution mechanisms and monitoring enforcement.

This paper explores the dynamics of workplace romance and its impact on organizational culture and performance. It also provides fresh insights into strategic HR approaches to managing this complex phenomenon in the workplace.

In today’s competitive environment, long-term viability and sustainability of a firm requires a combination of both specialized and knowledge-based resources. Earlier research findings have surfaced the fact that by leveraging knowledge, successful multinational companies in the Western world are able to create a position for capitalizing on market imperfections in the field of human resource development and correspondingly achieving higher returns on their investments. Therefore, the purpose of the paper is to examine the approaches of successful multinational enterprises (MNEs) from newer industrialized and developing economies, especially in the perspective of learning and development initiatives.

The focus of this study is to introspect on the causal that influences toward fostering a better human resource development climate in the international context.

The proposition explores a road map to strategize organizational policies and practices as to how best to serve its expatriate internal customers.

The findings of this study has confirmed the link between cross-cultural training and expatriate adjustment and performance, but still the scope lies in future research to carry out the specific context or conditions influencing the effectiveness of cross-cultural training programs by using quantitative statistical findings of country-wide successful MNE analysis in the learning and development domain and subsequently proposing the benchmarking practices for impersonation by the developing nations.

Sustainability is seeking for a new approach to bolster organisational success as it is expected to be mobilised through collaborative efforts of employees and management. The present study aims to examine the moderating role of sustainability practices between self-efficacy and organisational citizenship behaviour (OCB).

A total of 527 full-time executives employed in Indian public and private manufacturing industries were surveyed. Harman’s single-factor test was carried out using analysis of moment structures (AMOS 20.0) to test the bias associated because of common method variance (CMV). Moderated regression analysis was used through hierarchical models to test the proposed hypotheses.

The results indicate a positive relationship between self-efficacy and OCB. The significant moderation effect was observed in the interaction graph, as the simple slope analysis indicated relatively high level of sustainability practices and self-efficacy and they were found to be positively associated with OCB.

The cross-sectional sample of executives employed in Indian manufacturing organisations limits the generalisation of the findings. The study has not figured the temporal effects and hence longitudinal studies have also been proposed for the assessment of causality.

Organisations are expected to foster inclusiveness and open channel of communication with their employees to execute best sustainable practices. HR department need to create awareness among their employees and establish an ongoing feedback mechanism to promote such psychological drives.

The proposed model and the subsequent findings of the study extend the literature on the relationship among self-efficacy, OCB and sustainability practices. The outcome of this work can be used by HR functionaries and senior management practitioners while formulating and implementing the sustainability strategies.

How psychological variables especially self-efficacy plays significant role to attain workplace well-being is yet to be explained. The extant literature calls for further research works in the field of sustainability practices to bridge the gap between self-efficacy and workplace well-being. The purpose of this paper is to extend the literature of workplace well-being while scientifically examining the moderating role of sustainability practices.

The study collected data from 527 full-time executives of Indian public and private manufacturing industries. The authors performed moderated regression analysis through a series of hierarchical models to test the hypotheses of the study.

The result indicates positive relationship between self-efficacy and workplace well-being. Furthermore, the result suggests that the relationship between self-efficacy and workplace well-being was stronger among executives with high level of sustainability practices and vice versa.

The cross-sectional sample of executives employed in Indian manufacturing organizations limits the generalizability of the findings.

HR functionaries and senior management may benefit by closely examining their sustainability practices along with their employees perceived ability to address workplace well-being.

The study contributes to extend the literature on self-efficacy and workplace well-being. This research work is one of the first few studies to examine the moderating effect of sustainability practices.