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Given that the policy is rather comprehensive and detailed, this paper aims to identify some of the key features and discuss the mechanisms by which the benefits of the policy might reach all sections of society.

In this paper, we analyse India’s new education policy (NEP) and discuss how it might impact education and employment in India and the neighbourhood.

This paper believes that the NEP (2020) is likely to alter the educational landscape of India and make education accessible to all sections of society. In addition, the impact of this bill will be felt in the Indian workplace.

This paper would urge the policymakers, educationists and corporate leaders to conduct research on the benefits of the NEP in two phases. In the short run, they could study the implementation – in the long run, all three stakeholders should track the changes in the quality of graduates being produced as a result of the new policy.

This is the first known critique of the NEP (2020) written by five Indian-origin academics and practitioners, offering insight into the policy for scholars and practitioners.

The purpose of this paper is to examine the control mechanisms used by multinational corporations (MNCs) from emerging economies to manage their subsidiaries in developed countries and their implications for human resource management practices.

The paper draws on data collected through in-depth case studies and interviews with senior subsidiary managers of 12 major Indian information technology (IT) MNCs operating in Australia.

Indian IT MNCs rely heavily on the use of people-centric controls exerted through global staffing practices (via the transfer of parent-country nationals), which, in turn, influence their subsidiary’s discretion over their HR practices. The use of people-centric controls allows Indian IT multinationals to replicate parent-country HRM practices in their Australian subsidiaries in an ethnocentric manner and significantly leverage the people-based competitive advantages from India through short- and long-term expatriate assignments.

The study investigates control and HRM practices from a single country and a single industry perspective. It provides an insight into the normative means of control in foreign subsidiaries of MNCs and enhances our understanding by explaining the integrated relationship that control mechanisms (and their people-centric components) have with HRM practices including the global staffing approaches and expatriate management practices of emerging MNCs.

Indian MNCs are using their business model to leverage the Australian immigration and skilled visa programme to maintain cost advantages. However, the immigration legislation in developed countries needs to be capable of allowing emerging multinational corporations (EMNCs) to maintain such advantages as developed countries seek to attract foreign direct investment from emerging economies.

The results indicate that the control practices of EMNCs are similar to the controls exerted by MNCs from developed countries. They also show that EMNCs do not adopt a portfolio approach to global staffing, and that the people-centric components of their control have a clear impact on their subsidiaries’ HRM practices.

This study aims to explore how transformational leaders enhance public service employees’ growth satisfaction in the job and mitigate job stress and burnout, incorporating follower interpersonal communication satisfaction with the leader (IPCSL) as a mediator.

On the basis of the survey data collected from the Indian public service employees, regression analysis, bootstrapping and SOBEL test are used to test the proposed research model.

The findings highlighted a partial mediation of follower interpersonal communication satisfaction with leader between transformational leadership (TL) and public service employees’ growth satisfaction in the job. Although there was no significant direct effect of TL on job stress and burnout, the results underlined a significant indirect effect of follower IPCSL.

By examining the important role of follower IPCSL, this study unravels the precise intervening mechanism between TL and follower affective outcomes like growth satisfaction in job, job stress and burnout among public service employees.

This paper aims to propose an expatriate psychological adjustment model that postulates expatriate mental health as an antecedent to psychological adjustment. It presents novel predeparture and post-arrival international human resource management (IHRM) expatriate management mental health supportive interventions.

This paper critically reviews theoretical frameworks in the IHRM domain around expatriate psychological adjustments such as the U-Curve Adjustment Theory (Lysgaard, 1995), the Framework of International Adjustment (Black et al., 1991), the Dimensions of Expatriate Adjustment (Haslberger et al., 2013) and the Stress Outcome Model (Bader and Berg, 2014), in a quest to develop a new conceptual framework. This study presents a new conceptual framework along with propositions to take into consideration the relationship between mental health and expatriates' psychological adjustment.

The findings suggest that mental health is an antecedent paramount to psychological adjustment. The paper proposes mental health-supportive IHRM expatriate management interventions to address the potential failure of expatriates' psychological adjustment. The authors elaborate on the IHRM expatriate management policies and practices at the home and host country to ensure the mental health of company-assigned expatriates sent on international assignments.

The novel conceptual framework underpins mental health as the antecedent paramount to expatriate adjustment, taking into consid eration the elevated stress of situational events such as COVID-19, which had previously not received substantive formal consideration by research scholars in the IHRM domain. The conceptual framework encourages the inclusion of mental health as an antecedent in future research.

The authors' study aims to examine to what extent managerial religiosity does influence human resource (HR) managers' attitudes towards women as managers (ATWM), and whether such posi(nega)tive attitudes can facilitate or impede the adoption of supportive HR practices (SHRP).

This study empirically examines a theoretical model by employing partial least squares-based structural equation modelling (PLS-SEM) using quantitative survey data from 182 HR managers in Bangladesh.

The authors' findings reveal that individual religiosity may adversely affect HR managers' attitudes towards recognising women as managers, and such stereotyped attitudes, in turn, may attenuate the adoption of supportive HR practices in organisations operating particularly in highly religious socio-culture environments.

The findings of the authors based on self-report, cross-sectional survey data collected from HR managers/equivalent working in the Bangladeshi organisations may unlikely to predict the ATWM held by the top leaders in organisations and other employees in similar socio-cultural settings.

The authors' findings suggest that religiosity cannot be ignored in management development and recruitment processes for HR managers, particularly in a society characterised by relatively weaker formal institutions and people with a higher degree of religiosity.

To the best of the authors' knowledge, this study is the first attempt explicating how top management's religiosity interacts with the attitudes towards the acceptance of women as managers and how such attitudes can influence the adoption of supportive HR practices.

This study examines how emerging market multinational enterprises operating in the service sector manage knowledge and team members in their overseas subsidiaries and what role expatriates play in their operations.

The authors use a multiple case study design and interview 20 senior managers representing 16 Indian IT firm's subsidiaries in Australia. The onsite-offshore concept and the SECI model are used to explain the knowledge management process.

The findings show that Indian IT firms mostly transfer knowledge from their headquarters in the parent country to their subsidiaries in the host country using the onsite-offshore model where work is divided and coordinated between team members situated between the two locations. Furthermore, the host country subsidiaries have limited independence in decision-making due to a forward, one-way diffusion of knowledge, thus limiting a two-way interaction between the HQ and the subsidiary for opportunities to create and exchange new knowledge.

The study is one of the few to investigate the onsite-offshore phenomenon in service-based emerging market multinational enterprises.

This article aims to examine the challenges faced by highly skilled expatriates (i.e. professionals and managers) from the Indian subcontinent (i.e. India and neighboring countries) as they attempt to advance their careers in Australia. Extant literature has revealed significant gaps between policies for skilled migration proposed by governments in developed countries and the response to policies by organizations in those countries. By employing the theories of habitus, disembedding, sensemaking and acculturation as frameworks for analysis, the authors explore and explain how these expatriates settle and integrate into their new lives and careers as they resolve their experience of habitus.

This study employed phenomenology and narrative research techniques using 21 in-depth, semistructured interviews with expatriate professionals from India, Pakistan, Sri Lanka and Bangladesh to explore and examine their expatriation experiences and their occupational progress in Australia.

The findings reveal that on migrating to Australia, expatriate professionals are uprooted from their home country habitus and thrust into new conditions that cause them to lose their cultural, economic, intellectual and social capital, which further leads them into a state of “disembeddedness.” These highly skilled expatriates then rely on sensemaking and acculturation to resolve their crisis of habitus. The authors also found that gender is a significant factor in this process, as female expatriates faced more career-related barriers compared to their male counterparts.

This article brings into focus previously unexamined avenues of expatriation research and proposes a novel theoretical framework that is instrumental in explaining the settlement and integration process of highly skilled professionals from emerging nations.

The purpose of the paper is to conduct a review of the literature on human-robot collaboration across different functions and activities of human resource management (HRM) and discuss its importance for change readiness in organizations.

A bibliometric analysis was conducted to identify emerging research themes in the fields of human resources (HR) and robotics, including change readiness. Based on the initial results of the bibliometric analysis, a systematic literature review was subsequently performed to gain a more specific understanding of research across various HRM functions and change readiness.

The results from bibliometric analysis and systematic review highlight that technological progression in HRM, such as AI-driven staffing and training techniques, improves effectiveness and personalization but raises concerns about privacy and job scrutiny. AI and robotics in performance evaluation enhance objectivity and reduce subjectivity, which can lead to disengagement. Generational differences, cultural factors and emotional quotient complicate readiness to adopt new technologies. The research emphasizes balancing technological effectiveness with employee involvement and meaningfulness to ensure successful implementation and engagement.

This paper synthesizes existing research, including literature, theoretical concepts and models, to identify best practices and successful strategies for implementing human-robot collaboration in HRM functions. It highlights gaps in the current literature and suggests areas for future research to advance the field of human-robot collaboration in HRM. By doing so, this paper enhances theoretical understanding while offering practical insights essential for effective change management.

This study explores the role of human resource management (HRM) practices in advancing sustainable development goals (SDGs) within emerging markets. Specifically, we examine how HRM practices in financial institutions in the emerging markets of India and China promote SDGs 8 (decent work and economic growth), 10 (reduced inequalities) and 13 (climate action). We also propose a framework integrating these key SDG goals with core HRM functions.

Secondary data analysis was employed using data from sustainability reports of the top five Indian and Chinese banks listed in Forbes – the Global (2000) ranking for 2022–2023. These sustainability reports were analysed based on their reporting of indicators from the Global Reporting Initiative GRI 400 series, aligned with the SDGs 8, 10 and 13.

The result of the comparative analysis indicates that both Indian and Chinese banks use HRM practices of recruitment and selection, rewards and payments, workplace health and safety, and training and development to meet SDGs 8 (decent work and economic growth), 10 (reduced inequalities) and 13 (climate action). Regarding the reporting and disclosure of HRM practices in diversity, equity and inclusion, Indian banks outperform Chinese banks, and these practices contribute significantly to SDGs 8, 10 and 13. The dominance of state-owned initiatives in China dictates the alignment of HRM strategies with economic priorities at the national level, highlighting the challenge of balancing global sustainability initiatives with a centralised management system.

The study provides a comprehensive examination of sustainability reports with a specific focus on HRM practices and their role in advancing SDGs. It applies institutional theory to understand the differences in the reporting and implementation of HRM practices that contribute to the achievement of SDGs.