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The purpose of this case study is to highlight the role of feedforward as a potential tool for managers in encouraging coworkers and subordinates to excel at their workplace performance.

Insights were captured through real-time observations made during three feedforward sessions conducted at regular intervals during the course of a six-month training intervention. Semi-structured interviews were also conducted with participants to gather individual perspectives.

The findings of the study showed positive results in feedforward as a mechanism to strengthen employee performance at the workplace. Participants also reported deeper involvement in the feedforward process as compared to the conventional feedback method.

The study has wider practical implications in the corporate world, as it provides managers with a practical tool to mentor subordinates and coworkers toward on-the-job performance. Feedforward is easy to apply and forward-looking in its approach.

Feedforward has applications in corporate environments as well as families, associations, and academic institutions. It offers immense value by fostering a climate of social support and mutual co-operation.

The feedforward exercise mentioned in the study is relevant on account of its applicability in various organizations across industries. It provides managers with an opportunity to receive and share insightful suggestions with coworkers in an open and transparent environment.

The purpose of this case study is to emphasize the effectiveness of coaching as an instrument to drive transfer of training of behavioral skills disseminated during training programs back at the workplace.

Insights were collected through qualitative semi-structured in-depth interviews with learners, followed by a thematic analysis of the interview transcripts.

The findings of this study revealed promising results with the use of coaching as a medium to facilitate workplace training transfer for learners. The learners also informed a positive experience on account of “personalized touch” experienced during the course of coaching sessions for posttraining application of skills and knowledge.

This study offers incisive information in the domain of training transfer through the effective use of workplace coaching in a posttraining environment.

Coaching as a training transfer tool has the ability to provide the necessary impetus to application of behavioral trainings across organizations and institutions, thus encouraging learners to implement what they learn during trainings.

This study is novel on account of its applicability in ensuring successful learning transfer through coaching. The insights from this study have replicability in diverse industries and have the potential to deliver superior results in organizational training transfer.

The purpose of this case study is to highlight the efficacy of Augmented Reality (AR) as an effective tool to facilitate training transfer of behavioral skills and knowledge imparted during the training program, back on the job.

Insights were gathered through qualitative assessments in the form of post-training depth interviews with participants, with the objective of investigating the success of AR as an effective training transfer tool.

The findings of the study revealed encouraging results related to the application of AR towards training transfer at the workplace. The learners revealed positive impact of AR on training transfer and found the experience to be highly enriching.

The study offers insights in the domain of technology enabled tools such as AR to drive transfer of training through an immersive and engaging learning environment.

AR as a training transfer tool can bridge the gap between training delivery and training implementation in behavioral trainings for several key industries, thus eliminating geographic and language barriers for learners.

The study is first of its kind and promises further inquiry in the domain of organizational learning and development. Insights revealed in this case are gathered through personal experience and offer a new perspective towards training transfer at the workplace.

The purpose of this paper is to guide decision-makers in the learning and development space with effective and efficient training transfer tools and techniques to facilitate workplace implementation of skills and knowledge disseminated during training interventions.

Insights were drawn using a quantitative method study involving survey questionnaire responses from 300 respondents representing eight industry sectors.

Investigations revealed that the effectiveness and efficiency of training transfer tools are strongly correlated and enable workplace application of skills and knowledge.

Use of appropriate training transfer tools and techniques delivers superior returns on training investments and accomplishment of business results through desired behavior change in employees.

The study promises to be the first of its kind and provides a fresh perspective towards enabling practical workplace application of trained knowledge and skills using effective and efficient transfer strategies.

The learning outcomes are as follows: to benchmark and compare the theoretical models of the performance management and appraisal processes. (Questions 1 and 2) Remembering-in Bloom’s Taxonomy; to understand the importance of practicing fair performance appraisal process. (Question 4) Understanding-in Bloom’s Taxonomy; to analyze the implementation and effectiveness of 180-degree performance appraisal method and rating system prevalent in the IT Sector. (Question 1) Applying and Analyzing-in Bloom’s Taxonomy; to assess the impact of perceptual biases on human behavior and performance (Questions 2 and 3) Evaluating-in Bloom’s Taxonomy.

The case study entitled “Is HR Blind? Why do People Leave Managers Not Companies? A Case of Unfair Performance Appraisal and Biases” is a classic example of a flawed and biased performance appraisal process and perceptual biasness, which resulted in the loss of a valuable and talented resource in a leading Indian IT MNC. The present case had been based upon the real-life experience of an employee (i.e. Rahul Verma), who worked with the company from year 2010 to 2021. It was among the top ten IT MNCs employing about 0.1 million people. The objective of the case was to highlight real time issues existing with HR practices, mainly in IT sector organizations. For example, in the present case, do the HR seek proper justification from the manager before taking a harsh decision like forcibly asking an employee to sign a termination contract without looking at the contributions of his qualitative performance or even performance rating (refer to the transcript) for that matter? Was the job of the HR to only ensure how to fit in employees in the faulty bell curve system? Whether the performance appraisal system being followed at the company is adequately capable of identifying and recognizing the talent. Do the different functions really work cohesively and organically toward achieving the intended goals and objectives of the organization? Was this a failure of the manager in recognizing talent or something went wrong at the employee’s part? Was this a failure of the entire HR system or performance management process at the organization that was unable to filter out the capable and skilled resources out of the crowd? Was this a problem of organizational culture that put on stake its most critical resource – the human capital – by allowing the appraisers to evaluate them just because of the hierarchical structure, and not because they are not being competent enough to perform this most critical job objectively? Who ensures the appraiser is free from any kind of prejudice or bias and is capable of fairly assessing the talent resource? So, the present case was a deliberate attempt to throw out these burning questions to the practitioners and students to ponder upon. Does HR really follow the blind process merely acting on the feedback received from the different units of the organization?

With the help of strong theoretical foundation and practical applications, the following objectives and questions have been framed to deliberate and propose the workable solutions for the benefits of the relevant stakeholders.

HR practitioners, HR managers, supervisors, senior management and HR students, IT heads, project managers.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

The purpose of this paper is to identify the strengths and areas of improvement for taking organizations one step ahead in terms of adopting digitalization, analytics and governance. Also, the paper aims to identify the organizational cultural traits that influence the adoption of digitization and technology, analytics and governance.

A quantitative analysis of survey questionnaire collected from working professionals of various manufacturing industries to find out the driving traits and the restraining traits and to propose which is dominating. Sector: manufacturing, sample: working professionals across functions and sample size: 80–100 people.

This research suggests the cultural traits that influence the adoption of digitization and technology, analytics and governance in any organization.

As organizations explore new ways of working, their organizational culture and employee perspective would play an important role in prioritizing the interventions. This research aims to suggest a strategy to strengthen the driving forces and/or weaken the restraining forces.

There are various papers available on the individual topics but the uniqueness of this paper is that it represents all three factors in a single research and their influencers.

This chapter discusses key training challenges that organizations need to confront with the objective of building a robust human resource management system. Given the dynamics of the current business environment, training and development has become an indispensable function in global organizations. Building an effective human capital that contributes to continual organizational growth has become the established norm to survive in a competitive business landscape. However, the training and development function is often rendered ineffective, on account of various bottlenecks existing in the organization. Addressing these bottlenecks is quintessential in ensuring the creation of a performance-driven human capital. The goal of this chapter is to draw attention to the training impediments that hinder organizational growth and to diagnose the underlying causes for the same. This chapter concludes with recommendations that organizational decision-makers can leverage in their quest to strengthen the human capital, by utilizing their training and development infrastructure optimally.

The purpose of this paper is to investigate the relationship between the different dimensions of involvement and customer engagement (CE) and analyze the influence of CE on loyalty in an online retail context. The study also tests the mediation of CE between the facets of involvement and loyalty.

The study employed a survey for data collection from online retail website users and analyzed the data with partial least squares – structural equation modeling.

The results reveal that the dimensions of involvement drive engagement differently. The risk importance and risk probability do not influence CE whereas the sign, interest, and pleasure are positively associated with CE. Furthermore, CE mediates the link between sign, interest, and pleasure dimensions of involvement and loyalty.

This study provides insights for the managers that the perception of value from a brand starts at its product category level and values like sign, interest, and pleasure can be provided to the customers by not only brand consumption but also by engaging them with the brand.

This is among the first studies to have empirically tested the effect of dimensions of involvement on CE and explain the role of engagement as a means for the customers to achieve expected values. It also contributes to the extant CE literature by testing its mediating role between involvement dimensions and loyalty, thus augmenting the studies, which have explored the antecedents and consequences of CE.