This study aims to identify and rank barriers to teachers’ engagement based on their severity. Both exploratory sequential research designs have been used in this study. A sample of 222 teachers from four state universities of Odisha, India, has been selected. In the first phase of data collection, two open-ended questions were incorporated to identify organisational barriers and personal barriers. This study has identified eleven organisational barriers and eight personal barriers to teachers’ engagement. Among the eleven organisational barriers, ‘reward and recognition’ is the most significant barrier, whereas ‘higher authority attitude’ and ‘external environmental intervention’ are the two least significant barriers. Among the identified personal barriers, ‘unsupportive colleague’ is the most affecting, while ‘academic interest’ and ‘commitment’ are the least affecting barriers to teachers’ engagement. The results of this study will provide a plethora of knowledge while making decisions on engaging teachers at the university level.
India’s New Labour Codes represent one of the most significant labor law reforms since independence, aiming to simplify regulations, enhance ease of doing business, and improve productivity. A key and contentious provision within these reforms is the extension and flexibilization of working hours. While proponents argue that longer working hours increase efficiency, competitiveness, and economic growth, critics highlight potential adverse effects on worker welfare, health, and social security. This paper critically examines the welfare implications of extended working hours under India’s New Labour Codes, with particular focus on worker protection, work-life balance, and socio-economic well-being. Using doctrinal legal analysis supported by secondary data from government reports, International Labour Organization (ILO) publications, and existing empirical studies, the study evaluates whether productivity gains justify potential welfare costs. The findings indicate that while extended working hours may offer short-term productivity benefits, inadequate safeguards risk undermining labor welfare, thereby challenging the sustainability of these reforms. The paper concludes with policy recommendations to balance productivity objectives with worker protection in line with inclusive growth.
The widespread growth of e-commerce is now commonly recognised in all its forms. The four types examined in this study represent the most common instances and illustrate how more individuals, who have become familiar with the Internet, are more inclined to embrace it compared to previous years. The results will highlight the primary concerns people consider when deciding whether to participate in these activities. Moreover, despite the extensive adoption and use of the internet, individuals remain cautious about engaging in e-commerce due to potential risks. Given that the research is fundamentally web-based, employing email is the most effective method for gathering the required data. The outcomes of the survey may prove beneficial for organisations and companies operating within this sector.
Employee turnover is normally considered acceptable when it falls within a certain range, i.e., approximately 10–15 percent annually. However, when it exceeds this threshold, it can lead to decreased productivity, increased recruitment costs and loss of institutional knowledge. Hence, the turnover intention of employees is considered as an important aspect by organization. The present paper is an analysis of such intentions and the models developed around them. The purpose of the study is to present a brief account of the evolution of employee turnover intention models and the factors that are responsible for it. This paper intends to find the core constructs that have influenced an employee’s decision to leave the organization. Major turnover intention models have been identified and described chronologically in nutshell stating their relevance and limitations. Generally, the traditional models are attitude centric, whereas the modern models are radically different, complex, comprehensive and have used the dimension of work-related attitudes differently. This study has tried to summarize and present the vast and evolving literature on turnover intention, which serve to be insightful for researchers as well as for practitioners on the trends of turnover research.
This study investigates the key drivers of employee engagement from a demographic perspective at Rashtriya Ispat Nigam Limited. Employee engagement has become a vital component for enhancing organizational performance, productivity, and employee retention, particularly in large-scale manufacturing organizations. The study aims to examine the impact of demographic variables—gender, employee category, department type, and employee level—on various constructs of employee engagement. A descriptive research design was adopted, and primary data were collected through a structured questionnaire from 550 employees using a simple random sampling technique. Statistical tools such as the independent sample t-test and one-way ANOVA were applied using SPSS to analyze the differences in engagement levels across demographic groups. Employee engagement was measured across multiple constructs, including work factors, leadership team, HR practices, supervisor role, digital impact, work culture, infrastructure, and township facilities. The findings indicate that demographic variables significantly influence employee engagement, though the extent varies. Gender shows a limited impact, with significant differences observed only in HR practices, digital impact, and work culture. In contrast, employee category and employee level exhibit a strong and significant influence across most engagement constructs, suggesting that differences in job roles, authority, and access to organizational resources shape employee perceptions. Department type also shows a moderate influence, highlighting the importance of departmental environment and leadership. The study concludes that employee engagement is not uniform across the organization and is significantly affected by structural and demographic factors. It emphasizes the need for customized HR strategies and inclusive organizational practices to address the diverse needs of employees. The findings provide valuable insights for improving engagement and enhancing organizational effectiveness at Rashtriya Ispat Nigam Limited.
