STRATEGIC HUMAN RESOURCE MANAGEMENT: THE ROLE OF HR IN ORGANIZATIONAL SUCCESS

Alok Sardar; Upama Biswas; Dr. Puja Mondal; Dr. Puja Mondal; Dr. Mainak Chakraborty; Swarnendu Das; Upama Biswas; Alok Sardar; Ms. Arpita Das; Dr. Mainak Chakraborty

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Volume 1, Issue 1 - 2026 (July - December 2026)

Issue Details:

Volume 1 Issue 1

Published:Aug 7, 2026

Editorial: July - December 2026

Welcome to the 2026 issue of ISB&M Journal of Business Issues & Research. This issue showcases the remarkable breadth and depth of contemporary research across multiple disciplines. From cutting-edge applications of machine learning in climate science to the revolutionary potential of quantum computing in drug discovery, our featured articles demonstrate the power of interdisciplinary collaboration in addressing global challenges.

We are particularly excited to present research that bridges traditional academic boundaries, reflecting our journal's commitment to fostering innovation through cross-disciplinary dialogue. The integration of artificial intelligence with environmental science, the application of blockchain technology to supply chain management, and the convergence of urban planning with smart city technologies exemplify the transformative potential of collaborative research.

As we continue to navigate an era of rapid technological advancement and global challenges, the research presented in this issue offers both insights and solutions that will shape our future. We thank our authors, reviewers, and editorial board members for their continued dedication to advancing knowledge and promoting scientific excellence.

Dr. Sourav Kumar Das
Editor in Chief
ISB&M Journal of Business Issues & Research

Articles in This Issue

Showing 6 of 6 articles

Research PaperID: ISBMJBIR110002Pages 1-9

Open Access

FROM INTUITION TO INSIGHT: THE EVOLUTION OF HR ANALYTICS IN THE INDIAN CORPORATE LANDSCAPE

Ms. Arpita Das, Dr. Mainak Chakraborty

For decades, Human Resources in Indian organizations worked in a contradiction, where they were tasked with managing what was most important to the nation – the human resources yet treated more like a tradition, hierarchy and managerial intuition than a systematic evidence. The promise of HR Analytics, or “People Analytics,” was to solve this paradox and to make HR shift from an administrative function to a strategic partner that can impact business results. This article explores the unique path of HR Analytics in the Indian context and its departure from the dominant narratives from the West. It believes there is a tipping point now as the Indian organizations appear to be lagging behind when it comes to advanced analytics, the economy's digital transformation, the formalization of workers, and the growing realization of how talent can serve as a competitive edge for companies. This paper presents a culturally adapted maturity model for Indian enterprises, which takes into account the underlying cultural issues like the prevalence of hierarchical organizations, the multiple layers of regulation, and the shifting dynamics of the employer-worker relationship. We show the impact this has had and the special challenges to be faced through a detailed case study of a prominent India-based IT services provider and their implementation of a comprehensive analytics programme. The paper concludes that the future of HR Analytics in India is not simply about adopting best practices from around the world, but in building local system of HR Analytics that respects the socio-cultural landscape of the country and utilizes data as a tool for organizational excellence, equity, and sustainable growth.

HR AnalyticsPeople AnalyticsStrategic HRMIndian IT SectorTalent ManagementAlgorithmic Bias+3 more

32 views

18 downloads

Contributors:

Ms. Arpita Das

Dr. Mainak Chakraborty

Research PaperID: ISBMJBIR110003Pages 10-19

Open Access

IMPACT OF LEADERSHIP STYLE AND EMPLOYEE ENGAGEMENT ON ORGANIZATIONAL PERFORMANCE

Upama Biswas, Alok Sardar

Leaders' style of leadership and Employee engagement on organizational performance is analyzed from two perspectives namely Human Resource Management (HRM) and Organizational Behaviour (OB). Leadership is one of the most important mechanisms of management and behavior that affects the attitudes, motivation, commitment, cooperation and performance of employees in an organization. Employee engagement, in turn, reflects the level of cognitive, emotional and behavioural contribution employees make to their organization and their work. The paper is based on a conceptual model that employee engagement is a mediating relationship between leadership style and organizational performance. The transformational leadership, transactional leadership, democratic or participative leadership and laissez-faire leadership types are explained and discussed in relation to the employee motivation, communication, psychological involvement, job satisfaction, and the discretionary effort. Transformational and participative leadership in general results in better conditions for engagement as they focus on vision, support, recognition, participation and development. While transactional leadership can help to boost performance when goals, standards, rewards are clear, too much laissez-faire leadership can diminish role clarity and accountability. The paper also reveals employee engagement as an important mechanism that ties leadership behaviour to employee outcomes like productivity, service quality, innovation, retention and organizational citizenship behaviour. The research results indicate that the leadership development and engagement programs are not separate and managers should see them as two aspects of the HR and OB role. These can increase engagement and contribute to the sustainable performance of the organisation: a people-centred leadership style; fair HR systems; meaningfulness of the work; communication; and recognition and development opportunities.

Leadership styleemployee engagementorganizational performancetransformational leadershiporganizational behaviourhuman resource management+2 more

37 views

27 downloads

Contributors:

Upama Biswas

Alok Sardar

Research PaperID: ISBMJBIR110004Pages 20-27

Open Access

INFLUENCE OF DIGITAL PAYMENT METHODS ON IMPULSIVE PURCHASE BEHAVIOR: EXAMINING THE ROLE OF GOOGLE PAY, CREDIT CARDS AND MINIMUM BANK BALANCE REQUIREMENTS- A DETAILED ANALYSIS

Swarnendu Das

One of the most important wings of Consumer Behaviour is impulsive purchasing decisions which means buying a commodity or a service without any planning. People generally make these kinds of impulsive purchases and later regret it. The advancements in technology have contributed a lot to the growth of this behaviour among individuals. Now-a-days, online payment facilities like UPI payments (generally done through google pay and other UPI platforms) have made financial transactions a lot easier with just a click of a button. Credit card facilities like points, bonuses, awards and predominantly overdraft facilities have made impulsive purchasing behaviour very easy and common among individuals. This in turn has also made people less aware about their financial planning and statistically it is also proven that most of the individuals often fail to maintain the minimum bank balance requirements due to impulsive purchasing decisions. The main goal of the study is to: (1) analyse how the advancements in technology (seamless UPI payments with just a click) trigger the impulsive purchasing behaviour among individuals, and (2) evaluating how impulsive purchasing decisions among people are influenced by maintaining a minimum bank balance requirement. It is seen that people have grown ignorant towards rational financial decision making due to their impulsive purchasing behaviour. The advancement in technology has no doubt been a blessing for mankind but the ease of payment platforms has triggered the impulsive purchasing decisions among individuals a lot. Similarly, credit cards encourage impulsive purchases by minimising the apparent immediate financial impact. Conversely, keeping a minimum amount in bank accounts effectively discourages consumers from making rash purchases because they want to stay out of trouble and keep their credit intact. The Inference shows that Convenience and Ease of use, Perceived Security, User Interface and Integration with E-Commerce Platforms, various Demographic and Behavioural Patterns and other Regulatory and Ethical Considerations cause a rise in the impulsive purchasing Behaviour. Surveys and questionnaires were used in conjunction with other research methods to gather information on payment methods, the frequency of impulsive purchases, and consumer knowledge of bank balances on the basis of 3 major categories, namely, Psychological Impact of Digital Payments, Technological Factors, Economic Considerations, Consumer Behaviour and Demographics. Inferences showed that the 3 major stated factors play an important role in the Impulsive Purchasing Behaviour and maintaining the minimum bank balance requirements.

impulsive purchaseGoogle Paycredit cardminimum balanceconsumer behaviordigital payments+4 more

39 views

20 downloads

Contributors:

Swarnendu Das

Research PaperID: ISBMJBIR110005Pages 28-41

Open Access

FINTECH ADOPTION AND MARKET EFFICIENCY: AN EMPIRICAL ANALYSIS OF INDIAN STOCK MARKET RESPONSES TO DIGITAL PAYMENT INNOVATIONS

Dr. Puja Mondal, Dr. Mainak Chakraborty

This study explores the connection between adoption of FinTech in the Indian Stock Markets and the efficiency of these markets using secondary data from the National Stock Exchange (NSE) and the Bombay Stock Exchange (BSE) for the period 2010-2025. It uses an event study approach and GARCH-MIDAS modelling to capture the reactions of the market in response to key policy announcements and digital payment adoption milestones from the FinTech industry. The findings show that there is a considerable positive abnormal return after the policy announcement of FinTech for all market capitalizations and sectors, but with varying impacts. The study builds on the existing body of literature regarding the relationship between FinTech and Financial Markets in Emerging Economies and provides empirical evidence of the impact of technological innovations on the efficiency of the financial market and investors' decision making in such markets in the Indian context.

FinTechMarket EfficiencyIndian Stock MarketEvent StudyGARCH-MIDASDigital Payments

34 views

15 downloads

Contributors:

Dr. Puja Mondal

Dr. Mainak Chakraborty

Research PaperID: ISBMJBIR110006Pages 42-50

Open Access

BEYOND ESG CLAIMS: A CRITICAL ANALYSIS OF GREENWASHING, GREENWISHING AND GREENHUSHING IN CORPORATE INDIA

Dr. Puja Mondal

Nowadays, growing awareness of ESG reporting, challenges like changing legal framework or lack of standardisation, a diversity of corporate structure and worldwide rising curiosity in sustainability, aforesaid practices are important especially in Indian context. The aim of the present study is to critically examine the practices “Green washing”, “Green wishing,” and “Green hushing” in Indian context and find their implications for corporate transparency also and sustainable development. This trend has also been prejudiced by the varying regulatory environment and increasing stakeholder activism. To reduce reputational risks, businesses may use a careful communication approach, which would reduce the transparency of sustainability reporting. Even though the commitment seems open-minded and in line with global climate expectations, the lack of specific execution strategies is revealing of greenwishing. For stakeholders and investors who depend on ESG disclosures to make decisions, this results in an information gap. Regulating authorities have moderate impact on stakeholder trust, corporate performance, reputational loss and can reduce the negative impact of greenwishing, greenwashing and greenhushing by improving disclosure practices. We can conclude that how sustainability communicating practices influence corporate outcomes at the same time how regulating authorities can help to promote transparent performance of sustainability.

GreenwashingGreenwishingGreenhushingThematics analysis. ESG Claims

28 views

16 downloads

Contributors:

Dr. Puja Mondal

Research PaperID: ISBMJBIR110007Pages 51-57

Open Access

STRATEGIC HUMAN RESOURCE MANAGEMENT: THE ROLE OF HR IN ORGANIZATIONAL SUCCESS

Alok Sardar, Upama Biswas

In today's business world Human Resource Management (HRM) is an important tool in making the business successful, sustainable and growing. Employees are a crucial asset of any organisation as they shape the performance of the organisation through their knowledge, skills, creativity and commitment. HR is no longer just about recruiting, payroll, attendance, employee records, etc; it's about talent management, employee engagement, performance enhancement, leadership development, organization culture and workforce planning. In this article, the author reviews the importance of HRM and its role in the organization's effectiveness. It examines the key areas of HR functions human resource planning, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, career management, and employee well-being. The article also points to technology, HR analytics, diversity & inclusion, employee motivation and strategic workforce management as emerging areas of increased significance. It also reviews current HR issues including changing skill needs, employee attrition, stress in the workplace, remote and hybrid working, organizational change and ethical issues. With proper HR practices, employees are more satisfied, productive, engaged, innovative and committed to the organization, which helps organizations achieve their goals. The article ends by pointing out that HRM is seen as a strategic business activity which generates value through the matching of employee capabilities with organizational goals. Businesses that focus on the growth and development of their employees and foster work cultures that are inclusive, supportive, and development-focused are set to gain a competitive edge in a dynamic business landscape.

Human Resource ManagementEmployee EngagementTalent ManagementRecruitmentTraining and DevelopmentPerformance Management+6 more

36 views

21 downloads

Contributors:

Alok Sardar

Upama Biswas