2.

remote work and flexible hours saw a significant rise, with 86% working from home and 70%
adopting flexitime. Managers were largely supportive, and employees expressed interest in
continuing remote work due to benefits like reduced commuting and improved work-life balance.
Challenges included blurred work-home boundaries and increased responsibilities for parents,
particularly mothers.

Chung, H., Seo, H., Forbes, S. and Birkett, H., 2020. Working from home during the COVID-19 lockdown:
Changing preferences and the future of work.

3. The research reveals that employee satisfaction depends on senior management support, interpersonal
relations, salary structures, performance monitoring, health facilities, and learning opportunities. To retain IT
employees, companies should eliminate biases, conduct satisfaction surveys, reduce workload, offer job
security, provide growth opportunities, and recognize high-performing individuals through frequent
reviews and rewards.

Sawant, S.B., A Study on the impact of employee retention strategies in IT Companies during the Covid-19
Pandemic.

4. The paper examines the challenges of employee attrition in organizations, citing factors like job
dissatisfaction and unrealistic expectations. It highlights retention challenges such as salary issues and hiring
the wrong candidates. Strategies for retention, including onboarding, compensation, and open
communication, are recommended. Creating a supportive work environment and using incentives like
employee stock options are also discussed as essential for retaining valuable talent.

Sridhar, Guru Vignesh & Venugopal, Sarojini & Vetrivel, S. (2018). Employee Attrition and Employee
Retention-Challenges & Suggestions.

5. The COVID-19 pandemic has brought significant changes in work practices, such as remote work and
virtual teamwork, impacting employee mindset, stress levels, and job security. This research focuses on post-
pandemic employee retention in the ITeS sector, particularly after a high turnover rate during
the second wave.

Chauhan, A., & Arora, R. G. (2022). Employee retention in post-COVID scenario: A graph
theoretic approach. International Journal of Health Sciences, 6(S4), 7782–7798.

6. The study reveals that leading IT companies, including TCS, Infosys, and Wipro, face similar challenges in
HR management, particularly in addressing employee attrition. These companies focus on increasing
headcount, skill development, and employee engagement initiatives to retain talent. TCS emphasizes online
learning and talent engagement, while Infosys implements changes based on employee feedback. Wipro uses
platforms like PULSE and EAG for engagement. Despite their efforts, reducing attrition remains a challenge,
highlighting the importance of holistic HR strategies and consistency. The study suggests that companies
should adapt to evolving employee expectations and adhere to maternity leave regulations to enhance
retention. TCS is considered relatively successful in talent retention and can serve as an example for others.
Overall, a structured and inclusive approach is crucial for long-term retention.

Gupta, Sonal & Singh, Sukhvir. (2021). Employee Attrition and Retention Strategies: A Comparative study of
leading Indian IT Companies.
7. The text discusses the impact of technological disruption on the employment relationship, emphasizing the
shifting balance of power between workers and management. It highlights various challenges, including
competitive markets, financial crises, technological changes, and emerging employment practices like
subcontracting and home-working. These changes have left many workers without traditional employment
protections. The text also mentions the displacement of the old model of long-term employment with a more
fluid, market-mediated relationship. It raises questions about the effectiveness of traditional labor market
regulation and the need for institutional redesign. Overall, it calls for a better understanding of the evolving
world of work to inform policy and practice.

Wilkinson, Adrian & Barry, Michael. (2020). Understanding the future of work.

8. This study addresses post-pandemic human resource management issues and the evolving role of HR. It
emphasizes the importance of technology adoption and a human-centric approach. Companies are shifting to
virtual work, highlighting the need for corporate resilience and agility. HR professionals play a crucial role in
maintaining employee motivation, fostering trust, and adapting to new skills and practices in this evolving
workplace reality.

Thanuja, & Biju, Gregary & Shaji, Christina & Chandramana, Sudeep. (2020). Re-thinking HR Strategies for the
Post-Covid Workplace.

9. The research suggests flexible HRM practices including hiring, technology training, well-being,
employment relationships, and performance reviews to adapt to the post-pandemic "new normal." The
pandemic forced organizations to reconfigure their workforce and embrace virtual operations. While
presenting challenges, it also offers opportunities for dynamic capabilities and ongoing HR reconfigurations,
allowing organizations to not only survive but excel in the post-pandemic era.

Oseghale, Raphael & Ochie, Chinedu & Dang, Moses & Nyuur, Richard & Debrah, Yaw. (2022). Human
Resource Management Reconfiguration Post-COVID Crisis.

10. This paper discusses the concept of employee engagement and its significance in contemporary
organizations. Employee engagement encompasses aspects like job satisfaction, commitment, and
organizational citizenship behavior. It starts from recruitment and has a broad impact on various aspects of
Human Resource Management. The paper highlights the challenges in recruiting and retaining talent,
especially in fields like information technology. It emphasizes the importance of engaged employees, who are
emotionally connected to their work and organization, in driving productivity and innovation. The paper also
suggests various factors influencing employee engagement and presents a model for its holistic development.

Gaur, Deepika. (2015). Employee Engagement: Emerging Scenario

11. This study examines attrition reasons, challenges faced by managers, and suggests retention measures.
Retaining talent is crucial for long-term organizational success, emphasizing the need for growth
opportunities, appreciation, and a friendly atmosphere. Retention plans improve productivity, maintain
quality, and result in cost savings over time.

Sridhar, Guru Vignesh & Venugopal, Sarojini & Vetrivel, S. (2018). Employee Attrition and Employee
Retention- Challenges & Suggestions.
12. This article explores the impact of Artificial Intelligence (AI) on employee engagement, mediated by HR
Analytics and new-age work practices. The study involved 400 participants and employed questionnaires and
interviews for data collection, with regression analysis using SPSS for data analysis. The findings reveal that
AI significantly affects various aspects of employee engagement, such as job satisfaction, organizational
commitment, advocacy, pride, and intent to stay. This suggests that implementing AI in HR practices can
enhance employee engagement, performance, and overall business sustainability. The study recommends
focusing on AI adoption and employee training in AI technologies for better results.

Shree V, Vidhya & Krishnan, Lrk. (2023). Employee Engagement and New Age Work Practices Driven by AI
and Mediated by HR Analytics.

13. Findings revealed recognition and rewards, training, effective communication, and competitive pay are
effective in reducing turnover. Recognizing and rewarding employees enhances commitment, while training
and career opportunities promote retention. Effective communication and competitive compensation packages
contribute to employee satisfaction, potentially boosting SMEs' profitability and competitiveness. This study
provides valuable insights for SME managers, leaders, and HR personnel to address turnover and enhance
sales performance.

Mohammed, T., 2020. Strategies for reducing employee turnover in small and medium-sized enterprises
(Doctoral dissertation, Walden University).

14. The term 'Hybrid' has evolved over time and now refers to the integration of technology into people's
lifestyles. This integration is influenced by various factors such as culture, physiology, socio-ecological
arrangements, and developmental needs. Different aspects of life, like family, education, and work, have their
own governing systems. Systems are essential for the functioning of individuals, organizations, and nations,
ensuring order and flexibility coexist. In the context of the evolving workplace, the future is leaning towards
the hybrid workplace model, emphasizing adaptability and technological advancement for
productivity and growth.

Iqbal, Kanwar Muhammad Javed & Khalid, Farooq & Barykin, Sergey. (2021). Hybrid Workplace: The Future
of Work.

15. The research identifies reasons for attrition and retention, emphasizing the importance of motivation, job
satisfaction, compensation, counseling, and recognizing HR factors like training, leadership, and work
environment. Retaining talent is crucial, and the study highlights factors that contribute to employee
commitment and long-term stays in the organization. Employee turnover is a costly issue often
underestimated by organizations. Retention is essential for both the organization and employees in today's
competitive job market.

Anitha, Dr. (2023). A study on employee attrition and retention with reference to even impex.

16. This study investigated work preferences in two age groups: those under 35 and those above 35. It found
that preferences for learning and skill development at work correlated with career advancement, higher pay,
and feedback in both groups, but with different factors like task variety for the younger group and social
contacts for the older group. Surprisingly, older individuals valued learning opportunities more and were
more willing to leave their current organization. Good work-life balance was a key factor in retaining both age
groups, while younger employees were influenced by career advancement and social climate.

Karaivanova, Mariya & Zinovieva, Irina. (2014). Preferences for Learning and Skill Development at Work:
Comparison of Two Generations. Journal of Education Culture and Society.

17. Findings indicate that employees leave due to various factors like stress, job satisfaction, security, and
wages. Employee turnover adversely impacts an organization's productivity, sustainability, and profitability.
Understanding employee needs can help implement strategies to enhance job satisfaction, motivation, and
productivity while reducing problems like absenteeism and turnover. Effective strategies include good
management, training, involvement, rewards, engagement, and employee participation, promoting
sustainable performance.

Al-suraihi, Walid & Siti, Aida & Al-Suraihi, Abdullah & Ibrahim, Ishaq & Samikon, & Al-suraihi, Al-Hussain
& Ibrhim, Ishaq & Samikon, Siti. (2021). Employee Turnover: Causes, Importance and Retention Strategies.
European Journal of Business Management and Research.

18. This article emphasizes the importance of retaining skilled employees in a globalized and technologically
advanced business world. It highlights the challenges faced by human resources and stresses that retaining
top talent is crucial for long-term success, customer satisfaction, and competitiveness. Practical strategies like
competitive compensation, positive work environments, training, participative leadership, and career
advancement are recommended to build a retention-focused culture. Ultimately, effective employee retention
enhances productivity and positions the organization as an attractive workplace.

Babatunde, Fanisi & Onoja, Edward. (2023). The Effectiveness of Retention Strategies on Employee Retention.

19. This study investigates employee attrition in Pune-based software companies and identifies dissatisfaction
with pay, limited career advancement, and poor boss relations as leading causes. Attrition, particularly among
those aged 24-28 with 2-4 years of experience, often results from better offers elsewhere. Implementing
remedies to address employee needs and expectations can help retain talent and reduce attrition's adverse
effects on productivity and financial performance.

Thakar, Hemant & Kadam, Vidya. (2014). A study of Attrition in IT industries in Pune. International Journal of
Advanced Research

20. This research investigates the impact of employee retention strategies on organizational memory. It focuses
on how creating a positive work environment, involving employees, offering competitive compensation and
benefits, providing management support, promoting teamwork, offering training and development, ensuring
employee freedom and flexibility, and fostering effective communication contribute to retaining employees
and preserving organizational memory. The study found that these strategies positively influence both
employee retention and organizational memory. The research highlights the importance of retaining skilled
employees in the knowledge economy and provides insights for organizations, particularly in developing
countries like Iraq.
Hussein, Abbas & Hameed, Luma & Hameed, Majeed. (2021). Employees Retention Strategy and its Impact on
Organizational Memory

21. This study explores employee attrition and its management through software solutions. It
involved a structured questionnaire with 100 respondents, employing various statistical
methods. The study suggests that industries can reduce attrition by offering growth
opportunities, innovative technologies, effective training, and improved working conditions.
Ultimately, employee satisfaction plays a pivotal role in employee retention and,
consequently, a company's profitability.
Lavanya, B.L., 2017. A study on employee attrition: inevitable yet manageable. International Journal
of Business and Management Invention, 6(9), pp.38-50.

22. The study examined causes of employee attrition in the private sector. Salary
dissatisfaction was a significant factor. Respondents were mainly aged 26-35, male, with
postgraduate degrees, working at middle-level positions. Attrition costs were a concern.
Dissatisfaction with pay was avoidable, while job-switching was unavoidable. Demographic
profiles showed no significant impact on attrition causes. The study stressed the importance
of organizations implementing effective attrition reduction strategies.
KESAVAN, L. and DHIVYA, M.S., 2022. A Study On Causes Of Employee Attrition. Journal of
Pharmaceutical Negative Results, pp.479-483.

23. This research explores the post-COVID-19 future of workplaces by analyzing social media
discourse. Using a multi-level perspective (MLP), the study identifies changing workplace dimensions,
emerging challenges, technology adoption, and pandemic-related lessons. The findings reveal that
technology is now integral to workspaces, and sentiment analysis captures insights from pandemic
work experiences. The study emphasizes the need to integrate social and technical subsystems for
the workplace's future. Future research could delve deeper into subsystems through case studies and
analyze emerging themes.
Venkatachalam, P. and Mishra, R., 2023. Future of workplace design from a socio-technical
perspective. IIMB Management Review.

24. This study examines how the future of work, marked by significant changes such as digital
transformation, AI, and globalization, may lead to conditions that increase vulnerability among
various worker groups. It identifies nine key trends, including technology-driven automation and skill
requirements. However, the future of work also presents opportunities for labor market engagement
amidst these transformative shifts.
Jetha, A., Shamaee, A., Bonaccio, S., Gignac, M.A., Tucker, L.B., Tompa, E., Bültmann, U., Norman,
C.D., Banks, C.G. and Smith, P.M., 2021. Fragmentation in the future of work: A horizon scan
examining the impact of the changing nature of work on workers experiencing vulnerability. American
journal of industrial medicine, 64(8), pp.649-666.

25. The pandemic led to widespread remote work. Concerns about software engineers' productivity
emerged as companies embraced permanent remote or hybrid policies. A study of 7,686 data points
found mixed results, with some reporting increased productivity and others facing remote work
challenges. Longitudinal surveys showed improvement over time, indicating that remote work may
not be suitable for everyone, but lessons from the pandemic can inform future work policies.

Smite, D., Tkalich, A., Moe, N.B., Papatheocharous, E., Klotins, E. and Buvik, M.P., 2022. Changes in
perceived productivity of software engineers during COVID-19 pandemic: The voice of
evidence. Journal of Systems and Software, 186, p.111197.

26. This study examines the long-term impact of COVID-19 on work from home (WFH) and the
psycho-social factors influencing workers' intention to increase WFH post-COVID. It found that WFH
increased significantly during lockdowns, and post-COVID, it is expected to remain 75% higher than
pre-COVID levels. Factors like perceived behavioral control and subjective norms will influence WFH
intentions, while attitudes have a weaker impact. The study reflects on the unexpected WFH surge
during the pandemic and its potential lasting effects.
Jain, T., Currie, G. and Aston, L., 2022. COVID and working from home: Long-term impacts and
psycho-social determinants. Transportation Research Part A: Policy and Practice, 156, pp.52-68.

27. Organizations recognize employees as vital assets, but evolving workforce dynamics pose
challenges, especially in the Indian IT industry with high turnover. Top IT firms like TCS, Infosys, and
Wipro face upward attrition trends despite innovative retention efforts. To thrive, companies must
invest in employee development, engagement, and adapt to changing expectations while adhering to
legislation like the Maternity Benefit Amendment Bill. A comprehensive, inclusive approach is key to
long-term talent retention.
Prabhakaran, K., Malarkodi, M.K. and Rampradhap, K., A Study on Knowledge Transfer and
Employee Innovative Behaviour in It Sector With Reference of Inevitable Tech.

28. The global trend toward the hybrid workplace, driven by digitalization and the COVID-19
pandemic, emphasizes the need for flexibility, adaptability, and preparation. While some countries
ease lockdowns, businesses are gradually adopting hybrid or remote work models, recognizing the
hybrid workplace as the likely future of work.
Iqbal, K.M.J., Khalid, F. and Barykin, S.Y., 2021. Hybrid workplace: The future of work. In Handbook of
research on future opportunities for technology management education (pp. 28-48). IGI Global.

29. The pandemic has driven remote work, but research predominantly examines Global North
experiences. This article urges a global perspective, highlighting disparities in work infrastructures
and advocating a "work-from/at/for-home" framework. It stresses the interplay of various work types
and calls for research beyond the Global North to understand evolving work dynamics.
Islam, A., 2022. Work-from/at/for-home: CoVID-19 and the future of work–A critical
review. Geoforum, 128, pp.33-36.

30. This paper talks about Workforce trends, technological advances, and globalization will shape the
future of work, leading to more specialized firms, changes in labor recruitment, and a focus on
lifelong learning. These shifts may affect wages and distribution. Policies governing employment,
wages, and benefits may need revaluation to address market adjustments, evolving circumstances,
and potential new market failures to prepare for the 21st-century labor market.

Karoly, Lynn A. and Constantijn (Stan) Panis, The Future at Work: Trends
and Implications. Santa Monica, CA: RAND Corporation, 2004.