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Human Resource Management (HRM), Industrial Relations, Labor Law (Indian business context), Organizational Behavior, Trade Union and Employer-Employee Relationship.

Academic students (MBA and BBA), management trainees, HR managers and top management of organizations interested in understanding the importance HRM practices.

This case describes an Industrial Relations situation in an automobile company in India. It begins with the mention of Maruti Suzuki India Limited's (MSIL) brush with an unprecedented labor violence that rocked its Manesar facility on July 18, 2012, eventually leading to the lock out of the same on July 21, 2012. Further, it describes the background of the company, employer-employee relationship, a series of strikes experienced by the company, incidents that led to the violence, incidents that happened on the day of violence and finally actions taken after the violence by the company, the government and the union. With such details, the case raises questions on the prolonged people management issues afflicting MSIL. It endeavors to educate the discussants on the specifics of an industrial relations system and the role of each actor toward maintaining industrial peace.

Understanding the role of actors of industrial relations toward effective HRM in the organization. Analyzing the compliance of the actors under the existing labor laws as applicable to the organization. Comprehending the attitude of employees, employers and industry toward each other and also toward the job. To understand the nuances of people management function and its contribution toward the violence that eventually resulted in lockout. To comprehend various organizational behavior concepts that shall help synergize the employees' objectives and employer's goal. To analyze the complete incident with relevant organizational and industrial relations (IR) theories.

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Ageism has deleteriously influenced individuals and society for nearly half a century. Despite receiving increased attention, it remains under-researched regarding how it might be reduced in the workplace. Even though its prevalence and allure, review studies on workplace ageism (WA) are also scarce, and thus a review is warranted.

To fill the preceding void, this study will systematically review the existing literature on WA using data from the past four decades.

This study identified the various antecedents and the intervention mechanism through which WA may be reduced. Additionally, through reviews, the authors advance the research by offering promising avenues for future research.

This review contributes to human resources managers and will inspire future scholars to delve deeper into combating age discrimination, stereotypes and bias toward employees in workplaces.

The purpose of the study is to examine the mediating effect of perceived work–life balance (WLB) between work overload and career commitment among law enforcement officers in India. The study also explores whether satisfaction with organizational WLB strategies moderates the relationship between work overload and perceived WLB.

This research is based on a sample of 819 law enforcement officers through a structured questionnaire based data collection. The reliability coefficient of the scales varied between 0.86 and 0.94. The study adopted a hierarchical multiple regression analysis to test the hypotheses.

The result supported the mediating role of perceived WLB in the relationship between work overload and career commitment. It also demonstrated that the impact of work overload on perceived WLB would be diminished among employees having high levels of satisfaction on organizational WLB strategies.

The research findings have significant policy implications for the organization under study and a reference for many others with deteriorating WLB to amend the existing policy or formulate new measures.

The present study expands the scant literature on the mediating role of perceived WLB between work overload and career commitment. The study also furthers the literature by exploring the moderating roles of WLB strategies between work overload and perceived WLB.