PurposeExtant literature indicates the influence of anxiety on job insecurity (JI). However, the effect of financial anxiety (FA) on JI has received lesser attention. Further, there is a dearth of literature on this relationship during a global crisis, such as COVID-19, and more so in the Indian context. This study attempts to empirically explore the relationship between FA and JI in presence of moderators, such as gender, tenure and individual annual income.Design/methodology/approachData were collected from 584 employees engaged in remote working in the information technology (IT) sector in India during the COVID-19 crisis. The data were analysed using SPSS 25 and AMOS 24. A hierarchical regression method was followed to test the hypothesis. In step 1, JI was regressed on FA in presence of control variables. In step 2, moderators, such as gender, tenure and individual annual income, were entered along with interaction terms.FindingsFindings revealed a significant positive relation between FA and JI. The moderating effects of gender, tenure and annual income on the relationship between FA and JI were significant and interesting.Originality/valueThe paper empirically studies the role of FA on JI of Indian IT employees during COVID- 19. It is a response to researchers' call to integrate the effect of different moderators on the relationship between FA and JI during a crisis that has direct impacts on both. The influence of moderators on JI was interesting in the reversal effects produced.

The COVID-19 ‘new normal’ has forced organisations to reinvent business practices including rewards in order to retain and motivate employees. This article reviewed the published literature to identify the changing Total Rewards strategies adopted by firms in India as they navigated the various phases of this unprecedented pandemic. The review of academic papers as well as practitioner articles or news articles on relevant themes published in the period of 2020–2021 was followed by semi-structured interviews with 12 human resource practitioners working in the Compensation and Benefits or Total Rewards function across various organisations in India to arrive at the findings of the study. The study revealed that most firms have adopted a compassionate approach while reformulating their Total Rewards strategy. Agility, fairness and hyper-personalisation form the cornerstones for relooking at the Total Rewards dimensions such as pay, benefits, learning and development, and work environment. Spurred by the pandemic, the article highlights the endeavour of Indian firms to imbibe compassion into their Total Rewards strategies by being agile, fair and hyper-personalised. Further, it also lists potential challenges that Indian reward leaders might need to address to successfully implement and sustain a compassionate Total Rewards culture in their organisations.

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The purpose of this study is to find out the role of human resource management (HRM) in driving socially responsible and sustainable initiatives in organisations. The annual reports of two major Indian companies, Tata Steel and ITC were studied with specific focus on their HR policies and practices, business responsibility and sustainability activities and analysed by the authors. The findings show the role that HRM plays in implementing following SDG goals. The paper is an interdisciplinary study viewing the role of HRM in CSR and sustainability and extends and broadens the area of research by an in-depth study of two established companies in India.