Paper Details

This study rigorously analyses the behavioural issues encountered by medium-sized firms in Punjab, India, and investigates the strategic measures implemented to improve employee conduct and performance.Organisational effectiveness relies on constructive employee behaviour, which is defined by enthusiasm, cooperation, accountability, and adaptation, in an evolving and rapidly evolving economic context. However, structural barriers, resource shortages, and embedded cultural norms frequently plague medium-sized businesses in Punjab, making it difficult for them to consistently foster positive employee behaviour.The study adopted a qualitative research approach to gather data by conducting thorough interviews with thirty participants from various manufacturing industries, including HR managers, supervisors, and operational workers. The lack of formal human resources procedures, constrained alternatives for developing abilities, hierarchical communication patterns, lack of recognition, and cultural resistance to organisational change are only a few of the significant behavioural issues that thematic analysis identified. Participatory leadership, structured feedback systems, training interventions, performance-based rewards, and wellness initiatives were among the corresponding coping mechanisms.By providing useful tactics and culturally informed insights, this study contributes to the broader conversation on human resource development in emerging economies. Despite structural limitations, the results offer a nuanced view of how medium-sized businesses in regional locations might promote healthy employee behaviour. In order to create resilient and people-centric organisations in comparable situations, the study ends with practical suggestions for HR professionals, legislators, and business executives.

employee behaviour, coping strategies, HR challenges, medium enterprises, Punjab, workplace culture, organizational development