the indian heart although does appreciate good infrastructure, good salary, rewards and recognition, growth prospects, learning and development, etc craves for personal love and care giving emotional security which further gives sense of security and stability to the family of the employee -
would like to work longer for an employer where he feels in close touch with the boss in his good books who cares for his personal welfare and offers flexibility in managing his personal affairs while mentors him on the job for personal development like the karta of a joint family, visits him and pats him at his table/office, visits his home once a while aligning with his family members and accepting humble courtesies, offers organisational help in times of personal needs of self and family in case of sickness, bereavement, accident, marriage of children or sister, care for parents, etc with a personal touch all the while understanding the background of the employee and his personal needs and empathising all the while and offering silent help flexibly going out of the way when needed. thus emotional bonding becomes a prime criteria for employee engagement on a longer basis while gracefully allows one to leave the organisation for his personal growth offering good wishes and blessings retaining personal touch later too without any burnt feelings for the left employee.
emotional bonding with the organisation and practice of sensitivity through application of emotional intelligence at all times promoting an affiliative culture while being also stern at times in terms of achieving organisation goals or discipline alike the elders at home alike a nurturing parent scolding for good at times, not impacting the personal bonding rather considered fair enough and right of the parental person for the good of the individual and the orgnisation.
the indian heart attaches value to his parents and family members drawing emotional security therefrom and expects the same in organisational settings not treating him just part of the human resources system subject to systems and policies all the while however advanced the hr practices may be with lack of personal empathy and personal touch.
in larger set ups in grown or growing organsiations, leadership communications with employees once a while now and then in a year on annual days, festivities, etc establishes the macro bond between the top leadership team and the employees experiencing the leader personally and gaining respect and credibility among employees building a thread of bond with the organisation and the employees - alike a national leader striking the right chord at the right time - industry for the people and not people for the industry. People first is the latest management mantra replacing customer first. love and involve people responding to their emotions and needs and people will respond overwhelmingly for a bit of love and care. when love and affection is not available one would replace this need perhaps with need for prosperity and other contemporary needs gaining a higher priority in life.
thus retaining cultural family karta type leadership in personal style with personal touch and care in the indian context with responsibility towards employees as the basic stake holders in the organisation could go a long way in building the institutional characteristic of the organisation, based on values and sense of mission with love for people and respect for elders creating a long term lifelong bond towards the leadership and the organisation with a people first policy, who in turn lead the mission of the organisation at various levels collaborating with the organisational goals as personal goals ready to sacrifice whenever the need demands surrendering to the organisation with a personal bond when the time calls, under exemplary leadership with love and care towards people as a basic personal and organisational value.