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PurposeThe purpose of the study is twofold: (1) it captures the work–life balance (WLB) experiences of front-office employees to inductively classify a set of WLB indicators for the locally owned Indian luxury hotels and (2) it further examines the existing WLB practices of the select hotels with the lens of talent management (TM) approach of key human resource management (HRM) practices (Thunnissen, 2016).Design/methodology/approachTo explore and classify WLB indicators, an exploratory, qualitative approach is utilized by administering seven focus group discussions involving 70 front-office employees working in Indian luxury hotels. Seven in-depth interviews with HR professionals were triangulated with secondary data to capture and analyse the existing WLB practices of sampled organizations.FindingsFour clusters of WLB indicators that are grounded in the lived experiences of front-office employees are identified and presented. Interview data from human resource representatives unveil that hotels consider existing WLB practices as key HRM practices with an inclusive TM approach. The findings also surface the differences in expectations of front-office employees and WLB practices followed by the hotels.Research limitations/implicationsFirst, the paper addresses the issue of WLB from employees' perspective which is crucial for designing effective WLB practices. Second, the paper contributes to the existing TM literature from the perspective of WLB practices.Originality/valueThe originality of the study is grounded in the employees' lived experiences to classify the WLB indicators for India and further examine the WLB practices through the lens of the TM approach.

This article provides a brief overview of the trends in bonus payment to executives in India. Using data from the voluntary web based survey of Paycheck India, which is a part of WageIndicator Foundation, this article analyzes the trends in five types of bonuses, viz., performance, end-of-year, festival, profit-share and others, from 2008 to 2016, across public and private sectors and four types of industries, viz., manufacturing and construction; trade, transport and hospitality; commercial services; and public sector, health care and education. The results suggest that performance bonus is the most popular type of bonus, while profit-share is the least popular. However, from 2008 to 2016, the shares of all types of bonuses in both sectors (Public and Private) and all industries have been declining, and in most of the large industries and firms, bonuses in terms of cash payments are now restricted to fewer executives.