Human-Centered Development: Interventions to Boost Engagement in Pune's Service Sector by 2047

ABSTRACT In line with the Viksit Bharat 2047, this study explores employee engagement as a strategic lever for organisational effectiveness in Pune's service sector. It looks at how job demand resources effect autonomy, digital enablement, strengths utilisation, managerial coaching, and meaningful work affect employee engagement and the results that follow. A convergent mixed-methods design combined firm-level performance indicators, managerial interviews, and survey data from 485 workers in 24 companies. SEM, regression, and mediation were used in quantitative analyses was used to thematically analyse qualitative data. Future longitudinal research is advised because cross-sectional designs restrict the ability to draw conclusions about causality. Increased participation strengthens human capital for sustainable growth by encouraging inclusion, well-being, and urban resilience. In addition to introducing digital enablement as a contemporary resource and offering a replicable engagement framework for metropolitan service economies, the study contextualises the Job demand resources model for India. Job resources explained 54% of the variance in engagement and were a significant predictor (β =.27–.16). Engagement, in turn, decreased absenteeism (β = -.19) and turnover intention (β = -.26), and improved task performance (β =.31). The most effective levers were found to be meaningful work, autonomy, and managerial coaching.