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This preliminary study aimed to identify attributes for observed and latent variables. A documentary review was employed to investigate the attributes for latent variables, namely technological integration, disruptive leadership, and organizational transformation while the observed variable was human resource management during the disruption era. The findings revealed that there are six attributes for human resource management during the disruption era, four attributes for technological integration, five attributes for disruptive leadership, and four attributes for organizational transformation. All these variables and their attributes are going to investigate using structural equation modeling in order to explore relations between observed and latent variables.
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PurposeMany workers with disabilities face cultures of exclusion in the workplace, which can affect their participation in decisions, workplace engagement, job attitudes and performance. The authors explore a key indicator of engagement—perceptions of organizational citizenship behavior (OCB)—as it relates to disability and other marginalized identities in the workplace.Design/methodology/approachUsing an online survey, legal professionals answered questions about their workplace experiences. Ordinary least squares (OLS) multivariate regression analysis with progressive adjustment was used to investigate the effect of demographic and organizational factors on perceptions of OCB.FindingsThe authors find that employees with disabilities have lower perceptions of OCB, both before and after controlling for other personal and job variables. The disability gap is cut nearly in half, however, when controlling for workplace culture measures of co-worker support and the presence of an effective diversity, equity and inclusion (DEI) policy. Disability does not appear to interact with gender, race/ethnicity and LGBTQ + status in affecting perceptions of OCB.Originality/valueThe results point to the workplace barriers faced by people with disabilities that affect their perceptions of engagement, and the potential for supportive cultures to change these perceptions.
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IMPACTThis article's conceptual model provides a holistic lens for exploring the work environment of emotional labour (EL). Research has demonstrated high levels of burnout and mental health issues among EL workers. The negative outcomes associated with EL work are even more pronounced in the present Covid-19 landscape. By understanding EL workers' cognitive processes, organizations stand a better chance of promoting work engagement, well-being, and effective organizational functioning. Practically, organizations may have to provide training and support to line managers to enable them to evolve within the same mindset as EL workers. Senior managers also have to exhibit visible support to workplace initiatives to allow for consistent implementation of job resources.
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PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsEffectiveness of online learning requires employees to engage with the digital platforms used. Companies can increase work engagement (WE) among learners by developing a platform that is regarded as easy to use and offers online content that employees believe will enhance their future job performance. Task-based learning that includes game elements and other challenging activities also help create an online environment conducive to interaction, knowledge sharing and quality feedback. Personality traits can also influence learner WE, while careful use of financial incentives has scope to do likewise.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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PurposeEngaged employees are an organization's competitive advantage because the employees are willing to strive for organizational excellence. This paper examines employee engagement (EE), taking workplace digitalization as the mediator. The authors developed an integrated framework introducing transformational leadership and innovative culture as EE antecedents in workplace digitalization settings. Specifically, the authors argue that transformational leadership and innovative culture influence EE directly and indirectly through workplace digitalization.Design/methodology/approachA total of 256 valid online-survey samples were used in the structural equation modeling (SEM) tests. The respondents were the management-level executives of Selangor/Kuala Lumpur-based Malaysian companies.FindingsThe authors' findings support that workplace digitalization positively influences EE. Unlike transformational leadership, innovative culture positively influences workplace digitalization. Further, innovative culture directly affects EE and indirectly through workplace digitalization, albeit partially. Transformational leadership directly influences EE but is insignificant through workplace digitalization.Practical implicationsThe findings suggest that organizations that wish to fast-track EE can cultivate an innovative culture to facilitate employees' acceptance of workplace digitalization and enhance EE.Originality/valueThe authors' research expands the interdisciplinary theoretical foundation on how employees' perception and acceptance of workplace digitalization add to EE by highlighting the roles of transformational leaders and innovative culture. The authors' research is among the first few investigating how transformational leadership and innovative culture affect EE in the presence of workplace digitalization. The authors also discussed workplace digitalization as a mediator to innovative culture–EE relationships.
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Drawing on self-determination theory (SDT) (Deci & Ryan, 2000, 2008a, 2008b, 1985;Ryan & Deci, 2000, 2017, 2019;Ryan et al., 2019, 2021) and conservation of resources (COR) theory (Hobfoll, 1989, 2004, 2011), this study constructed an mindfulness-employee involvement (M-EI) model to explore the mechanism of enhancing psychological safety (Edmondson, 1999;Edmondson & Lei, 2014;Dekker & Edmondson, 2022) by leveraging mindfulness (Baer et al., 2006;Hou et al., 2014;Kudesia, 2019) and employee involvement practices (Lawler, 1994;Riordan et al., 2005;Wood, 2020). Specifically, the study explored whether an organization or individuals are responsible for making people feel safe, as well as how COVID-19 lockdown practices could impact the above-mentioned mechanism. A quantitative survey was conducted and analysed via structural equation modelling. The regression results supported both a positive, direct correlation between mindfulness and psychological safety and an indirect correlation via employee involvement moderated (i.e., made less positive) by COVID-19 lockdown practices. Considering the uniqueness of Chinese culture, the Five Facet Mindfulness Questionnaire (FFMQ) 18 with a better model fit was constructed as the measurement for mindfulness. It is important to leverage both intrinsic and extrinsic factors to enhance psychological safety levels, allowing better mental health, accumulated intrinsic motivation, and greater autonomy at work for sustainable growth. © 2023 The Author.
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PurposeWork engagement is among the most influential constructs in human resource management, but work engagement's current understanding overlooks what employees consider as engagement. The author aims to advance the human resources theory and practice by discussing the need for understanding engagement from the employee point of view, and the author explores the properties of a self-anchoring work engagement scale – the measure capturing the personal perspective on work engagement.Design/methodology/approachThe author has presented a conceptual discussion providing a rationale for capturing employee personal perspective on work engagement as supplementary to multi-item measures capturing researcher perspective. Based on empirical evidence, the author tests convergent and discriminant validity of self-anchoring work engagement in relation to job resources, job demands and burnout;the author confronts the nomological network of self-anchoring scale with previous work engagement meta-analysis.FindingsThe obtained results provided preliminary evidence supporting convergent and discriminant validity of self-anchoring work engagement. The analysis of the nomological network of self-anchoring work engagement in comparison to the previous meta-analysis revealed that self-anchoring work engagement might be more strongly related to challenging job demands than the multi-item researcher perspective work engagement.Research limitations/implicationsPractical implicationsSocial implicationsOriginality/valueThe author's findings provide a modicum of evidence that asking employees about self-assessment of employees' work engagement on a 0–10 scale provides researchers with access to a freely available measurement method of the personal perception on work engagement.Contribution to impact
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Researchers have highlighted that as work from home (WFH) mechanisms have progressed during pandemic COVID-19, there is a likelihood that occupational stress levels may arise considerably. Mental health of the employees may deteriorate due to work related stress. Hence, it remains eminent to explore during pandemic, how involvement human resource management practices would affect stress levels of the employees. Perceived work-based self-efficacy, employee stress management and hope were estimated as mediating constructs among involvement HRM practices and mental well-being of employees. In this regard, it was endeavoured to collect primary data through structured questionnaire from the sales staff of telecommunication sector of Pakistan using non-probability convenience sampling. Data estimation was conducted using covariance-based structural equation modelling (CB-SEM) on AMOS 25.0. The results affirmed theoretically established associations.
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PurposeAs work-from-home policies were being implemented during Covid-19, organizations have been migrating their learning and development programs to digital platforms. This study aims to understand the role of employees' perceptions about four key attributes of online learning platforms (OLPs), namely, online environment, ease of use, online content (OC) and online engagement anchors in their levels of work engagement (WE). Further, it also investigates how the personality attributes of the employees and financial incentives for online learning influence this relationship.Design/methodology/approachUsing the snowball sampling technique, online questionnaires were distributed to about 350 employees in four IT firms in India who were working from home during the Covid-19 period. The total number of valid responses was 306 and consisted of software developers, technical leads, process specialists, testers and managers. The analysis was done using Python software (V.3.7.4) packages and Process Macro (pyprocessmacro V.1.0.8) developed for Python.FindingsPerceived OLP features significantly influence employee WE. OC and ease of use are significant influencers of employee WE. The perception of OLP features indirectly affects WE through the learner's personality characteristics. Moreover, the financial incentive to learn online shares a negative interaction effect with OLP features to influence WE.Originality/valueThe paper contributes to the existing literature on virtual knowledge management by identifying the driving factors that reinforce the acceptance of OLPs. Moreover, to the best of the authors' knowledge, this is the first attempt to link online learning management system key characteristics with employee outcome as engagement. Most of the previous work has ignored exploring such a relationship in an organizational setting.
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The COVID-19 pandemic poses increasing challenges to the survival and development of organizations. It is a matter of great concern as to how these organizations will cope with these adverse conditions and survive in the face of crisis caused by the pandemic. Creating and maintaining a healthy human resource is a key to coping with this crisis. Employee engagement and employee performance are two critical aspects for organizational success. The study investigates workplace spirituality as another dimension towards achieving engagement and enhancing performance of employees. The universe of the study consisted of full time employees working in both private and public sector organizations in Assam. Respondents were from varied industries including manufacturing, service, education and health care. Results reveal that workplace spirituality has statistically significant positive impact on employee engagement ( =0.681, p=0.000) and employee performance (β=0.528, p=0.000). This study suggests that organizations need to institutionalize spiritual values and practices in their organizational culture to make their employees more committed and more productive for achieving sustainability in the long run.
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Today, employee engagement has become a critical issue for every organization. Earlier, while organizations considered employees as a strategic tool, they are now believed to be strategic partners in a business. Employee engagement is connected with organizational outputs such as productivity, retention rate, creativity, customer satisfaction, and sustainability. This study focuses on the concept of employee engagement drivers that affect employee engagement at workplace, and the challenges faced by organizations and employees before and after the Covid-19 pandemic. An extensive literature review was done on such drivers, to find out whether there is some shift in the engagement drivers before and after the emergence of the pandemic and whether the shift is a slight or a major one. Fifty-one research publications on employee engagement, published in various journals between 1970 and 2022, were examined, and databases such as Web of Science, EBSCO, and ProQuest were used.
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PurposeThe current study focuses on the role of antecedents to prevent perceived job insecurity and mitigate its negative impacts on work-related well-being. The study examined variables of the resourceful environment (effective organizational communication and involvement), conserved resources (perceived employability and emotional exhaustion) and resource loss (job insecurity) by drawing on the Conservation of Resources (COR) theory for predicting the work-related well-being adding the moderating role of boundaryless career orientation.Design/methodology/approachA sample of 306 salespersons of pharmaceutical companies working in Pakistan was obtained. The hypothesized relationships were tested through structural equation modeling in SmartPLS.FindingsThe results confirmed showed that the organizational communication, employee involvement and perceived employability reduce the perceived job insecurity;however, the emotional exhaustion was positively related. It also confirmed the moderating effect of boundaryless career orientation on relationship of job insecurity and well-being.Practical implicationsTo make employees engaged, the organizations are required to involve employees by sharing knowledge, information and power to make decisions, value their opinion and ensuring the employability. Further, salespersons having a preference of a boundaryless career proved to mitigate negative impact of job insecurity on work-related well-being.Originality/valueMany empirical studies have identified that the perceived job insecurity is one of the major concerns affecting employee's well-being. However, few studies simultaneously have sought to prevent the perceived job insecurity among employees. The findings are important in developing the understanding that how salespersons perceive their capabilities and the work environment of the organization, this perception;resultantly, can influence their behaviors particularly the work engagement dimension of well-being.
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Maintaining a stable and engaged workforce is essential in providing quality treatment to individuals with behavioral health disorders. Soliciting and accepting input and feedback from workforce members is vital in ensuring that competent staff is available to this vulnerable population. Behavioral health leaders can facilitate this goal by cultivating environments that support employee involvement in organizational decision-making. This case study focused on identifying strategies for obtaining employee involvement by examining organizational culture and perceptions, with specific attention to existing opportunities for engaging the workforce in corporate decisions. Using the Baldridge Excellence Framework conceptually, data collection comprised five leadership interviews, organizational policies, quality reports, strategic planning documents, and external licensing and accreditation reports from a behavioral health organization operating in an urban city in the northeastern United States. Findings indicated that employee involvement was present and valued in the organization. However, health and safety measures implemented to reduce risks of COVID-19 exposure contributed to a perception of reduced employee involvement. Other findings suggested the presence of paternalistic leadership and a family orientation in the agency. Recommendations included implementing processes that support the organizational culture and employees' need for affiliation while protecting employee health and safety. Study findings contribute to positive social change by providing behavioral health leaders with strategies for maintaining a stable workforce that can provide quality treatment and care. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
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Purpose>The paper aims to provide insights into the influence of COVID-19 on employee engagement and ergonomics in the banking sector. The purpose of this study is understood from the perspective of impact of the pandemic on banking employees.Design/methodology/approach>Data for the study are collected from the employees working in the banking sector of India. The study applied the partial least squares (PLS) method of analysis to understand the relationship between employee engagement and ergonomics in the banking sector.Findings>The findings of the study suggest results with regards to change in the perception of the employees in the bank and its influence on the work ergonomics due to pandemic. The findings indicate that banks need to develop measures and strategies for improving employee engagement programs and work ergonomics at banks.Research limitations/implications>The study is confined to the banking employees working in a specific region. Therefore, future research could focus more on the influence of Covid-19 on the organizational culture of the banking system and provide insight into this direction of research.Practical implications>This study provides directions for human resource management for developing effective practices for improving the performance of the employees in the banking sector.Social implications>This study offers support to the banking sector by providing insights into how it can improve the working environment and, thereby, enhance working in the banking sector.Originality/value>This is the study that attempts to provide insights into how ergonomics is important for working in the banking sector, especially during a pandemic. The findings provide important implications for the banking sector and improve work ergonomics.
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Employees that are highly engaged and devoted to their companies provide important competitive advantages, leading in minimal employee turnover and great productivity. Surprisingly, firms of all sizes and kinds have begun spending significantly on policies and practises that encourage employee engagement and commitment. The pandemic COVID 19 has placed an exceptional burden on organisations to keep their staff completely engaged in their job during these times of widespread stress and concern due to the epidemic. The study begins by discussing the variables affecting the workplace engagement of work-at-home workers during the Corona epidemic, as well as the correlation between employee engagement and production throughout the pandemic.
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Purpose: The Egyptian banking sector adopts an expansion strategy in the field of digital transformation to face the competition resulting from the entry of ICT companies, the repercussions of the Corona virus and the spread of financial technology companies in the banking services market. This trend offers multiple benefits to banks and customers, including ease of conducting transactions, reducing operating expenses, and meeting the needs of customers who prefer banking transactions via the Internet and smart phones, On the other hand, it introduces wide changes to the size and quality of banking jobs in the future, and threatens the disappearance of some of them ,therefore this study analyses empirical evidence of the impact of the digital transformation on staffing strategy in the Egyptian banking sector. Design/Methodology/Approach: This study depends on the analysis of secondary data obtained from the reports of the Central Bank of Egypt on the indicators of digital transformation and the number and quality of banking staffs during the period from 20162021, using the analysis of correlation and regression coefficients. Findings: The results of the study indicate that there is no negative impact of digital transformation on new staffing operations in the short term, because the rate of bank penetration into the banking services market is still low and therefore Egyptian banks are expanding their traditional branch network alongside digital banking services channels. This transformation has also created a new type of job that keeps pace with banking digitalization, while in the long term digital transformation threatens the disappearance of some jobs to be replaced by artificial intelligence, internet banking, mobile banking and electronic wallets. Originality/Value: The novelty of this study is to examine the relationship between digital transformation indictors and the size and quality of staffing in the Egyptian banking sector. Practical Implications: The importance of this study is to provide recommendations to the HR management in Egyptian banks to deal proactively to deal with the potential impacts of digital transformation in the banking sector. Limitations/implications: There are limitations to the results of this study represented in the insufficiency of the study period, and there are many factors affecting the size and quality of employees in the banking sector other than digital transformation. In addition, the study relied on the method of quantitative analysis of the study variables. Hence further studies can be carried out with different methodologies such as surveys, case studies and qualitative analysis methods
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Because of the unexpected changes in business practices tempted by the COVID-19 pandemic, human resource (HR) specialists are working hard to guide and help employees in adapting to the new way of working. On the other hand, HR managers must be prepared to cope with the issues that may occur as businesses adjust to the new normal. The goal of this article is to look at the issues of human resources in the post-COVID-19 era. The study identifies and defines some unique problems that any organization's HR department will confront following the pandemic. Secondary data for this narrative literature study was acquired from various sources, including published articles, reports, and websites. The study's findings are the result of a rigorous review of pertinent data. Remote working concerns, workforce engagement, maintenance, more flexibility, maintaining work-life balance, and raising employee morale were highlighted as long-term Human Resource Management (HRM) challenges in the COVID-19 new normal by this study. The importance of this research lies in the implications it has for businesses as they respond to change. HR professionals can use the study's findings to develop successful methods for adapting to the new reality created by the COVID-19 epidemic. This could assist HR leaders in being better prepared for the post-pandemic new business age.
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This article describes the impact of targeted programs on faculty reengagement at one hospital and medical school over the past two years of the COVID-19 pandemic. Utilizing theories grounded in the literature of both the constructs of employee engagement and scholarship of engagement, the authors implemented flexible faculty learning environments, enhanced social connections, and elevated wellness as a strategic initiative across the educational continuum. Institutions may look to these efforts to pilot such programs in their respective settings when seeking to reengage faculty at all ranks.
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A mixed methods study was used to determine the effect of telework on clinical information systems perception of social connections, supervisor connections, work connections on thriving versus surviving, and employee satisfaction as compared to the traditional work environment. Major themes emerged: Productivity, work-life balance, satisfaction;and communication, connection, and collaboration.
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Given the today's hypercompetitive labour market and the lack of human capital and talents, which is exacerbated by the COVID-19 pandemic, retaining talented employees is a big challenge for organizations. Human resources managers generally know that recruitment of talented and high performing employees is crucial for survival and sustainable competitiveness. There is a lot of academic research and discussions on which factors are the most effective in talent retention. The aim of this study was to analyse the antecedents of talented employees' intention to stay with the organizations with an accent on selected demographic characteristics. The research sample consisted of 391 respondents - employees who have been identified as organizational talents (possibly included in the talent pool, if such exists in the organization). Data was collected using a questionnaire which, in addition to demographic characteristics, contained statements focusing on individual aspects of remaining in the organization. One of the aims of the study is to find out the deeper connections between the examined variables - to find out how and why the variables are correlated with each other through factor analysis. In order to determine the significance of the factors, inference statistics methods such as the Bartlett's Test of Sphericity, the Kaiser-Meyer-Olkin test and the principal component analysis (PCA) were used. The influence of significant independent variables (demographic factors - gender, age, education, position held and length of employment in the organization) on the value of extracted factors was examined by means of ANOVA (Analysis of Variance).