Age Management for the Common Good

In the aftermath of the COVID-19 pandemic and amid the present reconfiguring of corporate purpose, there is an opportunity to realign actions focused on prolonging working lives. We put forward a transformative agenda concerned with workforce ageing that aligns with contemporary expectations regarding sustainability, inequality, and emerging conceptualisations of management. In this article, the new concept of Common Good human resource management (HRM) is utilised as a potential means of encouraging business responses focused on grand challenges such as population ageing. We suggest how these principles might be applied to the issue of managing age in workplaces, to recast debate about issues of age and work, to be used as an advocacy tool encouraging employer engagement, while providing a framework that might direct organisational leadership. © The Author(s), 2023. Published by Cambridge University Press on behalf of UNSW Canberra.

A psychological contract perspective to managing the employment relationship during the covid-19 pandemic in the aviation industry

Although the literature on psychological contracts is rich, researchers have so far paid limited attention to psychological contracts in times of crisis. To investigate how employees assess their psychological contracts during a crisis, we conducted 32 semistructured interviews during the third wave of the COVID-19 pandemic in Europe. The interviewees worked in the airline industry, which the pandemic severely affected. Our qualitative approach allowed us to gain novel insights into the mechanisms by which contracts are managed when the typical parameters of contract assessment are not possible, thereby allowing us to expand psychological contract theory. In addition to illustrating the key employer obligations that employees perceived during a crisis, we introduce two novel theoretical concepts -psychological contract credit and psychological contract inactivation - that explain how employees managed their contracts during the crisis. The practical findings of this study are of relevance to HR managers in managing future crises and addressing the aftermath of the COVID-19 pandemic. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Virtual Management and the New Normal: New Perspectives on HRM and Leadership since the COVID-19 Pandemic

This book examines how Human Resource Management and leadership have been affected by the COVID-19 pandemic, what organizations can learn from this, and how these new experiences could be applied in the "New Normal”. The editors of this book have compiled the new knowledge that exists around remote leadership and organizational practices, relative to pre-COVID-19 studies, and the experiences learned during the pandemic. Key discussion themes focus on the role of distance in leadership, organizations and HR, the sustainability aspects involved, innovations and knowledge development achieved, the role of digitalization and new requirements and possibilities for management post-COVID-19. The editors conclude by investigating the strategic processes and factors influencing the "New Normal”. This book will be of great importance for academics, students and practitioners in the fields of Management, Leadership, Human Resource Management, Sustainability, Change Management and Crisis Management. © The Editor(s) (if applicable) and The Author(s), under exclusive licence to Springer Nature Switzerland AG 2023.

Review on Digitalization of Human Resource Management Functions

The article discusses the importance of digital HR transformation in organizations in the post-pandemic world. The COVID-19 pandemic has made it necessary for HR departments to prioritize restructuring the culture of organizations by adopting a hybrid working model that provides flexibility to employees. Digitalization has become an enabler that changes behaviors, communication, and interactions with customers and employees, and HR's role as a change agent is crucial in this regard. HR departments are being asked to lead the digital transformation sweeping organizations worldwide, and they need to support organizations in redesigning job roles with outcome-based performances. HR digital transformation is the process of changing operational HR processes to become automated and data-driven. The article explains that HR digitalization processes incorporate the use of digital channels and the use of social media platforms for recruiting, and it provides examples of HR functions that have successfully been innovated. The article concludes by emphasizing the need for HR to develop competencies as a strategic business partner to lead the organization's overall growth strategy based on digitalization tools.

Building resilience and sustainable HRM in the visitor economy: An uneasy relationship

This paper draws on small and medium enterprises' (SMEs') experiences of the 2019/2020 Victorian (Australia) bushfires and COVID-19 to explore organizations' capacity to achieve Sustainable Human Resource Management (S-HRM) and organizational resilience outcomes within crisis contexts. The study adopts a qualitative research design. Virtual, semi-structured interviews were conducted with 33 stakeholders across two, contextually different tourism destinations (Bright and Echuca-Moama located in Victoria, Australia). Thematic analysis was undertaken. Findings present a mixed picture. Macro, meso and micro-level factors such as business type, location and workforce management;owner-managers' skill sets and networks;prior experience of crises;individual wellbeing;government crisis management processes;and housing shortages were found to influence SMEs' sustainability and resilience outcomes. Tensions faced by SMEs, such as dilemmas between financial versus social sustainability, and employee versus business owner wellbeing, were revealed. Inspired by the UN's Sustainable Development Goal (SDG 8), the paper brings together literature from sustainable HRM and resilience to discuss how SMEs in the tourism and hospitality sector can nurture social outcomes and organizational resilience. This is a timely conversation given COVID-induced workplace disruptions, and the likelihood of future shocks.

The Link between HRM Practices and Performance in Healthcare: The Mediating Role of the Organizational Change Process.

The role of human resources as a change agent in the organizational change process holds great importance. Hence, it is crucial to identify ways human resources can support change. This paper investigates the direct and indirect relationships between human resource management (HRM) practices and organizational performance, as well as the mediating role of the organizational change process in these relationships. The proposed model integrates primary HRM practices, organizational change components, organizational performance, employee retention, and organizational abandonment. We collected data to evaluate the relationships between the model variables through a survey questionnaire applied to 441 Romanian employees in the healthcare industry. The paper used structural equation modeling to test the model's validity and hypotheses. The results show that HRM practices directly impact organizational performance and have a mediated impact through the organizational change process. Additionally, the direct and mediating effects are consistent, and healthcare employers consider appropriate HRM practices and effective management of the organizational change process as essential drivers to achieve superior performance. The empirical findings provide valuable insights for government policymakers, stakeholders, and health managers on how suitable HRM practices can influence organizational performance.

Knowledge-Based Human Resource Management, Logistics Capability, and Organizational Performance in Small Finnish Logistics Service Providers

Background: In the current knowledge age, the performance of logistics firms increasingly depends on knowledge and capabilities they can leverage in value-creation processes. The objective of this paper is to investigate the relationship between knowledge-based human resource management (HRM) practices and organizational performance mediated by logistics capability. Methods: Data from 93 small Finnish logistics service providers was collected by a questionnaire survey. Structural equation modeling and partial least squares analysis were used to test the hypothesized relationships between HRM practices and the organizational performance of logistics companies, as well as the mediating impact of logistics capability. Results: The results demonstrate that logistics capability fully mediates the relationship between HRM practices and the organizational performance of small logistics companies. Each of the three knowledge-based HRM practices-knowledge-based recruitment, training and development, and motivation-significantly influences logistics capability, which is, in turn, associated with the organizational performance of companies. Conclusions: This paper is one of the few among discussing knowledge-based HRM practices in logistics service research. The paper contributes to the literature on logistics by demonstrating the value of knowledge-based HRM practices in acquiring, developing, and leveraging knowledge to create organizational capabilities and ensure organizational performance. This study provides an improved understanding of the role of HRM and the resulting logistics capability in the performance of small logistics service companies.

Green Human Resource Management, Green Supply Chain Management, Green Lifestyle: Their Effect on Business Sustainability Mediated by Digital Skills

Purpose: This study aims to empirically test and analyze the role of Green Human Resource Management (GHRM) and Green Supply Chain Management (GSCM) and Green Lifestyle on business sustainability mediated by digital skills. Design/Methodology: This study involved logistics managers at manufacturing companies in DKI Jakarta and West Java, Indonesia. It is because these two provinces have the largest manufacturing companies in Indonesia. From a late survey, the researchers obtained data from 250 questionnaires that were distributed. Then from all the data, there were 218 data that could be processed for further analysis. This study utilized the Structural Equation Model (SEM) analysis technique with AMOS 24 software in the data testing process. Findings: This study has confirmed a number of findings including: With the current COVID-19 Pandemic, Green Human Resources Management (GRHM) and Green Supply Chain Management (GSCM) are needed in Business Sustainability. GSCM has a positive effect on Business Sustainability (BS). Indonesia is also facing a revolution of 4.0 and 5.0, and Green Human Resources Management (GHRM) practice has an influence on BS and is deemed having significant and positive effect. In addition, manufacturing companies support the practice of green environment so that Green Supply Chain Management (GSCM) practice needs Digital Skill (DS) in enhancing its performance. Also, it has been proven in this research that GSCM has positive and significant effect. Digital Skill (DS), however, has no direct effect on Business Sustainability (BS). Research Limitation/Implications: This study focuses on the scope of green human resource management, green supply chain management, and green lifestyle and their impact on business sustainability mediated by digital skills. The next study is expected to examine the concept of green human resource management in service companies in order to obtain unique findings and confirm the relevance of the green human resource management concept in various business phenomena. Originality/value: This study explains the concept of Green Human Resource Management (GHRM), Green Supply Chain Management (GSCM) and Green Lifestyle (GL) towards Business Sustainability (BS) which is a different concept from the concept of Human Resource Management (HRM) implemented in manufacturing companies. In addition, this study discusses the green supply chain in its influence on business sustainability. Also, this study explains the role of the concept of Digital Skills (DS) in influencing Business Sustainability (BS).Practical and Social Implication: This study is expected to be a reference for practitioners, especially in the fields of Green Human Resource Management (GHRM), Green Lifestyle (GL), and Green Supply Chain Management (GSCM) in improving Business Sustainability (BS). Furthermore, the concept of green human resource management can be used by organizations as an effective alternative to increase responsibility in increasing business sustainability. Digital skills have a very significant role in implementing the research model.

Novel Tools as New Challenges to HRM Communicational Practices (and the Increasingly Important Social Role of the Manager)

Each communicational process consists inseparably of three aspects: the linguistic (which means the whole language content of the message), technical (which states the form of the message) and the social (meaning social relations, emotions, behaviours). The recent COVID-19 pandemic deeply influenced several layers of our lives. But the main aim of this chapter is to focus on the communicational processes that normally take place in organisations. We conducted a qualitative study based mostly on in-depth interviews and observations among managers and management students. The analysis revealed the enormous expansion of technical dimensions of communication, where personal direct communication was often replaced by indirect ones, supported by the usage of modern tools like internet communicators and interactive software. This resulted in abnormal reduction of the social – highly needed and obviously important – dimension. Such ‘new normal' organisational reality forced the HR managers to re-think the flow and quality of existing communicational processes within which they are always situated, also considering its deep, multidimensional influence on the existing social relations. This chapter presents the results of qualitative studies from in-depth interviews, structured interviews and focus group interviews from 2012 to 2020. We aim to answer the question of the changes which were brought into organisations by the pandemic as our long-term research allows to follow the changes. As a result, we received characteristics of the organisational changes and the shift in expectation from the role of a manager in the altered social reality. Practical implications are included in this chapter and provide guidelines for communication in crisis situations while maintaining a high quality of interpersonal relations. © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2022.

Developing the concept of leaveism: From presenteeism/absence to an emergent and expanding domain of employment?

The changing nature of employment has led to increased awareness of leaveism, a practice involving employees using allocated time off when unwell, taking work home, and picking up work when on annual leave. However, there are theoretical, methodological, and policy/practice‐related weaknesses, apparent in current understandings. The main article aim is to develop, theoretically, the emergent notion of leaveism, drawing on concepts related to work intensification (WI) and ideal worker norms (IWNs), concepts underpinned by reference to information communication technologies (ICTs), then exploring such ideas via an electronic questionnaire (n = 959), aimed at UK‐based employees performing leaveism. The main argument is leaveism is more than a lacuna between presenteeism and sickness absence;it is an unsustainable employer‐driven social phenomenon sitting at the intersection of WI, IWNs and ICTs. The findings have policy/practice implications for human resource management (HRM) professionals, trade unions and governments. Recommendations for future research including exploring leaveism in an international context, and in a Covid‐19 pandemic‐defined era.

The effect of COVID-19 on human resource management practices and organizational sustainability

The current study tries to identify the impact of COVID-19 on human resource management practices, business processes, and organizational sustainability. Furthermore, it identified the impact of sustainable HRM practices on hypermarkets' sustainability. The outbreaks of COVID-19 have considerably impacted organizations and businesses all over the world. Most companies were not ready to face such force majeure. Moreover, like everywhere else in the world COVID-19 has significantly affected HRM functions and organizational sustainability in the organizations in Gulf Cooperation Council (GCC) countries. The research is based on a survey of 363 HR practitioners working in hypermarkets in the GCC countries to examine the impact of the pandemic COVID-19 on organizational sustainability. The findings reveal the negative impact of COVID-19 on human resource management practices, business processes, and organizational sustainability. Furthermore, they identify the positive impact of sustainable HRM practices and effective business processes on hypermarkets' sustainability. Finally, the results show that effective business processes and sustainable HRM practices annihilate the negative effect of COVID-19 on organizational sustainability in hypermarkets operating in the GCC countries. This study is unique since it is conducted during the pandemic period and analyses the negative impact of Covid-19 on organizations in the GCC countries. Moreover, it suggests solutions to minimize the negative effect of COVID-19 on organizational sustainability. © 2023 Growing Science Ltd. All rights reserved.© 2023 by the authors;licensee Growing Science, Canada.

Introductory Chapter: Conceptualising Human Resource Management in the Context of the New Normal

This chapter presents an introductory overview of the outline of the book volume. This chapter provides an overview of critical issues in understanding the dynamics in managing human resources in the new normal working context. This chapter proposes a fresh and relevant conceptualisation of managing human resources in the new normal context. This chapter also provides an outline of the core themes and focus areas of the various subsections of the book and contributing chapters. © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2022.

Sustainable talent pipelines and person-organisation fit: strategic insights from UK graduates

PurposeDrawing on a framework of person-organisation fit (POF) theory, this paper aims to understand how organisations can establish and maintain sustainable early-career talent pipelines. Research question one asks, "How do graduates feel that organisations can attract early-career talent?” Research question two asks, ‘What can employers learn from graduate perspectives about the retention of early-career talent?Design/methodology/approachTwenty-eight graduates from UK universities participated in semi-structured interviews in early 2022. Cohort one was composed of 15 individuals who graduated in 2008. Cohort two was composed of 13 individuals who graduated in 2020.FindingsThe findings identified two themes associated with attracting early-career talent: "Company Culture” and "Supply and Demand”. However, 2020 graduates prioritised the job role and job security, whereas 2008 graduates prioritised job location and commute duration. Three additional themes were related to the retention of early-career talent: "Career Progression”, "Health and Well-being” and "Remuneration”. Findings also highlighted how POF could evolve over time, whereby retention can be beneficial or detrimental to either party.Practical implicationsThe study identifies pragmatic approaches to attracting and retaining early-career talent and understanding how graduates' views on POF evolve over time.Originality/valueThe study extends POF research and bridges the shared sustainability themes of "person”, "context” and "time” from vocational behaviour and HRM literature streams.

Analysing the impacts of Universal Basic Income in the changing world of work: Challenges to the psychological contract and a future research agenda

Technological developments within advanced economies are impacting organisations and working lives. With the advent of 'Industry 4.0', Universal Basic Income (UBI) is being cast as a potential 'buffer'-a social safety net-to the restructuring of organisations, jobs, and economies that are already underway. The Covid-19 pandemic is providing an additional impetus as governments instigate similar safety nets as employment falls in the wake of the virus. To date, much of the debate concerning UBI has taken place in disciplines outside the auspices of Human Resource Management with most commentary occurring within the spheres of economics and social policy. This conceptual study is one of the first within the human resource management (HRM) field to address the potential impacts of UBI on orientations to work and the management of employees. To do this, we focus on a central underpinning theory within HRM, the psychological contract and how this might be affected by its introduction. Finally, a research agenda is developed that provides options by which we might explore the implications of UBI for the practice of HRM when and if such schemes are implemented. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Perceived challenges: Unfounded reasons for not forging ahead with digital human resource management practices

Orientation: Understanding the challenges that influence the adoption of digital human resource management (HRM) practices across the human resource (HR) value chain enables HRM departments and organisations to optimise HRM digitalisation. Research purpose: The purpose of this study was to identify challenges that influence the adoption of digital HRM practices across the HR value chain in the South African workplace. Motivation for the study: Challenges hindering the adoption of digital HRM practices needed to be identified and proactively addressed to accelerate the process of HRM digitalisation. Research approach/design and method: A cross-sectional quantitative research design was adopted, with an on-line questionnaire as data collection tool. A purposive and snowball sampling method was used. Data were collected from 312 HRM professionals and line managers in the automotive industry in the Eastern Cape Province of South Africa. The data were processed using Statistical Package for Social Sciences (SPSS), version 27, and analysed using exploratory factor analysis (EFA), descriptive analysis, Pearson Product Moment correlations and regression analysis. Main findings: The study revealed people, organisational, technological and environmental aspects that posed challenges to the adoption of digital HRM practices. However, these challenges did not become deterrents in the adoption of digital HRM practices in the automotive manufacturing organisations surveyed. Practical/managerial implications: Organisations need to forge ahead with the digitalisation of HRM practices. The challenges experienced in the process should be addressed proactively. Contribution/value-add: This study emphasises the challenges that should be monitored and addressed throughout the implementation of digital HRM practices in South Africa.

Triaging your human capital: an integrative perspective on strategic human capital asset allocation: MRN

PurposeThe purpose of this paper is to provide an overarching framework to guide the understanding of the allocation and deployment of strategic human capital assets within an organization. Using the concept of medical triage with business units analogous to "patients” and their performance to "symptoms or injuries,” the framework suggests a "steal from the poor” perspective that is counter to conventional organizational decline literature.Design/methodology/approachThis is a conceptual paper proposing that there are five different categories of business unit need for human capital assets: expectant, deceased, immediate, delayed or minimal;all based on the type of environment and holistic performance of the business unit. Based on a business unit's specific situation, the authors suggest a process model guiding how to conduct a triage analysis to optimize the allocation of strategic human capital assets within an organization.FindingsThe authors argue that current trends in assessing strategic human capital assets which make comparisons across organizations are necessary but insufficient (e.g. comparing a store to other stores in its district or region). Each business unit has its own unique internal capabilities and external constraints that also must be accurately assessed to make an informed organizational-level decision about where and how to deploy strategic human capital assets.Originality/valueBorrowing from medical science, this paper demonstrates a new conceptual framework with propositions for researchers and guidance for practitioners.

Factors influencing electronic human resource management implementation in public organisations in an emerging economy: An empirical study

Purpose: Governments in developing countries are riddled with operational inefficiencies. Many have turned to electronic service delivery to address these operational problems. With coronavirus disease 2019 (COVID-19) pandemic, the push for digitalisation has only got stronger. We use the technology acceptance model (TAM) and innovation diffusion model (IDM) to investigate the factors that influence the implementation of electronic human resource management (e-HRM) in selected public organisations in an emerging economy. Design/methodology/approach: Data were collected from key informants composed of human resource (HR) officers, supervisors, line managers and sections of employees in selected public sector organisations. The data were analysed using hierarchical regression techniques. Findings/results: The various dimensions of TAM and IDM were found to contribute to the implementation of e-HRM in public organisations significantly. Specifically, perceived simplicity of usage, perceived usefulness, self-efficacy, compatibility and facilitating conditions showed significant positive effects on e-HRM implementation intentions. Furthermore, compatibility and perceived ease of use significantly predicted perceived usefulness of e-HRM. Practical implications: The influence of the dimensions of TAM and IDM in e-HRM implementation intentions in public institutions in this study dictates that governments in developing nations need to pay attention to both technology features and employee's technology capabilities to ensure smooth digitalisation of government business. Originality/value: The integration of TAM and IDM in assessing e-HRM implementation in a developing nation enriches e-government and HR management literature. Copyright: © 2023. The Authors. Licensee: AOSIS. This work is licensed under the Creative Commons Attribution License.

HRM and the smart and dark side of technology

As part of this 60th anniversary edition of the Asia Pacific Journal of Human Resources, this paper provides a review of the impact of technology over the last decade on the role of HRM. This period was bookended by the global financial crisis and the Covid-19 pandemic and saw the emergence of fourth industrial revolution. The decade provided a platform and maturity of a wide range of technology-based processes requiring appropriate policies to guide and manage them. From social media and cyber-vetting, to electronic monitoring and surveillance and biometric testing, all have made a significant impact across the workplace and not least on the HRM aspect of work. The paper addresses these changes to show the significant impact on the workplace. (PsycInfo Database Record (c) 2023 APA, all rights reserved)