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This study highlights the major challenges faced by hotel interns in their career development and the human resource management of hotels in the current macroeconomic environment, particularly during the COVID-19 pandemic. The paper developed a conceptual model for organizational identification, turnover intention, and perceived alternative job opportunities in the context of hotel internships. A total of 350 samples were collected from hotel internships in Macau. The presented results indicate that organizational identification has a significant negative impact on turnover intention. In addition, alternative job opportunities do not moderate the relationship between organizational identification and turnover intention. The results also showed that females had a higher level of evaluative identification for hotel internships compared to males. In addition, interns from high-income families had a higher level of evaluative identification compared to those from low- and middle-income families. The theoretical contribution extends the concept of organizational socialization to include internship stages in the field of hospitality management. Finally, this paper proposes measures for managing hotel internships during the COVID-19 pandemic.
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PurposeThis study aims to investigate the impact of environmental scanning on organizational resilience through the mediation of organizational learning and innovation based on organizational information processing theory (OIPT) within Egyptian small and medium enterprises (SMEs) during the COVID-19 pandemic.Design/methodology/approachThis study adopted a cross-sectional design to collect the data used to carry out mediation analysis. A self-administered questionnaire was used to collect data from a sample consisting of 249 Egyptian SMEs. The smart partial least square structural equation modeling (PLS-SEM) technique was adopted to test the hypotheses.FindingsEnvironmental scanning does not have a direct effect on organizational resilience. However, organizational learning and innovation fully mediate the relationship between environmental scanning and organizational resilience.Research limitations/implicationsThe sample size was small, covering only Egyptian manufacturing SMEs. The results may differ in the service sector and other countries. The study was cross-sectional which is limited to tracing the long-term effects of environmental scanning, organizational learning and innovation on organizational resilience. Accordingly, a longitudinal study may be undertaken.Practical implicationsManagers in Egyptian SMEs should use signals from environmental scanning activities as input for learning and transforming business processes through innovation to develop organizational resilience.Originality/valueThis study is the first to investigate the role of environmental scanning in building organizational resilience through organizational learning and innovation based on the perspective of OIPT within Egyptian SMEs during the COVID-19 crisis.
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Implicit psychological contract (PC) represents the dynamic employee-employer relationship, and unlike explicit human resource (HR) practices, PC is an underexplored topic in the crisis management literature. By capturing the dual perspective of hotel employers and employees through interviews, this study investigates the content of PCs and breaches of PCs during the COVID-19 pandemic crisis. The study identifies salient dimensions of employer obligations such as safety assurance and of employee obligations such as personal protection. While employees emphasized the transactional contracts to protect their individual interests, the employers tried to balance the transactional and relational contracts. The study proposes a dynamic PC breach model that indicates contract breaches lead to varied responses through a complex interpretation process. In general, the study suggests that ensuring mutual consideration is the best way for hotel employees and employers to pull through a crisis. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
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Samarinda City was appointed as a buffer for the new capital city of Indonesia through culinary and craft SMEs. Culinary and craft SMEs are believed to be the drivers in accelerating the achievement of Sustainable Development Goals (SDG), which are part of the strategy of the Provincial Government of East Kalimantan. Even so, 72% of the problems culinary and craft SMEs face in Samarinda City are related to competitive advantages. Culinary and craft SMEs in Samarinda City are still constrained by competitive disadvantage, especially in the non-substitutable resource aspect. This study aimed to analyze the effect of organizational capital and health on competitive advantage, especially in the era of post-COVID-19 economic recovery through the creative economy. This study used a survey method with a quantitative approach. The analysis techniques used were descriptive analysis and factor analysis using structural equation modeling with item parceling. The subjects of this study were SMEs in the culinary and craft sub-sector in Samarinda City (N = 365 SMEs). This study found that social capital and organizational health positively and significantly affect competitive advantage, both partially and simultaneously. Surprisingly, the dimension of work culture and climate s not suitable for modeling the impact of social capital and organizational health on the competitive advantage of culinary and craft SMEs in Samarinda City. This research is expected to contribute theoretically to developing a new model to achieve optimal competitive advantage through social capital and health organizations. This research is expected to strengthen the people's economy to achieve SDGs through SMEs, especially for Samarinda City, a buffer for the new capital city of the Republic of Indonesia and post-COVID-19 economic recovery through the creative economy.
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Organizational citizenship behavior (OCB) is necessary in overcoming emergency conditions, including learning difficulties such as experienced during and after the Covid-19 pandemic. Therefore, this research explored the visionary leadership effects of teachers' OCB through quality of work-life (QWL) and organizational commitment, and developed a new empirical model of the mediation mechanism. A quantitative approach with a survey method was used in this research, where Likert-scale questionnaires were distributed to 387 social sciences teachers in Indonesia. Using structural equation modeling (SEM) analysis, it was found that visionary leadership, QWL, and organizational commitment have a significant effect on OCB;visionary leadership significantly influences QWL and organizational commitment;and visionary leadership has a significant effect on OCB through QWL and organizational commitment. This evidence promotes a new model regarding the effect of visionary leadership on teachers' OCB mediated by QWL and organizational commitment. It not only confirms several previous studies as the basis for developing this research hypothesis, but is also an antithesis to previous research with contradictory conclusions. With such conditions, the new model provides theoretical and practical contributions which require in-depth and critical discussion before it is adopted or adapted as a model in improving teacher OCB via visionary leadership supported by QWL and organizational commitment. © Authors This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License (CC BY-NC-ND 4.0)
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IMPACTThis article explores the consequences of emotional labour on UK NHS ambulance staff and their response to the Covid-19 pandemic. It highlights the challenges faced by ambulance crews while dealing with their emotional labour within the context of organizational settings. Research findings also explain the importance of emergency responders' psychosocial wellbeing. The article has clear relevance as to how frontline staff manage their emotional labour in other emergency service settings, such as the police and fire and rescue services.Alternate :Managing emotions are essential aspect of many jobs, and frontline healthcare workers have to manage and control their emotions while caring for critically ill patients and working in an emotionally-charged dynamic environment;this was particularly the case during Covid-19. Ambulance workers are an important group in this respect but they are currently under-researched. Evidence behind this article comes from data collected from an NHS ambulance trust in England. One of the key contributions of this article is to highlight how frontline ambulance professionals manage their emotional labour while working within the stipulations of organizational constraints.
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COVID-19 triggered a monumental shift to remote work. The challenge of connecting and relating among knowledge employees emerged globally, and research about remote work in this unique circumstance surged. However, we know more about the impact of remote work on knowledge employees in low-context cultures than in high-context. Given that Brazil is high context, we explored how remote work impacted relating and connecting among knowledge employees in Brazil. First, employees lost the informality of work-life;instead of informal, fluid communication and collaboration, participants had to book appointments and schedule time to discuss simple issues. Second, good-humoured behaviours diminished, implicating connectedness. Third, non-verbal communication ceased, and employees lost facial expressions, eye contact, and other prevalent signs necessary for context. Fourth, the loss of unstructured exchange of experiences and ideas lessened tacit knowledge sharing. Fifth, workspace inequalities emerged as the employees' homes were unequipped for remote work. Lastly, the most significant win was work-life balance. Therefore, remote work in high-context cultures is not without peril;culture and socioeconomics underline remote work's self-generating, self-organizing mechanisms. Thus, corporate leaders and human resource professionals should address remote work as a layered phenomenon and, carefully, with employees, co-construct the notion of connecting and relating. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
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Purpose: This paper aims at examining the impact that COVID-19 pandemic and its related work implications have on the relationship between lean implementation and service performance. Design/methodology/approach: The author surveyed service organizations that have been implementing lean for at least two years and remotely maintained their activities during the COVID-19 outbreak. Multivariate data techniques were applied to analyze the dataset. This study was grounded on sociotechnical systems theory. Findings: The findings indicate that organizations that have been implementing lean services more extensively are also more likely to benefit from the effects that the COVID-19 had on work environments, especially in the case of home office. Nevertheless, social distancing does not appear to mediate the effects of lean services on both quality and delivery performances. Originality/value: Since the pandemic is a recent phenomenon with unprecedented effects, this research is an initial effort to determine the effect the pandemic has on lean implementation and services' performance, providing both theoretical and practical contributions to the field. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
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Remote work has been gaining in popularity for years, even before the COVID-19 pandemic began. Along with its perceived benefits, remote work often results in individuals spending long hours at a computer or on the phone. Consequently, remote workers may find that a large portion of their day is spent sitting without taking any kind of break, especially those for physical activity. The purpose of this action research study was to explore proven strategies that enable remote workers to take active breaks during their workday. Data was collected from longtime remote workers during Cycle 1 research through 11 semi-structured interviews and document analyses. Data analysis led to 12 themes that responded to the research questions. Along with the literature and a focus group, these findings informed the action step, which was designed, executed, and evaluated in Cycle 2. The action step involved four longtime remote workers sharing their lived experiences around remote work, breaks, and activity through a podcast series. These podcasts were consumed by 16 new remote workers who answered qualitative survey questions to determine the impact of the podcasts on their break taking during their workdays. The research found that a remote worker's work environment, degree of autonomy, and break options influence how they fit in breaks during their workdays. The findings suggest that remote workers need consistent organizational support;that having autonomy to manage their workdays is critical for remote workers;and all breaks "are not created equal". (PsycInfo Database Record (c) 2023 APA, all rights reserved)
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Purpose: The primary purpose of this research paper is to evaluate e-learning among employees of Information Technology (IT) companies based in Hyderabad, India. Design/methodology/approach: A survey was undertaken among the employees from different IT companies based in Hyderabad, India, to gauge the perception towards e-learning. The participants were selected randomly. The evaluation is based on a few factors: convenience, usefulness, course content, quality, effectiveness and benefits for employees and organizations. The responses were recorded online through a structured questionnaire. In total, 237 responses have been collected for this present study, of which 227 questionnaires were used for analysis. Findings: The surveyed employees perceived that e-learning helped them enhance their workplace competency in a flexible but effective manner. The e-learning also empowered the learners and ultimately contributed to the enhancement of organizational performance in some ways. Research limitations/implications: Limitation of the study – by examining the pris study was confined to employees working with IT companies based in Hyderabad City, India. The data is collected online, and there may be some insufficient responses. Implications of the study – the study results show a deep insight into the critical aspects of e-learning as a tool for employee training for the benefit of employees and organizational development. The surveyed respondents from the IT sector at Hyderabad perceived that keys to successful e-learning programs should give due consideration towards availability of internet bandwidth, making the course more interactive, providing more choices to the learners and user-friendly and personalized learning experience. The study also shows that the e-learning programs primarily benefit the employees as well as the organization in a manner, namely, improved productivity, helping to achieve business objectives of the firm, growth and advancement to the employees and enhancing the job-related knowledge. The study also discovered that e-learning improves employees' opportunities for professional growth and advancement inside and outside the organization by assisting them in learning new skills and enhancing job-related information. Practical implications: The internet penetration in recent years, as well as post-Covid-19, has given rise to online learning in the education and corporate sectors. The emergence of online or e-learning has been gaining ground in the corporate world by replacing the existing face-to-face or physical training model because of the cost factor and flexible learning to the learners. E-learning improves the learner's ability to adapt to the company's constantly changing business environment, which in turn helps the company increase departmental productivity and, ultimately, achieve its overall business goals. Social implications: The e-learning also empowered the learners and ultimately contributed to the enhancement of organizational performance in some ways. The e-learning also empowers the learner to perform better at his workplace and at the same time moving on the social ladder as the learning makes him/her confident at the job market. Originality/value: This study provides a valuable understanding of employee perceptions on the adoption and effectiveness of e-learning, which ultimately improves the benefits of the training and development department in realizing and enhancing the quality in corporate companies. © 2023, Emerald Publishing Limited.
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PurposeThe purpose of this paper is to "identify”, "analyze” and "construct” a framework to quantify the relationships between several determinants of organizational preparedness for change in the start-ups during the COVID-19 emergencies.Design/methodology/approachTotal interpretive structural modelling (TISM) is used to find characteristics that assist in analyzing the readiness or preparedness level before initiating a change deployment process in start-ups. A cross-impact matrix multiplication applied to classification (MICMAC) analysis is performed to determine the driving and dependent elements of change in start-ups.FindingsFrom literature research and an expert interview, this study selected ten variables of change preparedness to explore inner interconnections and comprehend the inner connections factors. The findings depict that clarity of mission and goals, reward system, technological advancement and motivational readiness have been considered the most important readiness factor for deploying organizational change in start-ups during the COVID-19 emergencies.Practical implicationsThis research will aid the management and researchers gain a better understanding of the factors that influence change preparedness. Constant observation of current changes in the start-ups and the external environment will aid in improving the quality of products or services provided by the start-ups during the COVID-19. The start-ups can use these criteria linked to change readiness. The priority of each element is determined using MICMAC analysis and ranking using the TISM technique, which assists start-ups in ordering the enablers from highest to lowest priority.Originality/valueThere is no research regarding factors influencing organizational readiness for change in start-ups during the COVID-19 emergencies. This research gap is filled by analyzing aspects linked to organizational readiness for change in start-ups. This gap inspired the present study, which uses the "Total Interpretive Structural Modelling (TISM)” technique to uncover change determinants and investigate hierarchical interconnections among factors influencing organizational readiness to change in start-ups during the COVID-19 emergencies.
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Aims: The Covid-19 pandemic and subsequent restrictions impacted both health outcomes and clinical practice. We explored the impact on the diabetes antenatal clinic (DANC) attendance and outcomes. Method(s): Pre and during pandemic periods were defined as January 2019 to February 2020 and March 2020 to March 2022, respectively. DANC attendance, maternal and perinatal data were analysed. Adverse neonatal outcomes included stillbirth, neonatal hypoglycaemia, jaundice, shoulder dystocia and respiratory distress. Result(s): DANC attendance increased in the pandemic compared to the pre-pandemic period (297 (Interquartile range (IQR) 269-358) vs 196 (IQR 176-211) monthly, p < 0.001) with 36.7% (IQR 33-49) virtual appointments, representing a 34% overall increase. Body mass index (BMI) increased (29.7 kg/m2 (IQR 26.4-32.2) vs 31.4 kg/ m2 (IQR 26.5-34.2)) during the pandemic (p = 0.007), but maternal age and parity remained unchanged. There was no difference in gestational age at delivery;however, induction rates reduced from 58.5% to 37.5% (p = 0.0009) and spontaneous vaginal deliveries increased from 13.7% to 34.5% during the pandemic (p = 0.0004). Instrumental deliveries reduced from 21.5% to 11.3% (p = 0.03) but there was no change in number of caesarean sections including emergency ones. There was no difference in the rates of macrosomia or neonatal admissions. There was an overall reduction in adverse neonatal outcomes (37/102 (36.2%) vs 33/142 (23.2%) p = 0.03). Conclusion(s): Clinic numbers and maternal BMI increased during the pandemic. However, delivery and perinatal outcomes improved. Out data are reassuring and align with other studies indicating maternity outcomes did not deteriorate during the pandemic, possibly explained by improved care provision and organisation culture under crisis.
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This study assessed the influence of occupational stress, individual resilience, and organizational resilience on the safety performance of healthcare providers during the COVID-19 pandemic. Demographic variables including age, work experience, and sex were explored. Data were collected from 344 healthcare providers employed at a teaching hospital. The entropy method and the multi-criteria decision-making (MCDM) method were used to examine the influence of occupational stress, individual resilience, and organizational resilience on the safe performance of healthcare providers. The results of the entropy method showed that organizational resilience was the most influential factor in the safe performance of older healthcare providers. In contrast, individual resilience was the most significant factor in enhancing the safety performance of younger healthcare providers. Analyses of work experience indicated that individual resilience was the most influential factor in the safe performance of less experienced healthcare providers. Gender-based analysis revealed that individual resilience had a major effect on the safety performance of both women and men. The findings of this study could assist managers in improving the performance of the healthcare sector during pandemics by using and implementing resilience concepts at both the individual and organizational levels.
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Onboarding, the process through which newcomers become organization's insiders, has gained increasing attention in recent years. Such attention is justified by the considerable costs that companies have to face when onboarding is not properly managed. The challenges to manage this process effectively have increased during the COVID-19 pandemic that forced many organizations to onboard newcomers remotely, while fully working from home. The purpose of this chapter is (1) to explore the main goals associated with the onboarding process, (2) analyse the challenges that the COVID-19 pandemic has generated on the onboarding of employees fully working remotely and (3) present some viable solutions to address these challenges. To do this, we developed a conceptual analysis that builds on literature resources and provides empirical illustrations. The chapter is structured as follows. We first summarize the general objectives of the onboarding process for newcomers and organizations. We then discuss the challenges and sustainable solutions for managing the onboarding remotely and help newcomers and organizations get attain their respective objectives. We conclude by reflecting on the post-pandemic scenario, highlighting opportunities for future research focused on the interplay between remote and in presence working domains. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023.
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The COVID-19 pandemic has sparked a public health crisis impacting every aspect of the world. Within education, this crisis caused leaders to navigate through unknown territory. Researchers were overwhelmed seeking to identify effective school leadership before the COVID-19 pandemic. The health crisis has unleashed a host of challenges for supporting leaders of all levels of public schools. Burnout could be a factor leading to high school principal turnover during the pandemic, but also leadership styles may affect high school principals' intention to leave their posts. While the value of transformational campus leadership is known, and there are current surveys to gather job burnout and turnover intention, there is a gap between connecting the three constructs. The purpose of this study was to determine the predictive relationship leadership style and job burnout have on turnover intention among Texas high school principals during the COVID-19 global pandemic. This study design was a quantitative survey non-experimental correlational approach. Surveys were distributed to principals through the Texas Association of School Administrators, and all responses were anonymous. The data analysis involved logistic regression for the independent variables of burnout and leadership style predicting the dichotomous turnover intention dependent variable. The overall model was not significant based on an alpha of .05, chi2(4) = 3.54, p = .471, suggesting that the leadership styles More Transformational than Norm, More Transactional than Norm, More Passive-Avoidant than Norm, and Job Burnout did not have a significant effect on the odds of observing the Desire to Stay category of Turnover Intention. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
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In industry 4.0, individual behavior in organization is still very much considered as the main determinant of organizational performance. Organizational citizenship behavior (OCB) is one of the unique behavior of individuals affecting the effectivity of the organization. This study focuses on organizational citizenship behavior (OCB) based on the aspects of antecedents and their consequences. This study aims at examining (1) the indirect influence of transformational leadership on individual performance through organizational citizenship behavior motivation (OCBM) and OCB, (2) the direct influence of OCB on individual performance and organizational performance, (3) the direct influence of OCB for individual performance and organizational performance. This study was conducted to 66 heads of small business and 410 employee at small business in West Sumatera and analyzed using cross level methods and hypothesis testing using hierarchical linear modeling (HLM). This study found that 1). OCBM and OCB simultaneously mediate the relation between transformational leadership with individual performance and also have role in elevating the individual performance, 2) individual performance is the mediator between OCBM with organizational performance and it contributes in elevating the organizational performance. The theoretical and practical implications of this study are the tranformational leadership (TL) is able to motivate the members to carry out OCB actively in organizations. Some limitations and future research directions are discussed.
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The Moroccan cooperative sector is increasingly important, not only in the social and economic fabric of Morocco, but also in the sustainable development of the Kingdom. With the advent of COVID, the cooperative sector offers more inclusive and sustainable economic alternatives than ever before. In this context, organizational resilience is essential to preserve the sustainability of cooperatives and anticipate potential crises. This study addresses the following issue: What are the organizational factors necessary to strengthen the organizational resilience of the Moroccan cooperative in the Fez-Meknes region in times of COVID-19 crisis? The purpose of this paper was to test the hypothesized relationships between a set of latent constructs (actor involvement and mobilization, organizational learning in times of a crisis and social innovation) and the organizational resilience of cooperatives in times of a COVID-19 crisis. The methodology adopted is structural equation modeling based on the PLS-SEM method under the "SmartPLS Version 3” used on data collected through a printed questionnaire administered to 160 cooperatives in the Fez-Meknes region. The results show the significant and positive influence between the exogenous constructs on the strengthening of organizational resilience of cooperatives as an endogenous construct. The novelty of the study lies in the identification of the organizational resources needed to strengthen the organizational resilience of cooperatives in the Moroccan context. The results show that organizational resilience depends on three selected organizational factors: stakeholder involvement and mobilization, organizational learning in the times of a crisis and social innovation.
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Purpose: The study refers to a health-care organization engaged in adopting "home health care" as a new object of activity. This study aims to explore how the reconfiguration of the object influences the transformative perspective, affecting not just a service but a broader approach and meaning behind patient care. It also investigates the main contradictions at play and the levers to support inter-organizational learning while facing the new challenges and change processes. Design/methodology/approach: The work is based on a qualitative and ethnographic methodology directed to examine cultural, practical and socio-material aspects. The activity theory is assumed as a powerful approach to understand collective learning and distributed agency processes. Findings: The renewal of the new object of work is analyzed as a trigger for shifts in representations, cultural processes and collective support implemented by the organization. Three agentic trajectories -- technical, dialogical and collaborative agency -- were cultivated by the management to deliver home health care through joint exercises of coordination and control, dialogical spaces and collaborative process. Research limitations/implications: The data collection was disrupted by the pandemic. A follow-up study would be beneficial to inquire how the learning processes shifted or were influenced by the contextual changes. Practical implications: This contribution provides a practical framework for health-care organizations aiming to navigate and explore the physiological tensions and contradictions emerging when the object of work is changed. Originality/value: The paper develops the field of intra- and inter-organizational learning by presenting an intertwined and structural connection between these processes and the renewing of the object of work. It advises that processes of transformation must be handled with attention to the critical and collective dynamics that accompany sustainable and situated changes.
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This study focuses on measuring the relationship between organizational learning culture (OLC) and turnover intentions of telecommuting call center agents. Although many studies involve the call center industry from different perspectives, the literature is scant in studies that have assessed the relationship between OLC and turnover intent in telecommuting call center agents. Call centers exist in almost every organization worldwide. Organizations have centralized their customer service process through computerbased technologies allowing call center agents to work from home. In addition, in the post-COVID-19 era, telecommuting has become a permanent option for many call center employees. Indeed, in the call center industry, telecommuting has become an essential part of the business strategy that seeks to attract new and maintain current employees. In the call center industry, learning is a factor that influences job satisfaction and turnover intentions. Specifically, OLC increases job satisfaction and performance in telecommuting call center agents, influencing employees' turnover intentions. The study 's findings indicate that OLC is a needed factor that helps lower turnover intentions of telecommuting call center agents in the United States.
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Looking back, it might seem as if all higher education in Sweden switched to remote teaching on March 18, following a government decision the day before. Instead, higher education had started to change from within already a couple of weeks earlier, as teachers and students reacted to the pandemic. To document and to try and understand what was going on, I sent out questionnaires to the students in the second half of March 2020, followed by interviews with the teachers, at the Bachelor Programme in Digital Cultures at Lund University. The subject was if students and teachers had stayed home from or changed their teaching, already before March 18. The timeline proved fuzzier, and filled with individual actions and deliberations, than the simple historical assertion that from one day to the next a government decision was made to switch to remote teaching. In March 2020, the students acted first to adapt to the pandemic, followed by the teachers, and then the university management. The understanding of the events differed between teachers and students, and there seemed to be barriers to the communication between the two groups, when major external events affect the university. It appears that microcultures of different approaches to the pandemic formed early, presumably in the tension between the massively media-reported handling of the pandemic in the rest of the world, and the lack of clear guidance from the government and the University, in March 2020. © 2022 Daniel Persson. This is an Open Access article distributed under the terms of the Creative Commons Attribution 4.0 International License (https://creativecommons.org/licenses/BY/4.0/), allowing third parties to share their work (copy, distribute, transmit) and to adapt it, under the condition that the authors are given credit, that the work is not used for commercial purposes, and that in the event of reuse or distribution, the terms of this license are made clear.