Index
Responsible Management of Shifts in Work Modes – Values for a Post Pandemic Future, Volume 1
ISBN: 978-1-80262-720-6, eISBN: 978-1-80262-719-0
Publication date: 26 September 2022
This content is currently only available as a PDF
Citation
(2022), "Index", Ogunyemi, K. and Onaga, A.I. (Ed.) Responsible Management of Shifts in Work Modes – Values for a Post Pandemic Future, Volume 1, Emerald Publishing Limited, Leeds, pp. 233-240. https://doi.org/10.1108/978-1-80262-719-020221020
Publisher
:Emerald Publishing Limited
Copyright © 2022 Kemi Ogunyemi and Adaora I. Onaga. Published under exclusive licence by Emerald Publishing Limited
INDEX
Access divide, 168
Accountability, 35
African healthcare systems, 63
Artificial intelligence (AI), 207
Association of Southeast Asian Nations (ASEAN), 121
Bank relationship managers, 124
Black, Asian and Minority Ethnic groups (BAME groups), 149
Boundaries, 5
Breach, 68
Broadcasted video lessons on digital divide, 173–175
Coalition for Epidemic Preparedness Innovations (CEPI), 44
Collaborations, 44–45, 218
Collaborative governance, 44–45, 47
Colquitt’s typology, 82
Common good, 63, 66–67
Common law, 99
Commonwealth of Independent States regions (CIS regions), 118–119
Communication, international and local labour standards for, 106
Community engagement, 183–184
Compensation
international standards for, 100
local/national standards for, 100–102
Competences upskilling, 5–6
Complexity, 84
Computer algorithms, 117–118
Conspiracy theory, 199, 208
Constructive dismissal, 100
Contact tracing, 34
Convention, 98–99
Coronavirus disease of 2019 (COVID-19), 2, 7–8
economic recovery and stimulus package, 35
pandemic, 30–31, 62, 77–78, 83, 85, 131–132, 146, 164
state of healthcare in Africa before outbreak of, 63–64
Crisis management, 78
Cross-sector collaborative initiatives, 44
Cyber-stalking, 120
Dialogues, 222
Digital divide, 154–155, 164, 168
broadcasted video lessons on, 173–175
consequences, 168–169
and impact on work (ers) during pandemic, 150–151
impacts of COVID-19 on Mauritian Economy, 164–165
impacts of COVID-19 on Mauritian Education System, 165–166
impacts of COVID-19 related digital initiatives, 169–175
impacts of COVID-19–related initiatives on digital education in Mauritius, 167–175
Mauritian Government initiatives towards remote and digital education, 166–167
online mode of teaching and learning, 170–173
recommendations, 175–176
types, 168
Digital education, 164
impacts of COVID-19–related initiatives on digital education in Mauritius, 167–175
Mauritian Government initiatives towards remote and, 166–167
Digital Education for All (DEFA), 164
Digital exclusion, 147
Digital fluency scores, 117–118
Digital gender divide, 116, 124
and antecedents, 119–120
empirical findings, 118–119
recommendations to empower women entrepreneurs and overcoming, 121–124
women entrepreneurs and empowerment in new normal, 120–121
Digital illiteracy, 120
Digital paraphernalia, 116
Digital services, 209–210
Digital skills/internet access, differences in, 136–138
Digital technologies, 117–118, 209–210
Digital transformation, 118, 199, 208
dilemma, 209
Digital unite, 164
Digitalisation, 5, 116, 124, 221–222
Digitisation, 9
Dilemma, 209
Direct financial assistance, 12–19
Disaster management, 29–31
Discrimination, 81
Dismissal
international standards for, 98–99
local standards for, 99–100
Distance learning, 183–184
Distance work, 133
Distributive fairness, 82
District Task Forces (DTFs), 50–51
Ebola Private Sector Mobilisation Group (EPSMG), 44
Economic recovery and stimulus package (ERSP), 35
Economic sector in new normal, 201–202
Economic Sustainability Plan (ESP), 99
Education 3.0, 186
Education 5.0, 186
Education Act, 164, 166–167
Education and training shifts, 221
Effectiveness, 86
Electronic-based learning (e-learning), 187
Emergencies, 45
Employee
contract, 100
management in era of COVID-19, 85–88
Employment, 97–98
Entrepreneurial gender gap, 121
Epidemics, 2
Equal digital world, 124
Ethical decision-making process, 96
Ethical principle, 78–80
Ethics, 182
Fairness, 81, 96
Female entrepreneurship, 117
Financial support and incentives, 122–124
Financial/economic impact of COVID-19 on healthcare, 69
Flexibility shifts, 220
Flexible hours, 133
Flexible work, 133, 205–206
Flexible working practices (FWP), 146–148
Flexible workplace, 133
Fourth Industrial Revolution (4IR), 116, 180
tools used in Zimbabwe’s HEIs, 189–191
trajectories, 180–182
Future of work, 221–222
Future of Work Institute (FWI), 205–206
Gender inequity, 136–138
issues around, 148–149
in work-life balance, 154
Gender issues, 148–149
Gender studies, 148
General Principles and Operational Guidelines on Fair Recruitment (GPOG), 97
Global Alliance for Improved Nutrition (GAIN), 202
Global economy, 183
Globalisation, 9
Good governance, 29, 200
Governance, 44–45, 180, 198–199
in new normal, 200
shifts, 221–222
Governing collaborations, 44–46
governing through actors, 52–53
governing through processes, 51–52
governing through structures, 50–51
key considerations in governing collaborative initiatives, 49–53
Government of Uganda (GoU), 51
Government of Zimbabwe, 181
GoZ, 34–35
Gross domestic product (GDP), 31, 116
Hagholm v. CoreioInc, 2017 ONSC 77113, 100
Health
and business intersections, 62
as common good, 218
context setting, 62–63
COVID-19 and morality of healthcare workers, 67–69
COVID-19 effects and usage of health services, 65–66
effect of COVID-19 on healthcare systems, 64–65
financial/economic impact of COVID-19 on healthcare, 69
paradox of healthcare as common good amidst COVID-19 challenges, 66–67
preparing for future pandemics and solutions to challenges facing healthcare systems, 70–72
recommendations, 72
and safety shifts, 221
sector in new normal, 200–201
SMEs as healthcare providers, 69–70
state of healthcare in Africa before outbreak of COVID-19 pandemic, 63–64
Health maintenance organisations (HMOs), 104
Healthcare, 200
challenges, 62
effect of COVID-19 on healthcare systems, 64–65
financial/economic impact of COVID-19 on, 69
morality of healthcare workers, 67–69
preparing for future pandemics and solutions to challenges facing healthcare systems, 70–72
High-speed broadband, 117
Higher education institutions (HEIs). See also Digital education, 180
fourth industrial revolution trajectories in, 181–182
operation, 182–184
virtual teaching and learning in HEIs, 187–188
Human resource policies, 96
Human rights, 33–34
Hurdles to access, 118
Inclusive digital world, 124
Inequality of opportunity and impact, 6
Information, Communication and Technology (ICT), 116–117, 205
Informational fairness, 82
Innovation, 184
Integrated Communication and Information Dissemination Strategies (ICIDS), 208
Interactional fairness, 82
International Labour Organisation (ILO), 97
International labour standards for health and safety, 103–104
International standards
for communication, 106
for compensation/salary/pay/wages, 100
in recruitment, 97
for termination/dismissal/lay-offs, 98–99
Interpersonal fairness, 82
ITU study, 117
Kampala Capital City Authority (KCCA), 48
Knowledge acquisition, 7
Labour, 97
Labour Act, 97–98, 100–102
Labour relations, 96
Laissez-faire principle, 97–98
Lay-offs
international standards for, 98–99
local standards for, 99–100
Leadership, 78, 85
Least Developed countries (LDCs), 118–119
Legacy, 124
Local Government Financial Structure Review project (LGFR project), 53
Local labour standards
for communication, 106
for health and safety, 104–106
Local standards. See also International standards
in recruitment, 97–98
for termination/dismissal/lay-offs, 99–100
Lockdown, 132
Loyalty gaps, 6–7
Manager-employee relations, changes in, 152
Mauritian Economy, impacts of COVID-19 on, 164–165
Mauritian Education System, impacts of COVID-19 on, 165–166
Mauritian Government initiatives towards remote and digital education, 166–167
Mauritius, 164
impacts of COVID-19–related initiatives on digital education in, 167–175
Mauritius Chamber of Commerce and Industry (MCCI), 165
Medical tourism, 63
Mental health, 221
Micro, small and medium-sized enterprises (MSMEs), 121
Ministry of Education (MoE), 166
Mobile work, 133
Moral leadership, 8
Morality of healthcare workers, 67–69
Multi-Sectoral COVID-19 National Task Force, 45
Multi-sectorial partnerships, 44
COVID-19 response partner activity map, 48
key considerations in governing collaborative initiatives, 49–53
research approach, 47–49
structures, processes and actors, 45–47
National Broadband Network (NBN), 117
National Centre for Disease Control (NCDC), 203
National COVID-19 Task Force (NTF), 47–48, 52–53
National Industrial Court of Nigeria (NICN), 99
National lockdowns, 33–34
National Minimum Wage Act, 101
New Normal, 198
economic sector in, 201–202
governance in, 200
health sector in, 200–201
new normal–induced digital transformation in Nigeria, 207
new normal–induced flexible working, 205–206
new normal–induced health and safety at workplace, 206–207
new normal–induced work from home and work-life balance, 204–205
public service delivery, 202–203
and women, 120–121
workplaces and conspiracy, 203–204
Nigeria, 97–98, 131–132
local/national standards for compensation/salary/pay/wages in, 100–102
new normal–induced digital transformation in, 207
Nigeria–COVID-19 Action Recovery and Economic Stimulus (NG-CARES), 100–101
Occupational Safety and Health (OSH), 104, 206–207
Office of the Prime Minister (OPM), 52
Olive case study, 152–153
analysing, 153–155
Online harassment, 120
Online learning, 167
Online recruitment portals, 120
Ontological dignity, 219
Organisational fairness, 78, 80, 83
COVID-19 pandemic, work environment and, 83–85
and employee management in era of COVID-19, 85–88
Organisational leadership, 78–80
Organisational support, 139–141
Organisational sustainability, 80
Pan-Atlantic University (PAU), 96–97
communication channels during COVID-19, 106
international and local labour standards for communication, 106
international labour standards for health and safety, 103–104
international standards for compensation/salary/pay/wages, 100
international standards for termination/dismissal/lay-offs, 98–99
international standards in recruitment, 97
jurisdictions, 102–103
local labour standards for health and safety, 104–106
local standards for termination/dismissal/lay-offs, 99–100
local standards in recruitment, 97–98
local/national standards for compensation/salary/pay/wages in Nigeria, 100–102
occupational safety and health standards during COVID-19, 105–106
payment of wages process during COVID-19, 102–103
recruitment process during COVID-19, 98
termination of work process during COVID-19, 100
Pandemics, 2, 31, 62–63, 132, 136, 138–139, 199, 218
Parish Task Forces (PTFs), 50
Pay
international standards for, 100
local/national standards for, 100–102
People management, 96
Personal Protective Equipment (PPE), 34, 200–201
Personality, 138–139
Physical preparations, 219
Post-pandemic retrieval jobs, 118
Pre-COVID-19 views of Lagosians on working from home, 133–134
Presidential Task Force (PTF), 202
Privacy, 5
Private HEIs, 181
Procedural fairness, 82
Profit, 68
Prosperous digital world, 124
Public distrust, 28
Public health preparedness clinics (PHPCs), 71–72
Public healthcare systems, 68
Public HEIs, 181
Public Private Partnerships (PPP), 184
Public service delivery, 199, 208
in new normal, 202–203
Public service outcomes, 44
Public trust, 28–29
conceptualising, 29
disaster management and, 29–31
implications on, 32–36
in Zimbabwe, 31–32
Public-private collaborative initiatives, 44
Quality-of-use gap, 168
Quarantine Act, 98
Quarantine centres for returning citizens and travellers, 34–35
Racial dimension of inequity, 149
Racial inequity, 147
‘Rallying around the flag’, 29
Reaching Out All (RAO), 164
Recruitment, 38
Redundancy, 96–97
Relationality, 218
Remote leadership, 6
Remote work, 132–133
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
pandemic and experience of remote work for employees, 136–138
Remote working, 4–5, 146, 148
Remuneration, 7
Resident district commissioners (RDCs), 65
Resilience as core value for future, 222–227
Resilient digital world, 124
Responsible leaders, characteristics, 78, 80
Responsible leadership (RL), 78–79, 85, 88
Responsible management (RM), 9, 96, 219
in crisis, 9–11
general RM recommendations, 11–21
and rebuilding public trust post COVID-19 pandemic, 36–38
Restructuring, 84
Rising costs of kinds, 6
Safety, 96–97
Salary
international standards for, 100
local/national standards for, 100–102
SARS-CoV-2, 2
Service delivery, 198
Service-fees, 209–210
Sexual trafficking, 120
Shifts, 222
Small and medium enterprises (SMEs), 35, 69, 118
as healthcare providers, 69–70
Small island developing states (SIDS), 118–119
Stakeholders, 9
Standard, 52
Stimulus, 72
Stress, 7
Sub-County Task Forces (STFs), 50
Sustainability for triple bottom line, 96
Sustainable, 79–80
Sustainable Development Goals (SDGs), 164
SDG4, 164
Team dynamics, changes in, 151–152
Teamwork dynamics, 150–151
Technological stress, 7
Technology shifts, 220–221
Technophobia, 120
Telecommuting, 133
Telemedicine, 63–64
Telework (ing), 104, 133
Termination
international standards for, 98–99
local standards for, 99–100
Testing, 34
Theory of Digital Technology Access and Societal Impacts, 167
3rd Industrial Revolution (3IR), 181–182
Transformation of education in Zimbabwe, 185–186
Transparency, 35
Trust. See also Public trust, 6–7, 30
gaps, 6–7
Uganda, 62
Uncertainty, 83–84
Unfair dismissal, 99
Use divide, 168
User engagement, 209
Vaccine rollout, 35–36
Values, 222
creation for stakeholders, 96
Velcro organisations, 83
Village Task Force (VTF), 50
Virtual teaching and learning in HEIs, 187–188
Virtual working environments (VWEs), 6
Volatile, Uncertain, Complex and Ambiguous (VUCA)
Volatility, uncertainty, complexities and ambiguity (VUCA), 2, 8, 77–78, 86
Wages
international standards for, 100
local/national standards for, 100–102
Welfare, 7
Well-being, 7
Women entrepreneurs
and empowerment in new normal, 120–121
provision of training and education opportunities for, 122
recommendations to empower women entrepreneurs and overcoming digital gender divide, 121–124
Women-owned start-ups, 120
Women’s Economic Empowerment (WEE), 116
Women’s empowerment, 116–124
Work environment, 83–85
Work from anywhere (WFA), 220
Work from home (WFH), 5, 220
Work mode shifts, 218
Work values
theories and conceptions, 2–4
trends and questions, 4–7
Work-life balance, 204–205
Work-life policies, 133
Working hours, 7
Working-from-Home (WFH), 131–133, 146
changes in manager-employee relations, 152
changes in team dynamics, 151–152
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
digital divide and impact on work (ers) during pandemic, 150–151
family support, 141
as flexible working practice, 147–148
issues around gender inequity, 148–149
key issues, 147
Olive case study, 152–153
organisational support, 139–141
pandemic and experience of remote work for employees, 136, 138–139
pre-COVID-19 views of Lagosians on, 133–134
racial dimension of inequity, 149
recommendations, 155–157
World Health Organization (WHO), 198, 221
Zimbabwe
conceptualising public trust, 29
COVID-19 response, 28
disaster management and public trust, 29–31
implications on public trust, 32–36
public trust in Zimbabwe, 31–32
responsible management and rebuilding public trust post COVID-19 pandemic, 36–38
transformation of education in, 185–186
Zimbabwean HEIs, 181
4IR tools used in, 189–191
deficiencies in Zimbabwean perspective, 185
effects of Covid-19 on, 188
methodology, 188–189
Access divide
, 168
Accountability
, 35
African healthcare systems
, 63
Artificial intelligence (AI)
, 207
Association of Southeast Asian Nations (ASEAN)
, 121
Bank relationship managers
, 124
Black, Asian and Minority Ethnic groups (BAME groups)
, 149
Boundaries
, 5
Breach
, 68
Broadcasted video lessons on digital divide
, 173–175
Coalition for Epidemic Preparedness Innovations (CEPI), 44
Collaborations, 44–45, 218
Collaborative governance, 44–45, 47
Colquitt’s typology, 82
Common good, 63, 66–67
Common law, 99
Commonwealth of Independent States regions (CIS regions), 118–119
Communication, international and local labour standards for, 106
Community engagement, 183–184
Compensation
international standards for, 100
local/national standards for, 100–102
Competences upskilling, 5–6
Complexity, 84
Computer algorithms, 117–118
Conspiracy theory, 199, 208
Constructive dismissal, 100
Contact tracing, 34
Convention, 98–99
Coronavirus disease of 2019 (COVID-19), 2, 7–8
economic recovery and stimulus package, 35
pandemic, 30–31, 62, 77–78, 83, 85, 131–132, 146, 164
state of healthcare in Africa before outbreak of, 63–64
Crisis management, 78
Cross-sector collaborative initiatives, 44
Cyber-stalking, 120
Dialogues, 222
Digital divide, 154–155, 164, 168
broadcasted video lessons on, 173–175
consequences, 168–169
and impact on work (ers) during pandemic, 150–151
impacts of COVID-19 on Mauritian Economy, 164–165
impacts of COVID-19 on Mauritian Education System, 165–166
impacts of COVID-19 related digital initiatives, 169–175
impacts of COVID-19–related initiatives on digital education in Mauritius, 167–175
Mauritian Government initiatives towards remote and digital education, 166–167
online mode of teaching and learning, 170–173
recommendations, 175–176
types, 168
Digital education, 164
impacts of COVID-19–related initiatives on digital education in Mauritius, 167–175
Mauritian Government initiatives towards remote and, 166–167
Digital Education for All (DEFA), 164
Digital exclusion, 147
Digital fluency scores, 117–118
Digital gender divide, 116, 124
and antecedents, 119–120
empirical findings, 118–119
recommendations to empower women entrepreneurs and overcoming, 121–124
women entrepreneurs and empowerment in new normal, 120–121
Digital illiteracy, 120
Digital paraphernalia, 116
Digital services, 209–210
Digital skills/internet access, differences in, 136–138
Digital technologies, 117–118, 209–210
Digital transformation, 118, 199, 208
dilemma, 209
Digital unite, 164
Digitalisation, 5, 116, 124, 221–222
Digitisation, 9
Dilemma, 209
Direct financial assistance, 12–19
Disaster management, 29–31
Discrimination, 81
Dismissal
international standards for, 98–99
local standards for, 99–100
Distance learning, 183–184
Distance work, 133
Distributive fairness, 82
District Task Forces (DTFs), 50–51
Ebola Private Sector Mobilisation Group (EPSMG), 44
Economic recovery and stimulus package (ERSP), 35
Economic sector in new normal, 201–202
Economic Sustainability Plan (ESP), 99
Education 3.0, 186
Education 5.0, 186
Education Act, 164, 166–167
Education and training shifts, 221
Effectiveness, 86
Electronic-based learning (e-learning), 187
Emergencies, 45
Employee
contract, 100
management in era of COVID-19, 85–88
Employment, 97–98
Entrepreneurial gender gap, 121
Epidemics, 2
Equal digital world, 124
Ethical decision-making process, 96
Ethical principle, 78–80
Ethics, 182
Fairness, 81, 96
Female entrepreneurship, 117
Financial support and incentives, 122–124
Financial/economic impact of COVID-19 on healthcare, 69
Flexibility shifts, 220
Flexible hours, 133
Flexible work, 133, 205–206
Flexible working practices (FWP), 146–148
Flexible workplace, 133
Fourth Industrial Revolution (4IR), 116, 180
tools used in Zimbabwe’s HEIs, 189–191
trajectories, 180–182
Future of work, 221–222
Future of Work Institute (FWI), 205–206
Gender inequity, 136–138
issues around, 148–149
in work-life balance, 154
Gender issues, 148–149
Gender studies, 148
General Principles and Operational Guidelines on Fair Recruitment (GPOG), 97
Global Alliance for Improved Nutrition (GAIN), 202
Global economy, 183
Globalisation, 9
Good governance, 29, 200
Governance, 44–45, 180, 198–199
in new normal, 200
shifts, 221–222
Governing collaborations, 44–46
governing through actors, 52–53
governing through processes, 51–52
governing through structures, 50–51
key considerations in governing collaborative initiatives, 49–53
Government of Uganda (GoU), 51
Government of Zimbabwe, 181
GoZ, 34–35
Gross domestic product (GDP), 31, 116
Hagholm v. CoreioInc, 2017 ONSC 77113, 100
Health
and business intersections, 62
as common good, 218
context setting, 62–63
COVID-19 and morality of healthcare workers, 67–69
COVID-19 effects and usage of health services, 65–66
effect of COVID-19 on healthcare systems, 64–65
financial/economic impact of COVID-19 on healthcare, 69
paradox of healthcare as common good amidst COVID-19 challenges, 66–67
preparing for future pandemics and solutions to challenges facing healthcare systems, 70–72
recommendations, 72
and safety shifts, 221
sector in new normal, 200–201
SMEs as healthcare providers, 69–70
state of healthcare in Africa before outbreak of COVID-19 pandemic, 63–64
Health maintenance organisations (HMOs), 104
Healthcare, 200
challenges, 62
effect of COVID-19 on healthcare systems, 64–65
financial/economic impact of COVID-19 on, 69
morality of healthcare workers, 67–69
preparing for future pandemics and solutions to challenges facing healthcare systems, 70–72
High-speed broadband, 117
Higher education institutions (HEIs). See also Digital education, 180
fourth industrial revolution trajectories in, 181–182
operation, 182–184
virtual teaching and learning in HEIs, 187–188
Human resource policies, 96
Human rights, 33–34
Hurdles to access, 118
Inclusive digital world, 124
Inequality of opportunity and impact, 6
Information, Communication and Technology (ICT), 116–117, 205
Informational fairness, 82
Innovation, 184
Integrated Communication and Information Dissemination Strategies (ICIDS), 208
Interactional fairness, 82
International Labour Organisation (ILO), 97
International labour standards for health and safety, 103–104
International standards
for communication, 106
for compensation/salary/pay/wages, 100
in recruitment, 97
for termination/dismissal/lay-offs, 98–99
Interpersonal fairness, 82
ITU study, 117
Kampala Capital City Authority (KCCA), 48
Knowledge acquisition, 7
Labour, 97
Labour Act, 97–98, 100–102
Labour relations, 96
Laissez-faire principle, 97–98
Lay-offs
international standards for, 98–99
local standards for, 99–100
Leadership, 78, 85
Least Developed countries (LDCs), 118–119
Legacy, 124
Local Government Financial Structure Review project (LGFR project), 53
Local labour standards
for communication, 106
for health and safety, 104–106
Local standards. See also International standards
in recruitment, 97–98
for termination/dismissal/lay-offs, 99–100
Lockdown, 132
Loyalty gaps, 6–7
Manager-employee relations, changes in, 152
Mauritian Economy, impacts of COVID-19 on, 164–165
Mauritian Education System, impacts of COVID-19 on, 165–166
Mauritian Government initiatives towards remote and digital education, 166–167
Mauritius, 164
impacts of COVID-19–related initiatives on digital education in, 167–175
Mauritius Chamber of Commerce and Industry (MCCI), 165
Medical tourism, 63
Mental health, 221
Micro, small and medium-sized enterprises (MSMEs), 121
Ministry of Education (MoE), 166
Mobile work, 133
Moral leadership, 8
Morality of healthcare workers, 67–69
Multi-Sectoral COVID-19 National Task Force, 45
Multi-sectorial partnerships, 44
COVID-19 response partner activity map, 48
key considerations in governing collaborative initiatives, 49–53
research approach, 47–49
structures, processes and actors, 45–47
National Broadband Network (NBN), 117
National Centre for Disease Control (NCDC), 203
National COVID-19 Task Force (NTF), 47–48, 52–53
National Industrial Court of Nigeria (NICN), 99
National lockdowns, 33–34
National Minimum Wage Act, 101
New Normal, 198
economic sector in, 201–202
governance in, 200
health sector in, 200–201
new normal–induced digital transformation in Nigeria, 207
new normal–induced flexible working, 205–206
new normal–induced health and safety at workplace, 206–207
new normal–induced work from home and work-life balance, 204–205
public service delivery, 202–203
and women, 120–121
workplaces and conspiracy, 203–204
Nigeria, 97–98, 131–132
local/national standards for compensation/salary/pay/wages in, 100–102
new normal–induced digital transformation in, 207
Nigeria–COVID-19 Action Recovery and Economic Stimulus (NG-CARES), 100–101
Occupational Safety and Health (OSH), 104, 206–207
Office of the Prime Minister (OPM), 52
Olive case study, 152–153
analysing, 153–155
Online harassment, 120
Online learning, 167
Online recruitment portals, 120
Ontological dignity, 219
Organisational fairness, 78, 80, 83
COVID-19 pandemic, work environment and, 83–85
and employee management in era of COVID-19, 85–88
Organisational leadership, 78–80
Organisational support, 139–141
Organisational sustainability, 80
Pan-Atlantic University (PAU), 96–97
communication channels during COVID-19, 106
international and local labour standards for communication, 106
international labour standards for health and safety, 103–104
international standards for compensation/salary/pay/wages, 100
international standards for termination/dismissal/lay-offs, 98–99
international standards in recruitment, 97
jurisdictions, 102–103
local labour standards for health and safety, 104–106
local standards for termination/dismissal/lay-offs, 99–100
local standards in recruitment, 97–98
local/national standards for compensation/salary/pay/wages in Nigeria, 100–102
occupational safety and health standards during COVID-19, 105–106
payment of wages process during COVID-19, 102–103
recruitment process during COVID-19, 98
termination of work process during COVID-19, 100
Pandemics, 2, 31, 62–63, 132, 136, 138–139, 199, 218
Parish Task Forces (PTFs), 50
Pay
international standards for, 100
local/national standards for, 100–102
People management, 96
Personal Protective Equipment (PPE), 34, 200–201
Personality, 138–139
Physical preparations, 219
Post-pandemic retrieval jobs, 118
Pre-COVID-19 views of Lagosians on working from home, 133–134
Presidential Task Force (PTF), 202
Privacy, 5
Private HEIs, 181
Procedural fairness, 82
Profit, 68
Prosperous digital world, 124
Public distrust, 28
Public health preparedness clinics (PHPCs), 71–72
Public healthcare systems, 68
Public HEIs, 181
Public Private Partnerships (PPP), 184
Public service delivery, 199, 208
in new normal, 202–203
Public service outcomes, 44
Public trust, 28–29
conceptualising, 29
disaster management and, 29–31
implications on, 32–36
in Zimbabwe, 31–32
Public-private collaborative initiatives, 44
Quality-of-use gap, 168
Quarantine Act, 98
Quarantine centres for returning citizens and travellers, 34–35
Racial dimension of inequity, 149
Racial inequity, 147
‘Rallying around the flag’, 29
Reaching Out All (RAO), 164
Recruitment, 38
Redundancy, 96–97
Relationality, 218
Remote leadership, 6
Remote work, 132–133
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
pandemic and experience of remote work for employees, 136–138
Remote working, 4–5, 146, 148
Remuneration, 7
Resident district commissioners (RDCs), 65
Resilience as core value for future, 222–227
Resilient digital world, 124
Responsible leaders, characteristics, 78, 80
Responsible leadership (RL), 78–79, 85, 88
Responsible management (RM), 9, 96, 219
in crisis, 9–11
general RM recommendations, 11–21
and rebuilding public trust post COVID-19 pandemic, 36–38
Restructuring, 84
Rising costs of kinds, 6
Safety, 96–97
Salary
international standards for, 100
local/national standards for, 100–102
SARS-CoV-2, 2
Service delivery, 198
Service-fees, 209–210
Sexual trafficking, 120
Shifts, 222
Small and medium enterprises (SMEs), 35, 69, 118
as healthcare providers, 69–70
Small island developing states (SIDS), 118–119
Stakeholders, 9
Standard, 52
Stimulus, 72
Stress, 7
Sub-County Task Forces (STFs), 50
Sustainability for triple bottom line, 96
Sustainable, 79–80
Sustainable Development Goals (SDGs), 164
SDG4, 164
Team dynamics, changes in, 151–152
Teamwork dynamics, 150–151
Technological stress, 7
Technology shifts, 220–221
Technophobia, 120
Telecommuting, 133
Telemedicine, 63–64
Telework (ing), 104, 133
Termination
international standards for, 98–99
local standards for, 99–100
Testing, 34
Theory of Digital Technology Access and Societal Impacts, 167
3rd Industrial Revolution (3IR), 181–182
Transformation of education in Zimbabwe, 185–186
Transparency, 35
Trust. See also Public trust, 6–7, 30
gaps, 6–7
Uganda, 62
Uncertainty, 83–84
Unfair dismissal, 99
Use divide, 168
User engagement, 209
Vaccine rollout, 35–36
Values, 222
creation for stakeholders, 96
Velcro organisations, 83
Village Task Force (VTF), 50
Virtual teaching and learning in HEIs, 187–188
Virtual working environments (VWEs), 6
Volatile, Uncertain, Complex and Ambiguous (VUCA)
Volatility, uncertainty, complexities and ambiguity (VUCA), 2, 8, 77–78, 86
Wages
international standards for, 100
local/national standards for, 100–102
Welfare, 7
Well-being, 7
Women entrepreneurs
and empowerment in new normal, 120–121
provision of training and education opportunities for, 122
recommendations to empower women entrepreneurs and overcoming digital gender divide, 121–124
Women-owned start-ups, 120
Women’s Economic Empowerment (WEE), 116
Women’s empowerment, 116–124
Work environment, 83–85
Work from anywhere (WFA), 220
Work from home (WFH), 5, 220
Work mode shifts, 218
Work values
theories and conceptions, 2–4
trends and questions, 4–7
Work-life balance, 204–205
Work-life policies, 133
Working hours, 7
Working-from-Home (WFH), 131–133, 146
changes in manager-employee relations, 152
changes in team dynamics, 151–152
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
digital divide and impact on work (ers) during pandemic, 150–151
family support, 141
as flexible working practice, 147–148
issues around gender inequity, 148–149
key issues, 147
Olive case study, 152–153
organisational support, 139–141
pandemic and experience of remote work for employees, 136, 138–139
pre-COVID-19 views of Lagosians on, 133–134
racial dimension of inequity, 149
recommendations, 155–157
World Health Organization (WHO), 198, 221
Zimbabwe
conceptualising public trust, 29
COVID-19 response, 28
disaster management and public trust, 29–31
implications on public trust, 32–36
public trust in Zimbabwe, 31–32
responsible management and rebuilding public trust post COVID-19 pandemic, 36–38
transformation of education in, 185–186
Zimbabwean HEIs, 181
4IR tools used in, 189–191
deficiencies in Zimbabwean perspective, 185
effects of Covid-19 on, 188
methodology, 188–189
Coalition for Epidemic Preparedness Innovations (CEPI)
, 44
Collaborations
, 44–45, 218
Collaborative governance
, 44–45, 47
Colquitt’s typology
, 82
Common good
, 63, 66–67
Common law
, 99
Commonwealth of Independent States regions (CIS regions)
, 118–119
Communication, international and local labour standards for
, 106
Community engagement
, 183–184
Compensation
international standards for
, 100
local/national standards for
, 100–102
Competences upskilling
, 5–6
Complexity
, 84
Computer algorithms
, 117–118
Conspiracy theory
, 199, 208
Constructive dismissal
, 100
Contact tracing
, 34
Convention
, 98–99
Coronavirus disease of 2019 (COVID-19)
, 2, 7–8
economic recovery and stimulus package
, 35
pandemic
, 30–31, 62, 77–78, 83, 85, 131–132, 146, 164
state of healthcare in Africa before outbreak of
, 63–64
Crisis management
, 78
Cross-sector collaborative initiatives
, 44
Cyber-stalking
, 120
Dialogues
, 222
Digital divide
, 154–155, 164, 168
broadcasted video lessons on
, 173–175
consequences
, 168–169
and impact on work (ers) during pandemic
, 150–151
impacts of COVID-19 on Mauritian Economy
, 164–165
impacts of COVID-19 on Mauritian Education System
, 165–166
impacts of COVID-19 related digital initiatives
, 169–175
impacts of COVID-19–related initiatives on digital education in Mauritius
, 167–175
Mauritian Government initiatives towards remote and digital education
, 166–167
online mode of teaching and learning
, 170–173
recommendations
, 175–176
types
, 168
Digital education
, 164
impacts of COVID-19–related initiatives on digital education in Mauritius
, 167–175
Mauritian Government initiatives towards remote and
, 166–167
Digital Education for All (DEFA)
, 164
Digital exclusion
, 147
Digital fluency scores
, 117–118
Digital gender divide
, 116, 124
and antecedents
, 119–120
empirical findings
, 118–119
recommendations to empower women entrepreneurs and overcoming
, 121–124
women entrepreneurs and empowerment in new normal
, 120–121
Digital illiteracy
, 120
Digital paraphernalia
, 116
Digital services
, 209–210
Digital skills/internet access, differences in
, 136–138
Digital technologies
, 117–118, 209–210
Digital transformation
, 118, 199, 208
dilemma
, 209
Digital unite
, 164
Digitalisation
, 5, 116, 124, 221–222
Digitisation
, 9
Dilemma
, 209
Direct financial assistance
, 12–19
Disaster management
, 29–31
Discrimination
, 81
Dismissal
international standards for
, 98–99
local standards for
, 99–100
Distance learning
, 183–184
Distance work
, 133
Distributive fairness
, 82
District Task Forces (DTFs)
, 50–51
Ebola Private Sector Mobilisation Group (EPSMG), 44
Economic recovery and stimulus package (ERSP), 35
Economic sector in new normal, 201–202
Economic Sustainability Plan (ESP), 99
Education 3.0, 186
Education 5.0, 186
Education Act, 164, 166–167
Education and training shifts, 221
Effectiveness, 86
Electronic-based learning (e-learning), 187
Emergencies, 45
Employee
contract, 100
management in era of COVID-19, 85–88
Employment, 97–98
Entrepreneurial gender gap, 121
Epidemics, 2
Equal digital world, 124
Ethical decision-making process, 96
Ethical principle, 78–80
Ethics, 182
Fairness, 81, 96
Female entrepreneurship, 117
Financial support and incentives, 122–124
Financial/economic impact of COVID-19 on healthcare, 69
Flexibility shifts, 220
Flexible hours, 133
Flexible work, 133, 205–206
Flexible working practices (FWP), 146–148
Flexible workplace, 133
Fourth Industrial Revolution (4IR), 116, 180
tools used in Zimbabwe’s HEIs, 189–191
trajectories, 180–182
Future of work, 221–222
Future of Work Institute (FWI), 205–206
Gender inequity, 136–138
issues around, 148–149
in work-life balance, 154
Gender issues, 148–149
Gender studies, 148
General Principles and Operational Guidelines on Fair Recruitment (GPOG), 97
Global Alliance for Improved Nutrition (GAIN), 202
Global economy, 183
Globalisation, 9
Good governance, 29, 200
Governance, 44–45, 180, 198–199
in new normal, 200
shifts, 221–222
Governing collaborations, 44–46
governing through actors, 52–53
governing through processes, 51–52
governing through structures, 50–51
key considerations in governing collaborative initiatives, 49–53
Government of Uganda (GoU), 51
Government of Zimbabwe, 181
GoZ, 34–35
Gross domestic product (GDP), 31, 116
Hagholm v. CoreioInc, 2017 ONSC 77113, 100
Health
and business intersections, 62
as common good, 218
context setting, 62–63
COVID-19 and morality of healthcare workers, 67–69
COVID-19 effects and usage of health services, 65–66
effect of COVID-19 on healthcare systems, 64–65
financial/economic impact of COVID-19 on healthcare, 69
paradox of healthcare as common good amidst COVID-19 challenges, 66–67
preparing for future pandemics and solutions to challenges facing healthcare systems, 70–72
recommendations, 72
and safety shifts, 221
sector in new normal, 200–201
SMEs as healthcare providers, 69–70
state of healthcare in Africa before outbreak of COVID-19 pandemic, 63–64
Health maintenance organisations (HMOs), 104
Healthcare, 200
challenges, 62
effect of COVID-19 on healthcare systems, 64–65
financial/economic impact of COVID-19 on, 69
morality of healthcare workers, 67–69
preparing for future pandemics and solutions to challenges facing healthcare systems, 70–72
High-speed broadband, 117
Higher education institutions (HEIs). See also Digital education, 180
fourth industrial revolution trajectories in, 181–182
operation, 182–184
virtual teaching and learning in HEIs, 187–188
Human resource policies, 96
Human rights, 33–34
Hurdles to access, 118
Inclusive digital world, 124
Inequality of opportunity and impact, 6
Information, Communication and Technology (ICT), 116–117, 205
Informational fairness, 82
Innovation, 184
Integrated Communication and Information Dissemination Strategies (ICIDS), 208
Interactional fairness, 82
International Labour Organisation (ILO), 97
International labour standards for health and safety, 103–104
International standards
for communication, 106
for compensation/salary/pay/wages, 100
in recruitment, 97
for termination/dismissal/lay-offs, 98–99
Interpersonal fairness, 82
ITU study, 117
Kampala Capital City Authority (KCCA), 48
Knowledge acquisition, 7
Labour, 97
Labour Act, 97–98, 100–102
Labour relations, 96
Laissez-faire principle, 97–98
Lay-offs
international standards for, 98–99
local standards for, 99–100
Leadership, 78, 85
Least Developed countries (LDCs), 118–119
Legacy, 124
Local Government Financial Structure Review project (LGFR project), 53
Local labour standards
for communication, 106
for health and safety, 104–106
Local standards. See also International standards
in recruitment, 97–98
for termination/dismissal/lay-offs, 99–100
Lockdown, 132
Loyalty gaps, 6–7
Manager-employee relations, changes in, 152
Mauritian Economy, impacts of COVID-19 on, 164–165
Mauritian Education System, impacts of COVID-19 on, 165–166
Mauritian Government initiatives towards remote and digital education, 166–167
Mauritius, 164
impacts of COVID-19–related initiatives on digital education in, 167–175
Mauritius Chamber of Commerce and Industry (MCCI), 165
Medical tourism, 63
Mental health, 221
Micro, small and medium-sized enterprises (MSMEs), 121
Ministry of Education (MoE), 166
Mobile work, 133
Moral leadership, 8
Morality of healthcare workers, 67–69
Multi-Sectoral COVID-19 National Task Force, 45
Multi-sectorial partnerships, 44
COVID-19 response partner activity map, 48
key considerations in governing collaborative initiatives, 49–53
research approach, 47–49
structures, processes and actors, 45–47
National Broadband Network (NBN), 117
National Centre for Disease Control (NCDC), 203
National COVID-19 Task Force (NTF), 47–48, 52–53
National Industrial Court of Nigeria (NICN), 99
National lockdowns, 33–34
National Minimum Wage Act, 101
New Normal, 198
economic sector in, 201–202
governance in, 200
health sector in, 200–201
new normal–induced digital transformation in Nigeria, 207
new normal–induced flexible working, 205–206
new normal–induced health and safety at workplace, 206–207
new normal–induced work from home and work-life balance, 204–205
public service delivery, 202–203
and women, 120–121
workplaces and conspiracy, 203–204
Nigeria, 97–98, 131–132
local/national standards for compensation/salary/pay/wages in, 100–102
new normal–induced digital transformation in, 207
Nigeria–COVID-19 Action Recovery and Economic Stimulus (NG-CARES), 100–101
Occupational Safety and Health (OSH), 104, 206–207
Office of the Prime Minister (OPM), 52
Olive case study, 152–153
analysing, 153–155
Online harassment, 120
Online learning, 167
Online recruitment portals, 120
Ontological dignity, 219
Organisational fairness, 78, 80, 83
COVID-19 pandemic, work environment and, 83–85
and employee management in era of COVID-19, 85–88
Organisational leadership, 78–80
Organisational support, 139–141
Organisational sustainability, 80
Pan-Atlantic University (PAU), 96–97
communication channels during COVID-19, 106
international and local labour standards for communication, 106
international labour standards for health and safety, 103–104
international standards for compensation/salary/pay/wages, 100
international standards for termination/dismissal/lay-offs, 98–99
international standards in recruitment, 97
jurisdictions, 102–103
local labour standards for health and safety, 104–106
local standards for termination/dismissal/lay-offs, 99–100
local standards in recruitment, 97–98
local/national standards for compensation/salary/pay/wages in Nigeria, 100–102
occupational safety and health standards during COVID-19, 105–106
payment of wages process during COVID-19, 102–103
recruitment process during COVID-19, 98
termination of work process during COVID-19, 100
Pandemics, 2, 31, 62–63, 132, 136, 138–139, 199, 218
Parish Task Forces (PTFs), 50
Pay
international standards for, 100
local/national standards for, 100–102
People management, 96
Personal Protective Equipment (PPE), 34, 200–201
Personality, 138–139
Physical preparations, 219
Post-pandemic retrieval jobs, 118
Pre-COVID-19 views of Lagosians on working from home, 133–134
Presidential Task Force (PTF), 202
Privacy, 5
Private HEIs, 181
Procedural fairness, 82
Profit, 68
Prosperous digital world, 124
Public distrust, 28
Public health preparedness clinics (PHPCs), 71–72
Public healthcare systems, 68
Public HEIs, 181
Public Private Partnerships (PPP), 184
Public service delivery, 199, 208
in new normal, 202–203
Public service outcomes, 44
Public trust, 28–29
conceptualising, 29
disaster management and, 29–31
implications on, 32–36
in Zimbabwe, 31–32
Public-private collaborative initiatives, 44
Quality-of-use gap, 168
Quarantine Act, 98
Quarantine centres for returning citizens and travellers, 34–35
Racial dimension of inequity, 149
Racial inequity, 147
‘Rallying around the flag’, 29
Reaching Out All (RAO), 164
Recruitment, 38
Redundancy, 96–97
Relationality, 218
Remote leadership, 6
Remote work, 132–133
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
pandemic and experience of remote work for employees, 136–138
Remote working, 4–5, 146, 148
Remuneration, 7
Resident district commissioners (RDCs), 65
Resilience as core value for future, 222–227
Resilient digital world, 124
Responsible leaders, characteristics, 78, 80
Responsible leadership (RL), 78–79, 85, 88
Responsible management (RM), 9, 96, 219
in crisis, 9–11
general RM recommendations, 11–21
and rebuilding public trust post COVID-19 pandemic, 36–38
Restructuring, 84
Rising costs of kinds, 6
Safety, 96–97
Salary
international standards for, 100
local/national standards for, 100–102
SARS-CoV-2, 2
Service delivery, 198
Service-fees, 209–210
Sexual trafficking, 120
Shifts, 222
Small and medium enterprises (SMEs), 35, 69, 118
as healthcare providers, 69–70
Small island developing states (SIDS), 118–119
Stakeholders, 9
Standard, 52
Stimulus, 72
Stress, 7
Sub-County Task Forces (STFs), 50
Sustainability for triple bottom line, 96
Sustainable, 79–80
Sustainable Development Goals (SDGs), 164
SDG4, 164
Team dynamics, changes in, 151–152
Teamwork dynamics, 150–151
Technological stress, 7
Technology shifts, 220–221
Technophobia, 120
Telecommuting, 133
Telemedicine, 63–64
Telework (ing), 104, 133
Termination
international standards for, 98–99
local standards for, 99–100
Testing, 34
Theory of Digital Technology Access and Societal Impacts, 167
3rd Industrial Revolution (3IR), 181–182
Transformation of education in Zimbabwe, 185–186
Transparency, 35
Trust. See also Public trust, 6–7, 30
gaps, 6–7
Uganda, 62
Uncertainty, 83–84
Unfair dismissal, 99
Use divide, 168
User engagement, 209
Vaccine rollout, 35–36
Values, 222
creation for stakeholders, 96
Velcro organisations, 83
Village Task Force (VTF), 50
Virtual teaching and learning in HEIs, 187–188
Virtual working environments (VWEs), 6
Volatile, Uncertain, Complex and Ambiguous (VUCA)
Volatility, uncertainty, complexities and ambiguity (VUCA), 2, 8, 77–78, 86
Wages
international standards for, 100
local/national standards for, 100–102
Welfare, 7
Well-being, 7
Women entrepreneurs
and empowerment in new normal, 120–121
provision of training and education opportunities for, 122
recommendations to empower women entrepreneurs and overcoming digital gender divide, 121–124
Women-owned start-ups, 120
Women’s Economic Empowerment (WEE), 116
Women’s empowerment, 116–124
Work environment, 83–85
Work from anywhere (WFA), 220
Work from home (WFH), 5, 220
Work mode shifts, 218
Work values
theories and conceptions, 2–4
trends and questions, 4–7
Work-life balance, 204–205
Work-life policies, 133
Working hours, 7
Working-from-Home (WFH), 131–133, 146
changes in manager-employee relations, 152
changes in team dynamics, 151–152
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
digital divide and impact on work (ers) during pandemic, 150–151
family support, 141
as flexible working practice, 147–148
issues around gender inequity, 148–149
key issues, 147
Olive case study, 152–153
organisational support, 139–141
pandemic and experience of remote work for employees, 136, 138–139
pre-COVID-19 views of Lagosians on, 133–134
racial dimension of inequity, 149
recommendations, 155–157
World Health Organization (WHO), 198, 221
Zimbabwe
conceptualising public trust, 29
COVID-19 response, 28
disaster management and public trust, 29–31
implications on public trust, 32–36
public trust in Zimbabwe, 31–32
responsible management and rebuilding public trust post COVID-19 pandemic, 36–38
transformation of education in, 185–186
Zimbabwean HEIs, 181
4IR tools used in, 189–191
deficiencies in Zimbabwean perspective, 185
effects of Covid-19 on, 188
methodology, 188–189
Ebola Private Sector Mobilisation Group (EPSMG)
, 44
Economic recovery and stimulus package (ERSP)
, 35
Economic sector in new normal
, 201–202
Economic Sustainability Plan (ESP)
, 99
Education 3.0
, 186
Education 5.0
, 186
Education Act
, 164, 166–167
Education and training shifts
, 221
Effectiveness
, 86
Electronic-based learning (e-learning)
, 187
Emergencies
, 45
Employee
contract
, 100
management in era of COVID-19
, 85–88
Employment
, 97–98
Entrepreneurial gender gap
, 121
Epidemics
, 2
Equal digital world
, 124
Ethical decision-making process
, 96
Ethical principle
, 78–80
Ethics
, 182
Fairness
, 81, 96
Female entrepreneurship
, 117
Financial support and incentives
, 122–124
Financial/economic impact of COVID-19 on healthcare
, 69
Flexibility shifts
, 220
Flexible hours
, 133
Flexible work
, 133, 205–206
Flexible working practices (FWP)
, 146–148
Flexible workplace
, 133
Fourth Industrial Revolution (4IR)
, 116, 180
tools used in Zimbabwe’s HEIs
, 189–191
trajectories
, 180–182
Future of work
, 221–222
Future of Work Institute (FWI)
, 205–206
Gender inequity, 136–138
issues around, 148–149
in work-life balance, 154
Gender issues, 148–149
Gender studies, 148
General Principles and Operational Guidelines on Fair Recruitment (GPOG), 97
Global Alliance for Improved Nutrition (GAIN), 202
Global economy, 183
Globalisation, 9
Good governance, 29, 200
Governance, 44–45, 180, 198–199
in new normal, 200
shifts, 221–222
Governing collaborations, 44–46
governing through actors, 52–53
governing through processes, 51–52
governing through structures, 50–51
key considerations in governing collaborative initiatives, 49–53
Government of Uganda (GoU), 51
Government of Zimbabwe, 181
GoZ, 34–35
Gross domestic product (GDP), 31, 116
Hagholm v. CoreioInc, 2017 ONSC 77113, 100
Health
and business intersections, 62
as common good, 218
context setting, 62–63
COVID-19 and morality of healthcare workers, 67–69
COVID-19 effects and usage of health services, 65–66
effect of COVID-19 on healthcare systems, 64–65
financial/economic impact of COVID-19 on healthcare, 69
paradox of healthcare as common good amidst COVID-19 challenges, 66–67
preparing for future pandemics and solutions to challenges facing healthcare systems, 70–72
recommendations, 72
and safety shifts, 221
sector in new normal, 200–201
SMEs as healthcare providers, 69–70
state of healthcare in Africa before outbreak of COVID-19 pandemic, 63–64
Health maintenance organisations (HMOs), 104
Healthcare, 200
challenges, 62
effect of COVID-19 on healthcare systems, 64–65
financial/economic impact of COVID-19 on, 69
morality of healthcare workers, 67–69
preparing for future pandemics and solutions to challenges facing healthcare systems, 70–72
High-speed broadband, 117
Higher education institutions (HEIs). See also Digital education, 180
fourth industrial revolution trajectories in, 181–182
operation, 182–184
virtual teaching and learning in HEIs, 187–188
Human resource policies, 96
Human rights, 33–34
Hurdles to access, 118
Inclusive digital world, 124
Inequality of opportunity and impact, 6
Information, Communication and Technology (ICT), 116–117, 205
Informational fairness, 82
Innovation, 184
Integrated Communication and Information Dissemination Strategies (ICIDS), 208
Interactional fairness, 82
International Labour Organisation (ILO), 97
International labour standards for health and safety, 103–104
International standards
for communication, 106
for compensation/salary/pay/wages, 100
in recruitment, 97
for termination/dismissal/lay-offs, 98–99
Interpersonal fairness, 82
ITU study, 117
Kampala Capital City Authority (KCCA), 48
Knowledge acquisition, 7
Labour, 97
Labour Act, 97–98, 100–102
Labour relations, 96
Laissez-faire principle, 97–98
Lay-offs
international standards for, 98–99
local standards for, 99–100
Leadership, 78, 85
Least Developed countries (LDCs), 118–119
Legacy, 124
Local Government Financial Structure Review project (LGFR project), 53
Local labour standards
for communication, 106
for health and safety, 104–106
Local standards. See also International standards
in recruitment, 97–98
for termination/dismissal/lay-offs, 99–100
Lockdown, 132
Loyalty gaps, 6–7
Manager-employee relations, changes in, 152
Mauritian Economy, impacts of COVID-19 on, 164–165
Mauritian Education System, impacts of COVID-19 on, 165–166
Mauritian Government initiatives towards remote and digital education, 166–167
Mauritius, 164
impacts of COVID-19–related initiatives on digital education in, 167–175
Mauritius Chamber of Commerce and Industry (MCCI), 165
Medical tourism, 63
Mental health, 221
Micro, small and medium-sized enterprises (MSMEs), 121
Ministry of Education (MoE), 166
Mobile work, 133
Moral leadership, 8
Morality of healthcare workers, 67–69
Multi-Sectoral COVID-19 National Task Force, 45
Multi-sectorial partnerships, 44
COVID-19 response partner activity map, 48
key considerations in governing collaborative initiatives, 49–53
research approach, 47–49
structures, processes and actors, 45–47
National Broadband Network (NBN), 117
National Centre for Disease Control (NCDC), 203
National COVID-19 Task Force (NTF), 47–48, 52–53
National Industrial Court of Nigeria (NICN), 99
National lockdowns, 33–34
National Minimum Wage Act, 101
New Normal, 198
economic sector in, 201–202
governance in, 200
health sector in, 200–201
new normal–induced digital transformation in Nigeria, 207
new normal–induced flexible working, 205–206
new normal–induced health and safety at workplace, 206–207
new normal–induced work from home and work-life balance, 204–205
public service delivery, 202–203
and women, 120–121
workplaces and conspiracy, 203–204
Nigeria, 97–98, 131–132
local/national standards for compensation/salary/pay/wages in, 100–102
new normal–induced digital transformation in, 207
Nigeria–COVID-19 Action Recovery and Economic Stimulus (NG-CARES), 100–101
Occupational Safety and Health (OSH), 104, 206–207
Office of the Prime Minister (OPM), 52
Olive case study, 152–153
analysing, 153–155
Online harassment, 120
Online learning, 167
Online recruitment portals, 120
Ontological dignity, 219
Organisational fairness, 78, 80, 83
COVID-19 pandemic, work environment and, 83–85
and employee management in era of COVID-19, 85–88
Organisational leadership, 78–80
Organisational support, 139–141
Organisational sustainability, 80
Pan-Atlantic University (PAU), 96–97
communication channels during COVID-19, 106
international and local labour standards for communication, 106
international labour standards for health and safety, 103–104
international standards for compensation/salary/pay/wages, 100
international standards for termination/dismissal/lay-offs, 98–99
international standards in recruitment, 97
jurisdictions, 102–103
local labour standards for health and safety, 104–106
local standards for termination/dismissal/lay-offs, 99–100
local standards in recruitment, 97–98
local/national standards for compensation/salary/pay/wages in Nigeria, 100–102
occupational safety and health standards during COVID-19, 105–106
payment of wages process during COVID-19, 102–103
recruitment process during COVID-19, 98
termination of work process during COVID-19, 100
Pandemics, 2, 31, 62–63, 132, 136, 138–139, 199, 218
Parish Task Forces (PTFs), 50
Pay
international standards for, 100
local/national standards for, 100–102
People management, 96
Personal Protective Equipment (PPE), 34, 200–201
Personality, 138–139
Physical preparations, 219
Post-pandemic retrieval jobs, 118
Pre-COVID-19 views of Lagosians on working from home, 133–134
Presidential Task Force (PTF), 202
Privacy, 5
Private HEIs, 181
Procedural fairness, 82
Profit, 68
Prosperous digital world, 124
Public distrust, 28
Public health preparedness clinics (PHPCs), 71–72
Public healthcare systems, 68
Public HEIs, 181
Public Private Partnerships (PPP), 184
Public service delivery, 199, 208
in new normal, 202–203
Public service outcomes, 44
Public trust, 28–29
conceptualising, 29
disaster management and, 29–31
implications on, 32–36
in Zimbabwe, 31–32
Public-private collaborative initiatives, 44
Quality-of-use gap, 168
Quarantine Act, 98
Quarantine centres for returning citizens and travellers, 34–35
Racial dimension of inequity, 149
Racial inequity, 147
‘Rallying around the flag’, 29
Reaching Out All (RAO), 164
Recruitment, 38
Redundancy, 96–97
Relationality, 218
Remote leadership, 6
Remote work, 132–133
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
pandemic and experience of remote work for employees, 136–138
Remote working, 4–5, 146, 148
Remuneration, 7
Resident district commissioners (RDCs), 65
Resilience as core value for future, 222–227
Resilient digital world, 124
Responsible leaders, characteristics, 78, 80
Responsible leadership (RL), 78–79, 85, 88
Responsible management (RM), 9, 96, 219
in crisis, 9–11
general RM recommendations, 11–21
and rebuilding public trust post COVID-19 pandemic, 36–38
Restructuring, 84
Rising costs of kinds, 6
Safety, 96–97
Salary
international standards for, 100
local/national standards for, 100–102
SARS-CoV-2, 2
Service delivery, 198
Service-fees, 209–210
Sexual trafficking, 120
Shifts, 222
Small and medium enterprises (SMEs), 35, 69, 118
as healthcare providers, 69–70
Small island developing states (SIDS), 118–119
Stakeholders, 9
Standard, 52
Stimulus, 72
Stress, 7
Sub-County Task Forces (STFs), 50
Sustainability for triple bottom line, 96
Sustainable, 79–80
Sustainable Development Goals (SDGs), 164
SDG4, 164
Team dynamics, changes in, 151–152
Teamwork dynamics, 150–151
Technological stress, 7
Technology shifts, 220–221
Technophobia, 120
Telecommuting, 133
Telemedicine, 63–64
Telework (ing), 104, 133
Termination
international standards for, 98–99
local standards for, 99–100
Testing, 34
Theory of Digital Technology Access and Societal Impacts, 167
3rd Industrial Revolution (3IR), 181–182
Transformation of education in Zimbabwe, 185–186
Transparency, 35
Trust. See also Public trust, 6–7, 30
gaps, 6–7
Uganda, 62
Uncertainty, 83–84
Unfair dismissal, 99
Use divide, 168
User engagement, 209
Vaccine rollout, 35–36
Values, 222
creation for stakeholders, 96
Velcro organisations, 83
Village Task Force (VTF), 50
Virtual teaching and learning in HEIs, 187–188
Virtual working environments (VWEs), 6
Volatile, Uncertain, Complex and Ambiguous (VUCA)
Volatility, uncertainty, complexities and ambiguity (VUCA), 2, 8, 77–78, 86
Wages
international standards for, 100
local/national standards for, 100–102
Welfare, 7
Well-being, 7
Women entrepreneurs
and empowerment in new normal, 120–121
provision of training and education opportunities for, 122
recommendations to empower women entrepreneurs and overcoming digital gender divide, 121–124
Women-owned start-ups, 120
Women’s Economic Empowerment (WEE), 116
Women’s empowerment, 116–124
Work environment, 83–85
Work from anywhere (WFA), 220
Work from home (WFH), 5, 220
Work mode shifts, 218
Work values
theories and conceptions, 2–4
trends and questions, 4–7
Work-life balance, 204–205
Work-life policies, 133
Working hours, 7
Working-from-Home (WFH), 131–133, 146
changes in manager-employee relations, 152
changes in team dynamics, 151–152
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
digital divide and impact on work (ers) during pandemic, 150–151
family support, 141
as flexible working practice, 147–148
issues around gender inequity, 148–149
key issues, 147
Olive case study, 152–153
organisational support, 139–141
pandemic and experience of remote work for employees, 136, 138–139
pre-COVID-19 views of Lagosians on, 133–134
racial dimension of inequity, 149
recommendations, 155–157
World Health Organization (WHO), 198, 221
Zimbabwe
conceptualising public trust, 29
COVID-19 response, 28
disaster management and public trust, 29–31
implications on public trust, 32–36
public trust in Zimbabwe, 31–32
responsible management and rebuilding public trust post COVID-19 pandemic, 36–38
transformation of education in, 185–186
Zimbabwean HEIs, 181
4IR tools used in, 189–191
deficiencies in Zimbabwean perspective, 185
effects of Covid-19 on, 188
methodology, 188–189
Gender inequity
, 136–138
issues around
, 148–149
in work-life balance
, 154
Gender issues
, 148–149
Gender studies
, 148
General Principles and Operational Guidelines on Fair Recruitment (GPOG)
, 97
Global Alliance for Improved Nutrition (GAIN)
, 202
Global economy
, 183
Globalisation
, 9
Good governance
, 29, 200
Governance
, 44–45, 180, 198–199
in new normal
, 200
shifts
, 221–222
Governing collaborations
, 44–46
governing through actors
, 52–53
governing through processes
, 51–52
governing through structures
, 50–51
key considerations in governing collaborative initiatives
, 49–53
Government of Uganda (GoU)
, 51
Government of Zimbabwe
, 181
GoZ
, 34–35
Gross domestic product (GDP)
, 31, 116
Hagholm v. CoreioInc, 2017 ONSC 77113
, 100
Health
and business intersections
, 62
as common good
, 218
context setting
, 62–63
COVID-19 and morality of healthcare workers
, 67–69
COVID-19 effects and usage of health services
, 65–66
effect of COVID-19 on healthcare systems
, 64–65
financial/economic impact of COVID-19 on healthcare
, 69
paradox of healthcare as common good amidst COVID-19 challenges
, 66–67
preparing for future pandemics and solutions to challenges facing healthcare systems
, 70–72
recommendations
, 72
and safety shifts
, 221
sector in new normal
, 200–201
SMEs as healthcare providers
, 69–70
state of healthcare in Africa before outbreak of COVID-19 pandemic
, 63–64
Health maintenance organisations (HMOs)
, 104
Healthcare
, 200
challenges
, 62
effect of COVID-19 on healthcare systems
, 64–65
financial/economic impact of COVID-19 on
, 69
morality of healthcare workers
, 67–69
preparing for future pandemics and solutions to challenges facing healthcare systems
, 70–72
High-speed broadband
, 117
Higher education institutions (HEIs). See also Digital education
, 180
fourth industrial revolution trajectories in
, 181–182
operation
, 182–184
virtual teaching and learning in HEIs
, 187–188
Human resource policies
, 96
Human rights
, 33–34
Hurdles to access
, 118
Inclusive digital world, 124
Inequality of opportunity and impact, 6
Information, Communication and Technology (ICT), 116–117, 205
Informational fairness, 82
Innovation, 184
Integrated Communication and Information Dissemination Strategies (ICIDS), 208
Interactional fairness, 82
International Labour Organisation (ILO), 97
International labour standards for health and safety, 103–104
International standards
for communication, 106
for compensation/salary/pay/wages, 100
in recruitment, 97
for termination/dismissal/lay-offs, 98–99
Interpersonal fairness, 82
ITU study, 117
Kampala Capital City Authority (KCCA), 48
Knowledge acquisition, 7
Labour, 97
Labour Act, 97–98, 100–102
Labour relations, 96
Laissez-faire principle, 97–98
Lay-offs
international standards for, 98–99
local standards for, 99–100
Leadership, 78, 85
Least Developed countries (LDCs), 118–119
Legacy, 124
Local Government Financial Structure Review project (LGFR project), 53
Local labour standards
for communication, 106
for health and safety, 104–106
Local standards. See also International standards
in recruitment, 97–98
for termination/dismissal/lay-offs, 99–100
Lockdown, 132
Loyalty gaps, 6–7
Manager-employee relations, changes in, 152
Mauritian Economy, impacts of COVID-19 on, 164–165
Mauritian Education System, impacts of COVID-19 on, 165–166
Mauritian Government initiatives towards remote and digital education, 166–167
Mauritius, 164
impacts of COVID-19–related initiatives on digital education in, 167–175
Mauritius Chamber of Commerce and Industry (MCCI), 165
Medical tourism, 63
Mental health, 221
Micro, small and medium-sized enterprises (MSMEs), 121
Ministry of Education (MoE), 166
Mobile work, 133
Moral leadership, 8
Morality of healthcare workers, 67–69
Multi-Sectoral COVID-19 National Task Force, 45
Multi-sectorial partnerships, 44
COVID-19 response partner activity map, 48
key considerations in governing collaborative initiatives, 49–53
research approach, 47–49
structures, processes and actors, 45–47
National Broadband Network (NBN), 117
National Centre for Disease Control (NCDC), 203
National COVID-19 Task Force (NTF), 47–48, 52–53
National Industrial Court of Nigeria (NICN), 99
National lockdowns, 33–34
National Minimum Wage Act, 101
New Normal, 198
economic sector in, 201–202
governance in, 200
health sector in, 200–201
new normal–induced digital transformation in Nigeria, 207
new normal–induced flexible working, 205–206
new normal–induced health and safety at workplace, 206–207
new normal–induced work from home and work-life balance, 204–205
public service delivery, 202–203
and women, 120–121
workplaces and conspiracy, 203–204
Nigeria, 97–98, 131–132
local/national standards for compensation/salary/pay/wages in, 100–102
new normal–induced digital transformation in, 207
Nigeria–COVID-19 Action Recovery and Economic Stimulus (NG-CARES), 100–101
Occupational Safety and Health (OSH), 104, 206–207
Office of the Prime Minister (OPM), 52
Olive case study, 152–153
analysing, 153–155
Online harassment, 120
Online learning, 167
Online recruitment portals, 120
Ontological dignity, 219
Organisational fairness, 78, 80, 83
COVID-19 pandemic, work environment and, 83–85
and employee management in era of COVID-19, 85–88
Organisational leadership, 78–80
Organisational support, 139–141
Organisational sustainability, 80
Pan-Atlantic University (PAU), 96–97
communication channels during COVID-19, 106
international and local labour standards for communication, 106
international labour standards for health and safety, 103–104
international standards for compensation/salary/pay/wages, 100
international standards for termination/dismissal/lay-offs, 98–99
international standards in recruitment, 97
jurisdictions, 102–103
local labour standards for health and safety, 104–106
local standards for termination/dismissal/lay-offs, 99–100
local standards in recruitment, 97–98
local/national standards for compensation/salary/pay/wages in Nigeria, 100–102
occupational safety and health standards during COVID-19, 105–106
payment of wages process during COVID-19, 102–103
recruitment process during COVID-19, 98
termination of work process during COVID-19, 100
Pandemics, 2, 31, 62–63, 132, 136, 138–139, 199, 218
Parish Task Forces (PTFs), 50
Pay
international standards for, 100
local/national standards for, 100–102
People management, 96
Personal Protective Equipment (PPE), 34, 200–201
Personality, 138–139
Physical preparations, 219
Post-pandemic retrieval jobs, 118
Pre-COVID-19 views of Lagosians on working from home, 133–134
Presidential Task Force (PTF), 202
Privacy, 5
Private HEIs, 181
Procedural fairness, 82
Profit, 68
Prosperous digital world, 124
Public distrust, 28
Public health preparedness clinics (PHPCs), 71–72
Public healthcare systems, 68
Public HEIs, 181
Public Private Partnerships (PPP), 184
Public service delivery, 199, 208
in new normal, 202–203
Public service outcomes, 44
Public trust, 28–29
conceptualising, 29
disaster management and, 29–31
implications on, 32–36
in Zimbabwe, 31–32
Public-private collaborative initiatives, 44
Quality-of-use gap, 168
Quarantine Act, 98
Quarantine centres for returning citizens and travellers, 34–35
Racial dimension of inequity, 149
Racial inequity, 147
‘Rallying around the flag’, 29
Reaching Out All (RAO), 164
Recruitment, 38
Redundancy, 96–97
Relationality, 218
Remote leadership, 6
Remote work, 132–133
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
pandemic and experience of remote work for employees, 136–138
Remote working, 4–5, 146, 148
Remuneration, 7
Resident district commissioners (RDCs), 65
Resilience as core value for future, 222–227
Resilient digital world, 124
Responsible leaders, characteristics, 78, 80
Responsible leadership (RL), 78–79, 85, 88
Responsible management (RM), 9, 96, 219
in crisis, 9–11
general RM recommendations, 11–21
and rebuilding public trust post COVID-19 pandemic, 36–38
Restructuring, 84
Rising costs of kinds, 6
Safety, 96–97
Salary
international standards for, 100
local/national standards for, 100–102
SARS-CoV-2, 2
Service delivery, 198
Service-fees, 209–210
Sexual trafficking, 120
Shifts, 222
Small and medium enterprises (SMEs), 35, 69, 118
as healthcare providers, 69–70
Small island developing states (SIDS), 118–119
Stakeholders, 9
Standard, 52
Stimulus, 72
Stress, 7
Sub-County Task Forces (STFs), 50
Sustainability for triple bottom line, 96
Sustainable, 79–80
Sustainable Development Goals (SDGs), 164
SDG4, 164
Team dynamics, changes in, 151–152
Teamwork dynamics, 150–151
Technological stress, 7
Technology shifts, 220–221
Technophobia, 120
Telecommuting, 133
Telemedicine, 63–64
Telework (ing), 104, 133
Termination
international standards for, 98–99
local standards for, 99–100
Testing, 34
Theory of Digital Technology Access and Societal Impacts, 167
3rd Industrial Revolution (3IR), 181–182
Transformation of education in Zimbabwe, 185–186
Transparency, 35
Trust. See also Public trust, 6–7, 30
gaps, 6–7
Uganda, 62
Uncertainty, 83–84
Unfair dismissal, 99
Use divide, 168
User engagement, 209
Vaccine rollout, 35–36
Values, 222
creation for stakeholders, 96
Velcro organisations, 83
Village Task Force (VTF), 50
Virtual teaching and learning in HEIs, 187–188
Virtual working environments (VWEs), 6
Volatile, Uncertain, Complex and Ambiguous (VUCA)
Volatility, uncertainty, complexities and ambiguity (VUCA), 2, 8, 77–78, 86
Wages
international standards for, 100
local/national standards for, 100–102
Welfare, 7
Well-being, 7
Women entrepreneurs
and empowerment in new normal, 120–121
provision of training and education opportunities for, 122
recommendations to empower women entrepreneurs and overcoming digital gender divide, 121–124
Women-owned start-ups, 120
Women’s Economic Empowerment (WEE), 116
Women’s empowerment, 116–124
Work environment, 83–85
Work from anywhere (WFA), 220
Work from home (WFH), 5, 220
Work mode shifts, 218
Work values
theories and conceptions, 2–4
trends and questions, 4–7
Work-life balance, 204–205
Work-life policies, 133
Working hours, 7
Working-from-Home (WFH), 131–133, 146
changes in manager-employee relations, 152
changes in team dynamics, 151–152
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
digital divide and impact on work (ers) during pandemic, 150–151
family support, 141
as flexible working practice, 147–148
issues around gender inequity, 148–149
key issues, 147
Olive case study, 152–153
organisational support, 139–141
pandemic and experience of remote work for employees, 136, 138–139
pre-COVID-19 views of Lagosians on, 133–134
racial dimension of inequity, 149
recommendations, 155–157
World Health Organization (WHO), 198, 221
Zimbabwe
conceptualising public trust, 29
COVID-19 response, 28
disaster management and public trust, 29–31
implications on public trust, 32–36
public trust in Zimbabwe, 31–32
responsible management and rebuilding public trust post COVID-19 pandemic, 36–38
transformation of education in, 185–186
Zimbabwean HEIs, 181
4IR tools used in, 189–191
deficiencies in Zimbabwean perspective, 185
effects of Covid-19 on, 188
methodology, 188–189
Inclusive digital world
, 124
Inequality of opportunity and impact
, 6
Information, Communication and Technology (ICT)
, 116–117, 205
Informational fairness
, 82
Innovation
, 184
Integrated Communication and Information Dissemination Strategies (ICIDS)
, 208
Interactional fairness
, 82
International Labour Organisation (ILO)
, 97
International labour standards for health and safety
, 103–104
International standards
for communication
, 106
for compensation/salary/pay/wages
, 100
in recruitment
, 97
for termination/dismissal/lay-offs
, 98–99
Interpersonal fairness
, 82
ITU study
, 117
Kampala Capital City Authority (KCCA)
, 48
Knowledge acquisition
, 7
Labour, 97
Labour Act, 97–98, 100–102
Labour relations, 96
Laissez-faire principle, 97–98
Lay-offs
international standards for, 98–99
local standards for, 99–100
Leadership, 78, 85
Least Developed countries (LDCs), 118–119
Legacy, 124
Local Government Financial Structure Review project (LGFR project), 53
Local labour standards
for communication, 106
for health and safety, 104–106
Local standards. See also International standards
in recruitment, 97–98
for termination/dismissal/lay-offs, 99–100
Lockdown, 132
Loyalty gaps, 6–7
Manager-employee relations, changes in, 152
Mauritian Economy, impacts of COVID-19 on, 164–165
Mauritian Education System, impacts of COVID-19 on, 165–166
Mauritian Government initiatives towards remote and digital education, 166–167
Mauritius, 164
impacts of COVID-19–related initiatives on digital education in, 167–175
Mauritius Chamber of Commerce and Industry (MCCI), 165
Medical tourism, 63
Mental health, 221
Micro, small and medium-sized enterprises (MSMEs), 121
Ministry of Education (MoE), 166
Mobile work, 133
Moral leadership, 8
Morality of healthcare workers, 67–69
Multi-Sectoral COVID-19 National Task Force, 45
Multi-sectorial partnerships, 44
COVID-19 response partner activity map, 48
key considerations in governing collaborative initiatives, 49–53
research approach, 47–49
structures, processes and actors, 45–47
National Broadband Network (NBN), 117
National Centre for Disease Control (NCDC), 203
National COVID-19 Task Force (NTF), 47–48, 52–53
National Industrial Court of Nigeria (NICN), 99
National lockdowns, 33–34
National Minimum Wage Act, 101
New Normal, 198
economic sector in, 201–202
governance in, 200
health sector in, 200–201
new normal–induced digital transformation in Nigeria, 207
new normal–induced flexible working, 205–206
new normal–induced health and safety at workplace, 206–207
new normal–induced work from home and work-life balance, 204–205
public service delivery, 202–203
and women, 120–121
workplaces and conspiracy, 203–204
Nigeria, 97–98, 131–132
local/national standards for compensation/salary/pay/wages in, 100–102
new normal–induced digital transformation in, 207
Nigeria–COVID-19 Action Recovery and Economic Stimulus (NG-CARES), 100–101
Occupational Safety and Health (OSH), 104, 206–207
Office of the Prime Minister (OPM), 52
Olive case study, 152–153
analysing, 153–155
Online harassment, 120
Online learning, 167
Online recruitment portals, 120
Ontological dignity, 219
Organisational fairness, 78, 80, 83
COVID-19 pandemic, work environment and, 83–85
and employee management in era of COVID-19, 85–88
Organisational leadership, 78–80
Organisational support, 139–141
Organisational sustainability, 80
Pan-Atlantic University (PAU), 96–97
communication channels during COVID-19, 106
international and local labour standards for communication, 106
international labour standards for health and safety, 103–104
international standards for compensation/salary/pay/wages, 100
international standards for termination/dismissal/lay-offs, 98–99
international standards in recruitment, 97
jurisdictions, 102–103
local labour standards for health and safety, 104–106
local standards for termination/dismissal/lay-offs, 99–100
local standards in recruitment, 97–98
local/national standards for compensation/salary/pay/wages in Nigeria, 100–102
occupational safety and health standards during COVID-19, 105–106
payment of wages process during COVID-19, 102–103
recruitment process during COVID-19, 98
termination of work process during COVID-19, 100
Pandemics, 2, 31, 62–63, 132, 136, 138–139, 199, 218
Parish Task Forces (PTFs), 50
Pay
international standards for, 100
local/national standards for, 100–102
People management, 96
Personal Protective Equipment (PPE), 34, 200–201
Personality, 138–139
Physical preparations, 219
Post-pandemic retrieval jobs, 118
Pre-COVID-19 views of Lagosians on working from home, 133–134
Presidential Task Force (PTF), 202
Privacy, 5
Private HEIs, 181
Procedural fairness, 82
Profit, 68
Prosperous digital world, 124
Public distrust, 28
Public health preparedness clinics (PHPCs), 71–72
Public healthcare systems, 68
Public HEIs, 181
Public Private Partnerships (PPP), 184
Public service delivery, 199, 208
in new normal, 202–203
Public service outcomes, 44
Public trust, 28–29
conceptualising, 29
disaster management and, 29–31
implications on, 32–36
in Zimbabwe, 31–32
Public-private collaborative initiatives, 44
Quality-of-use gap, 168
Quarantine Act, 98
Quarantine centres for returning citizens and travellers, 34–35
Racial dimension of inequity, 149
Racial inequity, 147
‘Rallying around the flag’, 29
Reaching Out All (RAO), 164
Recruitment, 38
Redundancy, 96–97
Relationality, 218
Remote leadership, 6
Remote work, 132–133
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
pandemic and experience of remote work for employees, 136–138
Remote working, 4–5, 146, 148
Remuneration, 7
Resident district commissioners (RDCs), 65
Resilience as core value for future, 222–227
Resilient digital world, 124
Responsible leaders, characteristics, 78, 80
Responsible leadership (RL), 78–79, 85, 88
Responsible management (RM), 9, 96, 219
in crisis, 9–11
general RM recommendations, 11–21
and rebuilding public trust post COVID-19 pandemic, 36–38
Restructuring, 84
Rising costs of kinds, 6
Safety, 96–97
Salary
international standards for, 100
local/national standards for, 100–102
SARS-CoV-2, 2
Service delivery, 198
Service-fees, 209–210
Sexual trafficking, 120
Shifts, 222
Small and medium enterprises (SMEs), 35, 69, 118
as healthcare providers, 69–70
Small island developing states (SIDS), 118–119
Stakeholders, 9
Standard, 52
Stimulus, 72
Stress, 7
Sub-County Task Forces (STFs), 50
Sustainability for triple bottom line, 96
Sustainable, 79–80
Sustainable Development Goals (SDGs), 164
SDG4, 164
Team dynamics, changes in, 151–152
Teamwork dynamics, 150–151
Technological stress, 7
Technology shifts, 220–221
Technophobia, 120
Telecommuting, 133
Telemedicine, 63–64
Telework (ing), 104, 133
Termination
international standards for, 98–99
local standards for, 99–100
Testing, 34
Theory of Digital Technology Access and Societal Impacts, 167
3rd Industrial Revolution (3IR), 181–182
Transformation of education in Zimbabwe, 185–186
Transparency, 35
Trust. See also Public trust, 6–7, 30
gaps, 6–7
Uganda, 62
Uncertainty, 83–84
Unfair dismissal, 99
Use divide, 168
User engagement, 209
Vaccine rollout, 35–36
Values, 222
creation for stakeholders, 96
Velcro organisations, 83
Village Task Force (VTF), 50
Virtual teaching and learning in HEIs, 187–188
Virtual working environments (VWEs), 6
Volatile, Uncertain, Complex and Ambiguous (VUCA)
Volatility, uncertainty, complexities and ambiguity (VUCA), 2, 8, 77–78, 86
Wages
international standards for, 100
local/national standards for, 100–102
Welfare, 7
Well-being, 7
Women entrepreneurs
and empowerment in new normal, 120–121
provision of training and education opportunities for, 122
recommendations to empower women entrepreneurs and overcoming digital gender divide, 121–124
Women-owned start-ups, 120
Women’s Economic Empowerment (WEE), 116
Women’s empowerment, 116–124
Work environment, 83–85
Work from anywhere (WFA), 220
Work from home (WFH), 5, 220
Work mode shifts, 218
Work values
theories and conceptions, 2–4
trends and questions, 4–7
Work-life balance, 204–205
Work-life policies, 133
Working hours, 7
Working-from-Home (WFH), 131–133, 146
changes in manager-employee relations, 152
changes in team dynamics, 151–152
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
digital divide and impact on work (ers) during pandemic, 150–151
family support, 141
as flexible working practice, 147–148
issues around gender inequity, 148–149
key issues, 147
Olive case study, 152–153
organisational support, 139–141
pandemic and experience of remote work for employees, 136, 138–139
pre-COVID-19 views of Lagosians on, 133–134
racial dimension of inequity, 149
recommendations, 155–157
World Health Organization (WHO), 198, 221
Zimbabwe
conceptualising public trust, 29
COVID-19 response, 28
disaster management and public trust, 29–31
implications on public trust, 32–36
public trust in Zimbabwe, 31–32
responsible management and rebuilding public trust post COVID-19 pandemic, 36–38
transformation of education in, 185–186
Zimbabwean HEIs, 181
4IR tools used in, 189–191
deficiencies in Zimbabwean perspective, 185
effects of Covid-19 on, 188
methodology, 188–189
Labour
, 97
Labour Act
, 97–98, 100–102
Labour relations
, 96
Laissez-faire principle
, 97–98
Lay-offs
international standards for
, 98–99
local standards for
, 99–100
Leadership
, 78, 85
Least Developed countries (LDCs)
, 118–119
Legacy
, 124
Local Government Financial Structure Review project (LGFR project)
, 53
Local labour standards
for communication
, 106
for health and safety
, 104–106
Local standards. See also International standards
in recruitment
, 97–98
for termination/dismissal/lay-offs
, 99–100
Lockdown
, 132
Loyalty gaps
, 6–7
Manager-employee relations, changes in
, 152
Mauritian Economy, impacts of COVID-19 on
, 164–165
Mauritian Education System, impacts of COVID-19 on
, 165–166
Mauritian Government initiatives towards remote and digital education
, 166–167
Mauritius
, 164
impacts of COVID-19–related initiatives on digital education in
, 167–175
Mauritius Chamber of Commerce and Industry (MCCI)
, 165
Medical tourism
, 63
Mental health
, 221
Micro, small and medium-sized enterprises (MSMEs)
, 121
Ministry of Education (MoE)
, 166
Mobile work
, 133
Moral leadership
, 8
Morality of healthcare workers
, 67–69
Multi-Sectoral COVID-19 National Task Force
, 45
Multi-sectorial partnerships
, 44
COVID-19 response partner activity map
, 48
key considerations in governing collaborative initiatives
, 49–53
research approach
, 47–49
structures, processes and actors
, 45–47
National Broadband Network (NBN), 117
National Centre for Disease Control (NCDC), 203
National COVID-19 Task Force (NTF), 47–48, 52–53
National Industrial Court of Nigeria (NICN), 99
National lockdowns, 33–34
National Minimum Wage Act, 101
New Normal, 198
economic sector in, 201–202
governance in, 200
health sector in, 200–201
new normal–induced digital transformation in Nigeria, 207
new normal–induced flexible working, 205–206
new normal–induced health and safety at workplace, 206–207
new normal–induced work from home and work-life balance, 204–205
public service delivery, 202–203
and women, 120–121
workplaces and conspiracy, 203–204
Nigeria, 97–98, 131–132
local/national standards for compensation/salary/pay/wages in, 100–102
new normal–induced digital transformation in, 207
Nigeria–COVID-19 Action Recovery and Economic Stimulus (NG-CARES), 100–101
Occupational Safety and Health (OSH), 104, 206–207
Office of the Prime Minister (OPM), 52
Olive case study, 152–153
analysing, 153–155
Online harassment, 120
Online learning, 167
Online recruitment portals, 120
Ontological dignity, 219
Organisational fairness, 78, 80, 83
COVID-19 pandemic, work environment and, 83–85
and employee management in era of COVID-19, 85–88
Organisational leadership, 78–80
Organisational support, 139–141
Organisational sustainability, 80
Pan-Atlantic University (PAU), 96–97
communication channels during COVID-19, 106
international and local labour standards for communication, 106
international labour standards for health and safety, 103–104
international standards for compensation/salary/pay/wages, 100
international standards for termination/dismissal/lay-offs, 98–99
international standards in recruitment, 97
jurisdictions, 102–103
local labour standards for health and safety, 104–106
local standards for termination/dismissal/lay-offs, 99–100
local standards in recruitment, 97–98
local/national standards for compensation/salary/pay/wages in Nigeria, 100–102
occupational safety and health standards during COVID-19, 105–106
payment of wages process during COVID-19, 102–103
recruitment process during COVID-19, 98
termination of work process during COVID-19, 100
Pandemics, 2, 31, 62–63, 132, 136, 138–139, 199, 218
Parish Task Forces (PTFs), 50
Pay
international standards for, 100
local/national standards for, 100–102
People management, 96
Personal Protective Equipment (PPE), 34, 200–201
Personality, 138–139
Physical preparations, 219
Post-pandemic retrieval jobs, 118
Pre-COVID-19 views of Lagosians on working from home, 133–134
Presidential Task Force (PTF), 202
Privacy, 5
Private HEIs, 181
Procedural fairness, 82
Profit, 68
Prosperous digital world, 124
Public distrust, 28
Public health preparedness clinics (PHPCs), 71–72
Public healthcare systems, 68
Public HEIs, 181
Public Private Partnerships (PPP), 184
Public service delivery, 199, 208
in new normal, 202–203
Public service outcomes, 44
Public trust, 28–29
conceptualising, 29
disaster management and, 29–31
implications on, 32–36
in Zimbabwe, 31–32
Public-private collaborative initiatives, 44
Quality-of-use gap, 168
Quarantine Act, 98
Quarantine centres for returning citizens and travellers, 34–35
Racial dimension of inequity, 149
Racial inequity, 147
‘Rallying around the flag’, 29
Reaching Out All (RAO), 164
Recruitment, 38
Redundancy, 96–97
Relationality, 218
Remote leadership, 6
Remote work, 132–133
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
pandemic and experience of remote work for employees, 136–138
Remote working, 4–5, 146, 148
Remuneration, 7
Resident district commissioners (RDCs), 65
Resilience as core value for future, 222–227
Resilient digital world, 124
Responsible leaders, characteristics, 78, 80
Responsible leadership (RL), 78–79, 85, 88
Responsible management (RM), 9, 96, 219
in crisis, 9–11
general RM recommendations, 11–21
and rebuilding public trust post COVID-19 pandemic, 36–38
Restructuring, 84
Rising costs of kinds, 6
Safety, 96–97
Salary
international standards for, 100
local/national standards for, 100–102
SARS-CoV-2, 2
Service delivery, 198
Service-fees, 209–210
Sexual trafficking, 120
Shifts, 222
Small and medium enterprises (SMEs), 35, 69, 118
as healthcare providers, 69–70
Small island developing states (SIDS), 118–119
Stakeholders, 9
Standard, 52
Stimulus, 72
Stress, 7
Sub-County Task Forces (STFs), 50
Sustainability for triple bottom line, 96
Sustainable, 79–80
Sustainable Development Goals (SDGs), 164
SDG4, 164
Team dynamics, changes in, 151–152
Teamwork dynamics, 150–151
Technological stress, 7
Technology shifts, 220–221
Technophobia, 120
Telecommuting, 133
Telemedicine, 63–64
Telework (ing), 104, 133
Termination
international standards for, 98–99
local standards for, 99–100
Testing, 34
Theory of Digital Technology Access and Societal Impacts, 167
3rd Industrial Revolution (3IR), 181–182
Transformation of education in Zimbabwe, 185–186
Transparency, 35
Trust. See also Public trust, 6–7, 30
gaps, 6–7
Uganda, 62
Uncertainty, 83–84
Unfair dismissal, 99
Use divide, 168
User engagement, 209
Vaccine rollout, 35–36
Values, 222
creation for stakeholders, 96
Velcro organisations, 83
Village Task Force (VTF), 50
Virtual teaching and learning in HEIs, 187–188
Virtual working environments (VWEs), 6
Volatile, Uncertain, Complex and Ambiguous (VUCA)
Volatility, uncertainty, complexities and ambiguity (VUCA), 2, 8, 77–78, 86
Wages
international standards for, 100
local/national standards for, 100–102
Welfare, 7
Well-being, 7
Women entrepreneurs
and empowerment in new normal, 120–121
provision of training and education opportunities for, 122
recommendations to empower women entrepreneurs and overcoming digital gender divide, 121–124
Women-owned start-ups, 120
Women’s Economic Empowerment (WEE), 116
Women’s empowerment, 116–124
Work environment, 83–85
Work from anywhere (WFA), 220
Work from home (WFH), 5, 220
Work mode shifts, 218
Work values
theories and conceptions, 2–4
trends and questions, 4–7
Work-life balance, 204–205
Work-life policies, 133
Working hours, 7
Working-from-Home (WFH), 131–133, 146
changes in manager-employee relations, 152
changes in team dynamics, 151–152
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
digital divide and impact on work (ers) during pandemic, 150–151
family support, 141
as flexible working practice, 147–148
issues around gender inequity, 148–149
key issues, 147
Olive case study, 152–153
organisational support, 139–141
pandemic and experience of remote work for employees, 136, 138–139
pre-COVID-19 views of Lagosians on, 133–134
racial dimension of inequity, 149
recommendations, 155–157
World Health Organization (WHO), 198, 221
Zimbabwe
conceptualising public trust, 29
COVID-19 response, 28
disaster management and public trust, 29–31
implications on public trust, 32–36
public trust in Zimbabwe, 31–32
responsible management and rebuilding public trust post COVID-19 pandemic, 36–38
transformation of education in, 185–186
Zimbabwean HEIs, 181
4IR tools used in, 189–191
deficiencies in Zimbabwean perspective, 185
effects of Covid-19 on, 188
methodology, 188–189
National Broadband Network (NBN)
, 117
National Centre for Disease Control (NCDC)
, 203
National COVID-19 Task Force (NTF)
, 47–48, 52–53
National Industrial Court of Nigeria (NICN)
, 99
National lockdowns
, 33–34
National Minimum Wage Act
, 101
New Normal
, 198
economic sector in
, 201–202
governance in
, 200
health sector in
, 200–201
new normal–induced digital transformation in Nigeria
, 207
new normal–induced flexible working
, 205–206
new normal–induced health and safety at workplace
, 206–207
new normal–induced work from home and work-life balance
, 204–205
public service delivery
, 202–203
and women
, 120–121
workplaces and conspiracy
, 203–204
Nigeria
, 97–98, 131–132
local/national standards for compensation/salary/pay/wages in
, 100–102
new normal–induced digital transformation in
, 207
Nigeria–COVID-19 Action Recovery and Economic Stimulus (NG-CARES)
, 100–101
Occupational Safety and Health (OSH)
, 104, 206–207
Office of the Prime Minister (OPM)
, 52
Olive case study
, 152–153
analysing
, 153–155
Online harassment
, 120
Online learning
, 167
Online recruitment portals
, 120
Ontological dignity
, 219
Organisational fairness
, 78, 80, 83
COVID-19 pandemic, work environment and
, 83–85
and employee management in era of COVID-19
, 85–88
Organisational leadership
, 78–80
Organisational support
, 139–141
Organisational sustainability
, 80
Pan-Atlantic University (PAU), 96–97
communication channels during COVID-19, 106
international and local labour standards for communication, 106
international labour standards for health and safety, 103–104
international standards for compensation/salary/pay/wages, 100
international standards for termination/dismissal/lay-offs, 98–99
international standards in recruitment, 97
jurisdictions, 102–103
local labour standards for health and safety, 104–106
local standards for termination/dismissal/lay-offs, 99–100
local standards in recruitment, 97–98
local/national standards for compensation/salary/pay/wages in Nigeria, 100–102
occupational safety and health standards during COVID-19, 105–106
payment of wages process during COVID-19, 102–103
recruitment process during COVID-19, 98
termination of work process during COVID-19, 100
Pandemics, 2, 31, 62–63, 132, 136, 138–139, 199, 218
Parish Task Forces (PTFs), 50
Pay
international standards for, 100
local/national standards for, 100–102
People management, 96
Personal Protective Equipment (PPE), 34, 200–201
Personality, 138–139
Physical preparations, 219
Post-pandemic retrieval jobs, 118
Pre-COVID-19 views of Lagosians on working from home, 133–134
Presidential Task Force (PTF), 202
Privacy, 5
Private HEIs, 181
Procedural fairness, 82
Profit, 68
Prosperous digital world, 124
Public distrust, 28
Public health preparedness clinics (PHPCs), 71–72
Public healthcare systems, 68
Public HEIs, 181
Public Private Partnerships (PPP), 184
Public service delivery, 199, 208
in new normal, 202–203
Public service outcomes, 44
Public trust, 28–29
conceptualising, 29
disaster management and, 29–31
implications on, 32–36
in Zimbabwe, 31–32
Public-private collaborative initiatives, 44
Quality-of-use gap, 168
Quarantine Act, 98
Quarantine centres for returning citizens and travellers, 34–35
Racial dimension of inequity, 149
Racial inequity, 147
‘Rallying around the flag’, 29
Reaching Out All (RAO), 164
Recruitment, 38
Redundancy, 96–97
Relationality, 218
Remote leadership, 6
Remote work, 132–133
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
pandemic and experience of remote work for employees, 136–138
Remote working, 4–5, 146, 148
Remuneration, 7
Resident district commissioners (RDCs), 65
Resilience as core value for future, 222–227
Resilient digital world, 124
Responsible leaders, characteristics, 78, 80
Responsible leadership (RL), 78–79, 85, 88
Responsible management (RM), 9, 96, 219
in crisis, 9–11
general RM recommendations, 11–21
and rebuilding public trust post COVID-19 pandemic, 36–38
Restructuring, 84
Rising costs of kinds, 6
Safety, 96–97
Salary
international standards for, 100
local/national standards for, 100–102
SARS-CoV-2, 2
Service delivery, 198
Service-fees, 209–210
Sexual trafficking, 120
Shifts, 222
Small and medium enterprises (SMEs), 35, 69, 118
as healthcare providers, 69–70
Small island developing states (SIDS), 118–119
Stakeholders, 9
Standard, 52
Stimulus, 72
Stress, 7
Sub-County Task Forces (STFs), 50
Sustainability for triple bottom line, 96
Sustainable, 79–80
Sustainable Development Goals (SDGs), 164
SDG4, 164
Team dynamics, changes in, 151–152
Teamwork dynamics, 150–151
Technological stress, 7
Technology shifts, 220–221
Technophobia, 120
Telecommuting, 133
Telemedicine, 63–64
Telework (ing), 104, 133
Termination
international standards for, 98–99
local standards for, 99–100
Testing, 34
Theory of Digital Technology Access and Societal Impacts, 167
3rd Industrial Revolution (3IR), 181–182
Transformation of education in Zimbabwe, 185–186
Transparency, 35
Trust. See also Public trust, 6–7, 30
gaps, 6–7
Uganda, 62
Uncertainty, 83–84
Unfair dismissal, 99
Use divide, 168
User engagement, 209
Vaccine rollout, 35–36
Values, 222
creation for stakeholders, 96
Velcro organisations, 83
Village Task Force (VTF), 50
Virtual teaching and learning in HEIs, 187–188
Virtual working environments (VWEs), 6
Volatile, Uncertain, Complex and Ambiguous (VUCA)
Volatility, uncertainty, complexities and ambiguity (VUCA), 2, 8, 77–78, 86
Wages
international standards for, 100
local/national standards for, 100–102
Welfare, 7
Well-being, 7
Women entrepreneurs
and empowerment in new normal, 120–121
provision of training and education opportunities for, 122
recommendations to empower women entrepreneurs and overcoming digital gender divide, 121–124
Women-owned start-ups, 120
Women’s Economic Empowerment (WEE), 116
Women’s empowerment, 116–124
Work environment, 83–85
Work from anywhere (WFA), 220
Work from home (WFH), 5, 220
Work mode shifts, 218
Work values
theories and conceptions, 2–4
trends and questions, 4–7
Work-life balance, 204–205
Work-life policies, 133
Working hours, 7
Working-from-Home (WFH), 131–133, 146
changes in manager-employee relations, 152
changes in team dynamics, 151–152
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
digital divide and impact on work (ers) during pandemic, 150–151
family support, 141
as flexible working practice, 147–148
issues around gender inequity, 148–149
key issues, 147
Olive case study, 152–153
organisational support, 139–141
pandemic and experience of remote work for employees, 136, 138–139
pre-COVID-19 views of Lagosians on, 133–134
racial dimension of inequity, 149
recommendations, 155–157
World Health Organization (WHO), 198, 221
Zimbabwe
conceptualising public trust, 29
COVID-19 response, 28
disaster management and public trust, 29–31
implications on public trust, 32–36
public trust in Zimbabwe, 31–32
responsible management and rebuilding public trust post COVID-19 pandemic, 36–38
transformation of education in, 185–186
Zimbabwean HEIs, 181
4IR tools used in, 189–191
deficiencies in Zimbabwean perspective, 185
effects of Covid-19 on, 188
methodology, 188–189
Pan-Atlantic University (PAU)
, 96–97
communication channels during COVID-19
, 106
international and local labour standards for communication
, 106
international labour standards for health and safety
, 103–104
international standards for compensation/salary/pay/wages
, 100
international standards for termination/dismissal/lay-offs
, 98–99
international standards in recruitment
, 97
jurisdictions
, 102–103
local labour standards for health and safety
, 104–106
local standards for termination/dismissal/lay-offs
, 99–100
local standards in recruitment
, 97–98
local/national standards for compensation/salary/pay/wages in Nigeria
, 100–102
occupational safety and health standards during COVID-19
, 105–106
payment of wages process during COVID-19
, 102–103
recruitment process during COVID-19
, 98
termination of work process during COVID-19
, 100
Pandemics
, 2, 31, 62–63, 132, 136, 138–139, 199, 218
Parish Task Forces (PTFs)
, 50
Pay
international standards for
, 100
local/national standards for
, 100–102
People management
, 96
Personal Protective Equipment (PPE)
, 34, 200–201
Personality
, 138–139
Physical preparations
, 219
Post-pandemic retrieval jobs
, 118
Pre-COVID-19 views of Lagosians on working from home
, 133–134
Presidential Task Force (PTF)
, 202
Privacy
, 5
Private HEIs
, 181
Procedural fairness
, 82
Profit
, 68
Prosperous digital world
, 124
Public distrust
, 28
Public health preparedness clinics (PHPCs)
, 71–72
Public healthcare systems
, 68
Public HEIs
, 181
Public Private Partnerships (PPP)
, 184
Public service delivery
, 199, 208
in new normal
, 202–203
Public service outcomes
, 44
Public trust
, 28–29
conceptualising
, 29
disaster management and
, 29–31
implications on
, 32–36
in Zimbabwe
, 31–32
Public-private collaborative initiatives
, 44
Quality-of-use gap
, 168
Quarantine Act
, 98
Quarantine centres for returning citizens and travellers
, 34–35
Racial dimension of inequity, 149
Racial inequity, 147
‘Rallying around the flag’, 29
Reaching Out All (RAO), 164
Recruitment, 38
Redundancy, 96–97
Relationality, 218
Remote leadership, 6
Remote work, 132–133
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
pandemic and experience of remote work for employees, 136–138
Remote working, 4–5, 146, 148
Remuneration, 7
Resident district commissioners (RDCs), 65
Resilience as core value for future, 222–227
Resilient digital world, 124
Responsible leaders, characteristics, 78, 80
Responsible leadership (RL), 78–79, 85, 88
Responsible management (RM), 9, 96, 219
in crisis, 9–11
general RM recommendations, 11–21
and rebuilding public trust post COVID-19 pandemic, 36–38
Restructuring, 84
Rising costs of kinds, 6
Safety, 96–97
Salary
international standards for, 100
local/national standards for, 100–102
SARS-CoV-2, 2
Service delivery, 198
Service-fees, 209–210
Sexual trafficking, 120
Shifts, 222
Small and medium enterprises (SMEs), 35, 69, 118
as healthcare providers, 69–70
Small island developing states (SIDS), 118–119
Stakeholders, 9
Standard, 52
Stimulus, 72
Stress, 7
Sub-County Task Forces (STFs), 50
Sustainability for triple bottom line, 96
Sustainable, 79–80
Sustainable Development Goals (SDGs), 164
SDG4, 164
Team dynamics, changes in, 151–152
Teamwork dynamics, 150–151
Technological stress, 7
Technology shifts, 220–221
Technophobia, 120
Telecommuting, 133
Telemedicine, 63–64
Telework (ing), 104, 133
Termination
international standards for, 98–99
local standards for, 99–100
Testing, 34
Theory of Digital Technology Access and Societal Impacts, 167
3rd Industrial Revolution (3IR), 181–182
Transformation of education in Zimbabwe, 185–186
Transparency, 35
Trust. See also Public trust, 6–7, 30
gaps, 6–7
Uganda, 62
Uncertainty, 83–84
Unfair dismissal, 99
Use divide, 168
User engagement, 209
Vaccine rollout, 35–36
Values, 222
creation for stakeholders, 96
Velcro organisations, 83
Village Task Force (VTF), 50
Virtual teaching and learning in HEIs, 187–188
Virtual working environments (VWEs), 6
Volatile, Uncertain, Complex and Ambiguous (VUCA)
Volatility, uncertainty, complexities and ambiguity (VUCA), 2, 8, 77–78, 86
Wages
international standards for, 100
local/national standards for, 100–102
Welfare, 7
Well-being, 7
Women entrepreneurs
and empowerment in new normal, 120–121
provision of training and education opportunities for, 122
recommendations to empower women entrepreneurs and overcoming digital gender divide, 121–124
Women-owned start-ups, 120
Women’s Economic Empowerment (WEE), 116
Women’s empowerment, 116–124
Work environment, 83–85
Work from anywhere (WFA), 220
Work from home (WFH), 5, 220
Work mode shifts, 218
Work values
theories and conceptions, 2–4
trends and questions, 4–7
Work-life balance, 204–205
Work-life policies, 133
Working hours, 7
Working-from-Home (WFH), 131–133, 146
changes in manager-employee relations, 152
changes in team dynamics, 151–152
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
digital divide and impact on work (ers) during pandemic, 150–151
family support, 141
as flexible working practice, 147–148
issues around gender inequity, 148–149
key issues, 147
Olive case study, 152–153
organisational support, 139–141
pandemic and experience of remote work for employees, 136, 138–139
pre-COVID-19 views of Lagosians on, 133–134
racial dimension of inequity, 149
recommendations, 155–157
World Health Organization (WHO), 198, 221
Zimbabwe
conceptualising public trust, 29
COVID-19 response, 28
disaster management and public trust, 29–31
implications on public trust, 32–36
public trust in Zimbabwe, 31–32
responsible management and rebuilding public trust post COVID-19 pandemic, 36–38
transformation of education in, 185–186
Zimbabwean HEIs, 181
4IR tools used in, 189–191
deficiencies in Zimbabwean perspective, 185
effects of Covid-19 on, 188
methodology, 188–189
Racial dimension of inequity
, 149
Racial inequity
, 147
‘Rallying around the flag’
, 29
Reaching Out All (RAO)
, 164
Recruitment
, 38
Redundancy
, 96–97
Relationality
, 218
Remote leadership
, 6
Remote work
, 132–133
COVID-19 pandemic and forced adoption of remote work by employers
, 134–135
pandemic and experience of remote work for employees
, 136–138
Remote working
, 4–5, 146, 148
Remuneration
, 7
Resident district commissioners (RDCs)
, 65
Resilience as core value for future
, 222–227
Resilient digital world
, 124
Responsible leaders, characteristics
, 78, 80
Responsible leadership (RL)
, 78–79, 85, 88
Responsible management (RM)
, 9, 96, 219
in crisis
, 9–11
general RM recommendations
, 11–21
and rebuilding public trust post COVID-19 pandemic
, 36–38
Restructuring
, 84
Rising costs of kinds
, 6
Safety
, 96–97
Salary
international standards for
, 100
local/national standards for
, 100–102
SARS-CoV-2
, 2
Service delivery
, 198
Service-fees
, 209–210
Sexual trafficking
, 120
Shifts
, 222
Small and medium enterprises (SMEs)
, 35, 69, 118
as healthcare providers
, 69–70
Small island developing states (SIDS)
, 118–119
Stakeholders
, 9
Standard
, 52
Stimulus
, 72
Stress
, 7
Sub-County Task Forces (STFs)
, 50
Sustainability for triple bottom line
, 96
Sustainable
, 79–80
Sustainable Development Goals (SDGs)
, 164
SDG4
, 164
Team dynamics, changes in, 151–152
Teamwork dynamics, 150–151
Technological stress, 7
Technology shifts, 220–221
Technophobia, 120
Telecommuting, 133
Telemedicine, 63–64
Telework (ing), 104, 133
Termination
international standards for, 98–99
local standards for, 99–100
Testing, 34
Theory of Digital Technology Access and Societal Impacts, 167
3rd Industrial Revolution (3IR), 181–182
Transformation of education in Zimbabwe, 185–186
Transparency, 35
Trust. See also Public trust, 6–7, 30
gaps, 6–7
Uganda, 62
Uncertainty, 83–84
Unfair dismissal, 99
Use divide, 168
User engagement, 209
Vaccine rollout, 35–36
Values, 222
creation for stakeholders, 96
Velcro organisations, 83
Village Task Force (VTF), 50
Virtual teaching and learning in HEIs, 187–188
Virtual working environments (VWEs), 6
Volatile, Uncertain, Complex and Ambiguous (VUCA)
Volatility, uncertainty, complexities and ambiguity (VUCA), 2, 8, 77–78, 86
Wages
international standards for, 100
local/national standards for, 100–102
Welfare, 7
Well-being, 7
Women entrepreneurs
and empowerment in new normal, 120–121
provision of training and education opportunities for, 122
recommendations to empower women entrepreneurs and overcoming digital gender divide, 121–124
Women-owned start-ups, 120
Women’s Economic Empowerment (WEE), 116
Women’s empowerment, 116–124
Work environment, 83–85
Work from anywhere (WFA), 220
Work from home (WFH), 5, 220
Work mode shifts, 218
Work values
theories and conceptions, 2–4
trends and questions, 4–7
Work-life balance, 204–205
Work-life policies, 133
Working hours, 7
Working-from-Home (WFH), 131–133, 146
changes in manager-employee relations, 152
changes in team dynamics, 151–152
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
digital divide and impact on work (ers) during pandemic, 150–151
family support, 141
as flexible working practice, 147–148
issues around gender inequity, 148–149
key issues, 147
Olive case study, 152–153
organisational support, 139–141
pandemic and experience of remote work for employees, 136, 138–139
pre-COVID-19 views of Lagosians on, 133–134
racial dimension of inequity, 149
recommendations, 155–157
World Health Organization (WHO), 198, 221
Zimbabwe
conceptualising public trust, 29
COVID-19 response, 28
disaster management and public trust, 29–31
implications on public trust, 32–36
public trust in Zimbabwe, 31–32
responsible management and rebuilding public trust post COVID-19 pandemic, 36–38
transformation of education in, 185–186
Zimbabwean HEIs, 181
4IR tools used in, 189–191
deficiencies in Zimbabwean perspective, 185
effects of Covid-19 on, 188
methodology, 188–189
Team dynamics, changes in
, 151–152
Teamwork dynamics
, 150–151
Technological stress
, 7
Technology shifts
, 220–221
Technophobia
, 120
Telecommuting
, 133
Telemedicine
, 63–64
Telework (ing)
, 104, 133
Termination
international standards for
, 98–99
local standards for
, 99–100
Testing
, 34
Theory of Digital Technology Access and Societal Impacts
, 167
3rd Industrial Revolution (3IR)
, 181–182
Transformation of education in Zimbabwe
, 185–186
Transparency
, 35
Trust. See also Public trust
, 6–7, 30
gaps
, 6–7
Uganda
, 62
Uncertainty
, 83–84
Unfair dismissal
, 99
Use divide
, 168
User engagement
, 209
Vaccine rollout, 35–36
Values, 222
creation for stakeholders, 96
Velcro organisations, 83
Village Task Force (VTF), 50
Virtual teaching and learning in HEIs, 187–188
Virtual working environments (VWEs), 6
Volatile, Uncertain, Complex and Ambiguous (VUCA)
Volatility, uncertainty, complexities and ambiguity (VUCA), 2, 8, 77–78, 86
Wages
international standards for, 100
local/national standards for, 100–102
Welfare, 7
Well-being, 7
Women entrepreneurs
and empowerment in new normal, 120–121
provision of training and education opportunities for, 122
recommendations to empower women entrepreneurs and overcoming digital gender divide, 121–124
Women-owned start-ups, 120
Women’s Economic Empowerment (WEE), 116
Women’s empowerment, 116–124
Work environment, 83–85
Work from anywhere (WFA), 220
Work from home (WFH), 5, 220
Work mode shifts, 218
Work values
theories and conceptions, 2–4
trends and questions, 4–7
Work-life balance, 204–205
Work-life policies, 133
Working hours, 7
Working-from-Home (WFH), 131–133, 146
changes in manager-employee relations, 152
changes in team dynamics, 151–152
COVID-19 pandemic and forced adoption of remote work by employers, 134–135
digital divide and impact on work (ers) during pandemic, 150–151
family support, 141
as flexible working practice, 147–148
issues around gender inequity, 148–149
key issues, 147
Olive case study, 152–153
organisational support, 139–141
pandemic and experience of remote work for employees, 136, 138–139
pre-COVID-19 views of Lagosians on, 133–134
racial dimension of inequity, 149
recommendations, 155–157
World Health Organization (WHO), 198, 221
Zimbabwe
conceptualising public trust, 29
COVID-19 response, 28
disaster management and public trust, 29–31
implications on public trust, 32–36
public trust in Zimbabwe, 31–32
responsible management and rebuilding public trust post COVID-19 pandemic, 36–38
transformation of education in, 185–186
Zimbabwean HEIs, 181
4IR tools used in, 189–191
deficiencies in Zimbabwean perspective, 185
effects of Covid-19 on, 188
methodology, 188–189
Vaccine rollout
, 35–36
Values
, 222
creation for stakeholders
, 96
Velcro organisations
, 83
Village Task Force (VTF)
, 50
Virtual teaching and learning in HEIs
, 187–188
Virtual working environments (VWEs)
, 6
Volatile, Uncertain, Complex and Ambiguous (VUCA)
Volatility, uncertainty, complexities and ambiguity (VUCA)
, 2, 8, 77–78, 86
Wages
international standards for
, 100
local/national standards for
, 100–102
Welfare
, 7
Well-being
, 7
Women entrepreneurs
and empowerment in new normal
, 120–121
provision of training and education opportunities for
, 122
recommendations to empower women entrepreneurs and overcoming digital gender divide
, 121–124
Women-owned start-ups
, 120
Women’s Economic Empowerment (WEE)
, 116
Women’s empowerment
, 116–124
Work environment
, 83–85
Work from anywhere (WFA)
, 220
Work from home (WFH)
, 5, 220
Work mode shifts
, 218
Work values
theories and conceptions
, 2–4
trends and questions
, 4–7
Work-life balance
, 204–205
Work-life policies
, 133
Working hours
, 7
Working-from-Home (WFH)
, 131–133, 146
changes in manager-employee relations
, 152
changes in team dynamics
, 151–152
COVID-19 pandemic and forced adoption of remote work by employers
, 134–135
digital divide and impact on work (ers) during pandemic
, 150–151
family support
, 141
as flexible working practice
, 147–148
issues around gender inequity
, 148–149
key issues
, 147
Olive case study
, 152–153
organisational support
, 139–141
pandemic and experience of remote work for employees
, 136, 138–139
pre-COVID-19 views of Lagosians on
, 133–134
racial dimension of inequity
, 149
recommendations
, 155–157
World Health Organization (WHO)
, 198, 221
Zimbabwe
conceptualising public trust, 29
COVID-19 response, 28
disaster management and public trust, 29–31
implications on public trust, 32–36
public trust in Zimbabwe, 31–32
responsible management and rebuilding public trust post COVID-19 pandemic, 36–38
transformation of education in, 185–186
Zimbabwean HEIs, 181
4IR tools used in, 189–191
deficiencies in Zimbabwean perspective, 185
effects of Covid-19 on, 188
methodology, 188–189
Zimbabwe
conceptualising public trust
, 29
COVID-19 response
, 28
disaster management and public trust
, 29–31
implications on public trust
, 32–36
public trust in Zimbabwe
, 31–32
responsible management and rebuilding public trust post COVID-19 pandemic
, 36–38
transformation of education in
, 185–186
Zimbabwean HEIs
, 181
4IR tools used in
, 189–191
deficiencies in Zimbabwean perspective
, 185
effects of Covid-19 on
, 188
methodology
, 188–189
- Prelims
- Chapter 1 Understanding the Present – Values for Shifts in Work Modes
- Part 1 Preserving Justice
- Chapter 2 Zimbabwe’s COVID-19 Response: Insights for Post-Pandemic Responsible Management and Reinvigorating Public Trust
- Chapter 3 Governing Multi-Sectorial Partnerships in Emergencies: The Case of the Uganda COVID-19 Task Force
- Chapter 4 Health and Business Intersections: Profitability and the Common Good
- Chapter 5 Promoting Organisational Fairness in the Era of COVID-19 in the Public Service: The Need for Responsible Leadership
- Chapter 6 Responsible People Management and Fairness During COVID-19 (Law and Ethics – The Case of Pan-Atlantic University)
- Part 2 Preserving Justice While Going Digital
- Chapter 7 Establishing a Resilient, Economically Prosperous and Inclusive World by Overcoming the Gender Digital Divide in the New Normal
- Chapter 8 Working From Home and the Dynamics for Gender Equity and the Digital Divide
- Chapter 9 Rebalancing Gender Inequity and the Digital Divide: Unintended Consequences of Working From Home
- Chapter 10 Impact of Covid-19–Related Initiatives on Digital Divide in the Mauritian Education System
- Chapter 11 Transferability of Governance Ethics in the Fourth Industrial Revolution Teaching and Learning Developments: A Distanced Higher Education Assessment in Zimbabwe Amid COVID-19 Pandemic
- Chapter 12 Impact of the ‘New Normal’–Induced Digital Transformation on Public Service Delivery and Governance in Nigeria: Challenges and Opportunities
- Chapter 13 Directing Future Preparedness for Responsibility – Values for Shifts in Work Modes
- Index