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The purpose of this paper is to examine the role of human resources (HR) leaders in disaster preparedness and response efforts of organizations. The study used Bronfenbrenner's Ecological Systems Theory as anchor and was conducted in the Philippines – a country that regularly experiences disruptions due to disasters.

The study utilized a phenomenological approach in gathering and analyzing data from semi-structured interviews with 16 HR leaders. They hold either an executive or managerial position and belong to organizations situated in areas that have experienced disasters within the past two years. The areas are likewise prone to further experience of disasters such as flooding, earthquake and volcanic eruption as identified by international disaster watch organizations.

Results surfaced three superordinate themes that reflect the role of HR in disaster situations – (1) contributor to the business continuity plan formulation and implementation; (2) in-charge of building a disaster-resilient culture; and (3) primary unit that takes care of employee wellbeing and welfare during and post-disaster.

The study identified factors that can help HR in fulfilling its role of surfacing and addressing employee needs amidst disasters.

The study expands literature on strategic human resource management by describing the positioning of HR in disaster preparedness and response efforts of organizations and illustrates how HR puts focus on the human side of organizational crises management.

The purpose of this paper is to explore the various forms of organizational and team-level actions that were perceived to be helpful or not helpful by employees as they navigate the hybrid work arrangements and how these had an impact on their work behaviors and experiences. This research utilized Bronfenbrenner's ecological systems theory as framework.

The exploratory study used a qualitative approach in gathering data via online survey from a total of 45 Filipino employees working in a hybrid work arrangement for at least three months. The analysis utilized both inductive and deductive methodologies in examining the data. Inductive thematic analysis was used in coding the data based on the participants' responses, while the deductive approach ensured that the themes are aligned with the research questions and reflect the different systems within Bronfenbrenner's EST (1986).

Results surfaced helpful organizational (e.g. provision of work tools, financial assistance, supportive policies and engagement and wellness initiatives) and team level actions (i.e. use of technology-based communication tools, open virtual door policy, effective performance management system, employee care practices and team engagement activities). Actions that were perceived as not helpful include inadequate technological infrastructure, poor communication, insufficient training, punitive policies/practices and leadership issues at the organizational level as well as unresponsive colleagues and ineffective implementation of policies/processes at the level of teams. Employees reported being able to build on savings, becoming more productive and having greater work–life balance amid hybrid work. However, they continue to be challenged by blurred boundaries and inability to disconnect from work similar to when work was done remotely and now with sustaining momentum given the shifts on where they do their work.

The findings of this study may guide programs and initiatives of human resource management practitioners and organizational leaders as they support employees in navigating through hybrid work.

The research expands extant knowledge on practices and experiences in hybrid work (Gifford, 2022). It also contributes to studies on human resource management that are nuanced based on where work is performed (Ng and Stanton, 2023) or with emerging work arrangements.

The purpose of the study is to explore the experiences and sense-making of middle managers in transitioning to and implementing hybrid work arrangements.

Using the lens and analytical procedures of interpretative phenomenological analysis, data were collected during the transition time at the tail end of the COVID-19 pandemic as many organizations were navigating the hybrid work setup. In-depth semi-structured interviews were conducted with 12 middle managers from various organizations in the Philippines that have been implementing a hybrid work arrangement for at least 3 months.

Findings illustrate the challenges experienced by the middle managers in facilitating a smooth transition to onsite work, managing adjustments on when and where to work and bridging the imperatives of top management as well as the preferences of team members (managing upward and downward). The results describe strategies used by middle managers to balance deliverables and employee needs while demonstrating compassionate leadership in relating with direct reports. The middle managers also engaged in self-care, used reframing and sought support from family and peers to cope with challenges.

The findings exemplified how the middle managers experience of transitioning to hybrid work reflect various contextual and cultural nuances. These external realities must be considered in providing support to these groups of employees particularly in developing leadership programs that addresses their social and emotional needs.

The paper contributes to the limited research on middle managers' experiences in a hybrid work setup despite their critical role as change agents responsible for leading teams (van Dam et al., 2021).

This research focused on exploring factors that engender the work motivation of Gen Z employees and determined whether these factors affected their job satisfaction, engagement and affective commitment to their organizations.

The study employed a sequential mixed-methods approach, starting with 40 qualitative interviews to determine the work motivation factors of Gen Z employees. Findings of the qualitative study were then validated through an online survey that gathered data from 132 Gen Z employees. The quantitative study tested a model that relates factors that contribute to the motivation of Gen Z and positive employee outcomes – affective commitment, job satisfaction and work engagement.

Several factors were found as contributors to the work motivation of Gen Z employees: learning and development, family, impact on others and society, passion and enjoyment, financial security, ability to provide for oneself, personal achievement and self-rewards. The result of the structural equation modeling showed that the presence of motivating factors at work is a significant predictor of the outcome variables. Moreover, affective commitment was also found to partially mediate the relationship between the motivating factors and outcome variables – job satisfaction and work engagement.

This study addresses the dearth of empirical studies on factors that motivate Gen Z employees (the youngest employee cohort that recently joined the workforce) and how these contribute to positive work outcomes. Findings may help organizations curate their human resources management programs to attract, engage and motivate their Gen Z employees.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A study of 16 HR leaders in the Philippines examined the role of HR leaders in disaster preparedness and response efforts. The results revealed three themes reflecting HR’s role. (1) Contributing to business continuity plan formulation and implementation. (2) In charge of building a disaster-resilient culture. (3) Being the primary resource that takes care of employee wellbeing and welfare during and post-disaster.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.