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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).

The purpose of the paper is to identify traits and behaviors of organization leaders that were deemed helpful by employees during the COVID-19 pandemic.

This is an exploratory qualitative study that utilized online surveys. Data from 155 participants were subjected to content analysis.

Several interrelated traits and behaviors of effective crisis leadership were identified. These were clustered into three superordinate themes – attending to the person, taking charge and showing the way forward and sustaining the spirit.

Findings from this paper can be furthered by conducting quantitative studies to validate themes and/or test a conceptual model of effective crisis leadership. Gathering data from other populations at different points in time during the COVID-19 pandemic may also be useful.

A review of leadership development programs and organization norms and values is recommended in order to ensure that they are consistent with crisis leadership competencies.

This paper helps address the gap on follower-centered perspectives about organizational leadership responses to crises and highlights the importance of care and compassion in leading employees during difficult times.

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.

The purpose of this paper is to examine differences in implicit change leadership schemas and their relationship with change management (CM) of employees of academic institutions and business enterprises.

This study used a quantitative approach through surveys with 645 employees in academic institutions and business enterprises. Path analysis and regression were conducted to determine the relationships between the constructs.

Results show that CM mediates the relationship of change leadership schemas and affective commitment to change in both business enterprises and academic institutions. However, differences were found in the change leadership schemas that predict perceived effectiveness of CM. Execution competencies predicted effectiveness of CM in business enterprises whereas strategic and social competencies predicted perceived effectiveness of CM in academic institutions.

The limitations of the study were the use of self-report data and its cross-sectional design. Future research may use longitudinal designs and multiple sources of data to explore the relationship of change leadership schemas and perceived effectiveness of CM. Moreover, leadership schemas may be examined in other types of organizations such as non-profits, government agencies and social enterprises.

Results suggest that change leadership schemas are context-dependent. Thus, it is important to consider organizational culture and follower schemas when choosing change leaders and executing change. Moreover, differences in the saliences of change leader schemas by type of organization suggest the need to adopt contextually nuanced approaches to the selection and development of change leaders.

This paper contributes to organizational change literature by providing evidence of differences in change leadership schemas among academic institutions and business enterprises.

The purpose of this paper is to explore the personal and contextual factors that shape the work experiences of Filipino social enterprise employees by listening to voices within their narratives.

In total, 11 social enterprise employees were interviewed about their work experiences. Using the Listening Guide as a method of analysis, common themes and the multiple voices within the narratives were identified.

Upon analysis, four stories were identified: stories of serving others, stories of providing for family, stories of managing relationships and stories of personal learning. Results show that the experiences and multiple identities of employees evoke the duality and hybridity that characterizes social enterprise organizations. The importance of relationships in collectivist cultures, and the salience of the indigenous concept of kapwa are also discussed.

The use of narratives, and particularly, of voices within narratives as a critical tool to study work experiences is highlighted. Generalizability of results may be limited by contextual factors, such as organization type and country culture.

In this study, the narratives of social enterprise workers from different positions were explored. The voices within their narratives were analyzed and used as a means to understand how they viewed the self, others, and their work in social enterprises embedded in collectivist and developing country contexts.

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.

The authors divided the best qualities into three groups: The first was “attending to the person”; the second was “taking charge and showing the way”; the third was “sustaining the spirit”.

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.