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Article
Publication date: 7 April 2021

Arosha S. Adikaram, N.P.G.S.I. Naotunna and H.P.R. Priyankara

This paper aims to present an empirically driven crisis management framework of complementary human resource management (HRM) bundles that can be utilized in simultaneously…

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Abstract

Purpose

This paper aims to present an empirically driven crisis management framework of complementary human resource management (HRM) bundles that can be utilized in simultaneously managing the health crisis, financial crisis and disruptions to business operations through lockdown and other government restrictions propelled by the COVID-19 pandemic.

Design/methodology/approach

The framework is developed employing qualitative methodology, drawing from the successful HRM practices adopted by 26 Sri Lankan companies in battling the many crises of COVID-19 and using the soft HRM approach as the theoretical basis.

Findings

The findings report a framework that consists of three key HRM bundles (health and safety bundle, cost-saving bundle and employee motivation and engagement bundle) entailing an array of inter-related, internally consistent, complementary and mutually reinforcing HRM practices and HRM activities. These HRM bundles and the HRM practices as well as the HRM activities therein, indicate how a softer approach to managing employees can be used during a crisis.

Practical implications

The framework will inform the HRPs of the HRM bundles, HRM practices and HRM activities that can be used to manage the multiple crises created by COVID-19 and other similar pandemics.

Originality/value

The study contributes to and expands the knowledge of HRM in crisis management generally and HRM in a global pandemic more specifically.

Details

Employee Relations: The International Journal, vol. 43 no. 6
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 20 April 2023

Arosha S. Adikaram and N.P.G.S.I. Naotunna

This paper aims to explore how Human Resource Management (HRM) practices were adopted to implement and manage remote working during the COVID-19 pandemic and identify whether and…

910

Abstract

Purpose

This paper aims to explore how Human Resource Management (HRM) practices were adopted to implement and manage remote working during the COVID-19 pandemic and identify whether and how remote working would/should continue in the future, in a developing and a unique cultural set up in the Asian context.

Design/methodology/approach

The study was conducted using qualitative methodology with semi-structured, in-depth interviews with 26 Human Resource Professionals (HRPs) of different industries in Sri Lanka. The information was collected in two phases; at the initial stages of the pandemic during May–June 2020 and after one year and four months, in October–November 2021.

Findings

The findings explain the different HRM activities executed by HRPs, such as employee engagement activities, setting guidelines, employee support, performance management and training, to make remote working successful when it was implemented as an emergency and involuntary work arrangement with the advent of the COVID-19 pandemic in Sri Lanka. However, over time, the interest and interventions of HRPs appeared to have dwindled, and many companies are waiting to revert to on-site work when the pandemic situation settles. It appears that remote working will remain a transitory work arrangement to respond to crises or exceptional circumstances rather than a permanent work arrangement for many companies in Sri Lanka.

Originality/value

The study contributes to and expands the knowledge of HRM in managing remote working during and beyond the pandemic in a developing Asian country perspective and the suitability of remote working and HRM practices for specific national cultural contexts.

Details

Employee Relations: The International Journal, vol. 45 no. 4
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 17 June 2024

Amina Raza Malik, Laxmikant Manroop and Jennifer A. Harrison

This study investigates human resource (HR) professionals' experiences during the COVID-19 pandemic.

163

Abstract

Purpose

This study investigates human resource (HR) professionals' experiences during the COVID-19 pandemic.

Design/methodology/approach

The study involves in-depth, semi-structured interviews with 37 HR professionals purposefully selected based on their prior involvement in managing pandemic-related challenges.

Findings

The findings reveal that HR professionals faced intensified organizational demands, leading to expanded job roles, increased workload, a change in pace and emotional pressures. However, participants exhibited resilience by drawing from and creating various job resources to cope with these demands. Our findings also show that despite HR professionals being central to creating workplace support and wellness initiatives, their well-being needs were often overlooked as they prioritized supporting others.

Research limitations/implications

The study contributes to research on the experiences of HR professionals during the pandemic and to job-demands resources (JD-R) theory by incorporating context-specific demands, resources and coping strategies specific to HR professionals.

Practical implications

Lessons learned for organizations and HR professionals are discussed in relation to creating conditions of organizational support and resource availability for HR professionals.

Originality/value

This study extends research on the mental health and well-being of HR professionals during the pandemic by providing a novel lens on linkages between job demands, job resources and self-regulation strategies.

Details

Personnel Review, vol. 53 no. 8
Type: Research Article
ISSN: 0048-3486

Keywords

Abstract

Details

The Emerald Handbook of Work, Workplaces and Disruptive Issues in HRM
Type: Book
ISBN: 978-1-80071-780-0

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Article
Publication date: 13 January 2020

Sumayya Surty and Caren Brenda Scheepers

The environment has become increasingly dynamic, characterised by hyper turbulence and high-velocity. While research has confirmed the influence of leadership on the effectiveness…

843

Abstract

Purpose

The environment has become increasingly dynamic, characterised by hyper turbulence and high-velocity. While research has confirmed the influence of leadership on the effectiveness of change, the author knows less about how increased environmental dynamism influences the relationship. This study aims to investigate how this relationship is impacted under highly uncertain and dynamic external conditions.

Design/methodology/approach

To investigate the moderating effect of environmental dynamism on leadership practices and employees’ response to change, 1,536 employees’ survey responses were analysed from various organisations in South Africa. Moderator regression models were used to examine relationships.

Findings

Environmental dynamism has a slight significant strengthening effect on the relationship between leadership practices and response to change, with regard to commitment to the change; efficacy, that is, the belief in whether the change will lead to the efficacy of the organisation; and valence or attractiveness of the change. However, no significant positive moderator effect on the impact of leadership practices on active support for change. Tenure as control variable also did not have a significant influence on the model.

Practical implications

Organisations must take note that under dynamic conditions: employees’ belief about the efficacy of change is influenced by leadership practices, but not the active support for the change. Leadership must, thus, check whether employees’ positive responses are indeed going over in action to implement change.

Originality/value

This study contributes an important moderator effect: the more dynamic the environment, the greater the impact leadership practices have on employee response to change.

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Article
Publication date: 26 July 2024

Sari Mansour and Dima Mohanna

Scholars highlight the lack of research that explains the mechanisms leading to knowledge sharing, which appears complex and involves many variables. The primary aim of this study…

361

Abstract

Purpose

Scholars highlight the lack of research that explains the mechanisms leading to knowledge sharing, which appears complex and involves many variables. The primary aim of this study is to investigate the direct effect of organizational support for innovation on job crafting behaviors and knowledge sharing. The second objective is to assess the mediating role of job crafting in the relationship between organizational support for innovation and knowledge sharing. The third aim is to compare the direct effects of organizational support for innovation on job crafting behaviors and knowledge sharing between teleworkers and office workers.

Design/methodology/approach

Based on an empirical study involving 193 teleworkers and 191 office workers, the structural equation modeling method was employed to examine the direct and indirect effects of organizational support for innovation on knowledge sharing via job crafting behaviors. The comparison between teleworkers and office workers was investigated using a multigroup approach in AMOS software. This research is grounded in the conservation of resources theory and social exchange theory to elucidate these relationships.

Findings

The results indicate that organizational support for innovation has a positive influence on job crafting activities, manifested by the increase in structural and social resources, as well as the amplification of work-related challenges. The results also indicate that organizational support for innovation directly promotes knowledge sharing behavior and indirectly through job crafting. Furthermore, the findings reveal that these effects on job crafting and knowledge sharing are stronger among teleworkers compared to office workers.

Research limitations/implications

The study has limitations. Its cross-sectional design does not establish causality, potentially leading to common method variance. However, after implementing many procedural and performing statistical tests, common method variance was not significant in this research. Replicating the study longitudinally would be valuable. Additionally, considering personality traits and technology characteristics in job crafting behaviors would be beneficial. Lastly, the study focuses only on accountants and predates COVID-19, which may impact its findings and generalizability.

Practical implications

The study’s findings underscore the practical significance of supporting innovation and fostering job crafting to enhance knowledge sharing, particularly for remote workers. It highlights that the extent of employees’ engagement in job crafting depends on the level of innovation support provided in their workplace. To mitigate potential negative outcomes such as increased absenteeism, reduced productivity and retention challenges, organizations could benefit from training supervisors to prioritize and encourage job crafting and knowledge sharing behaviors among employees, especially in telework settings. Ensuring alignment between organizational messaging and managerial attitudes is crucial. Without autonomy or flexibility for job crafting, the positive effects of organizational innovation support may be limited.

Originality/value

This study contributes to the literature by demonstrating that job crafting behaviors serves as mechanisms between organizational support for innovation and knowledge sharing. The findings further advance the literature by revealing three psychological and motivational processes that may explain this relationship, particularly when comparing teleworkers to office workers. Our results reveal that the effect of organizational support for innovation on job crafting and knowledge sharing is stronger among workers who telework compared to office workers. This advances the theory of conservation of resources, especially the significance of resource gains, particularly in contexts where employees need resources, such as in telework.

Details

International Journal of Manpower, vol. 45 no. 9
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 3 May 2021

Jin Li and Yiwen Tong

Drawing on the conservation of resources (COR) theory, this study highlights the mediating role of goal-directed energy as a critical psychological resource. The purpose of this…

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Abstract

Purpose

Drawing on the conservation of resources (COR) theory, this study highlights the mediating role of goal-directed energy as a critical psychological resource. The purpose of this study is to examine the mediating effect of goal-directed energy on the relationship between narcissistic leadership and employee resilience. The study also explores the moderating effect of psychological availability on the relationship between narcissistic leadership and goal-directed energy.

Design/methodology/approach

Data were collected from 857 employees and their supervisors at 137 enterprises in China. Confirmatory factor analysis, hierarchical multiple regression analysis and path analysis were adopted to analyze the data.

Findings

The results indicate that narcissistic leadership has a positive effect on goal-directed energy, which, in turn, enhances employee resilience. Furthermore, the effect of narcissistic leadership on goal-directed energy becomes more prominent in the context of lower psychological availability.

Practical implications

First, narcissistic leadership is supposed to play an effective role in helping employees gain resources. Second, organizations should attach importance to implementing resilience-building programs on employees to cope with uncertainty. Third, organizations should offer multiple training opportunities to stimulate employees’ goal-directed energy.

Originality/value

First, the findings suggest that employee resilience is influenced by narcissistic leadership, which provides more possibilities for the study on the antecedents of resilience. Second, the study offers novel insights regarding the effect of narcissistic leadership on employee resilience through goal-directed energy. Finally, it also examines psychological availability as the boundary condition between narcissistic leadership and goal-directed energy.

Details

Leadership & Organization Development Journal, vol. 42 no. 5
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 9 October 2019

Khahan Na-Nan and Natthaya Wongsuwan

Perceived workplace support (PWS) is an employee’s perception of perceived organisational support (POS), perceived supervisor support (PSS), perceived co-worker support (PCS) and…

402

Abstract

Purpose

Perceived workplace support (PWS) is an employee’s perception of perceived organisational support (POS), perceived supervisor support (PSS), perceived co-worker support (PCS) and perceived sufficient resource support (PSRS) to operate effectively. The purpose of this paper is to explore the development and validation of employee’s PWS instrument in small and medium-sized enterprises (SMEs).

Design/methodology/approach

A total of 15 items of employees’ PWS instrument in SMEs were developed from the measurement base of earlier published research, concepts and theory. The instrument was applied to a cross-sectional study and data were collected as factor analyses to confirm and ascertain construct validity. Reliability was tested by measuring the internal consistency.

Findings

The instrument showed excellent reliability at 0.894. Four factors as “POS”, “PSS”, “PCS” and “PSRS” were extracted and confirmed from the confirmatory factor analysis.

Originality/value

PWS studies are often used by researchers, human resource departments and organisations to investigate the level of employee support. The instrument developed from this study will enable researchers, human resource departments and organisations to explore levels of POS, PSS, PCS and PSRS.

Details

International Journal of Organizational Analysis, vol. 28 no. 1
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 7 July 2023

Rayees Farooq and Makhmoor Bashir

This study aims to test the relationship between virtual knowledge sharing (VKS) and team effectiveness (TE) during the COVID-19 pandemic. The study also explores the moderating…

166

Abstract

Purpose

This study aims to test the relationship between virtual knowledge sharing (VKS) and team effectiveness (TE) during the COVID-19 pandemic. The study also explores the moderating role of collaborative technologies.

Design/methodology/approach

This is a cross-sectional study conducted in the service sector of India. A purposive sample of 321 knowledge workers from National Capital Region of India was used. Questionnaires were distributed to knowledge workers working in a virtual environment. The hypotheses were tested with confirmatory factor analysis and structural equation modeling (SEM) using partial least square-SEM.

Findings

The study reveals that, amid the COVID-19 pandemic, virtual knowledge sharing (VKS) positively affects team effectiveness (TE). Furthermore, the impact of VKS on TE is contingent upon the utilization of collaborative technologies.

Originality/value

The study contributes to the existing literature by exploring the impact of VKS on TE during the COVID-19 pandemic and the importance of collaborative technologies in facilitating virtual team collaboration, which has practical implications for organizations seeking to enhance TE in virtual environments.

Details

Global Knowledge, Memory and Communication, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9342

Keywords

Available. Open Access. Open Access
Article
Publication date: 2 January 2023

Tanja Matikainen, Aino Kianto and Heidi Olander

This study aims to identify knowledge-related tensions in remote work in higher education institutions during the COVID-19 pandemic and increase understanding of how such tensions…

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Abstract

Purpose

This study aims to identify knowledge-related tensions in remote work in higher education institutions during the COVID-19 pandemic and increase understanding of how such tensions can be managed.

Design/methodology/approach

The research was conducted as an inductive, qualitative study in the field of higher education in Finland. The data were collected using semi-structured interviews of 34 managers in two higher education institutions and analyzed using an inductive and interpretive analysis method.

Findings

The findings demonstrate that the knowledge-related challenges and opportunities during the remote work period of the COVID-19 pandemic in Finnish higher education institutions can be conceptualized as tensions involved in knowledge codification, knowledge silos and creating new knowledge. The study contributes to research by presenting a framework for managing knowledge-related tensions in remote work arrangements to benefit remote and hybrid work in knowledge-intensive organizations.

Practical implications

This paper increases the understanding of the tensions in remote work arrangements; the results can help managers understand the challenges and opportunities of remote knowledge work concerning their organization and thereby assist them in management and decision-making in complex operational environments.

Originality/value

This study adopted the little-used perspective of tensions to examine knowledge management issues. By examining the various affordances that remote work may allow for knowledge-intensive work and higher education institutions, the study contributes to a deepened understanding of knowledge work in remote contexts, the related tensions and their management.

Details

VINE Journal of Information and Knowledge Management Systems, vol. 53 no. 2
Type: Research Article
ISSN: 2059-5891

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