Virtual Management and the New Normal: New Perspectives on HRM and Leadership since the COVID-19 Pandemic

Description

This book examines how Human Resource Management and leadership have been affected by the COVID-19 pandemic, what organizations can learn from this, and how these new experiences could be applied in the “New Normal”. The editors of this book have compiled the new knowledge that exists around remote leadership and organizational practices, relative to pre-COVID-19 studies, and the experiences learned during the pandemic. Key discussion themes focus on the role of distance in leadership, organizations and HR, the sustainability aspects involved, innovations and knowledge development achieved, the role of digitalization and new requirements and possibilities for management post-COVID-19. The editors conclude by investigating the strategic processes and factors influencing the “New Normal”. This book will be of great importance for academics, students and practitioners in the fields of Management, Leadership, Human Resource Management, Sustainability, Change Management and Crisis Management. Foreword Evolving Telework The Beginning The Middle The Dawn, Among Other Things, Breaks Preface Contents Notes on Contributors List of Figures List of Tables 1: Introduction References Part I: Reflections on Remote Working in the Past and Future and the Impact on the Organizational Level: Remote Working Pre-Pandemic and Post-Pandemic 2: Three Organizational Perspectives on the Adoption of Telework Introduction Three Organizational Perspectives The Technological Perspective The Performance Gap Perspective The Institutional Perspective Coercive Pressure Normative Pressure Mimetic Pressure Teleworking in Multi-Located Units (Pre-2020) Understanding Telework in the Lockdown and Post-COVID-19 Period The Lockdown Period The Post-COVID-19 Period: And the Emergence of the “New Normal” Conclusion References 3: Shaping Hybrid Collaborating Organizations Introduction Before COVID: The Onsite Stage During the Lockdown: The “Full/Strictly Remote” Stage After COVID: The Rise of Hybrid Work Collaborating Organizations Discussion References 4: Constructing New Organizational Identities in a Post-pandemic Return: Managerial Dilemmas in Balancing the Spatial Redesign of Telework with Workplace Dynamics and the External Imperative for Flexibility Introduction Theoretical Perspectives on Organizational Identities and Spatial Redesigns Methodology and Major Characteristics of Spatial Redesigns During the COVID-19 Pandemic Spatial Redesigns and Dilemmas of Trust-Based Management Spatial Redesigns and Dilemmas of Workplace Dynamics Organizational Strategies and Dilemmas in a Post-pandemic Return Concluding Discussion References 5: How Working Remotely for an Indefinite Period Affects Resilient Trust Between Manager and Employee Introduction The Concept of Trust Theoretical Perspectives Different Forms of Proximity The Role of Types of Proximity in Building and Maintaining Affective and Cognitive Trust Challenges for Virtual Leaders Methodological Choices Selection of Respondents Conducting the Interviews Analysis Process Reliability Validity Results Changes in Communication Knowledge Sharing Social Exchange Trust-Based Management and Leadership Discussion Still the Same Degree of Resilient Trust? Cognitive Trust Among Employees Affective Trust Among Employees Has the Manager’s Trust Changed? Why Differences in the Answers? Distance Management Is Important for Trust, but Variations in Practice What Can We Learn from This When It Comes to Trust-Based Distance Management? Conclusion References 6: Exploring Virtual Management and HRM in Thin Organizational Places During the COVID-19 Pandemic Introduction Theoretical Lens Methods Results Managing Virtual Organizational Places Virtual Fika Challenges for Human Resources in Thin Places Leadership and Control in Thin Places Conclusion References Part II: Reflections on How to Manage Hybrid Working: HRM and Leadership 7: The Employment Relationship Amidst and Beyond the COVID-19 Pandemic: The Role of (Responsible) Inclusive Leadership in Managing Psychological Contracts Introduction Psychological Contracts Psychological Contracts Amidst and the Post COVID-19 Pandemic (Responsible) Inclusive Leadership Challenges in Employing (Responsible) Inclusive Leadership in Managing Post-COVID-19 Psychological Contracts Recommendations for Future Research Recommendations for Practice References 8: Human Resource Management in Times of the Pandemic: Clustering HR Managers’ Use of High-Performance Work Systems Introduction Theoretical Framework High-Performance Work Systems High-Performance Work Systems in Times of a Crisis Methods Data Collection Sample Characteristics Measures Factors of the Internal and External Environment Statistical Procedure Results Discussion Implications Limitations and Future Research Conclusion References 9: Changes in Learning Tensions Among Geographically Distributed HR Advisors During the COVID-19 Pandemic Introduction Background Theoretical Framework HR Service Delivery Characteristics and Tensions in the Work of HR Advisors Distance and Proximity in the Work of HR, Types of Distance and Proximity Technology, Distance, and Innovation Methodological Choices Empirical Context Empirical Findings Changes in Geographic Distance Changes in Cooperation and Knowledge Sharing Among HR Advisors Before and During the Pandemic Discussions Changes in Learning Tensions Related to the Digitalization of the Work of HR Advisors What Are Changes in Learning Tensions Among HR Advisors Related to Knowledge Flows and Management Support? Geographical Distance and Technology: Enabler or Barrier to Innovation? Conclusion Strengths and Weaknesses Practical and Theoretical Implications, the Need for More Research References 10: Old Normal, New Normal, or Renewed Normal: How COVID-19 Changed Human Resource Development Introduction Concepts Normal HRD Methodology Findings Work Environment and COVID-19 Competences and the COVID-19 Pandemic Training and the COVID-19 Pandemic Skills and the COVID-19 Pandemic Summary of Key Findings Discussion Conclusion References 11: How Can Organizations Improve Virtual Onboarding? Key Learnings from the Pandemic Introduction What Are the Objectives of the Onboarding Process? What Are the Main Challenges Experienced by Newcomers Through Virtual Onboarding During the Pandemic? The Increased Risk of Social Isolation The Slower Learning Processes The Hampered Development of Trust Sustainable Solutions for Improving Remote Onboarding Setting Up the Right Technological Ecosystem Practising Social Onboarding Gamifying Creating Collaborative Virtual Spaces for Newcomers Preventing Information Overload Conclusion: Onboarding in a Post-pandemic Scenario References 12: Onboarding and Socialization Under COVID-19 Crisis: A Knowledge Management Perspective Introduction Theoretical Foundation Method of Inquiry The Case Results and Discussion Experiences from Digital Onboarding Organizational Socialization How Do the Newcomers View Their “New Normal” Workday? Conclusion References 13: Leadership in Hybrid Workplaces: A Win-Win for Work-Innovation and Work-Family Balance Through Work-Related Flow? Introduction Theory and Hypotheses The Mutual-Gains Perspective Hypotheses Work-Related Flow Mediating the Relationships Between Empowering Leadership and Innovative Work-Behaviour and Work-Family Balance Work-Related Flow Mediating the Relationships Between Directive Leadership and Innovative Work-Behaviour and Work-Family Balance Methodology Sample Measures Procedure Results Model Characteristics Model Estimations Conclusion and Discussion Theoretical Implications The Mediating Role of Work-Related Flow in the Relationships Between Empowering Leadership and Innovative Work-Behaviour and Work-Family Balance The Mediating Role of Work-Related Flow in the Relationships Between Directive Leadership and Innovative Work-Behaviour and Work-Family Balance Limitations and Future Research Practical Implications References Part III: Reflections on Outcomes of Remote Working 14: Dual Role of Leadership in ‘Janus-Faced’ Telework from Home Introduction Remote Work and Telework Challenge Leadership The Role of Leadership Leading Remotely During the Pandemic Identifying Challenges and Benefits in Teleworking from Home Methodology Results Teleworkers’ Ambivalences in WFH Teleworking Leaders’ Ambivalences in WFH Discussion and Conclusions ‘Janus-Faced’ Telework and the Dual Role of Teleworking Leaders Design of Hybrid Work References 15: Security Issues at the Time of the Pandemic and Distance Work Introduction Home at Work Working from Home: Data Security and Data Privacy Working from Home: Aspects of Physical Safety Working from Home: Aspects of Mental Well-Being Conclusion and Discussion Practical Implications to Mitigating Risks References 16: Eroding Boundaries and Creeping Control: “Digital Regulation” as New Normal Work Introduction Blurred Boundaries Have Become the “New Normal” of Work Boundaries Between Work and Life COVID-19 Has Precipitated Blurred Boundaries as the “New Normal” Quantified Organizational Control Has Become the “New Normal” of Work Organizational Control COVID-19 Has Sped Up the Quantification of Control Digital Regulation as a Way for Employees to Regain Agency and Control Regulating Connectivity Regulating Self-Presentation Regulating Privacy Conclusion References 17: COVID-19 “Passports” and the Safe Return to Work: Consideration for HR Professionals on How to Navigate This New Responsibility Background Conceptual Framework Methods Discourse Analysis Data Collection and Analysis Findings and Discussion Environment Considerations Organizational Considerations Technology Considerations Task/Process Considerations Conclusions Appendix 1: List of Qualifying Pulse Articles, Comments and Articles Identified Via Google References 18: Perceived Lockdown Intensity, Work-Family Conflict and Work Engagement: The Importance of Family Supportive Supervisor Behaviour During the COVID-19 Crisis Introduction Theoretical Framework The Relationship Between Perceived Lockdown Intensity and Work Engagement The Mediating Role of Work-Family Conflict in the Relationship Between Perceived Lockdown Intensity and Work Engagement The Moderating Role of Family Supportive Supervisor Behaviour in Times of Crisis Methods Research Design and Respondent Characteristics Operationalization Analyses Results Explaining Work Engagement Explaining Work-Family Conflict Additional Analyses Discussion and Conclusion Perceived Lockdown Intensity and Work Engagement The Mediating Role of Work-Family Conflict The Moderating Role of Family Supportive Supervision Behaviour in Times of COVID-19 in the Relationship Between Work-Family Conflict and Work Engagement Limitations and Future Research Practical Recommendations References 19: Sustainable Leadership and Work-Nonwork Boundary Management and in a Changing World of Work Introduction Theoretical Background Boundary Theory Authentic Leadership Method Participants and Procedure Analysis Results Work Situation Leading Oneself and Others Communication Trust Boundaries and Balance Discussion Strengths and Limitations Conclusion and Practical Implication References 20: Epilogue: The Future of Work and How to Organize and Manage It A Helicopter View of the Chapters Hybrid Ways of Working as the “New Normal” Implications of Hybrid Working for HRM Strategic Alignment Institutional Alignment Organizational Alignment Internal Alignment Implications of Hybrid Working for Leadership A Window of Opportunity for Sustainable HRM and Responsible and Inclusive Leadership Limitations and Implications for Research and Management Practice Conclusion References Index