Managing Human Resources: The New Normal

Description

This book volume crafts an exciting, original account on the changes and requirements on managing human resources within the context of the new normal. Chapters in this book report on current research on the key constructs and processes underlying the management of human resources, both on an organisational strategic level as well as an individual employee level. Chapters compare current research trends in terms of future potential directions for the management of human resources within the context of the new normal. The book also critically evaluates the relevance, applicability and utility of the research findings and theoretical premises in various classical, current and potential emerging issues for research and practice in the smart digital technological world of work for human resource management.   This volume approaches the concept of managing human resources with the new normal working context from a number of different angles. The authors have categorized them as conceptualizing human resource management in the context of the new normal (Part I), the critical issues in understanding the dynamics of strategic human resources management (Part II), critical issues in understanding the impact of the new normal on the psychology of employees (Part III), and the impact of the new normal on individuals with special needs (Part IV). The book ends in Part V of the volume, with an integrated reflection and conclusion on emerging issues for research and practice. The primary audience for this book volume is advanced undergraduate and postgraduate students in human resource management, as well as scholars in both academic and new normal working contexts. Human resource management practitioners will also have an interest in this book volume. Preface Acknowledgements Contents About the Editors and Contributors About the Editors Contributors Chapter 1: Introductory Chapter: Conceptualising Human Resource Management in the Context of the New Normal Introduction Managing Human Resources in the New Normal Outline of the Book Volume Part I: Critical Issues in Understanding the Dynamics of Strategic Human Resource Management Part II: Critical Issues in Understanding the Impact of the New Normal on the Psychology of Employees Part III: Impact of the New Normal on Individuals With Special Needs Part V: Integration and Conclusion Conclusion Reference Part I: Critical Issues in Understanding the Dynamics of Strategic Human Resource Management Conceptual Overview of the Book Volume Overview Chapter 2: Reinventing Strategic Human Resource Management Introduction Theoretical Background SHRM Challenges SHRM Policies, Practices, Procedures and Strategies SHRM Competencies Problem Statement and Objectives Research Design Research Method Population and Sampling Data Collection Data Analysis Trustworthiness Results Discussion Implications for Theory and Practice Limitations and Recommendations Suggestions for Future Research Conclusion References Chapter 3: The COVID-19 Pandemic: Managing Unplanned Change as the New Normal in the Workplace Introduction Literature Review Forces Driving Change External Forces Driving Change Economic Forces Labour Market Forces Legal and Political Forces Technological Forces Internal Forces Driving Change Administrative Processes People Influences Planned Change Theories Lewin's Three-Phase Process Model Hiatt's ADKAR Model Kotter's Leading Organisation Change Model Evidence-Based Case Study Description of the Evidence-Based Case Study on Unplanned Change During COVID-19 Findings From the Case Studies Changes That Transpired Theme 1: Participants’ Experiences During the Unplanned Changes Benefits Associated With the Changes Theme 2: Organisations’ Response to the Unplanned Changes Focusing on Business Continuity Responding Swiftly and Creating a Sense of Urgency Communicating Continuously Showing Decisive Leadership Setting Up Task Teams and Focusing on Resources Addressing Concerns, Insecurities and Fear Theme 3: Lessons Learned From the Pandemic (and the Unplanned Changes) Identify, Understand and Embrace the Changes Stay Flexible in Your Response Plan Nurture a Supportive Culture Focus on the People Maintain Consultation and Engagement Discussion How to Deal with Unplanned Change and the New Normal: HR Implications Take Charge Through Leadership and Adapt Business Strategy Implementation of New HR Policies and Systems Re-Design of Organisational Structures or Jobs The Value of Increased Well-Being Interventions References Chapter 4: Designing for Humans: A Revised Consumer Experience-Based Approach Towards People Management Practices Introduction Context to the Changing World of Work The Redefinition of the Employee as a Consumer: The Employee Value Proposition, Employee Experience and Psychological Contract Intersect The Impact on the HR Function Positioning in Organisations Adopting an Employee Experience Design Approach Towards People Practices That Views the Employee as a Consumer Case Study: Rethinking the Talent Acquisition Approach From a Consumerist Perspective Defining the ‘Why’ for the Consumer and the Organisation Understanding Who We Need to Design for Designing the ‘What’: Defining the Touchpoints of Engagement Designing the ‘How’: Interactions and Points of Engagement Implications for the Future of Work Conclusion References Chapter 5: Novel Tools as New Challenges to HRM Communicational Practices (and the Increasingly Important Social Role of the Manager) Introduction Problem Statement and Objectives of This Chapter Background Organisation, Its Culture and Communication Organisational Culture Communication Organisations and Communication Managerial Roles Research Design Results/Findings Managerial Role’s Influence on Communication What Happened to the Organisations at the Time of the Pandemic? Managing at the Times of a Crisis Discussion – Implications for Theory and Practice Limitations of Research Design/Theoretical Framework Suggestions for Future Research Conclusion References Chapter 6: The New Normal: Managing Virtual Work From a Human Resources Perspective Introduction Problem Statement Objective of This Chapter Literature Review Key Theoretical Concepts Fourth Industrial Revolution The New Normal Virtual Work The Benefits and Drawbacks of Virtual Work Method Study Design Study Eligibility Criteria Data Analysis Strategies Used to Ensure Data Quality Discussion and Practical Implications Virtual Work at Various Levels of Organisation Management of the New Normal and the Potential Future of Virtual Work Human Resources Management Strategy for Virtual Work Conclusion References Chapter 7: Remuneration in the New Normal Introduction Theoretical Background Problem Statement Chapter Objective Research Design Results and Discussion Brief Description of General Remuneration Practices Prior to COVID Changing Work Factors Implication of New Changes The Changing Value of Jobs The Changing Nature of Remuneration Current COVID-Induced Remuneration Practices Remuneration Committees, Governance and Remunerating Executives Implications for Practice Implications for Theory and Practice Limitations Suggestions for Future Research Conclusion References Chapter 8: Remuneration Strategies in the New Normal Introduction Problem Statement Objective of This Chapter Research Design Theoretical Background Remuneration Strategies and Total Rewards Findings and Discussion COVID-19 and Remuneration Fourth Industrial Revolution and Remuneration The Changing Nature of Work Proposed Considerations in Terms of Remuneration Strategies Practical Implications Limitations Suggestions for Future Research Conclusion References Part II: Critical Issues in Understanding the Impact of the New Normal on the Psychology of Employees Conceptual Overview of the Book Volume Overview Chapter 9: Well-Being in a Post-Pandemic World – A Positive Psychological Perspective Introduction Making the Business Case for Well-Being A Positive Psychological Lens Well-Being Applicable Theoretical Frameworks The Conservation of Resources Theory The PERMA Model of Well-Being The Job Demands-Resources (JD-R) Theory Interventions Aligned to a Positive Psychological Philosophy Coaching PERMA-Related Well-Being Interventions Chapter Summary References Chapter 10: Working Remotely in the New Normal: Towards a Conceptual Framework for Managing Employee Well-Being Introduction and Background Theory and Research Conceptualising Knowledge Workers The Nature of Remote Work Conceptualisation of Individual Health and Well-Being Method Research Approach Eligibility Criteria Data Analysis Strategies to Ensure Data Quality Theoretical Integration: The Relationship Dynamics Between the Demands of Remote Work and the Well-Being of Knowledge Workers Job Characteristics Connectedness, Isolation and Loneliness Work–Family Conflict and Boundary Management Online Presence and Zoom Fatigue Conceptual Framework for Managing Individual Health and Well-Being in the New Normal Organisational Resources Organisational Culture Supervisor Support Focus on Virtual-Work Characteristics Wellness Programmes Career Development and Training Group Resources Individual Resources Work–Life Wellness Job Crafting Leisure Crafting Mindfulness Playful Work Design Resilience and Positive Coping Behaviour Boundary Management Practical Implications Setting a Future Research Agenda Conclusion References Chapter 11: Agile Coping in the New Normal Post-COVID Career Space: Does Your Cognitive Orientation Matter? Introduction Chapter Objective Theoretical Framework Cognitive Orientation Positive Coping Attributes Career Well-Being Career Agility Methods Participants Measuring Instruments Procedure Considerations of Ethics Data Analysis Results Discussion Implications for Organisational Practice Conclusion References Chapter 12: Promoting Employees’ Mental Health in the Post-COVID New Normal: Using a Peer Support Model Introduction Objective of This Chapter Theoretical Background of Peer Support Models in the Workplace History and Philosophy of Mental Health Peer Support Model Core Competencies of Peer Support Workplace Peer Support Programs During COVID-19 Digital/Online Peer Support Program Benefits of Peer Support in the Workplace Challenges and Limitations of a Peer Support Model Implications for Theory and Practice Peer Support Model Outcomes Ethical Principles, Legal Issues, and Best Practices Conclusion References Chapter 13: Career Adaptability as a Predictor of Employees’ Career Agility and Career Embeddedness Introduction Chapter Objective Problem Statement Theoretical Framework Career Agility Technological Adaptivity Agile Learning Career Navigation Career Embeddedness Career Development Fit Career Values Fit Career Adaptability Methods Participants Measuring Instruments Career Adaptability Career Agility Career Embeddedness Procedure and Data Analysis Consideration of Ethics Data Analysis Results Discussion Implications for Organisational Practice Chapter Summary References Chapter 14: Managing Human Resources in the New Normal: How Are Small Business Owner-Managers Responding? Introduction Chapter Objective COVID-19 and the Small Business Sector Research Question and Purpose Literature Review Theoretical Lens Empirical Literature Research Method Sampling and Research Participants Data Collection and Data Recording Strategies to Ensure Data Integrity Data Analysis Ethical Considerations Findings Innovative Ways of Managing as a Response to the COVID-19 Pandemic Prioritizing Employee Mental Health and Providing In-House Counseling Services Discussion Implications Limitations of this Study Future Research Conclusion References Part III: Impact of the New Normal on Individuals with Special Needs Conceptual Overview of the Book Volume Overview Chapter 15: Context of Digitalized Employment for Older Adults with Autism Spectrum Disorder in the New Normal Introduction Older Adults with ASD Employment Participation Work Participation Orientations with ASD Mainstreaming Remote Working for Older Adults with ASD Digital Teleworking and the New Normal Work Demands: Normalizing the Use of Technology for People and Jobs Telecommuting: The New Face of Work Work and Job Redesign Tools for Remote Working: Retaining or Enhancing Productivity Work Communication and Control Futures Productivity Enhancers Design of Smart Work for the Office and Home Differences in Employee and Job Task Characteristics for Teleworking Implications for Sustainable Employment Participation of Older Adults with ASD Tacit Knowledge Support Tooling for Work Ease Career Stage Effects Social Facilitation Effects Issues for Research and Other Forms of Scholarship Conclusion References Chapter 16: Working with Individuals with Multiple Sclerosis During the New Normal Introduction Multiple Sclerosis Etiology and Symptoms Employment and Accommodations for Individuals with MS Individuals with Multiple Sclerosis (MS) During the COVID-19 Pandemic Strategies to Help Facilitate and Promote New Directions for Serving Those with MS Virtual/Remote Employment and Service Delivery Experiences Removing the Barriers to Remote Employment and Service Delivery Redesigning Workspaces for Safe Working Conditions Insights into New Accommodation Requirements/Strategies in the New Normal Suggestions and Future Directions Conclusion References Chapter 17: Human Resource Considerations for Supporting Employees with Neurological Disorders: Multiple Sclerosis and Spinal Cord Injury Introduction Employee Organizational Commitment A Brief Background of Neurological Disorders: Multiple Sclerosis and Spinal Cord Injury Impact of COVID-19 on Employees with SCI and MS Human Resource Considerations: Neurological Disorders in the Workplace Human Resource Teams and Workplace Culture Case Study: SCI Potential Presentation Within the Workplace and Human Resource Considerations Case Study: MS Potential Presentation Within the Workplace and Human Resource Considerations Human Resource Teams’ Potential Employee Retention Strategies Post-COVID-19 MS and SCI Return-to-Work Accommodations Human Resource Teams’ Physical Limitation-Related Accommodation Considerations Self-Evaluation of Human Resource Teams Professional Implications for Human Resource Teams Post-COVID-19 Lockdowns Conclusion References Part IV: Integration and Conclusion Conceptual Overview of the Book Volume Overview Chapter 18: Reflection on the Impact of the New Normal on the Management of Human Resources Introduction Issues for Research Conclusion Index