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.
Author(s): Svein Bergum, Pascale Peters, Tone Vold
Publisher: Palgrave Macmillan
Year: 2023
Language: English
Pages: 450
City: Cham
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
