Human Resource Management in a Post COVID-19 World: New Distribution of Power, Individualization, Digitalization and Demographic Developments (Future of Business and Finance)

Human Resource Management in a Post COVID-19 World
	Preface
		How This Book Is Structured
		The Shoulder-to-Shoulder Approach
	Acknowledgments
	Contents
	Cover
	Part I: A New World of Work
	1: The Global Perspective: Macro-political Considerations
		1.1 Demographic Changes
			1.1.1 The Old Are Getting Older
			1.1.2 Shrinking Numbers of Young People
			1.1.3 A More Diverse Society
		1.2 Socio-political Trends
			1.2.1 `Family´ Can Mean Many Things
				1.2.1.1 The Erosion and the Revival of the Family
				1.2.1.2 Friendships
				1.2.1.3 Family Is Everything
			1.2.2 The Rise of Living Alone
			1.2.3 Gender
				1.2.3.1 Male vs. Female Leaders
				1.2.3.2 The Female Employment Rate
				1.2.3.3 Part-Time as a Career Killer
		1.3 Generational Diversity and the Battle for Distribution
			1.3.1 Traditionalists and Baby Boomers
			1.3.2 Generation X
			1.3.3 Generation Y
			1.3.4 Generation Z
			1.3.5 The Failure of the Intergenerational Contract
			1.3.6 Generational Equity and the Distribution of Scarce Resources
		1.4 Economic Factors
			1.4.1 Employment
				1.4.1.1 Employed Population
				1.4.1.2 Unemployment
				1.4.1.3 Employment of Older Workers
				1.4.1.4 Employment of Foreign Workers
			1.4.2 Qualifications
				1.4.2.1 Continuing Education and Training
				1.4.2.2 Qualifications of Immigrants
			1.4.3 Jobs in a World Shaped by Industry 4.0
		1.5 The Coronavirus-Effect
			1.5.1 Demography and Social Policy
			1.5.2 Generational Conflicts
			1.5.3 Social and Economic Policies
			1.5.4 World of Work
			1.5.5 Digitalisation and Remote Work from Home
		References
	2: The Company Perspective: Micro-Political Considerations
		2.1 The Interminable Shortage of Skilled Workers
			2.1.1 The Gripes of Entrepreneurs vs. Labour Market Research
			2.1.2 The Choice Between Study or Work
			2.1.3 STEMs
			2.1.4 Digital Transformation: Solution or Problem?
				2.1.4.1 Will Automation Cause Large-Scale Job Losses?
				2.1.4.2 Opportunities Through Digitalisation
				2.1.4.3 Conclusion: Winners and Losers
		2.2 Diversity in the Workforce
			2.2.1 Generational Diversity
				2.2.1.1 From the Post-War Generation to Gen Z
					The `Traditional Generation´ (1922-1943)
					The Baby Boomers (1943-1964)
					Generation X (1965-1976)
					Generation Y (1977-1996)
					Generation Z (1997-2012)
				2.2.1.2 Generational Diversity Management
			2.2.2 Multiculturalism
				2.2.2.1 Cultural Differences
				2.2.2.2 Integration
			2.2.3 Diversity of Interests
				2.2.3.1 The Psychological Contract
				2.2.3.2 Negotiating Interests
		2.3 Performance (Dis)Orientation
			2.3.1 Do Young People Lack Motivation?
				2.3.1.1 Competencies
				2.3.1.2 Priorities
				2.3.1.3 Working Hours
				2.3.1.4 Attitude Towards Authority and Leadership
				2.3.1.5 Employee Engagement
				2.3.1.6 Motivation
				2.3.1.7 Work Ethic
			2.3.2 Does Productivity Decrease with Age?
				2.3.2.1 Age Is Relative
				2.3.2.2 Resilience
				2.3.2.3 Strength-Oriented Task Allocation and Diversity Management
		2.4 Industry 4.0
			2.4.1 Increased Productivity
			2.4.2 Impact on the World of Work
		2.5 The Coronavirus-Effect
			2.5.1 Work-Life-Blending Versus Work-Life-Separation
			2.5.2 Homeworking Works!
			2.5.3 The Generation Gaps Just Got Smaller
			2.5.4 Adopting a `Feel-Good´ Management Style
			2.5.5 VUCA Plus Covid-19
		References
	3: The Ego Perspective: Workforce Considerations
		3.1 A Working World of Unlimited Opportunities
			3.1.1 `We Have Time´
			3.1.2 `The World Is Open to Us´
			3.1.3 Knowledge Is Relative
				3.1.3.1 What Does This Development Mean for the Employee?
		3.2 A New Distribution of Power
			3.2.1 From Baby Boomers to Gen Z
			3.2.2 From Employer to Employee Market
				3.2.2.1 The Power of the Candidates
			3.2.3 Increased Expectations
		3.3 We Are All Individuals
			3.3.1 Variety of Interests
			3.3.2 Work-Life Balance
			3.3.3 Individual Career Paths
		3.4 The Coronavirus-Effect
			3.4.1 Decline in Loneliness
				3.4.1.1 More Flexibility: Longer Working Hours
				3.4.1.2 Decline in Stress
				3.4.1.3 Feel-Good Management as a Unique Selling Point
		References
	Part II: Expectations of Good Work Opportunities-and the Sobering Reality
	4: Expectations of a Good Job
		4.1 What Is a `Good Work Opportunity´ Today?
			4.1.1 Increased Expectations
				4.1.1.1 The Wishes of Employees
				4.1.1.2 Generational Differences
			4.1.2 Diversity of Interests and Values
				4.1.2.1 Values
			4.1.3 The Attractive Employer
		4.2 Survey: Employee Expectations of a Good Job
			4.2.1 The Research Question
			4.2.2 Survey and Method
				4.2.2.1 Clusters
				4.2.2.2 Evaluation Method
			4.2.3 The Results
				4.2.3.1 General Findings from the Survey
				4.2.3.2 Generational Differences
				4.2.3.3 Gender
				4.2.3.4 Education
				4.2.3.5 Hierarchy Level
				4.2.3.6 Economic Sector
				4.2.3.7 Company Size
				4.2.3.8 Department
			4.2.4 Conclusions
		4.3 The Coronavirus Effect
			4.3.1 Stress and the Anxieties of Employees
			4.3.2 Working from Home
			4.3.3 The Deal: Loyalty in Return for Accommodations
				4.3.3.1 A New Kind of Employee Loyalty?
				4.3.3.2 The Rising Need to Support Mental Health
			4.3.4 Conclusions
		References
	5: Taking Stock: Multiple and Complex Challenges, But No Effective Solutions
		5.1 Stakeholder Dissatisfaction
			5.1.1 Role Conflicts
			5.1.2 Cost Pressure
			5.1.3 Self-Image/External Image
		5.2 Economic Science Approaches
			5.2.1 Transaction Cost Theory
			5.2.2 The Principal Agent Theory
		5.3 Behavioural Science Approaches
			5.3.1 Social Exchange Theories
				5.3.1.1 Organisational Equilibrium Theory
				5.3.1.2 The Social Exchange Theory
			5.3.2 Motivational Theory Approaches
				5.3.2.1 The Maslow Pyramid of Needs
				5.3.2.2 Herzberg´s Two-Factor Theory
		5.4 Historical Development
			5.4.1 Scientific Management vs. Human Relations Movement
				5.4.1.1 Integration: Humanisation of Work
			5.4.2 The Current HRM Controversy
			5.4.3 Reorganisation or Dissolution of the HR Department?
				5.4.3.1 Shadow Agenda
				5.4.3.2 Revamping and Outsourcing
				5.4.3.3 Division into an Employee-Oriented and a Business-Oriented HR Department
				5.4.3.4 The Dissolution of the HR Department
				5.4.3.5 Conclusion
		References
	Part III: Effective HRM in an Individualized and Fragile Working Environment
	6: Rethinking Human Resources Management
		6.1 Personnel Management vs. Human Resources Management
			6.1.1 Leadership Is Relationship
				6.1.1.1 Leadership Situations and Leadership Goals
				6.1.1.2 Leadership Tools and Leadership Success
			6.1.2 Human Resources Management
				6.1.2.1 A Change of Perspective
				6.1.2.2 Tasks and Responsibilities
		6.2 A Single Process with a Single Aim
		6.3 The HR Actors
			6.3.1 The Top Management
			6.3.2 The Line Managers
			6.3.3 The HR Professionals
		6.4 The Shoulder-to-Shoulder Approach
		References
	7: The Recruitment Process
		7.1 Staff Planning
			7.1.1 Quantitative and Qualitative Staffing Needs
			7.1.2 Challenges Within the New World of Work
			7.1.3 Long-Term Planning Under Uncertainty
			7.1.4 Practical Tips and the Division of Responsibilities in Staff Planning
		7.2 HR Marketing
			7.2.1 Informing, Encouraging Action-and Brand Building!
				7.2.1.1 Employer Branding
			7.2.2 Target Groups
				7.2.2.1 External HR Marketing
					The HOW
					The WHAT
				7.2.2.2 Internal HR Marketing
			7.2.3 Employer Branding: Methods and Channels
				7.2.3.1 Internet Branding and Recruiting
				7.2.3.2 Recruitment Fairs
				7.2.3.3 Employees as Headhunters
			7.2.4 Practical Tips and the Division of Responsibilities in HR Marketing
		7.3 Staff Selection
			7.3.1 Phase 1: The Starting Situation
			7.3.2 Phase 2: Candidate Screening
			7.3.3 Phase 3: Selection Interviews
			7.3.4 Phase 4: Recruitment Tests
			7.3.5 Phase 5: The Decision
			7.3.6 Practical Tips and the Division of Responsibilities in Staff Selection
		7.4 Staff Hiring
			7.4.1 The Formal Employment Contract
			7.4.2 The Psychological Employment Contract
				7.4.2.1 Failure as a Foregone Conclusion?
			7.4.3 Employee Onboarding
			7.4.4 Practical Tips and the Division of Responsibilities in Staff Hiring
		References
	8: The Staff Management Process
		8.1 Staff Deployment
			8.1.1 Delivery on a Promise
			8.1.2 What Work Should Be Done?
				8.1.2.1 Impacts Due to Automation and Digitisation
			8.1.3 Where Should Work Be Done?
				8.1.3.1 Ergonomics
				8.1.3.2 Virtualisation
				8.1.3.3 Control
			8.1.4 When Should Work Be Done?
				8.1.4.1 According to Volume (Chronometric)
				8.1.4.2 According to Distribution (Chronological)
				8.1.4.3 According to Trust
			8.1.5 Smart Working (from Home)
				8.1.5.1 Some Advantages of Working from Home
				8.1.5.2 The Right Conditions for Effective Working from Home
				8.1.5.3 IT and HRM
			8.1.6 Practical Tips and the Division of Responsibilities in Staff Deployment
		8.2 Feedback Process
			8.2.1 Day-to-Day Feedback
			8.2.2 360-Grad-Feedback
			8.2.3 Annual Staff Appraisals
			8.2.4 Management by Objectives
			8.2.5 Performance Evaluation
			8.2.6 Practical Tips and the Division of Responsibilities in the Feedback Process
		8.3 Remuneration
			8.3.1 Principles of Remuneration
				8.3.1.1 Indicators
					Working Time
					Jobholder Qualifications
					Requirements of the Job
					Services Rendered
				8.3.1.2 Individualisation of Pay
			8.3.2 The Goal: Work Delivered by Satisfied Employees
			8.3.3 Remuneration Strategy
				8.3.3.1 Remuneration Policy
				8.3.3.2 The Market
				8.3.3.3 Remuneration as a `Shaping Tool´ for HR Management
			8.3.4 Personalisation Through Flexible Cafeteria-Style Plans
			8.3.5 Practical Tips and the Division of Responsibilities in Remuneration
		8.4 Leadership Challenges of the Coronavirus Crisis
			8.4.1 Diversity Management
				8.4.1.1 A Diverse Mixture of Ages
				8.4.1.2 Diverse Mix of Cultures
				8.4.1.3 Diversity Management as Success Factor
			8.4.2 Individual Work-Life Balance
				8.4.2.1 Family and Free Time
				8.4.2.2 Health
				8.4.2.3 Flexibility of Work
				8.4.2.4 The Work-Life Blending Deception?
			8.4.3 Employee Well-Being as Part of Company Culture
				8.4.3.1 Feel-Good Manager
				8.4.3.2 Navigating the Coronavirus Crisis with the Right Company Culture
				8.4.3.3 The Role of Leaders
			8.4.4 Practical Tips and the Division of Responsibilities in Dealing with Leadership Challenges
		References
	9: The Staff Development Process
		9.1 The Revival of Staff Development
			9.1.1 How Did We Get Here?
				9.1.1.1 The Coronavirus Effects
			9.1.2 Employability
				9.1.2.1 The Work Ability House Model
		9.2 The Staff Development Process
			9.2.1 The Seven Stages of the Staff Development
			9.2.2 Education and Training
				9.2.2.1 Competences
				9.2.2.2 Methods
		9.3 Life-Phase Oriented Staff Development
			9.3.1 A Question of Age (or Not)
				9.3.1.1 Age-Appropriate Staff Development
				9.3.1.2 Ageing-Appropriate Staff Development
					Integrated Staff Development Approach
					A New Learning Culture
					Mixed-Age Teams
					Lifelong Learning
					Expert Pools and `Tandem Learning´
			9.3.2 Personal Development Plans
				9.3.2.1 Motivation and Commitment
				9.3.2.2 Individual Life-Phase Oriented Career Planning
				9.3.2.3 Career Conversations
			9.3.3 The Perfect Career Wave: Not Ladder!
				9.3.3.1 Short-Term Planning Horizons
				9.3.3.2 Project Oriented Thinking
				9.3.3.3 Plateaus and Waves
		9.4 Staff Development from an Organisational Perspective
			9.4.1 Knowledge Transfer
			9.4.2 Succession Planning
			9.4.3 Employee Retention
			9.4.4 Career Planning Options
				9.4.4.1 International Careers
			9.4.5 The Question of Return on Investment
			9.4.6 The Actors
				9.4.6.1 Employees as Staff Developers
				9.4.6.2 HR Departments as Staff Developers
				9.4.6.3 Line Managers as Staff Developers
		9.5 Conclusions and Practical Tips
		References