Managing Human Resources: The New Normal

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