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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,…mehr
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 CrisisManagement.
Svein Bergum is an Associate Professor in organisation and management at the Inland Norway University of Applied Sciences (HINN), Faculty of Economics and Social Science. He has been a visiting academic at the New York University Interactive Telecommunications Program and has been the leader of research projects financed by the Norwegian and Swedish Research Council on remote leadership and the role of middle managers in digital transformation.
Pascale Peters is Full Professor in Strategic Human Resource Management at Nyenrode Business Universiteit in the Netherlands. She is a member of the editorial board of Tijdschrift voor Arbeidsvraagstukken and involved in Holland Management Review. She publishes on topics including the contemporary and sustainable organization of work, sustainable HRM, work-life balance, and boundary management.
Tone Vold is an Assistant Professor at the Inland Norway University of Applied Sciences (HINN), Faculty of Economics and Social Science. Her research is in crisis management studies, as well as music production pedagogics, games-based learning, knowledge management, information technology in higher education and learning, and e-learning.
Inhaltsangabe
Introduction.- PART 1: Hybrid working: Challenges and opportunities for HRM, leadership and employment relations.- 1. Leadership in Hybrid Telework: Challenges and Opportunities.- 2. Organizational Perspectives on the Adoption of Virtual Management.- 3. How will telework practices be in enterprise management after Covid 19 in the Latin America Region?.- 4. Managing Onboarding Remotely.- 5.The Employment Relationship Beyond Covid19 – Need for a New Deal? The Role of Virtual and Face-to-Face Leadership Behaviour in Shaping and Upholding Psychological Contracts Post-Covid19.- 6. The management of consistency and the integrity of human resources management in telework-approach from organizational justice research.- PART 2: Trust, cohesion, collaboration and innovation in the context of hybrid working.- 1. Workplace management and experiences of organizational presence during the Covid-19 pandemic in Norway.- 2. Exploring thin organizational places during the Covid-19 pandemic.- 3. Shaping the hybrid collaborating organization.- 4. How is resilience trust between manager and employee affected by working remotely for an indefinite time period.- 5. Knowledge Management during an ongoing and long-term crisis.- 6.How changes in distance tension among distributed HR advisors influenced their innovation capability during the Covid-19 pandemic.- 7. Leadership in hybrid workplaces. A win-win for work-life balance and innovation?.- PART 3 Security and safety and work-life intrusion in the context of hybrid working.- 1. Security issues at the time of the pandemic.- 2. "Covid-19 “passports” and the safe return to work: Recommendations for HR professionals on how to navigate this new responsibility". - 3. Blurred Boundaries and Creeping Control: “Technology Management” as New Normal Work.- 4. Sustainable leadership and work-nonwork boundary management in a changing world of work: Implications for the post-pandemic “new normal”.- 5. Perceived Lockdown Intensity, Work-Family Conflict and Work Engagement: The importance of Family Supportive Supervisor Behaviour during the Covid-19 crisis.
Introduction.- PART 1: Hybrid working: Challenges and opportunities for HRM, leadership and employment relations.- 1. Leadership in Hybrid Telework: Challenges and Opportunities.- 2. Organizational Perspectives on the Adoption of Virtual Management.- 3. How will telework practices be in enterprise management after Covid 19 in the Latin America Region?.- 4. Managing Onboarding Remotely.- 5.The Employment Relationship Beyond Covid19 - Need for a New Deal? The Role of Virtual and Face-to-Face Leadership Behaviour in Shaping and Upholding Psychological Contracts Post-Covid19.- 6. The management of consistency and the integrity of human resources management in telework-approach from organizational justice research.- PART 2: Trust, cohesion, collaboration and innovation in the context of hybrid working.- 1. Workplace management and experiences of organizational presence during the Covid-19 pandemic in Norway.- 2. Exploring thin organizational places during the Covid-19 pandemic.- 3. Shaping the hybrid collaborating organization.- 4. How is resilience trust between manager and employee affected by working remotely for an indefinite time period.- 5. Knowledge Management during an ongoing and long-term crisis.- 6.How changes in distance tension among distributed HR advisors influenced their innovation capability during the Covid-19 pandemic.- 7. Leadership in hybrid workplaces. A win-win for work-life balance and innovation?.- PART 3 Security and safety and work-life intrusion in the context of hybrid working.- 1. Security issues at the time of the pandemic.- 2. "Covid-19 "passports" and the safe return to work: Recommendations for HR professionals on how to navigate this new responsibility". - 3. Blurred Boundaries and Creeping Control: "Technology Management" as New Normal Work.- 4. Sustainable leadership and work-nonwork boundary management in a changing world of work: Implications for the post-pandemic "new normal".- 5. Perceived Lockdown Intensity, Work-Family Conflict and Work Engagement: The importance of Family Supportive Supervisor Behaviour during the Covid-19 crisis.
Introduction.- PART 1: Hybrid working: Challenges and opportunities for HRM, leadership and employment relations.- 1. Leadership in Hybrid Telework: Challenges and Opportunities.- 2. Organizational Perspectives on the Adoption of Virtual Management.- 3. How will telework practices be in enterprise management after Covid 19 in the Latin America Region?.- 4. Managing Onboarding Remotely.- 5.The Employment Relationship Beyond Covid19 – Need for a New Deal? The Role of Virtual and Face-to-Face Leadership Behaviour in Shaping and Upholding Psychological Contracts Post-Covid19.- 6. The management of consistency and the integrity of human resources management in telework-approach from organizational justice research.- PART 2: Trust, cohesion, collaboration and innovation in the context of hybrid working.- 1. Workplace management and experiences of organizational presence during the Covid-19 pandemic in Norway.- 2. Exploring thin organizational places during the Covid-19 pandemic.- 3. Shaping the hybrid collaborating organization.- 4. How is resilience trust between manager and employee affected by working remotely for an indefinite time period.- 5. Knowledge Management during an ongoing and long-term crisis.- 6.How changes in distance tension among distributed HR advisors influenced their innovation capability during the Covid-19 pandemic.- 7. Leadership in hybrid workplaces. A win-win for work-life balance and innovation?.- PART 3 Security and safety and work-life intrusion in the context of hybrid working.- 1. Security issues at the time of the pandemic.- 2. "Covid-19 “passports” and the safe return to work: Recommendations for HR professionals on how to navigate this new responsibility". - 3. Blurred Boundaries and Creeping Control: “Technology Management” as New Normal Work.- 4. Sustainable leadership and work-nonwork boundary management in a changing world of work: Implications for the post-pandemic “new normal”.- 5. Perceived Lockdown Intensity, Work-Family Conflict and Work Engagement: The importance of Family Supportive Supervisor Behaviour during the Covid-19 crisis.
Introduction.- PART 1: Hybrid working: Challenges and opportunities for HRM, leadership and employment relations.- 1. Leadership in Hybrid Telework: Challenges and Opportunities.- 2. Organizational Perspectives on the Adoption of Virtual Management.- 3. How will telework practices be in enterprise management after Covid 19 in the Latin America Region?.- 4. Managing Onboarding Remotely.- 5.The Employment Relationship Beyond Covid19 - Need for a New Deal? The Role of Virtual and Face-to-Face Leadership Behaviour in Shaping and Upholding Psychological Contracts Post-Covid19.- 6. The management of consistency and the integrity of human resources management in telework-approach from organizational justice research.- PART 2: Trust, cohesion, collaboration and innovation in the context of hybrid working.- 1. Workplace management and experiences of organizational presence during the Covid-19 pandemic in Norway.- 2. Exploring thin organizational places during the Covid-19 pandemic.- 3. Shaping the hybrid collaborating organization.- 4. How is resilience trust between manager and employee affected by working remotely for an indefinite time period.- 5. Knowledge Management during an ongoing and long-term crisis.- 6.How changes in distance tension among distributed HR advisors influenced their innovation capability during the Covid-19 pandemic.- 7. Leadership in hybrid workplaces. A win-win for work-life balance and innovation?.- PART 3 Security and safety and work-life intrusion in the context of hybrid working.- 1. Security issues at the time of the pandemic.- 2. "Covid-19 "passports" and the safe return to work: Recommendations for HR professionals on how to navigate this new responsibility". - 3. Blurred Boundaries and Creeping Control: "Technology Management" as New Normal Work.- 4. Sustainable leadership and work-nonwork boundary management in a changing world of work: Implications for the post-pandemic "new normal".- 5. Perceived Lockdown Intensity, Work-Family Conflict and Work Engagement: The importance of Family Supportive Supervisor Behaviour during the Covid-19 crisis.
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