scholarly journals Organizational Support to HRM in Times of the COVID-19 Pandemic Crisis

2020 ◽  
Vol 4 (1) ◽  
pp. 16
Author(s):  
Iza Gigauri
Keyword(s):  
Performance Management ◽  
Organizational Support ◽  
Working Hours ◽  
Top Management ◽  
Emotional Wellbeing ◽  
Employee Wellbeing ◽  
Flexible Working Hours ◽  
Employee Relationship ◽  
Strategic Focus ◽  
Hr Managers

The paper studies organizational support with respect to Human Resource Management during the COVID-19 pandemic. It examines HRM initiatives regarding changing in jobs, working routine, workplaces, and remote working conditions. The paper analyses how HR managers supported employees during the pandemic and how top-management encouraged employee wellbeing. It also explores whether HRM practice and employee emotions are a strategic focus for companies. Quantitative data for this research was collected with survey from forty-eight organizations located in Georgia. The findings suggest that HRM supported staff with helping them to update their skills for remote working, established flexible working hours, and adopted less strict policies regarding performance management. Additionally, HR managers have been encouraged by the top-management in implementing initiatives concerning employee physical and emotional wellbeing. Furthermore, HRM should be a strategic focus for any organization to lay foundation of employee relationship and organizational culture in order to overcome difficulties and adapt to the changes. The novelty of the research highlights the importance of HRM practice when economies are facing the threat of recession. It contributes to HRM in terms of supporting employees during the pandemic as well as from the top-management perspective to promote HR initiatives, and paves the way for further studies in this field.

Flexible working hours and individual diurnal rhythms

1973 ◽  
Author(s):  
Paula Patkai ◽  
Kerstin Pettersson ◽  
Torbjorn Akerstedt
Keyword(s):  
Working Hours ◽  
Diurnal Rhythms ◽  
Flexible Working Hours ◽  
Flexible Working

scholarly journals Do Work–Life Measures Really Matter? The Impact of Flexible Working Hours and Home-Based Teleworking in Preventing Voluntary Employee Exits

2021 ◽  
Vol 10 (1) ◽  
pp. 9
Author(s):  
Charlotte K. Marx ◽  
Mareike Reimann ◽  
Martin Diewald
Keyword(s):  
Organizational Culture ◽  
Working Hours ◽  
Work Life ◽  
Job Quality ◽  
Lower Probability ◽  
Home Based ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
Flexibility Measures ◽  
The Impact

Numerous studies have demonstrated the importance of work–life measures, which are designed to contribute to job quality and help reconcile employees’ work and personal lives. In our study, we asked whether such measures can also work as inducements to prevent employees from voluntarily leaving a firm. We considered flexible working hours and home-based teleworking as flexibility measures that are potentially attractive to all employees. To address the possible bias caused by sketchy implementation and their actual selective use, we chose to examine employees’ perceptions of the offer of these measures. We investigated the moderation of the effect by organizational culture and supervisor and coworker support. We controlled for several indicators of job quality, such as job satisfaction and perceived fairness, to isolate specific ways in which work–life measures contributed to voluntary employee exit, and checked for a selective attractiveness of work–life measures to parents and women as the main caregivers. Using a three-wave panel employer–employee survey, we estimated multilevel mixed-effects logistic regression models for 5452 employees at 127 large German establishments. Our results confirmed that both types of flexibility measures were associated with a lower probability of voluntarily exit. This applied more to men than to women, and the probability was reduced by a demanding organizational culture. Both measures seemed not to be specifically designed to accommodate main caregivers but were attractive to the whole workforce.

The Effect of Remote Work on the Successful Development of Engineering Companies

2021 ◽  
Vol 11 (4) ◽  
pp. 4345-4356
Author(s):  
Anna Evgenievna Gorokhova ◽  
Elman Said-Mokhmadovich Akhyadov ◽  
Andrey Nikolaevich Shishkin
Keyword(s):  
Corporate Culture ◽  
Working Hours ◽  
Remote Work ◽  
Transport Costs ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
Insufficient Physical Activity ◽  
Effective Organization ◽  
The One ◽  
High Level

The purpose of the present study is to identify the main advantages and problems of remote work for both employers and employees, and possible ways to solve them. The article shows a significant number of studies dealt with non-standard forms of labor organization, clarifies the essence of remote work, and examines the main aspects for its effective organization. The main advantages and problems of remote work for employers and employees, as well as possible ways to solve them, are identified based on an expert survey involving 36 experts. According to the conducted study, it can be concluded that the acceleration of scientific and technological progress and adverse epidemiological conditions contribute to the spread of remote work worldwide. This phenomenon has two aspects. On the one hand, remote work, firstly, reduces the unemployment rate and improves the image of the company; secondly, offers flexible working hours; thirdly, protects/retains customers and saves time/transport costs. On the other hand, remote work is associated with the difficulty in maintaining efficiency and teamwork at a high level; secondly, it restricts communication, makes it impossible to perform certain tasks at home; and thirdly, remote work leads to insufficient physical activity, causes difficulties with integration into the corporate culture, etc.

scholarly journals The increased use of information and communication technology (ICT) among employees: Implications for work-life interaction

2016 ◽  
Vol 19 (2) ◽  
pp. 282-201 ◽  
Author(s):  
Wihan De Wet ◽  
Eileen Koekemoer
Keyword(s):  
Information And Communication Technology ◽  
Communication Technology ◽  
Code Of Conduct ◽  
Working Hours ◽  
Work And Family ◽  
Work Life ◽  
Research Approach ◽  
Internet Users ◽  
Flexible Working Hours ◽  
Information And Communication

Technology has become one of society’s everyday functional tools, changing rapidly and providing widespread mobility. In South Africa alone, the number of Internet users grew from 8,5 million to 24,9 million in only three years (2011-2014). Currently, 90 per cent of these users access this facility from their mobile devices. Statistics illustrate that South Africans are moving towards a continuously connected lifestyle, a situation in which information and communication technology (ICT) seems to have become ubiquitous. Given the rapid growth of ITC technology and its absorption into people’s lives (both personally and professionally), the general aim of the present research was to investigate the use of ICT among employees and how it affects their work-life interaction (WLI). The researcher employed a qualitative research approach in accordance with which a sample of 25 employees was interviewed. Interviews were recorded, transcribed and processed by means of thematic analyses. Three themes with corresponding sub-themes were extracted: use of ICT (i.e. in both work and family domains); challenges that ICT use presents; and the way in which employees manage their WLI by means of ICT. The participants experienced WLI as mostly negative. However, they also mentioned two different approaches that helped them manage interaction between their work and family domains. These approaches entail 1) applying limits to their use of ICT, and 2) using ICT to create flexibility. This article advises that organisations should consider adopting ICT to assist their employees in the management of these two domains. This could be done in two ways. First, organisations could implement a code of conduct or provide guidelines for eliminating the intrusive and excessive use of ICT, especially after working hours. Secondly, organisations could pilot or implement flexible working hours and possible telecommuting initiatives.

Flexible Working Hours: The Missing Link

1975 ◽  
Vol 17 (3) ◽  
pp. 50-57 ◽  
Author(s):  
Alvar O. Elbing ◽  
Herman Gadon ◽  
John R. M. Gordon
Keyword(s):  
Working Hours ◽  
Missing Link ◽  
Flexible Working Hours ◽  
Flexible Working

scholarly journals EMPOWERING WOMEN OF BATIK COMMUNITY IN HEALTH IN KECAMATAN KEREK, TUBAN DISTRICT

2021 ◽  
Vol 3 (2) ◽  
pp. 71
Author(s):  
Karnaji Karnaji ◽  
Emy Susanti ◽  
Siti Masudah
Keyword(s):  
Business Management ◽  
Working Hours ◽  
Social Characteristics ◽  
Family Welfare ◽  
Knowledge And Skills ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
Strategic Role ◽  
Economic Contribution

Background: The economic contribution of women batik craftsmen in Tuban is relatively important in their families even though their income is below the district / city minimum wage (below the UMK). In general, women batik craftsmen in Tuban work as additional income earners, with flexible working hours that can be combined with domestic duties. Objective: This activity is to provide solutions to problems; a) Tuban batik handicraft and business is treated as a side job, not as a main job, so that it is not professionally in managing their business; b) women batik craftsmen in Tuban have social characteristics with low education and often live in economically poor conditions so that they are in a weak and vulnerable position from the socio-economic structure; c) the work welfare of women batik craftsmen in Tuban is not formally protected because batik production and business are located in a home environment which is considered as the informal sector; d) women who make Tuban batik have to play a 'multi burden' role. Methods: This activity is carried out in training and business management assistance. Results: The results of this activity are: 1) Increased awareness of women batik craftsmen for their strategic role in economic contribution to improve family welfare; 2) Increased knowledge and skills of women regarding the strategy of harmonizing roles in batik handicraft activities - batik business management with family - household management; 3) Increased knowledge and skills of women batik craftsmen regarding professionalism and management of entrepreneurship in handicrafts - batik businesses based on local wisdom. Conclusions: There was an increase in knowledge and awareness of women batik craftsmen about the strategic role of women, harmonization of women's roles and professionalism.

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