Work from Home (WFH) during the COVID-19 Pandemic: A New Challenge to Human Resource Department in relation to Women Employees in India

2021 ◽  
Author(s):  
Bhavna Mehta ◽  
Eapen Sam
Keyword(s):  
Human Resource ◽  
Work From Home ◽  
Human Resource Department ◽  
Women Employees

scholarly journals Sensitive Men and Hardy Women: How Do Millennials, Xennials and Gen X Manage to Work from Home?

2021 ◽  
Vol 7 (2) ◽  
pp. 106
Author(s):  
Agota Giedrė Raišienė ◽  
Violeta Rapuano ◽  
Kristina Varkulevičiūtė
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Older Workers ◽  
Open Innovation ◽  
New Technologies ◽  
Practical Implication ◽  
Management Strategies ◽  
Employee Motivation ◽  
Work From Home

Despite the huge number of studies on telework in 2020, the influence of socio-demographic characteristics of workers on their attitudes towards telework continues to raise questions. Researchers agree on some aspects, such as younger individuals being better at absorbing new technologies. However, given that not only those who wanted to but also those who were obliged to switched to teleworking, it appears that younger people may not be as effective at working remotely as previously thought. The relevance of our study is based on the contradictory findings of research conducted during the pandemic. With this article, we contribute to the accumulation of knowledge about the change that takes place in telework. The paper aims to examine the relationship between socio-demographic indicators and the evaluation of telework. Our study confirms that the gender and age of employees are important factors in an employee’s attitude to telecommuting. Mostly, the attitudes vary in terms of gender. At least in the case of Lithuania where the research was conducted, Millennial men, unlike other generations and significantly more than Millennial women, see personal career development problems working remotely. Meanwhile, older generations do not declare greater dissatisfaction working remotely, although they do not express much favour for this approach. The results of the study indicate that in the circumstances created by the pandemic, organizations should update their human resource management strategies to achieve employee work efficiency and maintain employee motivation. The practical implication of our study in terms of open innovation is that in the future, the development of virtual working relationships will need to focus not on the technological training of older workers but on the specific provision of feedback to younger workers. In this regard, our insights may be useful for leaders in human resource management and open innovation teams.

scholarly journals The views of HR practitioners on ethical issues within organisations: A South African perspective

2014 ◽  
Vol 9 (4) ◽  
pp. 413-428
Author(s):  
R Wordsworth ◽  
BJ Erasmus
Keyword(s):  
South African ◽  
Human Resource ◽  
Ethical Issues ◽  
Ethical Behaviour ◽  
Human Resource Managers ◽  
Human Resource Professionals ◽  
Human Resource Department ◽  
Resource Managers ◽  
African Perspective

This article reports on the results of a survey conducted among human resource practitioners in South Africa regarding their involvement in and experience of business ethics and unethical behaviour in their organisations. The results of the study concur with the theoretical perception that human resource managers have an important role to play in the institutionalisation of good ethical behaviour in the organisation, with the majority of respondents reporting that the human resource department is a primary resource for ethical initiatives and that human resource professionals are involved in the formulation of ethics policies. The article provides some insights in terms of the role of the human resource managers in the management of ethics. In so doing, an attempt is made to address the question of whether human resource managers should be the drivers of ethics initiatives in the organisation.

scholarly journals Human Resource Management and Business Adaptability and Adjustability in Business Development

2017 ◽  
Vol 3 (2) ◽  
pp. 213
Author(s):  
Fanny YF Young
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Development ◽  
The Internet ◽  
Human Resource Managers ◽  
Continuity Planning ◽  
Human Resource Department ◽  
Resource Managers ◽  
Business Resilience

Business adaptability and adjustability is highly important for the business development. It was suggested human resource managers and executives could pay an important contribution to this area. The aim of this study was to search the literature to see how the human resource managers and executives can improve the business adaptability and change of the companies. The internet was searched using various search engines like Google Scholars, Proquest and Google using keywords like human resource management, business adaptability and adjustability and business resilience. All selected papers were individually studied and any relevant materials were identified. Result showed that there were roles of human resource managers and executives in building business adaptability and adjustability such as acting as strategic partners, employee sponsors or advocates, change mentors and there were contributions which include transition the human resource department to a profitability factor; making profit to the company and engaging in people-focused approach to business continuity planning for crisis.

scholarly journals An empirical study of organizational culture dimensions impacting employee’s performance in IT industry, Tamilna-du

2017 ◽  
Vol 7 (1.3) ◽  
pp. 133
Author(s):  
Karthik M ◽  
A Vasumathi
Keyword(s):  
Organizational Culture ◽  
Empirical Study ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Cultural Dimensions ◽  
It Industry ◽  
Human Resource Department ◽  
Culture Dimensions ◽  
The Impact

Every company has their own unique culture. Organizational culture is a set of norms, values, beliefs and vision that define how employees and managers intermingle within an organization. Irrespective of whether a preset list of company values present or not, an organization develops its own culture. However, organizations haven’t been paying as much attention to organizational culture until now. A 2015 study by Deloitte University Press found that 87% of the organizations surveyed now cite culture and employee engagement as their top challenges. Thus the current study aims at analyzing the impact of cultural dimensions on performance management in IT organizations. Analysis, conclusion and recommendations were drawn out based on the research and findings. The study found a significant association between experience of the respondents and their responses towards often getting reminder and warning to complete their tasks. The study has also found a significance variance between age of the respondents and the practices of Human Resource Department. The study has also found an association between variety of tasks being handled and employees’ performance. 

The ban on working from home makes sense for Yahoo

2015 ◽  
Vol 23 (3) ◽  
pp. 12-14 ◽  
Author(s):  
Atul Arun Pathak ◽  
Dharma Raju Bathini ◽  
George M Kandathil
Keyword(s):  
Human Resource ◽  
Organizational Strategy ◽  
Organizational Strategies ◽  
Content Type ◽  
Radical Innovations ◽  
Extra Effort ◽  
Work From Home ◽  
Working From Home ◽  
Hr Managers ◽  
Information Technology Companies

Purpose – Discusses the suitability of work-from-home policies, especially in information technology companies. Cautions against a one-size-fits-all approach and states that each company needs to make a decision based on how closely this important human resource (HR) policy aligns with organizational strategy. Design/methodology/approach – Describes how a work-from-home policy, if correctly designed and implemented by HR managers and if aligned to the organizational strategy, can promote innovation and thereby provide a competitive advantage. Gives illustrations from various organizations to explain the concepts. Findings – Argues that working from home is not useful for all organizations and in all contexts. HR managers can play a key role in identifying the suitability of work-from-home in their organization’s context. The HR policy needs to be flexible and to change based on the need for innovation, the nature of projects and the role of each individual in the organization. Practical implications – Advances the view that IT organizations which focus on high-impact radical innovations may benefit from having their employees work in an office. However, each organization, depending on the type of innovation it is aiming for and the nature of projects that it is engaged in, should consider whether work-from-home is a suitable option or not. HR managers should play a larger role in aligning the work-from-home policy to the organizational strategy. They should also be involved more closely in decisions related to the implementation of the policy on the ground. Social implications – Concedes that extra effort will be needed from human resource management (HRM) in customizing work-from-home-related policies to ensure effective alignment with ever-changing organizational strategies. Originality/value – Considers the context of work-from-home. Provides insights into how HR managers can design the policy, align it to overall strategy and implement these HRM practices on the ground.

Talent development for top leaders: three HR initiatives for competitive advantage

2016 ◽  
Vol 24 (6) ◽  
pp. 4-7 ◽  
Author(s):  
Milton Mayfield ◽  
Jacqueline Mayfield ◽  
Cassandra Wheeler
Keyword(s):  
Best Practices ◽  
Organizational Performance ◽  
Human Resource ◽  
Workforce Planning ◽  
Organizational Outcomes ◽  
Organizational Leaders ◽  
Multiple Sources ◽  
Content Type ◽  
Human Resource Department ◽  
Development Processes

Purpose This paper provides guidelines for how leaders can use human resource department capabilities to improve organizational performance and related outcomes. Design/methodology/approach To develop these guidelines, existing best practices were examined and distilled into concise recommendations for organizational leaders. Findings Examination of best practices indicated three human resource areas for quality improvement in organizational outcomes: talent inventories, workforce planning and training/development processes. Originality/value This paper draws together multiple sources to provide ways for top leaders to better utilize existing human resource practices for improved workplace outcomes and strategic enhancements.

Ways to ease the expats’ stress

2016 ◽  
Vol 24 (1) ◽  
pp. 4-6
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Human Resource Department ◽  
Need For Support ◽  
Pertinent Information ◽  
Support Mechanisms ◽  
Practical Implications ◽  
Work And Life

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – The study findings provide insights to organizations and their human resource department professionals as to how expatriates and their families can be impacted by stress when trying to adjust to work and life in unfamiliar surroundings. The authors highlight the need for support mechanisms to ease transitions and reduce stressors. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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