Strengthening of work-life balance while working remotely in the context of COVID-19 pandemic

BACKGROUND: Recently, quite a number of employees have been asked to choose remote work or even have been forced into it as a result of the COVID-19 pandemic. Notwithstanding the benefits suggested by remote working, e.g. saving on commuting time and expenses working from home generates numerous challenges for employees, including the blurred line between the roles of working and private life. While, previous studies have demonstrated that work-life balance, which refers to the ability of every individual to coordinate work and family obligations successfully, has a significant impact on employee well-being and organisational performance, ways for maintaining the balance under crisis remain underexplored. OBJECTIVE: Trying to narrow the gap, the paper aims at revealing the antecedents of work-life balance while working remotely during the COVID-19 pandemic. METHODS: A quantitative survey has been conducted in Lithuania (pilot study). The data have been collected from the employees working only remotely. RESULTS: The results provided evidence that employees struggled with work-home balance while working remotely. In line with the results, work and family demands served as detrimental factors for work-home balance, while manager support, co-workers support, job autonomy, and job control increased work-home balance. CONCLUSIONS: Thus, the research results expand the knowledge on the antecedents of work-life balance in a crisis situation. Moreover, the findings have significant implications for employers demonstrating that organisations need to carefully plan and implement new strategies and practices for work-home balance improvement for the employees who work from home.

Subtle workplace discrimination inhibiting workers with intellectual disability from thriving at the workplace

PurposeThe purpose of the article is to examine the experiences of workers with intellectual disability (WWID) and subtle discriminatory practices that hold these workers back from thriving at the workplace.Design/methodology/approachThe research design employs the Shore et al. (2011) framework of inclusion supported by optimal distinctiveness theory (ODT) (Brewer, 1991). These theoretical frames are used to examine the potential for WWID to become members of a work group and experience the opportunity to develop their unique selves, negotiate and thrive through their work for purposeful career outcomes. A qualitative case study approach was adopted through interviews and focus groups with a total of 91 participants: 41 WWID, 5 human resource (HR) managers, 5 duty/department managers (DMs), 24 colleagues and 16 supervisors.FindingsThe authors found that enhancing inclusion is underpinned by the positive impact of human resource management (HRM) practices and line management support for WWID feelings of belongingness and uniqueness that enable them to thrive through their work activities. The authors demonstrate that WWID need manager support and positive social interactions to increase their learning and vitality for work to embrace opportunities for growth. However, when WWID do not have these conditions, there are fewer opportunities for them to thrive at the workplace.Practical implicationsThere is a need for formal HRM and management support and inclusive organisational interventions to mitigate discriminatory practices and better support WWID at work. There is an opportunity for HRM to design training and development around belongingness and uniqueness for this cohort of workers to maximise WWID opportunities to thrive through their work.Originality/valueThis study examines a cohort of WWID who are often forgotten and subtly discriminated against more so than other minority or vulnerable cohorts in the workplace, especially in terms of their development and reaching their full potential at work, which has an impact on their ability to thrive through their work. The paper makes an innovative contribution to the HRM literature through unpacking the processes through which Shore et al.'s (2011) conceptualisation of belongingness and uniqueness contributes to thriving for a marginalised and often overlooked cohort of workers.

What helps or hinders the emotional intelligence practice? A study of Vietnamese hotel workers

Purpose Drawing from emotional labour (EL) and emotion regulation (ER) theories, this paper aims to identifiy what helps and what hinders the emotional intelligence (EI) practice of Vietnamese hotel workers. Researching EI qualitatively from a novel context highlights the influence of culture on EI. Design/methodology/approach The critical incident technique (CIT) was adopted as the qualitative methodological approach using a self-administered form and semi-structured interviews to collect empirical data from a sample of 34 Vietnamese hotel workers in 19 different hotels. Findings The findings show that following Joseph and Newman’s (2010) cascading model of EI would help hotel workers in their practice. The research also found different factors hindering the EI practice from the individual and organisational levels. Vietnamese culture was believed to guide deep-acting and meditation. Language barrier and manager support emerged as significant factors that could help or hinder their EI practice. Research limitations/implications The research proposes a conceptual framework addressing the factors that could help or hinder the EI practice and provides implications for HR practices and management. Caution could be taken when applying the research implications because of the small sample as a nature of qualitative research. Originality/value To the best of the authors’ knowledge, this is the first attempt to appraise the EI practice adopting the CIT as a qualitative methodological approach in an under-research context and add evidence to the theoretical links between EI, EL and ER.

Innovation, Collaboration and New Zealand Public Sector ICT Middle Managers

<p>The case study explores the relationship New Zealand public sector information and communication technology (ICT) middle managers have with innovation and collaboration in relation to an all-of-government ICT strategy. Middle managers are key to implementing ICT strategy, innovation is a stated expectation and collaboration is a critical enabler. The study identified that awareness of the ICT strategy amongst middle managers was lower than desirable, although slightly higher from core public sector managers mandated to follow the strategy. There was not a consistent sense of what innovation is, although managers indicate they are engaging in innovations to quite a high degree. There is a very limited range of stakeholders collaborated with; primarily other agencies, consultants and vendors. This may inhibit potential for innovation that could come from wider engagement. Agencies are exhibiting a narrow view of collaboration and appear reluctant to share resources. Middle managers engage in collaboration and networking within their sector, and appreciate assistance provided by the Government Chief Information Officer, however they also note there is little support provided to collaborate. They would like more forums, facilitators, tools, and policies that support collaboration and systems thinking. The most significant factor empowering middle managers to innovate was the support of their senior manager; however lack of senior manager support was also noted as a significant issue. Primary barriers to innovation were workload and budget, leadership thinking, internal governance mechanisms and risk aversion.</p>

Innovation, Collaboration and New Zealand Public Sector ICT Middle Managers

<p>The case study explores the relationship New Zealand public sector information and communication technology (ICT) middle managers have with innovation and collaboration in relation to an all-of-government ICT strategy. Middle managers are key to implementing ICT strategy, innovation is a stated expectation and collaboration is a critical enabler. The study identified that awareness of the ICT strategy amongst middle managers was lower than desirable, although slightly higher from core public sector managers mandated to follow the strategy. There was not a consistent sense of what innovation is, although managers indicate they are engaging in innovations to quite a high degree. There is a very limited range of stakeholders collaborated with; primarily other agencies, consultants and vendors. This may inhibit potential for innovation that could come from wider engagement. Agencies are exhibiting a narrow view of collaboration and appear reluctant to share resources. Middle managers engage in collaboration and networking within their sector, and appreciate assistance provided by the Government Chief Information Officer, however they also note there is little support provided to collaborate. They would like more forums, facilitators, tools, and policies that support collaboration and systems thinking. The most significant factor empowering middle managers to innovate was the support of their senior manager; however lack of senior manager support was also noted as a significant issue. Primary barriers to innovation were workload and budget, leadership thinking, internal governance mechanisms and risk aversion.</p>

Relocation to Activity-Based Workplaces (ABW)—Importance of the Implementation Process

Activity-based workplaces (ABW) have been implemented in many organizations to offer office flexibility and decrease facility costs. Evaluations of the ABW implementation process are rare. The study aimed to examine the ABW relocation process of two offices in a Swedish governmental agency and to explore factors that influence the implementation process and satisfaction with it. Qualitative or quantitative data were collected on process variables (context, recruitment, reach, dose delivered, dose received, satisfaction), barriers and facilitators to the process were explored in focus group interviews, and immediate outcomes (perceived knowledge, understanding office rules, satisfying information and support) were measured by questionnaire before and after the relocation. The evaluation showed that recruitment was unsatisfactory and reach insufficient—and participation in activities was thus low for both offices. However, intended changes improved. Unclear aims of ABW, lack of manager support and, lack of communication were some of the reported barriers to participation, while a well-planned process, work groups, and program activities were facilitators. Thus, to increase satisfaction with the relocation, our results suggest that recruitment should be thoroughly planned, taking these factors into account to increase participation. This knowledge may be useful for planning and designing successful ABW relocations and evaluations.

Does perceived manager support reduce hotel supervisors' emotional exhaustion? The mediating role of control over time and negative emotions

PurposeSupervisory employees in the hotel industry experience high levels of emotional exhaustion. The current study aims to examine the impact of perceived manager support, perceived control over time and negative emotions at others on hotel supervisors' emotional exhaustion. It further investigates the mediating role of perceived control over time and negative emotions at others on the relationship between perceived manager support and hotel supervisors' emotional exhaustion.Design/methodology/approachPaper questionnaires were distributed at a hotel supervisor training seminar. A total of 155 usable responses were collected from hotel supervisors. Confirmatory factor analysis and structural equation modeling were used for hypotheses testing.FindingsResults showed that perceived manager support and perceived control over time both were negatively associated with hotel supervisors' emotional exhaustion. Negative emotions at others were positively related to hotel supervisors' emotional exhaustion. Both perceived control over time and negative emotions at others were found to mediate the relationship between perceived manager support and hotel supervisors' emotional exhaustion.Originality/valueThe study applied the job demand–resources model and the affective event theory to examine hotel supervisors' emotional exhaustion. The mediating role of perceived control over time and negative emotions at others added to the current knowledge of factors that are associated with hotel supervisory employees' emotional exhaustion.

Motivational network intervention to reduce substance use and increase supportive connections among formerly homeless emerging adults transitioning to housing: study protocol for a pilot randomized controlled trial

Background Studies indicate high rates of substance use among youth experiencing homelessness (YEH). Further, the social networks of YEH, although multi-dimensional in composition, are largely comprised of other YEH, substance users, and individuals who do not provide the youth with tangible or emotional support. For YEH who have the opportunity to enter a housing program, helping them to reduce their substance use and strengthen their prosocial supportive connections during this critical transition period may increase their stability and reduce their risk of re-entering homelessness. The goal of this study is to pilot test a brief motivational network intervention (MNI), delivered by case managers, to help former YEH who have recently transitioned to a housing program reduce their substance use and strengthen their prosocial supportive connections. Methods/design Up to 60 residents of housing programs in the Los Angeles area will be randomized to receive four sessions of usual case manager support or four sessions of case manager support + MNI. Each MNI session consists of three parts: (1) identifying two goals that are most important for the resident over the next year (e.g., get or keep a job, finish or stay in school, reduce substance use); (2) a network interview with the resident to capture network data pertaining to their interactions in the past 2 weeks; and (3) a discussion between the case manager and the resident of the resulting network visualizations, conducted in a Motivational Interviewing (MI) style, and what role the resident’s network may play in reaching their most important goals over the next year. Discussion This study addresses a critical gap by pilot testing a computer-assisted MNI, delivered using MI techniques, that can help case managers work with recent YEH to reduce substance use and increase permanent supportive connections during the critical transitional period from homelessness to housing. Trial registration ClinicalTrials.gov Identifier: NCT04637815. Registered November 10, 2020.

A COVID-19 Risk Reduction Assessment for a Health-Care Employee from an Ethnic Background: A Case Study in the United Kingdom

Concerns in the United Kingdom (UK) that Black, Asian and Minority Ethnic (BAME) populations have disproportionately higher rates of coronavirus disease 2019 (COVID-19) than white populations have led to ethnicity being identified as a risk factor within the latest guidance from Public Health England. The purpose of this case report was to determine whether the risk reduction assessment would aid the line manager support a BAME health-care employee who was concerned that his ethnicity put him at greater risk of contracting COVID-19. This report described the case, protocol, and outcome of undertaking a risk reduction assessment. It is concluded that the risk reduction assessment may assist line managers implement appropriate adjustments for BAME employees in order to alleviate their concerns and mitigate the risks of COVID-19.