Work plays an important role in one's life for many reasons. It provides us with economic, social, and personal satisfaction and accounts for a substantial percentage of our waking hours. But in today's knowledge-driven economy, organization of work has been changing at a warp speed as a consequence of economic, social and technological aspects of changes brought down by globalization and liberalization worldwide. While this situation has eliminated some risks of the earlier industrial era, it is introducing others. In such a dynamic business environment, where can business leaders and managers find competitive advantage? It lies in balancing people and performance goals. This is the line of approach for healthy organization research that examines organizational context with regard to: People, work organization, management practices, employee wellbeing and performance. The healthy organization concept proposes that along with the profits, employee's well being should also be an important goal for organizations. In this paper, the researcher undertakes an extensive review of literature in the mainstream business literature and establishes the agenda for healthy organization research among other research paradigms.
Purpose Knowing what employees expect in the never normal environment post-COVID-19 can help organizations understand talent needs and preferences – including how and where they want to work, as well as what they need to feel productive – and then initiate action on those expectations. So, this paper aims to delineate the factors that makes an employee experience (EX) that align, empower and accelerate business impact. Design/methodology/approach This viewpoint paper draws on extant literature review – academic journals and mainstream business magazines – and establish a case for EX as an emerging concept in employer–employee relationship. Findings EX is the function of work, workplace culture, empowering technologies, flexible human resource policies/practices and importantly inclusive leadership. Positive EX determines employee engagement, which is likely to create a “positivity spiral” of culture, engagement and importantly organisational bottom-line. Originality/value EX is the new value proposition. This paper delineates five critical elements of EX and establish the case for continuing the research on EX as a critical line of inquiry in the human resource management (HRM) research tradition.
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