Career management in digital age: a study of leadership’s competencies and practices applied for IT professionals

Macedo, Renato Reis de; Veloso, Elza Fátima Rosa; Pinsky, Vanessa Cuzziol; Trevisan, Leonardo Nelmi

doi:10.5902/1983465969082

Cited by 3 publications

References 13 publications

(29 reference statements)

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Organizational digital development and digital competencies required for managers in different positions: The human resource management perspective

Kovacevic,

Andjelkovic-Labrovic

2024

Sociologija

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Organizational digital develo pment requires new competencies from managers. The aim of the research was to establish the relation between the assessed level of the companies` digitalization and the assessment of the required level of digital competencies for managers in different managerial positions (operational, middle, and executive). The respondents included 97 professionals employed in a human resource department who filled an online scale the digital development level in companies and a modified scale based on the European digital competence framework. The results show that the higher assessment of the organizational digital development predicts the higher level of required digital competencies, regardless the managerial position, followed by the main effect of the managerial position on the required level of digital competencies, with no differences in competency domains. They indicate the importance of the organizational setting in the context of the expected digital competency, as well as the existing differences in the level but not in the domain requirements for competencies related to the managerial position. Findings should be interpreted in the context of the limitations stemming from the sample and the fact that both assessments were carried out by the same respondents who might not be the experts in organizational digital development.

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Organizational digital development and digital competencies required for managers in different positions: The human resource management perspective

Kovacevic,

Andjelkovic-Labrovic

2024

Sociologija

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Addressing the Global Challenge of Employee Engagement in the Post-Pandemic Multigenerational Workforce

Saleem,

Humayun,

Awan

2024

Energy Crisis and Its Impact on Global Business

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Businesses have learned to manage all of their personnel and operations remotely. Employee engagement is exacerbated by post-pandemic managerial challenges, such as team rearrangement, increased responsibilities, and unclear expectations. Employee engagement is the emotional dedication a worker has to their company, its employees, vision, and objectives. For all of us, this is the first time that four generations have collaborated professionally. Every generation responds to change in different ways and has distinct demands, expectations, communication preferences, and priorities. Notwithstanding these differences, all generations share a common concern for balancing their work-life. Hence, addressing the demands and issues related to work-life balance (WLB) and providing solutions to enhance the WLB experience for employees can serve as a framework for promoting age-friendliness, including a multigenerational workforce, and fostering age-inclusive cultures. Those employees who have a better work-life balance, are more engaged. Employees who maintain a positive work-life balance also work harder than their counterparts. To establish a healthy balance, employee autonomy over roles and trust in their ability to execute can be combined with opportunities for regular and healthy workplace communication, frequent engagement, and regular engagement. Employees were exposed to and had the chance to work remotely because of the pandemic. Owing to the epidemic, most employees worked a significant amount of time from home. Because of this location change, a lot of people now enjoy a work-life balance that they never realised was possible. This ultimately affects employee engagement by making it easier for them to return to their prior office routine.

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Leveraging Human Resource (HR) Analytics for Effective Talent Management in Public Sector Organisations

Takawira,

Musaigwa,

Kalitanyi

2024

Advances in Human Resources Management and Organizational Development

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The book chapter explores how HR analytics may improve talent management in the African public sector. Through case studies and theoretical insights, the chapter emphasises the adoption and influence of HR analytics on many aspects of talent management, such as recruiting performance evaluation, employee retention, and leadership development. The chapter explores the advantages and obstacles of adopting HR analytics, including issues like data protection, the need for HR professionals to enhance their analytical skills, and opposition to data-driven methods due to cultural factors. The implications for public sector HR management are significant, indicating a trend towards evidence-based HR approaches that closely align with organisational goals and strategic imperatives. The chapter ends by highlighting the importance of further research in HR analytics to gain a more profound insight into its lasting effects, addressing obstacles to its adoption and ethical concerns, and investigating regional differences in the African setting.

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Career management in digital age: a study of leadership’s competencies and practices applied for IT professionals

Cited by 3 publications

References 13 publications

Organizational digital development and digital competencies required for managers in different positions: The human resource management perspective

Organizational digital development and digital competencies required for managers in different positions: The human resource management perspective

Addressing the Global Challenge of Employee Engagement in the Post-Pandemic Multigenerational Workforce

Leveraging Human Resource (HR) Analytics for Effective Talent Management in Public Sector Organisations

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