Editorial: The experience of work and experiential workers: mainline and critical perspectives on employee experience

Cornelius, Nelarine; Ozturk, Mustafa Bilgehan; Pezet, Éric

doi:10.1108/pr-03-2022-887

Cited by 5 publications

(2 citation statements)

References 41 publications

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“…Chandwani et al [45] and Moganadas and Goh [46] found that digital technology has a positive impact on employee experience management. Cultural experience refers to the values, beliefs, and norms of the organization that create the organizational atmosphere and everything that contributes to it, such as the quality of relationships between colleagues and managers, the degree of autonomy granted to employees, and the level of recognition and gratitude given to employees [47][48][49]. Tuisku and Houni [50] stated that sharing cultural experiences among employees can increase the organization's social capital.…”

Section: Old Rules New Rulesmentioning

confidence: 99%

Effect of Employee Experience on Organizational Commitment: Case of South Korea

Lee

Kim

2023

Behavioral Sciences

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This study’s purpose is to examine the effect of employee experience on job satisfaction, psychological well-being, and organizational commitment among corporate employees, with a specific focus on three factors: physical, technological, and cultural experiences. Given the growing importance of mental health management for employees, the study investigates the relationship between employee experience and mental toughness. A structural equation modeling research model was designed, and data were collected through a survey of 534 Korean employees. The analysis results show that cultural and physical experiences have a significant impact on organizational commitment, while technological experience does not have a significant impact. Furthermore, the study identifies that employee experience positively effects organizational commitment through job satisfaction and psychological well-being as mediators. It also reveals that the effect of employee experience on organizational commitment varies depending on the level of mental toughness. The findings suggest that managing employee experience can increase organizational commitment by improving job satisfaction and psychological well-being. Therefore, it is essential to be aware of individual mental toughness and its development. Hence this study highlights the importance of considering the physical, technological, and cultural experiences of employees in enhancing their well-being and commitment to the organization.

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Section: Old Rules New Rulesmentioning

confidence: 99%

Effect of Employee Experience on Organizational Commitment: Case of South Korea

Lee

Kim

2023

Behavioral Sciences

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“…What this post-COVID-19 world requires is a paradigmatic shift in thinking that has only minimally (if at all) been addressed in business school curricula, traditional organizational development models, leadership programs and consulting models. Unfortunately, in our pursuit of simplicity, quick implementation and comfort with current paradigms, many practitioners and researchers have ignored the revolutionary relational change implied by this paper’s perspective (see Cornelius et al , 2022, for a critical review). The philosophy and methods of EX provide a way through the post-COVID-19 world, but three major ideological shifts must be addressed to make it effective: organizations must move from a structural to relational philosophy, from behaviorism to phenomenology and from redesign to codesign.…”

Section: Required Philosophical Paradigm Shiftmentioning

confidence: 99%

Strategically addressing the post-COVID organization: the hope of employee experience

Plaskoff,

Frey

2024

SHR

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Purpose The post-COVID environment presents significant challenges for organizations. Unfortunately, many leaders and organizations are living in “post-pandemic.” Leaders must reframe their approaches to employee relationships and the nature of the workplace. Employee experience, which combines, user experience, design thinking and organizational development, provides a methodology and perspective that is needed to address these significant changes. The purpose of this paper is to readdress employee experience and how its approach challenges conventional approaches to human resources (HR) and employee engagement and demonstrate how it can serve as an indispensable tool for transitioning to the new workplace. Design/methodology/approach Employee experience has become ubiquitous in organizations, but unfortunately the underlying sources and philosophies that distinguish this approach are often neglected. This paper demonstrates the new, irreversible organizational world created by COVID-19, reviews the origins of the concept, reviews the six principles previously introduced and then explicates three philosophical paradigmatic shifts that must be undertaken to take advantage of employee experience and address the new organizational challenges. Findings Employee experience can serve as a strategic tool for addressing post-COVID-19 organizational challenges. Past ideas about engagement will not work. Three shifts deriving from employee experience’s roots in user experiences, design thinking and emergent organization development must be adopted. Instead of thinking structurally in which things are primary, leaders need to take a relational perspective which insists on relational primacy. Because experience is holistic and embodied, a phenomenological perspective must take the place of the usual behavioral perspective. Finally, leaders and HR must see the task ahead as a collaborative codesign with employees, insisting on radical participation. Research limitations/implications As with the medical challenges with the COVID-19 virus itself, the organizational challenges are new and have never been faced before. It is difficult to shift paradigms, challenge assumptions and redirect effort while maintaining operating organizations. Often, leaders and organizations are ill-equipped to address very novel situations from past experience and education. Much more research and practical implementations need to be conducted to continue to evolve the concept. Practical implications Organizations are facing many crises beyond the supply/demand economic issues caused by COVID-19. The social issues within the organizational world are often overlooked but having significant impact. Cultures have been attenuated and disrupted, employee expectations have changed and the remote job market has expanded opportunities for employment. As a result, retention, performance, loyalty and satisfaction have been negatively impacted. If organizations want to continue growth and productivity, they need to find new ways of working and operating. Social implications The nature of work, organization and employee/organization relationship is in transition. Because much of people’s lives are spent in the workplace, this shift has significant implications for relationships within and beyond the workplace. COVID-19 has also had an impact on mental health, life satisfaction and other aspects of the human experience. Experience in the workplace and outside the workplace are converging and impacting each other. The new reality cannot be ignored or denied. Originality/value Many organizations, leaders and HR practitioners are approaching the new reality with outdated and ineffective tools from the pre-COVID-19 world, tools that were questionably effective then. Reclaiming the revolutionary underpinnings of employee experience is a necessary but often neglected action.

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