Flexible Work Arrangements: A Human Resource Development Tool to Reduce Turnover

Bontrager, Marvin; Clinton, M. Suzanne; Tyner, Lee

doi:10.1177/1523422320982930

Cited by 29 publications

(36 citation statements)

References 99 publications

(136 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Entities should use FWAs to resolve work–life balance issues, which are particularly important given COVID-19’s black swan incident. Entities should use FWAs to minimize turnover and costs and promote workforce retention by executing work–life balance systems (Bontrager et al , 2021; Hamian et al , 2018). Good leadership and administration would be critical in this case.…”

Section: Discussionmentioning

confidence: 99%

The role of IT-based technologies on the management of human resources in the COVID-19 era

Vahdat

2021

117

View full text Add to dashboard Cite

PurposeThe current pandemic will introduce many novel policies, adaptations, innovations and procedures by innovative human resource (HR) creativity. In particular, information technology (IT) implementation is a field that needs more significant focus and a wider range of creative interventions. The author would undoubtedly see a more human-focused approach to HR management (HRM) in the post-coronavirus disease 2019 (post-COVID-19) era, where enterprises and workers have had to reinvent themselves in a brief amount of time drastically. Following the nationwide lockdown caused by COVID-19, many companies were pushed to opt for remote working, which presents both difficulties and benefits for workers and employers. So the purpose of this study is to investigate some key consequences resulting from COVID-19’s effect on multiple HRM roles, how technology is empowering and fostering HRM, informative forecasts based on how organizations are coping and finally, the path in the post-pandemic environment.Design/methodology/approachThe COVID-19 epidemic has had a significant effect on every area of the global economy. It has had severe implications for public institutions and raises particular questions for medical schools. The emergence of COVID-19 has disrupted many activities and requires intense and prompt attention from medical educators. So, HR leaders now face the difficult task of managing the interests of workers and their corporations. The outbreak of COVID-19 has proved that this is not just a difficult time but rather a testing time for companies across the globe to check and ensure how swiftly they adapt themselves by thinking and planning differently. An enterprise evolves with nature, and change is unavoidable if performance and productivity are to improve. Changes in structure, technology and priorities are overgrowing, posing big obstacles to leaders. Corporations worldwide have looked to technology to pursue creative solutions to some of the world’s most pressing problems. This study provides a review of articles related to the role of technology in HRM in the COVID-19 period. The analyzed articles are divided into three groups, including articles related to the role of information communication technology, cloud computing and teleworking in HRM in the COVID-19 era. Also, the most important key challenges are collected, and solutions are provided for them.FindingsIn times of trouble, authentic leadership shines through. The actions of pioneering HR leaders throughout the COVID-19 epidemic will significantly affect their respective organizations. When COVID-19 expanded around the world, HR agencies made their workers’ health and welfare a top priority. HRM’s long-term sustainability can be dictated by how they deal with the current crisis. Web-based solutions, such as cloud computing, will also address a vital resource allocation gap. It illustrates the possible efficacy of patient-oriented, web-based applications built on result-driven design, which continues to be validated by more testing and assessment. Many studies have emphasized business innovation as a necessity due to changes in the environment and various challenges and requirements facing businesses. The challenge of observing social distance and limiting face-to-face business services is the challenge of the COVID-19 pandemic era.Research limitations/implicationsThis study could entail a joint international collaboration initiative among research centers, allowing information about COVID-19 impacts to be shared more easily. It will favor a worldwide policy to find a response to the epidemic but still address cultural and social issues.Practical implicationsThe survey concludes that, whenever possible, employers and medicals should explore remote working opportunities in all industries to alleviate uncertainty and improve employee psychological well-being. The facilitating considerations and problems are often addressed in order to supply practical views for developing cloud-based solutions.Originality/valueThis research aims to lead to the advancement of scientific knowledge in the HRM area through the use of IT-based technology. It allows businesses to reinvent HRM techniques to save money and maximize efficiency without compromising their employees’ life quality and well-being. More in-depth studies at various pandemic stages would yield more valuable insights into HRM’s emerging position.

show abstract

Section: Discussionmentioning

confidence: 99%

The role of IT-based technologies on the management of human resources in the COVID-19 era

Vahdat

2021

117

View full text Add to dashboard Cite

show abstract

“…It is a serious issue, particularly in the field of human resource management. A high level of employee turnover may be detrimental to both the organization and the employee's career (Bontrager et al, 2021). The number of employees who have expressed a desire to leave is causing issues by eroding internal HR strength.…”

Section: Job Stressmentioning

confidence: 99%

The Influence of Interpersonal Conflict, Job Stress, and Work Life Balance on Employee Turnover Intention

Ahmad¹

2022

JHED

View full text Add to dashboard Cite

Staff providing services to clients is a common feature of the private sector. To remain competitive, the private sector must maintain high-quality and consistent services. The aim of this study to analyze the influence of interpersonal conflict, job stress, and work life balance on employee turnover intention. Quantitative research was applied to measure the current study. A random sampling method was used to gather data. The researchers distribute 120 questionnaires. 112 questionnaires were received but only 104 questionnaires were valid. The findings revealed that the value B for Interpersonal conflict factor is .611 (.611>0.01) therefore first research hypothesis was supported. The value B for Job stress factor is .599 (.599<0.01) therefore second research hypothesis was supported. The value B for Work life balance factor is .643 (.643>0.01) therefore third research hypothesis was supported. Although the literature shows that turnover has a negative impact on many organizations, this study provides evidence that this relationship has an impact on the pesticide sector in this region.

show abstract

“…Organizations had to rearrange their processes so that remote work was possible [ 6 ]. Employees faced the challenges related to working from home: necessity to prepare the workplace, adaptation of tools to those that are possible to work from a distance, transformation of business interactions to the Internet and finding themselves in virtual reality [ 7 ]. This completely changed the perception of the work as well as the approach to performance.…”

Section: Introductionmentioning

confidence: 99%

COVID-19 oriented HRM strategies influence on job and organizational performance through job-related attitudes

et al. 2022

View full text Add to dashboard Cite

The COVID-19 crisis forced many changes to occur within organizations, which were necessary to keep the continuance of the organization’s operations. Job performance seems to be an important factor determining such continuance, through its influence on the performance of entire organization. Shaping and keeping job performance in times of COVID-19 pandemic was a challenge for organizations, due to its negative impact on employees, causing their stress or lack of sense of security. There is a growing role of HRM specialists in appropriately shaping HRM strategies that can positively shape job-related attitudes, resulting in enhanced job performance during such difficult times. Therefore, this study aims to explain the role of COVID-19 oriented HRM strategies in shaping job performance through job-related attitudes such as work motivation, job satisfaction, and organizational commitment in a time of crisis occurring in the organization due to the COVID-19 pandemic. The study was conducted among 378 organizations operating in Poland during 2nd wave of COVID-19 pandemic. To verify the hypotheses, descriptive statistics were calculated using IBM SPSS and path analysis was performed using IBM AMOS. The result shows that combined set of "hard" HRM strategies related to the financial aspects and "soft" HRM strategies related to keeping employees’ wellbeing during the crisis gives the best results in shaping job performance through job-related attitudes and consequently strengthening organizational performance. This study contributes to the knowledge concerning the development of COVID-19 oriented HRM strategies, which may also have practical application.

show abstract

Flexible Work Arrangements: A Human Resource Development Tool to Reduce Turnover

Cited by 29 publications

References 99 publications

The role of IT-based technologies on the management of human resources in the COVID-19 era

The role of IT-based technologies on the management of human resources in the COVID-19 era

The Influence of Interpersonal Conflict, Job Stress, and Work Life Balance on Employee Turnover Intention

COVID-19 oriented HRM strategies influence on job and organizational performance through job-related attitudes

Contact Info

Product

Resources

About