Flexible workforce and the role of the personnel manager

Parkinson, Mark

doi:10.1108/02632779610152225

Cited by 4 publications

(10 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In essence, MITDs can keep employees at work at all times (Jung, 2013; Middleton and Cukier, 2006), albeit indirectly. This phenomenon constantly affects people’s non-work activities, strains their family relationships, and resonates with Parkinson’s (1996) argument that employees who work at home face the risk of receiving complaints from family members. This is because employees often find themselves in a continuous working mode when they should be spending time with their families and on other activities such as religious, recreational, and social activities.…”

Section: Discussionmentioning

confidence: 72%

What happened to the border? The role of mobile information technology devices on employees’ work-life balance

Adisa

Gbadamosi

Osabutey

2017

View full text Add to dashboard Cite

Purpose -The existing literature on the recruitment and selection process in Sub-Saharan African (SSA) context has not sufficiently revealed inherent challenges. This article examines managers' perceptions of employee resourcing in Nigeria.Methodology -This article uses qualitative data which was generated from the semistructured interviews of 61 managers across the six geo-political zones of Nigeria.Findings -The article finds that in addition to the Federal Character Principle and the Quota System Policy, favouritism, ethnicity, age and gender discrimination, as well as corruption significantly inhibit the recruitment and selection process in Nigeria. Consequently, the ability to hire the best workers to improve competitiveness is also inadvertently hampered.Originality/value -The paper shows that the institutional and cultural variations in SSA require a nuanced approach in the recruitment and selection process in order to enhance organisational competitiveness.

show abstract

Section: Discussionmentioning

confidence: 72%

What happened to the border? The role of mobile information technology devices on employees’ work-life balance

Adisa

Gbadamosi

Osabutey

2017

View full text Add to dashboard Cite

show abstract

“…Dentre os demais papers, há dois ensaios teóricos que abordam o papel de recursos humanos diante das então consideradas novas práticas flexíveis de trabalho (Parkinson, 1996), e os desafios éticos de RH frente ao processo de individualização potencializado pelo home office (Taskin & Devos, 2005). Há também duas revisões sistemáticas da literatura, cujos autores estudam o papel e o futuro de RH após a covid-19 (Caligiuri et al, 2020;Cooke et al, 2020) A influência de práticas flexíveis de recursos humanos também despontou como fator relevante na análise dos artigos relacionando home office e recursos humanos.…”

Section: Continua Continuaçãounclassified

“…Há também duas revisões sistemáticas da literatura, cujos autores estudam o papel e o futuro de RH após a covid-19 (Caligiuri et al, 2020;Cooke et al, 2020) A influência de práticas flexíveis de recursos humanos também despontou como fator relevante na análise dos artigos relacionando home office e recursos humanos. Parkinson (1996) já afirmava que as formas flexíveis de trabalho iriam mudar a maneira com a qual os departamentos de recursos humanos lidam com os trabalhadores.…”

Section: Continua Continuaçãounclassified

“…Alguns estudos atribuem aos times de recursos humanos (RH) a responsabilidade pelos interesses dos teletrabalhadores tanto nas questões voltadas à infraestrutura e condições de trabalho, quanto no que tange à flexibilidade e autonomia (Hamblin, 1995) e ressaltam a necessidade de implementação de práticas de RH que sustentem a modalidade (Harrington & Ruppel, 1999). Além disso, Parkinson (1996) destacou a necessidade de preparação dos profissionais de RH para que dominem, por exemplo, ferramentas tecnológicas com o propósito de facilitar a interação entre a velocidade do trabalho virtual e as necessidades individuais. Seguindo essa perspectiva, Taskin e Devos (2005) produziram um ensaio acerca da responsabilidade e dos paradoxos da atuação de recursos humanos no processo de individualização dos teletrabalhadores.…”

Section: Introductionunclassified

“…Autores defendem que as práticas flexíveis de RH são necessárias ao sucesso da implementação de home office (Martínez-Sánchez et al, 2007, outros consideram a modalidade em si como prática flexível de RH (Taskin & Devos, 2005). Ambas as visões corroboram a afirmação de Parkinson (1996), de que as formas flexíveis de trabalho iriam mudar a maneira com a qual os departamentos de RH lidam com os trabalhadores.…”

Section: Introductionunclassified

See 2 more Smart Citations

Práticas de gestão de recursos humanos e o trabalho em home office e híbrido

Hartmann¹

View full text Add to dashboard Cite

Telework has been practiced globally since the 70s, but barriers created by line managers and the lack of knowledge of human resources professionals have limited its adoption, and, until the beginning of 2020, less than 3% of employees worldwide worked from home. However, when the World Health Organization declared a pandemic state due to covid-19, thousands of knowledge workers started working from home, and consequently, human resources teams had to adapt their practices and revise their role to secure people's safety and business maintenance. Integrating insights from strategic human resources management and its connection to telework, this research investigated how human resources practices were adapted to the adoption of telework in companies operating in Brazil. Qualitative research was conducted through multiple case studies with large multinationals, one from the service sector, and two from the industry sector. Data were collected from interviews with 25 respondents: managers and human resources professionals, line managers and directors, and analysis of 20 documents. Results revealed the implementation of important changes in human resources practices. Practices related to talent acquisition and virtual interviews expanded the range of available talents and contributed positively to the diversity agenda; onboarding processes were adapted to encourage newcomers to collaborate with other professionals and amplify their understanding of the organizational culture; virtual training, performed synchronously or asynchronously, facilitated the transmission of knowledge, but discouraged exchanges; and the performance evaluation, previously based on biases focused on availability and presence, was changed towards management by results. These changes required employees to develop new competencies, such as self-management, autonomy, and collaboration. However, the proper implementation of human resources practices while teleworking depends on the preparation of line managers. The migration to working from home during the pandemic stimulated the establishment of more humanized relationships at work, highlighted the strategic nature of human resources activities and confirmed its relevance in the design of telework policies. Evidence from the study suggests that telework adoption requires the combination of both dimensions of flexibility, place, and time, which depends on a flexible organizational culture, one that encourages the balance between work and personal activities, and instill respectful relationships based on trust. Future studies can further investigate the effectiveness of telework after longer follow-up cycles, and the maintenance of the changes implemented at the human resources practices. Explore in more detail the extent to which the virtual manifestations of organizational culture promote a sense of belonging and stimulate collaboration in telework; and investigate the effects of this work arrangement on different groups, such as minorities, women, and young people at the beginning of their careers...

show abstract

Mobile working with Connexions

Watson

Lightfoot²

2003

Facilities

View full text Add to dashboard Cite

This paper presents a definition of mobile working. The paper looks at mobile and remote working and then the benefits are of these forms of working. It also outlines the limitations of mobile and remote working. The paper goes on to detail the type of mobile working used by Connexions (an organisation that formerly titled the Tyne and Wear Careers Service) what hardware and software are used by the company and how it is used. The paper concludes by identifying what the future holds for Connexions with this form of working. It argues that the staff expectations are not fully met by the technology now available.

show abstract

Flexible workforce and the role of the personnel manager

Cited by 4 publications

References 0 publications

What happened to the border? The role of mobile information technology devices on employees’ work-life balance

What happened to the border? The role of mobile information technology devices on employees’ work-life balance

Práticas de gestão de recursos humanos e o trabalho em home office e híbrido

Mobile working with Connexions

Contact Info

Product

Resources

About