Making sense of a mess: “doing” resilience in the vortex of a crisis

Aitken-Fox, Eileen; Coffey, Jane; Dayaram, Kantha; Fitzgerald, Scott; McKenna, Stephen; Tian, Amy Wei

doi:10.1108/pr-12-2021-0869

Cited by 9 publications

(13 citation statements)

References 54 publications

(98 reference statements)

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“…First, while we have increasing knowledge on the impact of Covid-19 on working practices and HR, the debate is accused of offering only generic guidance (Aitken-Fox et al. , 2020).…”

Section: Introductionmentioning

confidence: 99%

Neurodiversity and remote work in times of crisis: lessons for HR

Szulc

McGregor

Çakir

2021

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PurposeThe rich qualitative study builds on 11 semi-structured interviews with nine neurodivergent employees and two business professionals supportive of neurodiversity to understand the lived experiences of dealing with crisis in a remote working environment.Design/methodology/approachThe purpose of the reported research is to understand how neurominorities experience remote working in the times of crisis and what the implications of this are for human resource (HR) professionals.FindingsMoving to remote work resulted in a lack of routine, distractions and working long hours, which can all be difficult for line managers to monitor. Further problems with communication in a virtual environment and lack of understanding by others were found to be particularly burdensome to neurodivergent individuals. On the positive note, remote working in the times of crisis allowed for avoiding sensory overwhelm and was seen as an important step in creating a healthy work–life balance (WLB).Practical implicationsThe findings of this study point HR practitioners' attention towards building a more neurodiversity friendly post-pandemic workplace and prompt employers to offer working arrangements, which better suit employees' domestic and personal circumstances.Originality/valueThis study addresses the lack of research on the impact of the Covid-19 crisis on neurominorities. In doing so, it answers recent calls to move away from universal HR as a route to positive employee outcomes and facilitates a more accurate reflection of organizational reality for disadvantaged members of society.

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“…First, while we have increasing knowledge on the impact of Covid-19 on working practices and HR, the debate is accused of offering only generic guidance (Aitken-Fox et al. , 2020).…”

Section: Introductionmentioning

confidence: 99%

Neurodiversity and remote work in times of crisis: lessons for HR

Szulc

McGregor

Çakir

2021

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“…The absence of trust was cited by HR practitioners as the main reason homeworking was not more common before the pandemic (Aitken-Fox et al, 2020), and trust was found to be the most significant factor in determining effective performance of teams during the pandemic (Garro-Abarca et al 2021). Trust-building among leaders has therefore become the new buzzword for HR practitioners, however, much of the existing literature focusses on how a leader can inspire trust in themselves (Nienaber et al, 2015) yet the nature of remote working suggests the worker needs to feel trusted if they are to be sufficiently motivated to deliver what is required of them.…”

Section: The Role Of Trustmentioning

confidence: 99%

Managerial coaching as the foundation for building felt-trust and motivation among employees working remotely

Burroughes¹,

Grant²

2023

bpsicpr

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This qualitative study examines how managerial coaching builds felt-trust among remote working employees by meeting the psychological needsof autonomy and relatedness,outlined in Social Determination Theory. In-depth semi-structured interviews with 15 employees revealed that managerial coaching plays a critical role in establishing and maintaining trust among employees so they feel trusted in their abilities and valued as a person. This fills a gap in the managerial coaching literature and supports evidence to suggest that felt-trust is more powerful than trust in the leader, in determining employee performance when working remotely. The implication is that managerial coaching training will deliver the necessary skills to effectively motivate and demonstrate trust to a remote workforce.

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“…The preventive practice of maintaining physical distance, putting on masks and avoiding gettogethers, coupled with the fear of COVID-19 contamination, disrupted workplace relationships (Aitken-Fox et al, 2022). The HR had to find new ways to enable workforce engagement to address mental wellbeing concerns.…”

Section: Employee Consent For Initiating Chatbot Interactionmentioning

confidence: 99%

Bots for mental health: the boundaries of human and technology agencies for enabling mental well-being within organizations

Dutta,

Mishra

2023

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PurposeThe importance of mental wellbeing and the need for organizations to address it is increasing in the post-pandemic context. Although Artificial Intelligence (AI) is increasingly being adopted in HRM functions, its adoption and utility for enabling mental wellbeing is limited. Building on the Open System Theory (OST) and adopting the technology-in-practice lens, the authors examined the roles of human and technology agencies in enabling mental wellbeing.Design/methodology/approachThe study was conducted in two stages; in Stage 1, the authors adopted a case methodology approach to examine the feasibility of a technology company's offerings to assess mental wellbeing. In Stage 2, the authors followed the grounded theory approach and interviewed 22 key stakeholders and HR leaders of diverse organizations. The authors used Gioia's approach to analyze the data.FindingsThe study demonstrates the interdependence and inseparability of human activity, technological capability and structured context. Specifically, the authors observe that AI adoption is pushing the boundaries of how organizations could support employees' mental health and wellbeing. These technological advancements and adoption are likely to facilitate the evolution of agentic practices, routines and structures.Research limitations/implicationsThis study carries two important implications. While the advent of cutting-edge technologies appears to affect employees' mental wellbeing, the study findings indicate the assistive role of technology in supporting mental wellbeing and facilitating changes in organizational practices. Second, the ontology of technology-in-practice shows how human–machine agencies gain newer relevance from the interactions that unite them. Specifically, per OST, technology (from an external context) can potentially change how mental wellbeing practices in organizations are managed. The authors extend the existing literature by suggesting that both human agents and internal contexts effectively limit the potential of technology agents to change existing structures significantly.Originality/valueThe authors address the need for more research on the technology-management interface, and the boundaries of technology-enabled wellbeing at work. While AI-HRM scholarship has primarily relied on micro-level psychological theories to examine impact and outcomes, the authors borrow from the macro-level theories, such as the OST and the technology-in-practice to explain how AI is shifting the boundaries of human and machine agencies for enabling mental wellbeing.

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Making sense of a mess: “doing” resilience in the vortex of a crisis

Cited by 9 publications

References 54 publications

Neurodiversity and remote work in times of crisis: lessons for HR

Neurodiversity and remote work in times of crisis: lessons for HR

Managerial coaching as the foundation for building felt-trust and motivation among employees working remotely

Bots for mental health: the boundaries of human and technology agencies for enabling mental well-being within organizations

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