The COVID-19 Crisis in the Words of Human Resources Professionals: The Use of Internet Latent Corpus

Brandão, Catarina; Veloso, Ana; Gonçalves, Sónia; Silva, Isabel Maria Soares da; Santos, Joana; Moura, Rita

doi:10.1007/978-3-030-70187-1_21

Cited by 3 publications

(1 citation statement)

References 12 publications

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“…It is also central to take in consideration that employees who feel that their jobs are at risk may choose to ignore critical safety policies ( Probst and Brubaker, 2001 ). This is particularly relevant given the highly contagious nature of COVID-19 and its associated health risks, and that recent studies have stressed that Portuguese HR professionals have focused on interventions targeting employees’ health and safety, including reinforcing the protection measures in the workplace ( Gonçalves et al, 2020 ; Brandão et al, 2021 ).…”

Section: Discussionmentioning

confidence: 99%

Organizational and Job Resources on Employees’ Job Insecurity During the First Wave of COVID-19: The Mediating Effect of Work Engagement

et al. 2022

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The world of work has been severely affected by the COVID-19 pandemic due to the high instability observed in the labor market, bringing several new challenges for leaders and employees. The present study aims to analyze the role of organizational and job resources in predicting employees’ job insecurity during the first wave of the COVID-19 outbreak, through the mediating role of work engagement. A sample of 207 Portuguese employees participated (Mean age = 45 years old, SD = 9.92), of which 64.7% were women. Data was collected using an online survey, including self-report measures of organizational resources (perceived organizational support), job resources (performance feedback and job autonomy), job insecurity, and work engagement. Data showed that job and organizational resources negatively influenced job insecurity. Moreover, work engagement was a significant mediator of the relation between performance feedback (facet of job resources) and job insecurity. Findings suggest that investing in job and organizational resources can act as protective factors to minimize feelings of job insecurity. Likewise, leaders should foster work engagement among employees to help them balance the relation between these resources and job insecurity, especially in crisis situations. Overall, this study takes a new, underexplored perspective, theoretically bridging organizational and job resources with job insecurity and work engagement during a time of great uncertainty, such as the COVID-19 pandemic.

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Section: Discussionmentioning

confidence: 99%

Organizational and Job Resources on Employees’ Job Insecurity During the First Wave of COVID-19: The Mediating Effect of Work Engagement

et al. 2022

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Work Changes Due to COVID-19: Exploring Portuguese Workers’ Expectations Using IRaMuTeQ

Brandão

Veloso

Santos

et al. 2022

Computer Supported Qualitative Research

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Social Distancing and Organisational Learning of Institutions in the Post-Pandemic Crisis. A Sociological and Philosophical Approach

Gondek¹,

Betlej²

2022

Journal of Security and Sustainability Issues

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This paper focuses on social distancing and organisational learning of institutions in the post-pandemic crisis. The empirical material consists of in-depth interviews with cultural managers. Data analysis was framed within a qualitative grounded theory methodology as a dynamic, intuitive and creative process of inductive reasoning, thinking and theorizing. The data were subsequently assigned into categories of identified themes or topics compiled in the study. The coding process yielded over 160 concepts, of which 140 relevant ones were eventually used, creating a total of 6 categories: (1) privacy and security; (2) social distancing; (3) identity; (4) learning and support; (5) digitalization; (6) initiative and autonomy. The core category that emerged from these six categories is security, social networks and organisational sustainability. So as to analyse the chosen problems authors use a philosophical and sociological approach, that is based mainly on criticism of writing and the analytical and synthetic method. This study describes the phases of organisational learning and reveals turning points in understanding the future implications of events critical to the creation of new context-specific knowledge initiated during the COVID-19 pandemic. Inspired by research that has demonstrated the positive effects of focus on employees’ wellbeing and cognitive performance in change management, the current research aims to explore the social background of structural changes. This reasoning is rooted in the analysis of several mediating concepts such as social distancing, experience, language, social interaction and perspective taking. The outcomes of the research are significant as they provide recommendations that target crucial issues of organisational changes and barriers during the crisis situation understood in terms of disaster management.

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The COVID-19 Crisis in the Words of Human Resources Professionals: The Use of Internet Latent Corpus

Cited by 3 publications

References 12 publications

Organizational and Job Resources on Employees’ Job Insecurity During the First Wave of COVID-19: The Mediating Effect of Work Engagement

Organizational and Job Resources on Employees’ Job Insecurity During the First Wave of COVID-19: The Mediating Effect of Work Engagement

Work Changes Due to COVID-19: Exploring Portuguese Workers’ Expectations Using IRaMuTeQ

Social Distancing and Organisational Learning of Institutions in the Post-Pandemic Crisis. A Sociological and Philosophical Approach

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