New World Of Work Research Articles

Shifting priorities and expectations in the new world of work. Insights from millennials and generation Z

In the contemporary world of work and modern business, the well-being of a company is directly linked with the well-being of its employees, and in this context, the proactive promotion of work-life balance has become more important than ever because it meets the new ideal and is an ongoing challenge through the lens of the younger generation’s age groups. By unpacking worklife balance into five drivers, the present paper aims to explore the recent trends, priorities, and expectations of the modern workforce. The target population was represented by two generations of employees, Millennials and Generation Z, and the research hypotheses were tested using structural equation in SmartPLS. The results of this research aim to enhance the current knowledge base, offering a distinct perspective along with significant findings for employers, managers, recruiters, policymakers, and other nodes of control who can gain insights regarding work-related priorities and expectations.

Adaptive Leadership: Navigating the Challenges of Post-Pandemic Working Arrangement

In the seemingly new world of work after the pandemic, managers are confronted with new difficulties in managing their teams. This research aims to answer the important research question on adaptive leadership dynamics: how do leaders steer in change? Drawing on the constantly evolving nature of flexible working environments. This paper seeks to establish the various approaches used by leaders in the current work environment. The purpose of this investigation is to provide critical recommendations to the organizational decision-makers on how to manage their employees in this post-COVID-19 world. Both quantitative and qualitative data collection methods will be employed to interview leaders in various sectors regarding the following: (1) identifying and contacting leaders who have effectively navigated the team’s post-pandemic; (2) identifying firsthand experiences and understanding of leadership strategies. The study used interviews, of which 70% were semi-structured, and the number of participants was 10. The analysis presented in this study revealed the type of leadership and their coping mechanisms, the factors that led to the activation of the coping mechanisms, and that post-pandemic, a leader’s style can be altered not only for business gain but also as a positive change for the leader themselves. The change that leaders had to undergo in post-pandemic working arrangements was diverse, and changing has never been unfamiliar to changing the leadership style. Despite the fact that our studies provide significant information regarding the main area of leadership in the management climate, there are certain aspects that deserve certain considerations. The coordination of this research is based only on middle managers, which restrains the viewpoint of our study with cross-industry background. However, there is one major limitation of the study because the study was conducted at the end of the pandemic, and therefore it may not be equally relevant as any other period of time. Therefore, the leadership phenomenon can be explored from the leader’s perspective alone, and this might result in ignoring crucial follower or any other stakeholder information. In this research, there was no other interview conducted to compare with the interview completed in this research to validate the respondent answers. In view of these, it would be appropriate to take a closer look at the leadership processes from different angles in order to gain a better appreciation of the phenomenon

Building a Talent Portfolio: A Modern Approach to Career Development

In today's disruptive business environment where entire job categories are emerging and transforming rapidly, traditional career path models centered on predefined vertical progression no longer adequately equip organizations with the workforce mobility and strategic resilience needed to dynamically deploy talent as work evolves. This article explores how progressive companies like global banking giant HSBC and humanitarian relief leader World Vision have overcome these challenges through transitioning to career portfolio-based talent systems that empower employees to curate diverse experiences through roles, projects, assignments and skills development opportunities. A shift from narrow career paths to emphasis on capability and experience building strengthens organizational agility through a multi-skilled workforce while providing strategic benefits to talent retention, succession planning and futureproofing the business in uncertainty. Perhaps most importantly, the career portfolio approach also empowers individual contributors with the versatility and lifelong learning critical for navigating today's fluid labor market landscape - futureproofing both their employability and work fulfillment in the new world of work.

Managing Boundaries in the New World of Work

Managing Boundaries in the New World of Work

Advancing Employee Turnover Scholarship to the New World of Work and Beyond

Advancing Employee Turnover Scholarship to the New World of Work and Beyond

Human Resource Management in the New World of Work

Human Resource Management in the New World of Work

Framing and feelings on social media: the futures of work and intelligent machines

PurposeResearch on artificial intelligence (AI) and its potential effects on the workplace is increasing. How AI and the futures of work are framed in traditional media has been examined in prior studies, but current research has not gone far enough in examining how AI is framed on social media. This paper aims to fill this gap by examining how people frame the futures of work and intelligent machines when they post on social media.Design/methodology/approachWe investigate public interpretations, assumptions and expectations, referring to framing expressed in social media conversations. We also coded the emotions and attitudes expressed in the text data. A corpus consisting of 998 unique Reddit post titles and their corresponding 16,611 comments was analyzed using computer-aided textual analysis comprising a BERTopic model and two BERT text classification models, one for emotion and the other for sentiment analysis, supported by human judgment.FindingsDifferent interpretations, assumptions and expectations were found in the conversations. Three subframes were analyzed in detail under the overarching frame of the New World of Work: (1) general impacts of intelligent machines on society, (2) undertaking of tasks (augmentation and substitution) and (3) loss of jobs. The general attitude observed in conversations was slightly positive, and the most common emotion category was curiosity.Originality/valueFindings from this research can uncover public needs and expectations regarding the future of work with intelligent machines. The findings may also help shape research directions about futures of work. Furthermore, firms, organizations or industries may employ framing methods to analyze customers’ or workers’ responses or even influence the responses. Another contribution of this work is the application of framing theory to interpreting how people conceptualize the future of work with intelligent machines.

The role of relational mechanisms in the executive coaching process on client outcomes in distance coaching relationships

PurposeWe examine the relationships between clients’ level of coaching readiness and trust in their executive coach and increases to both personal learning improved work performance. Distance relationships, the setting for this study, epitomize the norms of the New World of Work (NWoW), but also provide particular challenges for building trust and recognizing similarities between client and coach.Design/methodology/approachThis study investigates distance coaching relationships in matched-pairs, longitudinal investigation of formal executive coaching.FindingsResults support the proposed moderated mediation path. Findings reveal that both coaches’ perceptions of client readiness for coaching and client trust in coach each predict both client personal skill development and performance improvement.Research limitations/implicationsWhile important toward gaining a better understanding of the relational functioning of distance coaching relationships, inclusion of only distance relationships may truncate the generalizability of our findings.Practical implicationsThe study’s findings have practical implications for organizations that invest in executive coaching with regard to the importance of evaluating the candidates' readiness for coaching before the assignment, trust-building throughout distance coaching relationships and perceptions of similarity on client coaching outcomes.Originality/valueDistance relationships, the setting for this study, provide particular challenges for building trust and recognizing similarities between client and coach and the current investigation points to the relevance of these relational mechanisms to client outcomes. In so doing, this study explores how perceptions of deep-level similarity between a coach and client may serve as moderators of these relationships.

Preparing the future workforce for 2030: the role of higher education institutions

The invasion of futuristic technologies has made it inevitable for the future workforce to confront this reality and be ready to work in the new world of work in 2030. Higher education institutions (HEIs) are obligated to assume a pivotal role in equipping students with the requisite competencies. COVID-19 has expedited the development process compelling HEIs to make a mega shift to prepare the future workforce. Primary data was collected from HEI students across 11 countries to analyse their confidence to work in the new world of work in 2030 and to understand the role of HEIs in influencing students’ confidence. Exploratory Factor Analysis (EFA) and Partial Least squares (PLS) based structural equation modeling (SEM) procedures were employed to estimate a structural model of awareness and readiness (cognitive) and confidence (affective) factors, and the combined effect of HEI, awareness, and readiness on overall student confidence in their knowledge, skills and abilities. The statistical results indicate that there are strong significant relations between the HEI-Awareness; HEI-Awareness-Confidence; HEI-Readiness; and HEI-Readiness-Confidence and these dependencies are not just by chance. The results of this research are significant for higher education policy developers and curriculum developers to incorporate future competencies in the program. Further, educators and researchers will benefit from the results to develop teaching strategies and content to equip the future workforce for 2030.et.

TALENT MANAGEMENT FACTORS IN THE NEW WORLD OF WORK WITHIN THE ENGINEERING, PROCUREMENT, CONSTRUCTION AND MAINTENANCE INDUSTRY

The world of work is evolving at speed and managers as well as HR professionals need to familiarise themselves with the future of talent management in order to add value to their industry. The purpose of the study was to explore talent management factors in the new world of work within the Engineering, Procurement, Construction and Maintenance (EPCM) industry. A qualitative research approach was used to obtain rich data. A set of pre-established, semi-structured questions directed the actions of the participants in the email interviews. Thematic analysis was used to analyse the data. The following themes were identified as the findings of the study: Employment, integrated systems, digital transformation, flexibility, reskilling, development and performance management. The implications of these findings are that, if the EPCM industry does not take note of talent management factors, they may keep on losing talent, which can result in poor project management in the new world of work within the EPCM industry. The identified talent management factors should receive the necessary attention in order to retain the EPCM contractors.

Meaning in motion: Evolving images of talent in organisations in a disruptive world

Orientation: The coronavirus disease 2019 (COVID-19) pandemic, concurrent with Fourth Industrial Revolution (4IR), introduces a new work environment and vocabulary that challenges traditional talent management (TM) thought processes, taxonomies, and practices. As a result, we must reconstruct the meanings of workplace talent and TM to ensure business continuity in a disrupted workplace.Research purpose: The main objective of this research was to investigate the current thought processes and meanings associated with the concepts of talent and TM as catalysts for enhancing meaningful work experiences in a volatile workplace.Motivation for the study: Research exploring the meaning of talent and TM as a two-way approach in the new world of work is yet forthcoming.Research approach/design and method: A literature review was conducted to synthesise a shared comprehension of the meaning of talent and TM in the new work environment and their practical applications.Main findings: The findings reveal that the current definitions of talent and TM are ambiguous and contradictory. Consequently, there are numerous dichotomies regarding the most practical method of implementing TM during a crisis. From a multi-value perspective, talent provides valuable insights into how talent and TM practices can be optimised in a world of work characterised by disruption.Practical/managerial implications: Leaders and talent practitioners must reimagine and transform TM practices for sustainable and meaningful individual and organisational impact.Contribution/value-add: This paper provides novel and unique insights into how talent can best be optimised in the new world of work.

Hybrid is here to stay: Critical behaviors for success in the new world of work

Remote and hybrid working has become the norm globally. This research synthesizes findings from three studies which aim to explore the behaviors that predict success in a remote work environment, to help employees, managers, and organizations better understand how to work and manage a remote workforce. The predictive validity of nine behaviors for success in a remote working environment across three studies were investigated. Study 1 examines self-ratings of both job performance and affective outcomes from a general population sample (N = 1179). Study 2 investigates manager ratings of job performance in an organizational sample (N = 175). Study 3 explores objective performance metrics, before and after the transition to remote working, in two roles from a second organizational sample (N = 531 and 146). The abilities to manage own time and deliver work on schedule, concentrate on tasks over a long period of time without getting distracted, adapt to change, and work well without supervision are the strongest and most consistent predictors of job performance and affective outcomes across studies. This paper provides practical implications of supporting and sustaining a remote-ready workforce by identifying these behaviors that employees can target for development in any remote role.

Rethinking the role of middle management for the new world of work

PurposeMcKinsey partners, Bill Schaninger, Bryan Hancock and Emily Field are championing the premise that the need for a fundamental rethink of the role of middle management in today’s organizations is now more urgent than ever.Design/methodology/approachSo what should the new blueprint be for middle management as the crucial link between the executive level and the front line S&L interviewer Prof Brian Leavy asks the authors of Power to the Middle: Why Managers Hold the Keys to the Future of Work.FindingsCompanies with top quartile management practices can have more than three times the return to shareholders than other companies.Practical implicationsBecause of middle managers’ proximity to the front line, they have a helpful, realistic perspective on how new tools like generative AI should be adopted throughout the organization.Originality/valueThe authors found that middle managers deliver the most value to the organization when they can serve as coaches, connectors, talent managers and strategists. For senior leaders to truly put middle managers at the forefront, they must give managers space to grow and the license to manage in a way that works for them and their team.

New World of Work: How the Value System of Generation Z Is Changing Leadership

With Generation Z (GenZ) as the workforce of the future, companies in Germany face special challenges. This generation is unable to meet the increasing demand for skilled workers and managers to ensure competitiveness due to its low population share. There is a deficit on the labour market. They are therefore in great demand. Their divergent values and a lesser interest in traditional employment distinguish them significantly from others.

Preparing for a New World of Work: Leadership Styles Reconfigured in the Digital Age

As a consequence of the accelerated technological developments (artificial intelligence, robots, automation, quantum computing etc.) that humankind has developed over the latest decades, inquiries about the impact of these powerful technologies and digitalization over professional work have emerged in the business and academic spheres. Since digital transformation involves, among others, giving rise to new ways of sharing practical expertise and leading organizations, it has strong implications on leadership practice, in terms of new styles, skills, competences and other capabilities needed to implement this change and to successfully navigate organizations through the new wave of technological disruption. Against this backdrop, the aim of this paper is to identify patterns and trends across professions in general and how they were transformed by technology. In addition, the paper explores how executives prepare for the new world of work and which leadership styles are on the brink of fundamental change and are particularly relevant for the digital world.

FEATURES OF DE&I: UNBIASED STRATEGIES IN THE NEW WORLD OF WORK

The article discuss the importance of implementing unbiased strategies in the workplace to promote diversity, equity, and inclusion. The article highlight the relevance of the topic in the context of the new world of work, where companies face increasing pressure to create fair and inclusive workplaces that attract and retain top talent. The article discuss the challenges associated with implementing unbiased strategies, including unconscious bias and resistance to change, and provide solutions to overcome these challenges, such as education, measurement, and cultural change. The article emphasize the benefits of implementing unbiased strategies in the workplace, including the creation of a positive and inclusive corporate culture, improved innovation and creativity, and a stronger employer brand. The article also emphasize the importance of leadership commitment in creating a culture of fairness and inclusivity. The research method used in the article is based on a literature review and expert opinion. The article draw on research studies and expert insights to support the importance of unbiased strategies in promoting diversity, equity, and inclusion in the workplace. The practical value of the article lies in its insights and recommendations for organizations seeking to create more inclusive and diverse workplaces. The article provide practical solutions for implementing unbiased strategies, such as creating diverse hiring panels, using objective evaluation criteria, and providing diversity and inclusion training. The article also highlight the benefits of implementing unbiased strategies, such as improved productivity, employee engagement, and employer brand reputation.

A Movement to Redefine our Relationship With Work.

The Great Resignation ushered in a new world of work and fostered the growth of Quiet Quitting. Employers stand at a crossroads: Meet this moment head-on or risk losing the best and brightest. How we address this new dynamic will influence the way we work for years to come.

Significance of Global Value Chain for the Fourth Industrial Revolution - A Meta Analysis and Systematic Literature Review

The fourth industrial revolution is characterized by numerous disruptive technologies. Technology is reshaping business practices, leading to an improved market opportunity that increases the demand for skills in innovation. Both technological and material spheres, as well as scientific study, are undergoing a fourth industrial revolution. There is a gradual integration of digital strategies into a growing number of businesses. AI is currently used to fill a growing number of professional positions, and thus, the gig economy is booming. The objective of the study is to examine the Global Value Chains and their significance for the Fourth Industrial Revolution for industrial development. It is concluded that developing countries will be empowered with vibrant human capital in a radically new world of work. Systematic Literature Review and Meta-Analysis, investigation is outlined research questions and addressed the gaps in the literature.

Workplace regimes in Western Europe, 1995–2015: Implications for intensification, intrusion, income and insecurity

The article investigates the emergence of ‘new’ forms of working such as ‘lean production’ and ‘learning organisations’ in Western Europe, 1995–2015. First, the article identifies the dominant forms of work organisation (‘workplace regimes’) across Western Europe, including new ‘pressure’ and ‘extreme’ varieties of previously identified regimes. Second, the article analyses the implications of these workplace regimes for various important worker outcomes – insecurity, income, intensity of work and intrusion of work into non-working life – and assesses the ‘trade-offs’ of different outcomes across regimes. Third, the article assesses the changing distribution of these regimes, whether certain forms such as Lean Production are coming to dominate the division of labour, and where and for whom. The shape of the ‘new world of work’ is increasingly Lean, but remains open to political contestation – both in how regimes themselves are organised and in the mix of regimes in particular societies and for particular workers.

Young Farmers in “The New World of Work”: The Contribution of New Media to the Work Engagement and Professional Identities*

AbstractThis study aims to explore the contribution of “The New World of Work” to farming, a career often viewed as unattractive among youth, and, as highlighted by the “young farmer problem” in the literature. This paper draws upon research on the role of “new ways of working” in work engagement and farmer identity among young farmers. A mixed‐method approach is used based on data from two Mediterranean Islands, Crete and Cyprus. Based on the polymedia‐ new theory of digital media, the study focuses both on new media use and new media engagement for work‐related tasks. Our findings highlight that the “The New World of Work” is an important phenomenon for initiating positive change toward cohesive social‐self in a career (subjective perception of a farming career concerning others). However, we identified binary terms used by farmers when explaining conflicts between cohesive self‐concept (expression of a strong sense of self regarding their farming career) and social‐self in a career. The study concludes that the duality between career self‐concepts and social‐self still holds patterns even among young generation farmers, regardless of their integration level to new media.