Organization Development Practitioners Research Articles

Appreciative Inquiry in the Anthropocene Epoch

This paper examines the potential of Appreciative Inquiry to catalyze systemic change in the Anthropocene epoch. Focusing on Appreciative Inquiry’s original premises and principles, the author discusses how organization development practitioners and changemakers can harness the transformative power of Appreciative Inquiry – in the dimensions of being, knowing and doing – to facilitate collaborative action aimed at fostering human flourishing on a healthy and regenerative planet.

Accelerating Health System Change and Transformation with the Health System Transformation Playbook: A Work Shop for Practitioners

Introduction: Health systems are complex adaptive systems (CAS) operating within larger socioeconomic contexts. Health system transformation (HST) is a complex endeavour that often results in unintended consequences. Existing methods to drive health system transformation is slow, have intrinsic limitations, and may impede successful implementation in local contexts.
 Yishun Health is a small regional population health system of 320,000 people. In our HST experience, services redesign and transformation projects were initiated continuously through time with transformation actions interacting across all health system sub-systems e.g. governance, manpower, financing, informatics systems, etc. Ensuring synergistic and coherent transformation into a more people-centred, integrated and value-driven health system at scale was extremely challenging.
 We designed a Health System Transformation Playbook (HSTP) as a design-, systems-, and complexity-thinking enabled methodology to systematically design, prioritize and test health system and services transformation actions, anchored on a three-step (1) iterative story-telling, (2) model building and (3) pathfinding process that tackles the scale of socially and technologically complex adaptive systems through time.
 It is hypothesized that the use of HSTP enables stewards of health systems to gain a more systematic and coherent understanding of health systems services planning and organization development, so as to accelerate transformation towards people-centred, integrated and value-driven health systems.
 Workshop: Our experience suggested that any HST method with the hope of accelerating whole system change must address the need to train and gather numerous stakeholders as co-designers, it must enable a continual series of innovations that remain synergistic despite their introduction at different time points and into different sub-systems of a CAS, and it must guard against incremental-only innovations, premature convergence and lock-in into HST paths that are less transformative or with potential negative effects.
 We hope to engage with health system leaders, designers, organization development and change management practitioners across the world through a facilitated workshop that encourages participant sharing and group discussion on how we lead and accelerate HST in our own organizational and cultural contexts. The session aims to co-create new knowledge on HST methodologies that can accelerate whole health systems change and transformation.
 
 Outline of Workshop (90 minutes) 
 
 Introduction to Health System Transformation (5min)
 Presentation on Health System Transformation Playbook (15min)
 Table Discussions (25min):
 
 - Group Story Telling: Each participant to share own experiences in leading and facilitating large scale or whole health systems change and transformation. Highlight valuable lessons, especially what didn’t work, counter-intuitive results and reasons.
 - Pathfinding: Generate questions or recommendations for accelerating HST. 
 
 Table Read Back & Facilitated Q&A (25min)
 Invitation to Share Personal Takeaways (15min)
 Closing (5min)
 
 Facilitators: A/Prof Ng Yeuk Fan & Dr Teo Ken Wah

<b>The Impact of Behavioral Organization Development Interventions on Employee Development and Organizational Performance. A Mixed Methods Approach</b>

Corporate planners have found that organisational performance (OP) presents a significant strategic challenge and complication. They are looking for solutions to the problem of how to maintain their competitiveness in the global market while establishing a strategic position. Organizational development (OD) interventions provide solutions to these challenges and complications. We employed the mixed-methods explanatory sequential design and tested the effects of seven OD behavioral interventions on OP, including coaching, reward systems (RS), career development plans (CDP), financial assistance program (FAP), pay systems (PS), and training and development (T&D). The aim of this study was to support corporate planners and practitioners. We defined the OP as growth in financial performance (FP) (G). We employed employee development (knowledge, skills, and abilities) as a mediator. We sent 800 (sample size) questionnaires to HR heads, and 762 completed ones were returned. We use a stratified random probability sampling method to choose a sample of 800 firms from the population, which is all listed firms with the Security and Exchange Commission of Pakistan (SECP). We employed SPSS Version 20 to perform regression analysis. We calculated coefficient β values, t- and p-values, adjusted R2, and F-statistic values were computed and determine the causal influence. We conducted mediation analysis the four-step method proposed by Baron and Kenny (1986). Goodman and Sobel Preacher and Leonardelli (2001) used a web-based technique to conduct tests to confirm the mediations among variables. We conducted a focus group of ten OD professionals to gather qualitative data, conducted thematic analysis then merged the data to obtain insightful findings. The findings are valuable for OD practitioners and the study is a step towards a Green-OD Community.

Relationship of job level, burnout to job satisfaction and task performance in functional officers managing goods and services procurement in government institutions

Emotional exhaustion, frustration or emotional or what is called burnout is the cause of bad work attitudes, unfocused concentration, and negative assessment of employees, in the world of work there are many things that affect a worker in achieving job satisfaction, factors that cause leaders and workers itself is not satisfied with the results of the work that has been completed due to fatigue, emotions, frustration. In this study, researchers used a sample of 166 employees of the Goods and Services Procurement Unit with a functional position as Goods/Services Procurement Manager for the State Civil Service of the Republic of Indonesia. Our study found that job level has a positive relationship with job satisfaction, and fatigue has a positive relationship with job level, job satisfaction, and task performance. While the level of work has no significant effect on employee performance. The findings of this study provide useful information for organizational development practitioners and researchers in understanding job satisfaction of UKPBJ Functional officials as well as job performance in the UKPBJ work environment. These findings are useful for professionals to better understand the dynamics of fatigue in promoting job satisfaction and job performance of employees based on their job levels and psychological problems of workers in the State Civil Service in the Republic of Indonesia.

Evaluation of a leadership development impact assessment toolkit: a comparative case study of experts’ perspectives in three Canadian provinces

PurposeThis paper aims to explore users' perceptions of whether the Leadership Development Impact Assessment (LDI) Toolkit is valid, reliable, simple to use and cost-effective as a guide to its quality improvement.Design/methodology/approachThe Canadian Health Leadership Network codesigned and codeveloped the LDI Toolkit as a theory-driven and evidence-informed resource that aims to assist health-care organizational development practitioners to evaluate various programs at five levels of impact: reaction, learning, application, impact and return on investment (ROI) and intangible benefits. A comparative evaluative case study was conducted using online questionnaires and semistructured telephone interviews with three health organizations where robust leadership development programs were in place. A total of seven leadership consultants and specialists participated from three Canadian provinces. Data were analyzed sequentially in two stages involving descriptive statistical analysis augmented with a qualitative content analysis of key themes.FindingsUsers perceived the toolkit as cost-effective in terms of direct costs, indirect costs and intangibles; they found it easy-to-use in terms of clarity, logic and structure, ease of navigation with a coherent layout; and they assessed the sources of the evidence-informed tools and guides as appropriate. Users rated the toolkit highly on their perceptions of its validity and reliability. The analysis also informed the refinement of the toolkit.Originality/valueThe refined LDI Toolkit is a comprehensive online collection of various tools to support health organizations to evaluate the leadership development investments effectively and efficiently at five impact levels including ROI.

Kommunikasie, organisasiegedrag en organisasie·ontwikkeling

Prominent organisational behavioural theorists emphasize the crucial role of communication in organisational behaviour. In contrast communication is often treated as just one of an array of organisational behavioural phenomena by organisational development (OD) practitioners when they attempt to improve organisational effectiveness. In this study the relationship of com munication to organisational climate and behaviour is investigated by means of an analysis of the factor structure of an organisational diagnostic question naire, based on a theoretical model of organisational behaviour, and the correlation of communication with 27 sub factors of organisational behaviour. It is concluded that communication is an Important dimension of organisa tional climate, and probably plays the crucial role in integrating and co ordinating organisational subsystem functioning. Because of this and the significant relationship of communica tion to factors such as leadership, group functioning and job satisfaction, com munication should receive priority atten tlon in OD-programmes directed at Improving organisational climate and effectiveness.

Matching mentors with mentees

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThe authors found that research on this topic strongly supported matching mentor and mentee based upon individual similarities of deep-level characteristics such as personality traits. They made three recommendations based upon the empirical research on mentorship matching. They offered practical to organizational development practitioners who wish to manage formal mentoring programs.Originality/valueThe briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Bab Al Qasr Hotel & Residence: sustaining business while housing COVID-19 patients

Learning outcomes This case study aims to yield the following learning outcomes: understand the key performance indicators of successful human resource management (HRM) in the hospitality and tourism sector, especially during pandemics; identify the various concepts and strategies of HRM and recruitment over a short period; conceptualize the types of HRM practices such as safety and health, recruitment and promotion and rewards when facing pandemic conditions as well as the handling of hotel staff in strained times; evaluate the crisis management solutions used by human resources to lower the employee turnover rate; and develop a crisis management plan from a human resource standpoint in a pandemic situation. Case overview/synopsis A five-star hotel in Abu Dhabi, United Arab Emirates (UAE), Bab Al Qasr Hotel & Residence (BAQHotel) opened in October 2016. In April 2020, the hotel began accepting patients with COVID-19 in conjunction with the Abu Dhabi’s Healthcare Company (SEHA), as a support to the UAE Government, through Department of Culture and Tourism Abu Dhabi (DCTAD), to meet the local needs and sustain business during these unforeseen circumstances, which heavily impacted the whole World. Samer Majari, the Human Resource Director of BAQ hotel was responsible for recruiting and supervising delegates, while ensuring the comfort of hotel staff, arranging for their transportation, catering, safety and well-being. To combat the high staff turnover, including COVID-19-positive staff, Majari reviewed the existing staff model; divided the staff into two groups for providing services to both sides of the hotel; arranged for separate accommodations, food and transportation; and retained the existing resources and recruited new workers. This study aims to provide management solutions that concern hiring of staff from the existing UAE market and highlights ways of creating a lower staff turnover rate through incentives and compensations, while also managing staff by motivating them and also safeguarding them against COVID-19. Complexity academic level This case study intends to provide a context for creative solutions to human resource challenges facing organizations during a pandemic. It also involves swift responses to crises faced by HR managers and the immediate solutions required. Therefore, this case study can be used in undergraduate level courses for students pursuing a bachelor’s or a master’s degree in HRM, hospitality management, crisis management or international business studies. Moreover, this case study can be used for corporate training and to help hospitality industry staff, mid-level human resource managers and organizational development practitioners to better understand crisis management in their hotels. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management

Developing a leadership potential model for the new era of work and organizations

PurposeUnprecedented transformations to the nature of work and organizations are compelling leadership and organization development scholars and practitioners to reexamine the relevance and utility existing models of leadership potential. While there exist several published leadership potential models, the range and intensity of environmental forces fundamentally changing the nature of work and organizations demands a revision of leadership potential. The purpose of this study is to develop a leadership potential model that reflects the current and emerging nature of work and leadership challenges while also providing organizations a practical tool for talent review processes, succession planning and leadership development practices.Design/methodology/approachThis article presents a field study consisting of semistructured interviews with 45 leaders engaged in a highly complex, volatile and uncertain industry: US healthcare.FindingsOur results illustrate a dynamic two-dimensional model of leadership potential that comprises both cognitive (analytical aptitude and learning agility) and behavioral (people savvy and leadership capability) competencies operating across micro- and macro-levels of influence.Practical implicationsThe article concludes with a series of recommendations for how leadership and organization development professionals, executive teams and boards may utilize the model for leader assessment and selection practices, talent review and succession planning and talent development initiatives.Originality/valueThe proposed model of leadership potential offers several advancements to the field's existing theoretical frameworks. The proposed model highlights the criticality of competencies aligned with the changing nature of work, including collaboration skills, divergent thinking, environmental scanning and evaluating data in ambiguous contexts. The model diverges from the existing theory by establishing leader drive as a motivation to serve others and initiate sustainable changes in business operations.

Factors Affecting Brand Equity with Trust as Mediation in the Online Transportation Industry in JABODETABEK Indonesia

Indonesia is also experiencing rapid technological progress. This can be seen from the advancement of technology that supports information. The existence of the internet marks the development of this technology. Social media is one of the advanced technologies used to disseminate information. E-WOM influences the brand so that consumers are more aware of the brand. The purpose of this research is to find out how personality, social, and social media information characteristics impact brand equity through e-WOM and trust, and to find out how trust and service quality impact brand equity. This research was conducted on 176 online transportation users in Jabodetabek using SEM analysis. The results show that features of social media use are positively correlated with brand equity, features of social media use are positively correlated with trust, e-WOM is not positively correlated with brand equity, e-WOM is positively correlated with trust, and trust is positively correlated with brand equity. The research suggestions are expected to help researchers and organizational development practitioners find the effect of social characteristics, personality, and information on social media use on equity through e-WOM and trust.

Managerial challenges to promoting competency-based intellectual capital in emerging market economies – developing a framework for implications

PurposeThis study aims to explore the challenges experienced by managers in adopting competency modeling (CM) and recommends an approach to overcome these challenges in promoting competency-based intellectual capital in organizations.Design/methodology/approachUsing in-depth interviews with organizational practitioners in India, this study identifies the challenges of competency modeling in emerging market economies.FindingsThis study identified nine contextual and eight non-contextual challenges in implementing CM practices in organizations. The framework addresses the CM challenges using direction setting, negotiation and selling, and monitoring and control dimension of implementation with behavioral, operational and change alignment aspects of CM. The framework proposes a checklist for stakeholders to help them diagnose and analyze the gaps in effective CM implementation.Research limitations/implicationsThis article contributes in the concept of competency-based intellectual capital and adoption of CM practices.Practical implicationsThis framework will assist the change management practitioners, human resources leaders, organizational development consultants and practitioners as a toolkit to address the challenges in the people management intervention.Originality/valueThe framework suggests a checklist for stakeholders to help diagnose and analyze the gaps in effective CM adoption.

Interpersonal forgiveness and employee life satisfaction: the role of affect at work

PurposeAmidst the new realities of the modern world, a happy and satisfied workforce has become a necessary requirement for organizations to maintain their competitive edge. While most of the available literature revolves around positive organizational behaviour, there is dearth of research on the influence of interpersonal forgiveness on affect and life satisfaction in employees. Keeping this precept in mind, this study aims at bridging this gap in research by developing and testing a mediation model to examine the link between interpersonal forgiveness to affect and life satisfaction.Design/methodology/approachThe sample consists of 378 employees working in different Indian manufacturing organizations. To test the hypotheses, structural equation modelling was applied.FindingsThe results reveal that interpersonal forgiveness significantly influences life satisfaction and affect partially mediates this relationship in employees.Practical implicationsThe study recommends that organizational development practitioners and human resource professionals focus on forgiveness among co-workers to foster a balanced affect and enhanced life satisfaction by developing and implementing positive psychological interventions and practices. This can help organizations in regulating interpersonal transgressions and conflicts at an early stage and also make the employees happy and satisfied.Originality/valueThis study offers concrete insights into the complicated interplay of affect in the link between interpersonal forgiveness and life satisfaction in the yet underexplored context of Indian organizations.

Organization Development Values From a Future-Oriented Perspective: An International Delphi Study

This study sought to identify Organization Development (OD) values to guide OD practitioners using a future-oriented perspective to differentiate OD from related fields. Employing six guiding principles, a Delphi study with three rounds was conducted with 42 international OD practitioners and researchers who practice in 58 countries collectively. As a result, this study identified nine OD values ( awareness of self and system, continuous learning and innovation, integrity, courageous leadership, trust and respect, diversity, collaborative engagement, strategic practicality, and client growth and development) along with 71 corresponding behavioral indicators. This article compares the identified values with OD values featured in the existing literature, adding temporal external validity and highlighting the consistency of OD values over time. Also discussed are the implications of this research for OD practitioners, the OD field, OD researchers, and other groups.

Exploring the connection between organizations and organisms in dealing with change

Purpose This paper aims to review organizational studies literature and related fields to explore the parallel between organizations and organisms in dealing with change. Design/methodology/approach The authors reviewed the literature to explore organizational change theories. Additionally, they referred to biological studies to explore the connection between organizations and organisms. Findings To cope successfully with change, organizations need to be aware of the critical, vulnerable points that may endanger their survival. These vulnerabilities can arise from external or internal factors or both. Organizational leaders, being aware of these criticalities, can act swiftly to deal with threats while keeping an eye on available opportunities. Research limitations/implications Future research could be conducted on understanding the elements of biological transformations through an in-depth study focused on species that have undergone frequent mutations and adaptations. It is hoped that HRD researchers, especially organization development (OD) theorists and practitioners, can build upon the ideas presented in this article. Practical implications The review and analysis can open doors for HRD practitioners to seek a better understanding of biological transformations, while enabling them to borrow ideas to be used in leading organizational change and design successful organizational change. Originality/value In this paper, the authors selected organizational theories to outline parallels between organizations and organisms to emphasize what organizations can learn from the success of organisms changing over billions of years. Thus, this paper uniquely contributes to HRD literature by encouraging OD researchers to conduct more interdisciplinary research. Most importantly, this paper contributes to understanding the underlying theories in HRD/OD.

From Review to Framework: Conceptualizing Generativity for Organization Development

During the last two decades, the term generativity and its adjective generative have acquired a modest place in the vocabulary of organization development practitioners and scholars; they describe generativity as an idea-giving, future-forming and self-perpetuating ambition of sustainable change and development. The literature review presented in this paper shows that this and many other interpretations of generativity in organizational contexts contain fragility, which may weaken the underlying aspirations of moving toward flourishing organizations. We promote a more robust and proper use of the term generative/ity. For this, we develop in this paper a conceptual framework that broadens our sight on generativity and its related concepts in the context of organization development. We offer suggestions for further research into strategies or interventions that have the fitness to strengthen organization's possibilities to adapt and survive. Can generativity be organized, and if so, how? We invented the word genarrative to address the ‘performative proficiency’ of organization development practitioners and (their) change leaders who strive for healthy, flourishing organizations. For an optimal return on organizational generativity we need scholars and practitioners of organizational development to join forces, mainly by adapting to the processual nature of generativity, and its seven manifestations.

Organizational Diagnosis and Organizational Development Model: Integration of Psychoanalytic Determinants

This article reviews historical and current research focusing upon the failures and inadequacies associated with management and organizational development efforts, the role of the consultant in diagnosing organizational dysfunction. It further proposes a psychoanalytic model to serve as an organizational behavior blueprint. The model developed and processes identified are an intensive, prolonged technique to understand and identify the behavioral systems that trigger conflicts within the organization with significance attached to conflict and repression from early stages in the growth of an organization and its human resources-its people. The model synthesizes the research of psychoanalytic theory and organizational development (OD) processes in examining the components and effects of pain, affection, aggression, dependency and ego-ideal as interrelated forces. The impact of some of the historical founders of OD as well as Harry Levinson's psychoanalytic theory contribution will also be incorporated in this article. Examining relationships between intervention levels and component parts is the primary step to be taken in diagnosing, developing and changing the organization and environmental domain to an organic, reality-centered entity. The intra and interrelationships between the four intervention levels (individual, group, organization and environment) and the 30 variables uniquely, presents an overwhelming task for the organizational development consultant to diagnose, describe and hopefully change as the combination of psychoanalytic elements and organizational processes are complex and enigmatic at the individual/group levels with a multiplier effect illuminating the organizational and environment domains. The study of organizational diagnosis models is paramount for OD practitioners, because diagnostic models help to reveal key organizational gaps, and critical areas to focus. Moreover, this analysis emphasized the role of the OD practitioner as an advisor, helping clients identify the most appropriate diagnostic model -given the intervention objectives, and the organizational culture, and using feedback mechanisms to channel results in a non-threatening mode to later focus targeted OD interventions for the improvement of organizational effectiveness. The development of a conceptual model intended to diagnose the individual and total elements of the system is the primary step to be taken in this change effort.

“Peaceful workplace” only a myth?

PurposeThough violence is very much prevalent in modern organizations, unfortunately, researchers and practitioners have given very little attention in creating an organizational culture based on nonviolence. The purpose of this paper is to explore the relationship between individual spirituality and non-violence work behaviour. It also investigates the mediating role of four constructs of psychological capital (hope, optimism, resilience and self-efficacy).Design/methodology/approachCollected data is subjected to rigorous reliability, validity and common method biasness tests. Further mediation is analyzed with the help of hierarchical regression, Sobel test and bootstrapping estimates.FindingsThe results show that all four dimensions of psychological capital partially mediate the relationship of individual spirituality and non-violent behaviour at the workplace. The practical and theoretical implications of the study are also discussed.Research limitations/implicationsAlthough the study produces significant results, it has certain limitations, too, which can be addressed in future research. Firstly, as psychological capital is a state like construct, the responses of the participants may vary from time to time, leading to biases. Secondly, the study is confined only to manufacturing, IT/ITES and financial institutions. It can be duplicated to other sectors as well to assess its generality. Future researchers may adopt both quantitative and qualitative methodology to explore the field. Even experimental research may help to understand these work behaviours. Although the study has been conducted in business organization the purpose is not to limit it to the workplace context. It is relevant to all sectors and across all domains.Practical implicationsThe findings have revealed individual spirituality as a significant predictor of nonviolence behaviour at the workplace. Thus managers, leaders, policymakers or organizational development practitioners need to facilitate spirituality at the workplace and introduce spiritual-based interventions such as meditation, yoga and several other mindfulness practices. Even organizational training, which is considered to be essential to human resource development, needs to develop a spiritual development program and also to examine the impact of such programs on organizational outcomes (Dent et al., 2005). Organizational interventions that facilitate mindfulness practices, yoga and meditation will enhance nonviolence communication through empathy and compassion-based listening, meaningful dialogues, through connecting employees with universal human values/needs.Social implicationsThe primary objective of the study is to foster conflict prevention in society rather than conflict resolution. With the help of the study, the authors understand the importance of spiritual intervention and its impact on the elevation of people's values, beliefs and attitudes. Major organisations such as Apple, Google, Amazon, Microsoft and Facebook have already started to develop spiritual interventions at their workplace. It is an excellent time to capitalize on India's rich spiritual tradition that honours unity in diversity. Besides, an organization's facilitation to connect to employee’s actions with spiritual values can overcome cultural conditioning that triggers violence and help in making a more meaningful place to work. Thus, impacting the society from a macro perspective.Originality/valueThis is one of the pioneer studies that tried to unlock the “black-box” of mechanism through which individual spirituality impacts non-violent work behaviour.

Resilience and spirituality: a mixed methods exploration of executive stress

Purpose The purpose of this mixed methods research study was to explore the relationships between spirituality, leader resiliency and life satisfaction/well-being. Design/methodology/approach Using an explanatory sequential design, the authors tested three research hypotheses to explore the relationships between the participants’ spiritual practices and level of resiliency, life satisfaction and sense of well-being. Data were collected from 101 executive MBA alumni of a US-based university. Following the quantitative analysis of the survey results, interviews were conducted with 25 executives who scored high in the frequency of spiritual practice to further explore how they applied their spirituality in stressful work situations. Findings The results found positive relationships between spirituality, resilience and overall life satisfaction. Participants who engaged in meditative practices had a significantly higher overall resilience score than non-meditators. Research limitations/implications Key limitations are sample size and the risk of common method variance. Though numerous procedural steps were taken to control for these issues, future research with a larger and more diverse sample is needed. Practical implications Organizational stress is pervasive and executive burnout is a risk factor for leaders and their organizations. This research offers practical suggestions for ways that human resource managers and organization development practitioners can provide prevention resources to their executives. Originality/value This research contributes to the literature by providing support for mindfulness/meditation training for executives. It also demonstrates the value of mixed methods research for a deeper understanding of the lived experiences of the participants.

Knowledge Production in Organization Development: An Interiority-based Perspective

ABSTRACTContemporary social science philosophy is bedevilled with debates about the nature of knowledge production. This article introduces the philosophical notion of interiority whereby, by focusing on the operations of knowledge production in the human mind, OD scholars and researchers can ground Modes 1 and 2 in a bigger picture of what is common to all research. This perspective which recognizes different ways of knowing in different situations cuts through the polarized differences between Modes 1 and 2. Rather than looking at what is different between them this article explores their complementarity through an interiority-based OD research framework.MAD statementThis article focuses on how knowledge is produced in the field of organization development (OD). Mode 1 produces knowledge in a disciplinary context and aims at producing scientific knowledge. Mode 2 focuses on creating knowledge for practical use through a partnership between researchers and practitioners. Both modes are valuable for managers and OD practitioners for how they contribute to knowledge production. A comprehensive framework based on six macrophases in OD knowledge production is advanced by focusing on kind of knowledge that is needed for what purpose (an activity of the human mind which we call interiority).

Explicating the future of work: perspectives from India

PurposeThe world is witnessing the advent of a wide range of technologies like machine learning, big data analytics, artificial intelligence, blockchain technology, robotics, additive manufacturing, augmented and virtual reality, cloud computing, Internet of Things and such others. Amidst this concoction of diverse technologies, the future of work is getting redefined. Thus, the purpose of this paper is to understand the future of work in the context of an emerging economy like India.Design/methodology/approachThe authors undertook a qualitative research with a positivist approach. The authors undertook expert interviews with 26 respondents. The respondents were interviewed with a semi-structured open-ended questionnaire. The responses were content analyzed for themes. System dynamics was applied to explicate the phenomenon studied.FindingsThe authors found that the future of work has multiple facets. The authors found that in future, organizations would not only use automation for lower end routine manual jobs, but also for moderate knowledge-centric tasks. Future jobs would have significant data dependency, and employees would be expected to analyze and synthesize data for sense making. Another finding pointed out that in future, individuals would be constantly required for skills upgradation and thus learning would become a continuous lifelong process. In future, individuals would get short-term tasks rather than long-term secured jobs. Thus, job flexibility would be high as freelancing would be a dominant way of work. Organizations would reduce dedicated workspaces and would use co-working spaces to reduce office space investments. In future, jobs that are impregnated with novelty and creativity would remain. A finding of concern was that with the advent of automated technologies a larger portion of workforce would lose jobs and there could be widespread unemployment that might lead to social unrest. The provision of universal basic income has been advocated by some experts to handle social crisis.Research limitations/implicationsThis research is based on an organization centric view that is anchored in the resource-based view and dynamic capabilities. The research contributes to the conversation of human resource co-existence with automated technologies for organizations of tomorrow. Thus, this work specifically contributes to strategic human resource with technology capabilities in organizations.Practical implicationsThese research findings would help organizational design and development practitioners to comprehend what kind of interventions would be required to be future ready to both accommodate technology and human resources. For policy makers, the results of this study would help them design policy interventions that could keep the nation’s workforce job ready in the age of automated technologies through investments in automated technology education.Originality/valueIndia is bestowed with one of the largest English-speaking, technically qualified young workforce working at lower salary levels than their developed county counterparts. The advent of automated technologies ushers in challenges and opportunities for this young qualified workforce to step into future. This is the first study from India that deliberates on the “future of work” in India.