A value-oriented psychological contract: Generational differences amidst a global pandemic

Deas, Alda; Coetzee, Melinde

doi:10.3389/fpsyg.2022.921184

Cited by 3 publications

(1 citation statement)

References 43 publications

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“…Existing research has primarily focused on the PC, examining content-based elements (transactional and relational) and evaluation-based elements (fulfillment or breach) [81][82][83]. These studies have explored the impact of psychological contracts on work-related attitudes like job engagement, job involvement, and OC [57,[84][85][86][87].…”

Section: Pc and Aocmentioning

confidence: 99%

Strategic human resource management practitioners’ emotional intelligence and affective organizational commitment in higher education institutions in Georgia during post-COVID-19

Anvari,

Kumpikaitė-Valiūnienė,

Mobarhan

et al. 2023

PLoS ONE

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The COVID-19 pandemic has significantly affected the global workforce, presenting unprecedented challenges to managers and practitioners of strategic human resource management. Pandemic-influenced changes in the employment relationship highlighting the need for adaptation in order to facilitate a return to pre-pandemic conditions. Crises such as this can have a detrimental effect on employees’ psychological contract, which in turn can hinder the organization’s ability to thrive in the post-COVID-19 era and impede the development of high commitment levels in the aftermath of the crisis. Emotional intelligence plays an increasingly vital role in effectively navigating the crisis and providing support to employees, while also facilitating the reconstruction of the psychological contract. Therefore, this study aims to explain the role of emotional intelligence of strategic human resource management practitioners on affective organizational commitment and the possible mediating effect of the psychological contract in that relationship. A quantitative study took place in February 2023 among 286 HR directors, HR managers, and HR officers in higher education institutions in Georgia. Partial Least Squares for Structural Equation Modelling was applied for data analysis. The results revealed that the emotional intelligence of strategic human resource management practitioners has a positive impact on the psychological contract and the affective organizational commitment. This study supports the idea that emotional intelligence can transform strategic human resource management practitioners into individuals who engage in people-orientated activities. These activities aim to effectively acquire, utilize, and retain employees within an organization. The study also suggests that emotional intelligence can provide solutions to maintain high employee commitment during times of crisis and in the aftermath of unprecedented situations.

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Section: Pc and Aocmentioning

confidence: 99%

Strategic human resource management practitioners’ emotional intelligence and affective organizational commitment in higher education institutions in Georgia during post-COVID-19

Anvari,

Kumpikaitė-Valiūnienė,

Mobarhan

et al. 2023

PLoS ONE

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Employee adaptation in the return-to-office era within financial institutions

Magliozzi

2024

SAMAMJ

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Purpose This study aims to examine the post-return-to-office challenges faced by the internal audit (IA) division of a financial services firm, focusing on employee retention. It aims to explore policy adjustments necessary to align with the evolving expectations of a workforce influenced by Generation Z and the pandemic-induced shifts in work dynamics. Design/methodology/approach Using a systematic review methodology, the study follows a seven-stage process, including the development of research questions, protocol creation, evidence gathering, quality assessment, data extraction and synthesizing the findings. This approach ensures a comprehensive analysis of the current state of employee satisfaction and retention strategies within the IA division. Findings The study identifies three critical insights: the need for enhanced flexibility and a better work–life balance, a growing demand for continuous learning opportunities, and the importance of promoting equity and inclusion within the workplace. Research limitations/implications Conducted within an 11-week time frame, this rapid evidence assessment faced time limitations and relied on a single researcher and limited databases. The assessment might not encompass external factors affecting employee retention, like industry changes, economic fluctuations or competitive shifts. Practical implications To augment retention, management should prioritize implementing flexible work policies, nurturing a culture of continuous learning and addressing equity and inclusion gaps within the division. Social implications This study has a significant social impact as it seeks to understand and quantify factors that contribute to the retention of Generation Z employees in financial institutions. Organizations can tailor their policies and practices to better support and retain this generation in the workforce, ultimately leading to a more engaged and satisfied workforce. This, in turn, can have broader societal implications, such as reducing turnover rates, improving job satisfaction and fostering a more inclusive and supportive work environment for all employees. Originality/value This research provides a fresh perspective on how management can better support employee retention through policy adaptations, particularly in the context of transitioning back to in-office work. The findings offer valuable insights into the unique needs of Generation Z employees, who represent a significant portion of the workforce and the broader implications for workplace policies in a postpandemic world.

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Exploring meaningful rewards for pharmaceutical employees during COVID-19

Ankiah,

Barkhuizen,

Mabaso

2024

SA Journal of Industrial Psychology

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The main objective of this research was to explore significant incentives for employees of pharmaceutical enterprises amid the COVID-19 pandemic. Specifically, this study examined the reward preferences of pharmaceutical professionals in managerial positions concerning their age and gender.Motivation for the study: Despite the extensive body of research on rewards during the COVID-19 pandemic, there exists a notable gap in the literature regarding the investigation of total rewards in the pharmaceutical industry from the vantage points of gender and age.Research approach/design and method: A qualitative research approach was followed with data collected from managerial employees in a pharmaceutical company (N = 12). Thematic analyses were applied.Main findings: Overall, the female participants exhibited a greater propensity towards all rewards than male counterparts. The COVID-19 pandemic mostly impacted female Millennials, who identified all aspects of total rewards as crucial. Male Baby Boomers were more inclined towards being incentivised by monetary remuneration than non-monetary perks.Practical/managerial implications: The findings underscore the importance of leaders prioritising human-centred values such as trust, appreciation, interpersonal connections, and collaborative teamwork. Contribution/value-add:The study's results prompt researchers and practitioners to reconsider conventional characteristics and incentive inclinations of distinct age cohorts and gender categories, which have undergone modifications because of the COVID-19 outbreak.

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A value-oriented psychological contract: Generational differences amidst a global pandemic

Cited by 3 publications

References 43 publications

Strategic human resource management practitioners’ emotional intelligence and affective organizational commitment in higher education institutions in Georgia during post-COVID-19

Strategic human resource management practitioners’ emotional intelligence and affective organizational commitment in higher education institutions in Georgia during post-COVID-19

Employee adaptation in the return-to-office era within financial institutions

Exploring meaningful rewards for pharmaceutical employees during COVID-19

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