Achieving employee support during the COVID-19 pandemic – the role of relational and informational crisis communication in Austrian organizations

Einwiller, Sabine; Ruppel, Christopher; Stranzl, Julia

doi:10.1108/jcom-10-2020-0107

Cited by 69 publications

(126 citation statements)

References 80 publications

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“…In remote work situations like those faced during the Covid-19 pandemic, organizations needed to sustain employees engagement and maintain their ability to communicate, collaborate and function properly [ 62 ]. Therefore, there is a need for various engagement practices to help support employees working from home.…”

Section: Discussionmentioning

confidence: 99%

“…For the evaluation stage, a case study approach was adopted to evaluate the proposed assessment method in a real context. The case study approach is defined as "a strategy for doing research which involves an empirical investigation of a particular contemporary phenomenon within its real-life context using multiple sources of evidence" [61].…”

Section: Evaluation Methodsmentioning

confidence: 99%

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Online social transparency in enterprise information systems: a risk assessment method

et al. 2021

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Teleworking refers to the utilization of information and communication technologies for work done outside the workplace. The Covid-19 crisis led to increased utilisation of social networking tools within enterprises, especially when working remotely. The aim of their use is often to improve situational awareness, coordination, and collaboration amongst employees. Online social transparency, typically done through social networks or enterprise social software, refers to the voluntary sharing of personal and contextual information such as those relating to their own and team status, intentions, motivation, capabilities, goal priorities besides updates on the physical and social context, with other colleagues. An ad-hoc practice of social transparency can introduce risks such as information overload, social loafing and peer pressure. Despite recognising its adverse effects, there is a lack of systematic methods that identify and assess the risks of online social transparency. In this paper, we present a method to identify and evaluate these within enterprises. We present the method’s workflow, stakeholders, the novel artefacts and techniques devised to use and the outcomes to produce. We evaluate our proposed method by applying it in a real organisational context and assess applicability, efficiency, and effectiveness in identifying risks and supporting managers in risk assessment. The results showed that the method gives a framework of thinking and analysis and helps recognize and identify risks in a specialized manner.

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Section: Discussionmentioning

confidence: 99%

Section: Evaluation Methodsmentioning

confidence: 99%

Online social transparency in enterprise information systems: a risk assessment method

et al. 2021

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“…The global pandemic caused by SARS-CoV-2 virus (further called COVID-19 pandemic) had a profound impact on the management of employees [ 3 , 4 ]. Spread of the COVID-19 disease meant that organizations were forced to change the way of work, as it became necessary to increase the social distance and stop the mobility in order to reduce the odds of contamination [ 5 ]. Organizations had to rearrange their processes so that remote work was possible [ 6 ].…”

Section: Introductionmentioning

confidence: 99%

COVID-19 oriented HRM strategies influence on job and organizational performance through job-related attitudes

et al. 2022

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The COVID-19 crisis forced many changes to occur within organizations, which were necessary to keep the continuance of the organization’s operations. Job performance seems to be an important factor determining such continuance, through its influence on the performance of entire organization. Shaping and keeping job performance in times of COVID-19 pandemic was a challenge for organizations, due to its negative impact on employees, causing their stress or lack of sense of security. There is a growing role of HRM specialists in appropriately shaping HRM strategies that can positively shape job-related attitudes, resulting in enhanced job performance during such difficult times. Therefore, this study aims to explain the role of COVID-19 oriented HRM strategies in shaping job performance through job-related attitudes such as work motivation, job satisfaction, and organizational commitment in a time of crisis occurring in the organization due to the COVID-19 pandemic. The study was conducted among 378 organizations operating in Poland during 2nd wave of COVID-19 pandemic. To verify the hypotheses, descriptive statistics were calculated using IBM SPSS and path analysis was performed using IBM AMOS. The result shows that combined set of "hard" HRM strategies related to the financial aspects and "soft" HRM strategies related to keeping employees’ wellbeing during the crisis gives the best results in shaping job performance through job-related attitudes and consequently strengthening organizational performance. This study contributes to the knowledge concerning the development of COVID-19 oriented HRM strategies, which may also have practical application.

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“…Besides, in a study of 1033 employees in Austrian organizations during the COVID-19 pandemic, employees' satisfaction with factual corporate information (β=0.27, p < 0.001) enhances the acceptance of managerial decisions and, in turn, employees' acceptance of managerial decisions has a weak but significant relationship (β = 0.11, p < 0.05) with job engagement. Specifically, employees' acceptance of managerial decisions explained variance of R² = 0.44 on job engagement (Einwiller, Ruppel, & Stranzl, 2021). Equally, Tao et al (2021) confirmed a linkage between employees' needs satisfaction and organizational engagement.…”

Section: Covid-19 Individual Level Constructsmentioning

confidence: 67%

“…Receiving substantial information increases employees' acceptance of managerial decisions (β = 0.41, p < 0.001), and employees' acceptance of managerial decisions, in turn, stimulates employees' job engagement (β = 0.11, p < 0.05) in employees of Austrian organizations (Einwiller et al, 2021). In addition, during the COVID-19 crisis, Einwiller et al (2021) demonstrated that participation (β =0.16, p < 0.01) (listening to and receiving feedback from employees) and communicated appreciation (β=0.42, p < 0.001) boost affective organizational commitment while affective organizational commitment, in turn, drives employees' job engagement (β=0.57, p<0.001) in 1033 Austrian employees.…”

Section: Covid-19 Organizational Level Constructsmentioning

confidence: 99%

Employee Engagement Outlooks in the Era of COVID-19: Implications for Human Resource Management

Eniola

2022

IJHRS

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The severe COVID-19 pandemic triggered an extraordinary global health crisis, resulting in an economic downturn and negative consequences for employees' work lives, especially employee engagement. An overview of how literature has been tackling the impact of COVID-19 on employee engagement is still missing. Hence, this article illustrates how literature has addressed the development and maintenance of employee engagement in various parts of the world due to the global health crisis. The report discusses individual and organizational roles in fostering employee engagement. The article provides general ideas for researchers interested in extending employee engagement studies under critical situations. It also highlights the consideration for human resource management in both individual and organizational contexts. As well, equips organizational leaders and human resource practitioners with productive and enabling power for informed decision-making about improving employee engagement of their workforce during the ongoing pandemic or other stressful events.

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Achieving employee support during the COVID-19 pandemic – the role of relational and informational crisis communication in Austrian organizations

Cited by 69 publications

References 80 publications

Online social transparency in enterprise information systems: a risk assessment method

Online social transparency in enterprise information systems: a risk assessment method

COVID-19 oriented HRM strategies influence on job and organizational performance through job-related attitudes

Employee Engagement Outlooks in the Era of COVID-19: Implications for Human Resource Management

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