Living with uncertain work

Heyes, Jason; Moore, Sian; Newsome, Kirsty; Tomlinson, Mark

doi:10.1111/irj.12231

Cited by 15 publications

(16 citation statements)

References 26 publications

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“…The model building and framework highlights an organization’s structural incapacities and management’s competency deficits to help the HRD community become more effective in their interventions (i.e. its currency/raison-d’etre) against the normalization of workplace stress (Heyes et al, 2018) and the individualization of human development (Gvaramadze, 2008; Mishra & McDonald, 2020).…”

Section: Resultsmentioning

confidence: 99%

“…Gvaramadze notes that greater individualization through employees’ quest for more learning and development opportunities may be beneficial for individual growth and organizational fit, but detrimental for commitment and knowledge sharing. This polarization of the human development/human capacity theory debate has partly led to personality and emotional wellbeing adversity for a wider collective adding to the growing uncertainty of how it should be implemented in resilience building (Heyes et al, 2018). Consequently, this has led and added to less effective capacity development against stress (Chalofsky & Cavallaro, 2013; Conz et al, 2017) individually, collectively, and organizationally.…”

Section: Theoretical Perspectives On Resiliencementioning

confidence: 99%

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Bouncing back from Workplace Stress: From HRD’s Individual Employee’s Developmental Focus to Multi-facetted Collective Workforce Resilience Intervention

Mendy

2020

Advances in Developing Human Resources

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The Problem Human resource development (HRD) research has sought to demarcate a human developmental problem by identifying learning interventions through which individuals can contribute towards group and organizational growth. However, there remains the fundamental problem, which is how to go beyond individualized employee development to a more collective resilience model building against workplace stress. Such lesser effectiveness has led to financial, emotional and psycho-social costs to individuals and collectives. Based on the theoretical analysis of human capital theory, HRD research and literature are lacking in how to more effectively operationalize collective resilience against workplace stress. The Solution A multi-faceted collective workforce resilience intervention conceptual model is proposed to enable both management and employees to overcome ineffective implementation of human development and thereby bounce back from workforce stress. Four aspects of the model’s practical operationalization are proposed as steps to help the HRD community of practitioners and scholars to engrain resilience as a workplace culture in resolving stress. Implications on (1) the identification of workplace stress, (2) the effective design and operationalization of development capacities. (3) the resilience intervention initiatives, and (4) the management of collective workforce resilience are highlighted. The Stakeholders The proposed model is designed for the HRD community, including scholars, practitioners, employees and managers in related HRD contexts.

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Section: Resultsmentioning

confidence: 99%

Section: Theoretical Perspectives On Resiliencementioning

confidence: 99%

Bouncing back from Workplace Stress: From HRD’s Individual Employee’s Developmental Focus to Multi-facetted Collective Workforce Resilience Intervention

Mendy

2020

Advances in Developing Human Resources

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“…Jay recalls that one colleague sees the need to continue working, including overtime, to secure her income. These reminiscences encapsulate the anxiety associated with financial uncertainty that prevails in part-time employment agreements (Heyes et al, 2018). The Coronavirus Act 2020 extends Statutory Sick Pay (SSP) to UK employees who self-isolate to prevent themselves from spreading COVID-19.…”

Section: Introductionmentioning

confidence: 99%

‘It’s Like a War Zone’: Jay’s Liminal Experience of Normal and Extreme Work in a UK Supermarket during the COVID-19 Pandemic

Cai

Velu

Tindal

et al. 2020

Work, Employment and Society

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This article presents a UK supermarket worker’s experiences of work during the COVID-19 pandemic. Writing during a period of uncertainty, Jay’s narrative reveals how the sudden and constant transitions between mundanity and extremity on the shop floor evoke conflicting emotions and work intensification that disrupt and reconstruct normality. His accounts describe violent customer behaviours, absent management, a lack of clear organisational policies, and the different views of appropriate health and safety measures among colleagues. It illustrates how liminality in the workplace at a time of crisis can endanger employees whose seemingly mundane jobs become extreme.

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“…Employment relations have changed over time, and new types of precarious employment arrangements, e.g. temporary work agencies and subcontracting (including self-employment), increase the risk for job insecurity for workers in enterprises of all sizes (Kalleberg 2009;Heyes et al 2018). This will challenge the inclusion of people with disabilities or limited resources in the labour market and may also have health implications (Tompa et al 2007;Bajwa et al 2018).…”

Section: Introductionmentioning

confidence: 99%

New and small firms in a modern working life: how do we make entrepreneurship healthy?

2020

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The interplay between health, entrepreneurship and small and emerging businesses is a research field receiving growing interest. Studies point to both health-related risks and opportunities, which have implications for the social and economic lives of entrepreneurs and employees in small and new firms. Research has been carried out in different disciplines, which have contributed in different ways to the understanding of this inquiry. As the field is still premature and interdisciplinary in nature, there is a need to establish boundarycrossing avenues for developing new knowledge on the topic. This ambition has led to the development of this special issue. The issue includes results from original research on working life challenges encountered by small and new businesses, approached from a variety of disciplines. In this introduction, we begin by tracing an overarching framework, to which we add brief descriptions of the contributing papers. To conclude, we outline future research goals and discuss how issues around mental health, regulation and work environment inspections, race, disability and gender issues and the growing gig economy will affect the conditions for healthy entrepreneurial work.

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Living with uncertain work

Cited by 15 publications

References 26 publications

Bouncing back from Workplace Stress: From HRD’s Individual Employee’s Developmental Focus to Multi-facetted Collective Workforce Resilience Intervention

Bouncing back from Workplace Stress: From HRD’s Individual Employee’s Developmental Focus to Multi-facetted Collective Workforce Resilience Intervention

‘It’s Like a War Zone’: Jay’s Liminal Experience of Normal and Extreme Work in a UK Supermarket during the COVID-19 Pandemic

New and small firms in a modern working life: how do we make entrepreneurship healthy?

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