The future of human resources role

Troilo, Fernando

doi:10.7200/esicm.54.295

Cited by 19 publications

(3 citation statements)

References 9 publications

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“…Several solutions could be implemented, e.g. : recruit more human resources whenever possible; develop an employee experience mindset conducive to talent retention (Troilo, 2023); ensure that employees take sufficient breaks throughout the day during times of intense work; allocate the appropriate amount of work according to each employee's available time (Kissi et al, 2019;Skinner and Pocock, 2008); and develop employees soft skills considering their relevance to improve individual task performance and IT firms success (Ogunrinde, 2022).…”

Section: Discussionmentioning

confidence: 99%

Dealing with work overload in the IT industry

Mosquera,

Soares

2024

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PurposeWork overload has become a relevant issue in the Information Technology (IT) industry, with negative effects for individuals and organizations alike. This study aims to analyse the role of personal resources in a broad model regarding the effects of work overload on performance and well-being for the particular case of IT professionals. Considering the specificities of the IT industry, three personal resources were included in this study: one stable personality variable (conscientiousness) and two more malleable variables (work-life balance and psychological detachment).Design/methodology/approachTo test the model, the authors use a sample of 144 IT Portuguese professionals. The authors collected data through an online questionnaire shared in social networks and IT social network communities. The authors use partial least squares (PLS) for data analysis.FindingsThe results show that work overload negatively impacts on employees’ life satisfaction, psychological detachment, work-life balance and task performance. Conscientiousness is positively related with two positive outcomes: task performance and life satisfaction. Work-life balance has a mediating effect in the relationship between work overload and life satisfaction.Practical implicationsThese findings emphasize the need to promote conscientiousness in IT professionals, as well as reduce workload and promote family-friendly working environments to foster work-life balance and life satisfaction.Originality/valueBy testing this model, the authors aim to contribute to the current knowledge on the role of personal resources in the Job Demands-Resources model, which is still unclear and under-researched.

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Section: Discussionmentioning

confidence: 99%

Dealing with work overload in the IT industry

Mosquera,

Soares

2024

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“…This evidence not only contributes theoretically by expanding knowledge regarding what firms have done to respond to the COVID-19 crisis (Carroll, 2021;Mota et al, 2022;Troilo, 2023) and the reasons that drive them to be more socially responsible (He and Harris, 2020;Stella et al, 2022) but also provides new orientations to be considered by regulatory and standard-setting bodies. Specifically, we show that crisis may imply a new form of gender discrimination, but this effect is greater in those countries with stricter board gender diversity legislation.…”

Section: Implications For Practice and Managementmentioning

confidence: 92%

“…The literature dealing with gender diversity in organisations has highlighted a number of business benefits associated with the presence of women (Uribe-Bohorquez et al, 2019;Amorelli and Garc ıa-S anchez, 2020, 2023Garc ıa-S anchez et al, 2023), at a general level and specifically in leadership positions. Amongst these, it is worth mentioning (1) a more qualified human talent, on the one hand, due to a greater number of candidates and greater internal competition (Smith, 2005) and, on the other hand, due to the female need to socially reaffirm its adequacy (Talmud and Izraeli, 1999;Uribe-Bohorquez and Garc ıa-S anchez, 2023b), which leads to a greater education of women Storvik and Teigen, 2010); (2) better decision-making, thanks to a wider range of perspectives, skills and abilities (Campbell and M ınguez Vera, 2008;Post and Byron, 2015;Terjesen et al, 2009) that allow for greater creativity, learning and innovation (Erhardt et al, 2003;Kawai et al, 2023;Krishnan and Park, 2005) as well as a more independent and ethical criterion (Kirsch, 2018); (3) increased activity and reduced conflict (Huse and Solberg, 2006;Nielsen and Huse, 2010a, b); (4) a better reputation with different stakeholders (Rose, 2007); (5) a reduction in costs (due to lower turnover and absenteeism) and, ultimately, thanks to all of the above, an improvement in sustainable competitive advantage, leading to business growth, improved financial performance (Robinson and Dechant, 1997;Thomas and Ely, 1996) and better organisational performance (Cumming and Leung, 2021).…”

Section: Women and Leadership: Literature Reviewmentioning

confidence: 99%

The COVID-19, a crossroads for female directors

Garcia-Sanchez,

Uribe Bohorquez,

Aibar-Guzmán

et al. 2023

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PurposeFor almost half a century, society has been aware of the existence of a glass ceiling, a term that describes the invisible barriers that hinder women’s access to power positions despite having equal or greater qualifications, skills and merits than their male counterparts. Nowadays, although there are signs of slow progress, women are still underrepresented in the upper echelons of large corporations and the risk of reversing the progress made in gender parity has increased because of the effects of the COVID-19 pandemic. This paper contributes to previous literature by analysing the impact that the uncertainty and cognitive effects associated with COVID-19 in 2020 had on the presence of women on the board of directors and whether this impact has been moderated by the regulatory and policy system on gender quotas in place at the time.Design/methodology/approachTo test the authors' research hypotheses, the authors selected the major global companies worldwide with economic-financial and non-financial information available in the Thomson Reuters EIKON database over the 2015–2020 period. As a result, the authors' final sample is made up of 1,761 companies from 52 countries with different institutional settings that constitute an unbalanced data panel of 8,963 observations. The nature of the dependent variables requires the use of logistic regressions. The models incorporate the terms to control for any unobservable heterogeneity and the error term. Any endogeneity issues were addressed by considering the explanatory variables with a time lag.FindingsThe authors find that almost 30% of the companies downsized their boards in 2020. This decision resulted in more female than male directors being made redundant, causing a reversal in the fulfilment of gender quotas focussed on ensuring balanced boards with a female presence of 40% or more. This effect was enhanced in countries with hard-law regulation because the penalty for non-compliance with gender quotas had led to a significant increase in the size of these bodies in previous years through the inclusion of the required number of female directors. In contrast, the reduction in board size in soft-law countries does not differ from that in laissez-faire countries, lacking any moderating effect or impact on the number of female board members dismissed as a result of the pandemic.Originality/valueThis paper aims to contribute to current knowledge by analysing the impact that the countries' regulatory and normative systems on gender parity on boards of directors have had on the decisions made in relation to leadership positions, moderating the effects of the COVID-19 pandemic on gender equality at a global level.

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