Index
New Directions in the Future of Work
ISBN: 978-1-80071-299-7, eISBN: 978-1-80071-298-0
Publication date: 5 November 2021
This content is currently only available as a PDF
Citation
(2021), "Index", Santana, M. and Valle-Cabrera, R. (Ed.) New Directions in the Future of Work, Emerald Publishing Limited, Leeds, pp. 201-209. https://doi.org/10.1108/978-1-80071-298-020211023
Publisher
:Emerald Publishing Limited
Copyright © 2022 Emerald Publishing Limited
INDEX
Note: Page numbers followed by “n” indicate notes.
Academics
, 55
Accelerator, Covid-19 crisis as
, 147
Achievement organisations
, 171, 173–175
Activity-based work
, 3–4
Ad hoc
employee
, 70
sharing
, 58
Adaptability
, 43
Adaptive leader
, 30
Advanced technologies
, 124–127
Agility
, 43
Algorithm Bias Auditor
, 45
Alliance partners
Alphabet
, 42
Altruism
, 175
Amazon
, 42
Amazon Mechanical Turk
, 5
Ambiguity
, 19, 43
Anxiety
, 38
Apple company
, 42
Arrogant leader
, 30
Artificial intelligence (AI)
, 3, 7, 10, 35, 37, 43, 77, 79, 120, 123, 149, 193
classification in HRM
, 81–82
digitalisation of HRM
, 78–79
in HR management
, 79–81
multilevel framework of AI, HRM, and FoW
, 82–92
Artisan economy
, 146
Augmentation view
, 38
Authentic leader
, 22
Automation
, 41, 143
advanced technologies
, 124–127
anxiety
, 120
impact on employment
, 120
jobs at risk of automation
, 120–123
technological innovation
, 127–127
technologies
, 37–39
Autonomous vehicles
, 35
Autonomy
, 123
Balanced Approaches
, 104
Balanced HRM perspectives
, 104
Behaviours
, 27
Bibliometric analysis with SciMAT
, 2
Big data
, 3, 7, 10
new technological applications
, 77
Bilateralism
, 159
Biotechnology
, 35
Burnout
, 163, 167–170, 173–175
Business leaders
, 23, 48
Cabify
, 24
Capital accumulation effect
, 128
Capital–labour dynamics to dehumanising economic growth
, 154–155
Career
, 2, 4
Casual work
, 5, 60–62, 70
Chief Digital Officer
, 23
Chief Executive Officer (CEO)
, 24, 36
Chief Financial Officer (CFO)
, 23
Chief Information Officer
, 23
Chief Operating Officer (COO)
, 23
CHROs
, 36
Circumplex model
, 167–170
Climate change
, 97, 131, 152
Cloud computing
, 149
Cognitive platforms
, 37
Collaboration
, 43, 72
Collaborative employment
, 66–68
Collaborative innovation
, 108
Collaborative job
, 5
Communication
, 10, 72, 183–186
Compassion
, 175
Competencies
, 3, 22
Complexity
, 19
Compliance
compliance-based HRM approach
, 103
provisions
, 159
Concern
, 31
Conscious organisations
, 171, 175–176, 194
Content creation
, 10
Contract workers
, 69, 103
Core competence of future effective leader
, 28
Core knowledge employees
, 69
Covid-19
COVID-19-induced automation
, 38
FoW and
, 12
pandemic
, 12, 35–36, 46, 129, 181
COVID-19 crisis (2020)
, 102, 107, 194–195
as accelerator
, 147
consequences of covid-19 pandemic for future of work
, 190–191
crises
, 181–182
crisis leadership
, 188–189
policy
, 189–190
research agenda for future of work
, 191
social support, WLB and resilience
, 186–188
strategic diagram of future of work and Covid-19 themes
, 182
work, teleworking, digital transformation, communication and employment
, 183–186
Coworking
, 67
Creative destruction
, 144
Creativity
, 3, 43, 56, 130
Crisis leadership
, 12, 183, 188–189, 191
Crisis management
, 189
Critical soft skills deployment
, 22
Crowd work
, 5
CSR
, 188
Cultural models
, 21
Culture reengineering
, 21
Curiosity
, 43
Customers
, 38
Cyber-physical systems
, 144–145
Cybersecurity
, 43
Data (see also Big data)
analytics
, 43
data-driven approach
, 42
De facto coverage
, 147
Decent work
, 3
Decision-making
, 18
Deep learning
, 37
Design thinking
, 43
Digital emotional intelligence
, 10
Digital leadership
, 22–23
competences
, 23
Digital rights
, 10
Digital skills
, 8–9, 43, 130
Digital teamwork
, 10
Digital technologies
, 19
Digital transformation
, 1, 3, 39, 183–186, 190–191
Digital twins
, 37
Digitalisation
of HRM
, 78–79
of work
, 77
Disciplinary organisations
, 170–171, 172–173
Disciplinary society
, 173
Displacement effect
, 121, 134
Diversity, equity, and inclusion (DEI)
, 45
Downgrading labour market
, 133, 135
Dynamic conservatism
, 46
E-commerce
, 149
E-leaders
, 4
Economic crises
, 181
Economic dimension
, 2
Economic–pragmatic axis
, 4, 20
Education(al)
educational policies
, 2
and training policies
, 48–49
Educators
, 48
Electronic human resource management (E-HRM)
, 2, 7
Embedded CSR
, 188
Emerging markets
, 2
Emotion(al)
control
, 28
emotional–developmental axis
, 4, 20
learning
, 131
management
, 28
support
, 27
Empathy
, 130
Employee(s)
, 38
employee-oriented job
, 5
sharing
, 57–59
well-being
, 106, 163
Employer engagement
, 106
Employer involvement
, 106
Employer participation
, 106
Employment
, 2–3, 55–56, 183–186
forms of
, 57
Energy storage
, 35
Engagement
, 163, 167–170, 173–175
Environmental change
, 145
Environmental crises
, 181
Essential workers
, 36
Ethical behaviour
, 27–28
Ethical-social axis
, 4, 20
Eudaimonia
, 165
Eudaimonic theories
, 165–166
Eudaimonic well-being
, 165, 175–176
European Jobs Monitor (EJM)
, 134
European Union (EU)
, 124
Even satisfaction
, 2
Expatriates
, 2, 4
Face-to-face jobs
, 146
Facebook
, 42
Fear
, 191
Filesharing
, 38
Financial crisis (2007–2009)
, 36, 181
Fiverr
, 5
Flatter hierarchical structures
, 149
Flexibility
, 2
Flexible work arrangements
, 2–3, 185
Food delivery services
, 65
Formal education
, 122
Fourth Industrial Revolution (4IR)
, 35, 37
Frustrated leader
, 30
Future effective leader, core competence of
, 28
Future of industrial relations
, 151–155
Future of jobs
, 1
Future of labour markets
, 144–151
Future of work (FoW)
, 1, 3, 35, 55, 77, 170, 181
covid-19 pandemic for
, 190–191
digital disconnection debate
, 10–11
digital skills
, 8–9
gig work
, 5–6
human resource discipline
, 7
leaders
, 3–4
organisations willing to compete in
, 4–5
self-employed platform workers
, 8
social support
, 12
technological sphere of
, 1–2
telework covers aspects
, 2–3
Future workforce structure
, 1
Futures-thinking
, 131
Gender
, 3
Genetics
, 35
Gig economy
, 1–3, 10, 35
Gig work
, 5–6, 10, 185
Gini index
, 147
Global financial crisis
, 147
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
, 29
Globalisation
, 5, 152, 159
Google (see Alphabet)
Government social policy reforms
, 100
Great Lockdown
, 181
Happiness
, 163, 166–167, 173–175
Harmony
, 32
Harvard Business Review Analytic Services (HBRAS)
, 39
Harvard Business Review blog article
, 30
Harvard model
, 106
Health crises
, 181
Hedonic happiness
, 166–167
Higher education
, 183
Home-based work
, 3–4
Human Bias Officer
, 45
Human labour
, 123
Human resources (HR)
, 78
analytics
, 7
Architecture model
, 100, 101
Data Detective
, 45
data mining
, 11
strategies
, 9
Human resources management (HRM), 4–5, 23, 78, 97, 193 (see also Talent management (TM))
AI classification in
, 81–82
AI in
, 79–81
Humanised workplace
, 170
Human–Machine Teaming Manager
, 48
ICT
, 122
ICT-based mobile work
, 5, 63–65
ILO Fundamental Principles and Rights at Work
, 152
Impotent leader
, 30
In-depth analysis
, 4
Income inequality
, 1
developments
, 147
Individual employee perspective on vulnerable workers
, 108–109
Industrial relations
, 1–2
capital–labour dynamics to dehumanising economic growth
, 154–155
future of
, 151
structural changes impact on institutions and ILO standards
, 151–154
Industrial revolution
, 77, 143
Industrial robots
, 122
Information processing
, 10
and communication
, 56
Information technology (IT)
, 3
Innovation
, 3, 72, 143
Inside vulnerable workers
, 193
Integrated problem-solving
, 131
Integrity
, 27
Intelligence
, 81
Interim management
, 5, 62–63
Intermittent casual work
, 60
International Labour Office
, 189
Internet
, 19
Internet of Things (IoT)
, 7, 35, 37, 120
Interpersonal thinking
, 131
Job creation
, 1
in upcoming years
, 136–137
Job Creation and Local Economic Development Report
, 38
Job quality
, 1, 3
major changes in
, 146–147
Job(s)
, 119
destruction
, 1
insecurity
, 2
job-based employees
, 102–103
polarisation
, 2–3, 9, 132–137
at risk of automation
, 120–123
satisfaction
, 2, 167–170, 172–173
security
, 63
sharing
, 5, 59–60
structural changes impact on
, 144–147
Knowledge-based economies
, 5
Labour
codes
, 60
covers themes
, 3
Labour markets
, 2–3, 10
future of
, 144
impacts on wages versus profits, and income distribution
, 147–148
significant changes in skill requirements
, 148–151
structural change patterns in
, 132–137
structural changes impact on jobs
, 144–147
Laid-off employees
, 36
Leaders
, 3–4, 19–20
values
, 2
Leadership
, 2, 12, 20, 191
competencies
, 188
effectiveness
, 185
more leadership competencies for future
, 24–28
more on values and transformational leaders
, 28–30
new leadership competencies
, 22–24
transformational leadership revisited
, 20–22
and value of values
, 31–32
Life-sustaining workers
, 36
Lockdowns
, 181
Long-term unemployed workers
, 110
Machine learning (ML)
, 7, 37, 81–82, 123
algorithms
, 45
Macro-TM approach
, 48
McKinsey Global Institute (MGI)
, 35
Medium-scope well-being
, 165
Medium-skilled jobs
, 9
Member States (MS)
, 134
Micro-management
, 25
Mid-quality jobs
, 134
Middling labour market
, 135
Mindfulness
, 2, 175–176
Mixed-jobs
, 5
Mobile banking
, 126
Mobile devices
, 3
Mobility
, 37
Movement capital
, 103
Multilateralism
, 159
Multilevel framework of AI, HRM, and FoW
, 82–92
NAFTA agreement
, 159
Negative ones
, 163
Net emigration rate
, 151
Netflix
, 42
Neuroscience
, 28
Neutral emotions
, 176
New forms of work
casual work
, 60–62
collaborative employment
, 66–68
employee sharing
, 57–59
implications
, 73–74
interim management
, 62–63
job sharing
, 59–60
managing increasingly diverse workforce ecosystem
, 68–72
platform work
, 65–66
and potential impact on workers and employers
, 57
telework and ICT-based mobile work
, 63–65
voucher-based work
, 60
New multilateral system
, 158–160
Non-cognitive competences
, 130
Non-cognitive skills
, 130–131, 193–194
Non-routine tasks
, 146
Occupations
, 119
Older workers
, 2
On-demand work
, 5
On-demand workforce models
, 44
Online banking
, 126
Organisational effectiveness
, 106
Organisational management
, 10
Organisational networks
, 193
Organisational perspective on vulnerable workers
, 107–108
Organisational research
, 167
Organisational support
, 193
Organisations
, 170, 194
achievement
, 171
conscious
, 171
disciplinary
, 170–171
well-being and
, 171–176
Outside vulnerable workers
, 103–106, 193
Pandemic
, 39
Passion
, 173–174
Peace of mind
, 166, 175–176
People analytics
, 11
Perceptions
, 182
Performance
, 2, 4
management process
, 25
Personal labour services
, 65
Personal Mastery, Integrity and Results Generation model (PIR model)
, 25, 192
Pheriperal CSR
, 188
Platform work
, 5, 65–66, 70
Policy
, 12, 182, 189–190
innovation scenario
, 157–158
policy-makers
, 48, 55
Political changes
, 5
Political sphere
, 2
Portfolio work
, 5
Positive psychology
, 174
Positive thinking
, 28
Practitioners
, 55
Precarious employment
, 3
Principles of Responsible Investment
, 160
Prioritisation
, 43
Problem-solving
, 10, 56
Productivity effect
, 121, 127, 134
Profitability
, 107
Psychological well-being
, 165
Regional Comprehensive Economic Partnership
, 159
Reinstatement effect
, 128
Reinventing jobs as fusion between humans and technology
, 47–48
Reliability
, 31
Remote offices
, 38
Resilience
, 43, 56, 130, 186–188
Reskilling to address talent gaps
, 43–44
Resource model
, 143
Respect
, 27
Robotics
, 35, 37
Robots tax
, 1
Routine-Biased Technical Change (RBTC)
, 133
Routine-biased technology
, 9
Sadness
, 191
Safety
, 10
Science mapping analysis
, 182
SciMAT
bibliometric analysis with
, 2
tool
, 182
Seesaw effect
, 30
Seismic proportions effects of COVID-19
, 36
Self-awareness
, 131
Self-disruption
, 10
Self-employed platform workers
, 8
Self-employed workers
, 110
Self-employment oriented job
, 5
Self-management
, 43
Self-service systems
, 102
Semi-supervised learning
, 82
Shifts in sectoral structure of employment
, 144–146
Short-term well-being
, 165
SHRM approach
, 100
Skill-Biased Technical Change (SBTC)
, 132–133
Skills
, 3
mismatch
, 2
significant changes in skill requirements
, 148–151
Smart technologies
, 77
Sociability
, 123
Social cohesion
, 1
Social crises
, 181
Social learning
, 29, 131
Social networks
, 19
Social Policy
discipline
, 101
of vulnerable workers
, 193
Social protection
systems
, 1
unequal coverage of
, 154
Social researchers
, 6
Social support
, 12, 72, 182, 186–188, 191
Societal developments
, 97
Societal perspective on vulnerable workers
, 109
Societal well-being
, 106
Socio-economic changes
, 5
Socio-emotional skills
, 130
Soft skills
, 24
Spiritual dimension
, 4
Spirituality
, 2, 4, 23
STEM skills
, 149
Strategic Balanced Theory
, 104
Strategic employee sharing
, 58
Strategic HR Business Continuity Director
, 45
Strategic management consultant
, 102
Strategic positions identification
, 39–40
Strategic thinking
, 131
Stress
, 2
Structural changes impact on jobs
, 144–147
Sub-Saharan Africa
, 150
Supercomputing
, 37
Superminds
, 48
Supervised learning
, 82
Supply-oriented approach
, 105
Support
, 27
Systems-thinking
, 131
Talent
, 36–37, 40–41
acquiring talent in virtual context
, 44–45
analytics
, 42–43
development
, 2, 4
gap analysis
, 42–43
identification
, 2, 4
predicting talent needs
, 41–42
Talent management (TM)
, 2, 4–5, 37
acquiring talent in virtual context
, 44–45
education and training policies
, 48–49
emerging TM challenges
, 39
identifying strategic positions
, 39–40
improving employee experience
, 46–47
keep watchful eye on diversity
, 45–46
performing timely talent gap analysis
, 42–43
predicting talent needs
, 41–42
reinventing jobs as fusion between humans and technology
, 47–48
reskilling to address talent gaps
, 43–44
rise of automation technologies
, 37–39
understanding emerging skills requirements and talent
, 40–41
Task-approach, 123n2
Task-oriented behaviours
, 189
Tax specialist
, 102
Team leaders support
, 27
Technological change
, 3, 77
Technological developments
, 3, 6–7
Technological disruptions
, 152
Technological innovation
, 97, 102, 127
Technological nature of work
, 55–56
Technological progress
, 119
Technological revolution
, 35
Technology/technologies
, 5, 119, 143, 146
companies
, 48
job creation in upcoming years
, 136–137
job polarisation and other patterns of structural change in labour market
, 132
present and future of work
, 120–129
recent patterns of structural change at European and national level
, 133–134
recent patterns of structural change at regional level
, 134–136
reinventing jobs as fusion between humans and
, 47–48
skills for present and future
, 130–131
technology-driven production processes
, 130
Telework
, 2, 6, 63–65, 12, 158
challenges caused by
, 72
Teleworking
, 3, 12, 126–127, 183–186, 190–191
3D printing
, 35, 37
Tipping point approach
, 22
Traditional employees
, 69
Traditional human resource management function
, 55
Transformational leaders, values and
, 28–30
Transformational leadership
, 20–22
Trickle-down economics paradigm, 133n5
Trust
, 31–32
Twenty-first century leadership
, 19, 32
Uber
, 24
Uncertainty
, 191
Unequal coverage of social protection
, 154
Unions
, 3
Unsupervised learning
, 82
Upgrading labour market
, 133, 135
Upwork
, 5
Values
, 2, 21
leadership and value of
, 31–32
and transformational leaders
, 28–30
values-thinking
, 131
Videoconferencing
, 38
Virtual and augmented reality
, 37
Virtual leadership
, 10
Visionary leadership
, 22–23
Volatility
, 19
Volatility, uncertainty, complexity, and ambiguity (VUCA)
, 19–20
Voucher-based work
, 5, 60–61, 70
Vulnerability
, 97
Vulnerable employee groups
, 191
Vulnerable workers
, 2, 97
HRM of
, 106–107
HRM of ‘The Happy Few’
, 99–101
individual employee perspective on
, 108–109
institutional approach to HRM
, 97–98
organisational perspective on
, 107–108
outside vulnerable workers
, 103–106
societal perspective on
, 109–110
inside vulnerable workers
, 101–103
Wage
, 1
inequality
, 2–3
Weaking labour protection systems and institutions
, 153–154
Well-being
, 1, 163–164, 177–178
context free
, 164–165
disciplinary organisations
, 176–177
eudaimonic theories
, 165–166
happiness
, 166–167
job satisfaction, engagement, burnout and workaholism
, 167–170
and organisations
, 171–176
research
, 163
Work
, 12, 143, 182–186, 190–191
engagement
, 169
forms
, 5
present and future of
, 120–129
unequal application of fundamental Principles and rights at
, 152–153
work-related subjective well-being
, 167
Work from home (WFH)
, 36, 46
Work-life balance (WLB)
, 12, 57, 184, 186–188
Work-life conflict
, 2
Workaholism
, 163, 167–170, 173–175
Workers
, 48
cooperatives
, 67
worker-driven balance
, 57
Workforce
, 4
analytics
, 11
Workforce ecosystem
challenges caused by telework
, 72
different policies for different segments
, 68–72
managing increasingly diverse
, 68
Working-age population
, 143
Workplaces
, 194
employee well-being in
, 163
World Economic Forum (WEF)
, 35, 125
Youth under-employment
, 144
- Prelims
- Chapter 1: New Directions in the Future of Work: An Introduction
- Chapter 2: Leadership and Values: A New Framework for the Future of Work
- Chapter 3: Talent Management for the Future of Work
- Chapter 4: New Forms of Work
- Chapter 5: AI, Digitalisation, and HRM: Foundations, Extensions, and New Directions on AI, Digitalisation, and HRM
- Chapter 6: Vulnerable Workers and the Future of Work
- Chapter 7: The Impact of Technology on the Present and the Future of Work and Skills
- Chapter 8: The Future of Employment and Industrial Relations
- Chapter 9: Well-being, Happiness, Satisfaction, Burnout and the Future of Work
- Chapter 10: The Impact of Covid-19 on the Future of Work and a Research Agenda for the Future of Work
- Index