Search results

The prevention of mental health issues at work represents a significant challenge for organizations. The transformation of workplaces whose future promises to be virtual or hybrid can make the anticipation and prevention of these health issues more challenging, considering the potential distance that it may create between employees and their employers. The recent health crisis undermined individual mental health but also highlighted the importance of new technologies which greatly paved the way for the future of workplaces. This paper aims to examine these new technologies, specifically the use of blockchain technologies in organizations to predict and prevent mental health issues at work, specifically psychological distress, in times of crisis, and beyond. It addresses the main challenges and opportunities and presents research avenues as well as insights for human resource management (HRM) practitioners.

This paper is a viewpoint that addresses the use of blockchain technology in the prevention of employees’ mental health at work in times of crisis and beyond. Literature was used to support this viewpoint and highlight the importance of addressing mental health issues at work and preventing their occurrence in the future.

Blockchain is one of the disruptive new technologies that can be used as a strategic tool for organizations to prevent mental health issues among employees in the workplace in times of crisis, and beyond. It facilitates the collaboration between employees, their organization, healthcare and employee assistance program (EPA) providers, as well as insurance companies. In this context, a specific type of blockchain should be used to support this type of collaboration.

Blockchain can generate both opportunities and challenges for the prevention of mental issues at work. It can transform the future of workplaces and help organizations as well as healthcare and EPA providers to anticipate potential employees’ mental health issues in 2019. Organizations need to address their readiness to implement this new technology and the possible reluctance of their employees to use it. This paper presents insights for managers and HRM practitioners.

The studies that have addressed the use of blockchain in organizations to prevent employees’ mental health issues are sparse. This paper is an attempt to address this gap and examine the challenges as well as the opportunities associated with the use of this disruptive new technology that can significantly reshape the future of workplaces.

The labor market has witnessed the increase of the new forms of employment relationship (freelancers, contingent workers, and gig workers) due to the COVID-19 outbreak, generating new workforce patterns that represent a significant challenge for human resource development (HRD) professionals in organizations. Studies that have addressed these new forms of employment relationship and HRD during this pandemic are sparse. This paper aims to broaden the scope of HRD research by exploring the implications of these new forms of employment relationship for HRD in the time of COVID-19. It also provides insights for HRD professionals as well as governments into how to address this challenge.

This paper is a viewpoint that addresses the new workforce patterns generated by the COVID-19 pandemic and their implications for HRD at the organizational, individual and national levels.

COVID-19 sheds light on the importance of atypical workers who can create a competitive advantage for organizations, ensure their continuity and significantly benefit national and societal well-being in times of health crisis. However, these atypical workers are often overlooked when it comes to training and development. Whence the importance, for HRD professionals and governments, to address their situation and to integrate them into organizational and national HRD plans and programs, by going beyond traditional models of HRD which focus mainly on standard employees.

This paper examines a relatively unexplored topic. Besides examining the implications of the new forms of employment relationship, for HRD, it provides insights for HRD professionals and governments into how to address the challenges related to these new forms of employment relationship.

The COVID-19 crisis caused a high level of job insecurity, layoff and low employment opportunities. It generated a worldwide shock, which might have a long-lasting effect on individuals' careers. Changes might occur in terms of individuals’ career choices, objectives, perception of career success and preferences in terms of industries and work arrangements. This study aims to examine crisis-induced career shock among the workforce, which might be translated into changes or doubts related to career choices, objectives and perception of career success, and to analyze individuals' preferences in terms of industries and work arrangements. It focuses mainly on investigating variations among the workforce, based on gender, education level and ethnic origin. These variations are also examined regarding job insecurity, layoff and perceived employability.

Frequency counts, percentages, mean ranking, independent t-test and analysis of variance (ANOVA) were used for a sample of 317 workers in the United Arab Emirates (UAE). Three research questions were developed and examined, which are: (1) is there a variation in the workforce, based on gender, education level and ethnic origin concerning crisis-induced career shock (specifically changes related to career choices, objectives and career success? (2) Is there a variation among the workforce related to career preference per industry and work arrangement? If yes, is there a difference in the workforce-based gender, education level and ethnic origin? And (3) is there a variation in the workforce, based on gender, education level and ethnic origin concerning job insecurity, layoff and perceived employability?

The findings revealed that career shock was significantly higher among pre-university respondents (specifically, doubts about career choices and perceived career success). As for career preferences per industry, e-business, media and marketing had significant values for all respondents, with e-business as the top-rated choice except for Emiratis who rated it as their third choice. Education was the choice of both men and women. The choices related to other industries (e.g. Healthcare, information, communication technology, etc.) and work arrangements (telework) varied significantly based on gender, education and ethnic origin. Men seem to worry more than women about losing their job as well as Emiratis compared to expatriates, and university-level respondents compared to pre-university.

This study contributes to highlighting variations related to career shock and career preferences per industry among the workforce based on gender, education level and ethnic origin. This can help organizations in these industries to have a portrait of the situation in the employment market to be able to develop relevant interventions. This research provides insights for managers and HRM practitioners.

This study contributes to expanding research on career and career shocks in a context of a crisis. It responded to authors who called for more research about career shocks, as well as their implication for specific target groups, by examining variations based on gender, education level and ethnic origin.

While quiet quitting is not an entirely new phenomenon, no published research has examined its relationship to existing concepts from a human resource management and organizational behavior perspective. Therefore, this study is a critical reflection that aims to demonstrate the relationship of quiet quitting with concepts researchers in tourism and hospitality have extensively used to study related phenomena.

Gray literature was mobilized to capture the momentum of this new phenomenon, whereas scholarly research was reviewed to identify existing concepts associated with quiet quitting and suggest directions for theory-building and empirical research.

In its contemporary form, quiet quitting mostly resonates with younger employees, due to the drastic changes in workplaces following the COVID-19 pandemic. While quiet quitting closely resembles collective industrial action such as “work to rule” and “acting one’s wage,” it also has a psychological dimension, and can be understood through concepts such as work withdrawal, employee cynicism, and silence. Multiple theories and concepts are proposed to facilitate the conceptualization and operationalization of quiet quitting (e.g. organizational citizenship behavior, social exchange, psychological contract, organizational justice, conflict theory, equity theory, two-factor theory, job demands-resources and conservation of resources theories).

This research provides practical suggestions to managers in tourism and hospitality to prevent the occurrence of quiet quitting in the first place, as well as effectively handling it once it occurs.

Studies addressing quiet quitting are rare. This paper attempts to synthesize diverse concepts and theories associated with quiet quitting to understand its meaning, potential causes and to suggest avenues for future research.

Managers play a crucial role in organizations. They make decisions that directly influence organizational success and significantly impact employees’ mental health, development and performance. They are responsible for ensuring the financial well-being and long-term sustainability of organizations. However, their mental health is often overlooked, which can negatively affect employees and organizations. This study aims to address managers’ mental health at work, by examining specifically the direct and indirect effects of identity verification on their psychological distress and depression through self-esteem at work. The study also aims to examine the moderating as well as moderated mediation effects of identity salience.

A sample of 314 Canadian managers working in 56 different companies was studied, using multilevel analyses.

The findings showed that the verification of managers’ identity vis-à-vis recognition is positively associated with psychological distress and depression. Self-esteem completely mediates the association between low identity verification vis-à-vis work control and psychological distress, and also the association between low identity verification vis-à-vis work control and superior support and depression, while it partially mediates the association between low identity verification vis-à-vis recognition and depression.

This study can also help both managers and human resource management practitioners in understanding the role of workplaces in the identity verification process and developing relevant interventions to prevent mental health issues among managers at work.

This study proposed a relatively unexplored approach to the study of managers’ mental health at work. Its integration of identity theory contributes to expanding research on management and workplace mental health issues.

Crises can weigh heavily on individuals' mental health. COVID-19 is a crisis that has shaken humanity, plunging it into a great wave of fear, ambiguity and uncertainty, due to its novelty and rapid spread, as well as lethality. Mental health disparities between women and men have widened as a result of this pandemic. Stress factors have multiplied, especially among working women, making them more psychologically vulnerable than they were before this pandemic and easy prey to psychological distress. This emphasized the importance of having integrated care interventions that take into consideration the organizational context, with gendered lenses. This paper discusses the relationship between COVID-19 and psychological distress among women in the workforce. It presents the main sources of stress and addresses integrated care interventions that can help to prevent psychological distress among women.

This paper is a viewpoint and critique of the recent literature.

Interventions based on a partnership between employers, employees, and government, including health and social services are needed to prevent mental health problems among women in the workplace that can result from crises. In this case, a gendered approach as well as an optimization of the use of new technologies should be favored.

There is little focus on the development of integrated care approaches to address psychological distress among working women in times of crisis and beyond. This paper helps to expand the scope of integrated care to work-related mental health research by exploring the impact of an unprecedented health crisis on a vulnerable group that suffers from disparities in mental health. It also provides insights into preventive interventions, built upon an integrated care approach, based on a tripartite partnership between working women, employing organizations, and governmental institutions, facilitated by the integration of new technologies. By doing this, the author aims to contribute to the prevention of mental health issues that can result from this crisis.

Based on identity theory, identity represents a set of meanings individuals hold for themselves based on their role in the society. Hence, they often engage in the process of verifying their role, seeking for the compatibility between these meanings and those perceived in a specific lived situation. If this compatibility is not perceived, this is likely to generate negative emotions. that could compromise their mental health. This paper examines the contribution of a weak verification of role identity in the explanation of managers ‘burnout. It aims at integrating identity theory into occupational stress research by analysing the proposition that a low level of verification of a salient role-identity will be associated with a high level of burnout. Hence, we consider identity salience as a moderating variable.

Cross-sectional data of 314 Canadian managers employed in 56 Quebec firms. Multilevel regression analyses were performed to analyse the data.

Low levels of verification of some standards of managers' role identity, mainly work demands and recognition which encompasses (monetary and non-monetary recognition, career prospects and job security) are significantly associated with managers' burnout. Furthermore, as predicted, results show that identity salience plays a moderating role on the relation between a weak verification of some standards of managers' role identity and burnout, mainly work demands, superior support and recognition.

This study proposes a relatively unexplored approach for the study of managers' burnout. It broadens the scope of research on workplace mental health issues, by the integration of the identity theory.

Artificial intelligence (AI) is a significant game changer in human resource development (HRD). The launch of ChatGPT has accelerated its progress and amplified its impact on organizations and employees. This study aims to review and examine literature on AI in HRD, using a bibliometric approach.

This study is a bibliometric review. Scopus was used to identify studies in the field. In total, 236 papers published in the past 10 years were examined using the VOSviewer program.

The obtained results showed that most cited documents and authors are mainly from computer sciences, emphasizing machine learning over human learning. While it was expected that HRD authors and studies would have a more substantial presence, the lesser prominence suggests several interesting avenues for explorations.

This study provides insights and recommendations for researchers, managers, HRD practitioners and policymakers. Prioritizing the development of both humans and machines becomes crucial, as an exclusive focus on machines may pose a risk to the sustainability of employees' skills and long-term career prospects.

There is a dearth of bibliometric studies examining AI in HRD. Hence, this study proposes a relatively unexplored approach to examine this topic. It provides a visual and structured overview of this topic. Also, it highlights areas of research concentration and areas that are overlooked. Shedding light on the presence of more research originating from computer sciences and focusing on machine learning over human learning represent an important contribution of this study, which may foster interdisciplinary collaboration with experts from diverse fields, broadening the scope of research on technologies and learning in workplaces.

Background: This paper examines the impact of coronavirus COVID-19 outbreak on employees’ mental health, specifically psychological distress and depression. It aims at identifying the main stressors during and post COVID-19, examining the main moderating factors which may mitigate or aggravate the impact of COVID-19 on employees’ mental health and finally to suggest recommendations from a human resource management perspective to mitigate COVID-19’s impact on employees’ mental health.

Methods: This paper is a literature review. The search for articles was made in Google scholar, Web of Science and Semantic scholar. We used a combination of terms related to coronavirus OR COVID-19, workplace and mental health. Due to the paucity of studies on the COVID-19 impact on employees’ mental health, we had to draw on studies on recent epidemics.

Results: The identified literature reports a negative impact of COVID-19 on individual’s mental health. Stressors include perception of safety, threat and risk of contagion, infobesity versus the unknown, quarantine and confinement, stigma and social exclusion as well as financial loss and job insecurity. Furthermore, three dimensions of moderating factors have been identified: organizational, institutional and individual factors. In addition, a list of recommendations has been presented to mitigate the impact of COVID-19 on the employee’s mental health, during and after the outbreak, from a human resource management perspective.

Conclusions: Coronavirus is new and is in a rapid progress while writing this paper. Most of current research are biomedical focusing on individuals’ physical health. In this context, mental health issues seem overlooked. This paper helps to broaden the scope of research on workplace mental health, by examining the impact of a complex new pandemic: COVID-19 on employees’ mental health, from social sciences perceptive, mobilizing psychology and human resource management.

Teleworking seems to be the new future of the workplace. It has been widely adopted during the COVID-19 crisis, which has greatly influenced work organization conditions. This pandemic and its accompanying changes represent significant challenges for employees' performance, depending on their age if the study considers the physical and psychological vulnerabilities of older employees and their assumed or expected difficulties to cope with the new information and communication technologies (ICTs). This study aims at examining the direct effects of teleworking, and age on job performance (in-role). As well as analyzing the moderating effect of age on the relationship between teleworking and in-role job performance in times of crisis.

Data were collected in Canada from 18 companies, with a sample of 272 employees. Multivariate regression and moderation regression analyses were performed using Stata 13.

Results revealed that when teleworking, older age is associated with lower job performance and younger age is associated with higher job performance. Conversely, when working on-site, older age is associated with higher job performance, whereas younger age is associated with lower job performance.

From a practical perspective, these results highlight the importance of decision authority and recognition. As well as the presence of age disparities related to work arrangements. Managers need to adopt an inclusive approach and develop work arrangements that take into consideration employees' needs and ages. Some insights and practical recommendations are presented in this paper to support managers and human resource practitioners.

Studies examining the in-role job performance of teleworkers and the effects of age are sparse. This study helps to expand research on human resources management, job performance and age.