Search results

A growing body of research has suggested that the fallout of the Covid-19 pandemic has disproportionately impacted vulnerable groups such as working women, parents and older adults. Accordingly, and via the lens of social role and identity theories on gender and age at work, the authors examined the intersection of age, gender and potential caregiving responsibilities on worker well-being, work-family conflict and performance while working remotely during the Covid-19 pandemic.

In all, 1,174 Turkish job incumbents working from home either full- or part-time responded to a survey measuring self-reported anxiety, depression, stress, work-to-family conflict, family-to-work conflict and performance in the summer of 2020.

Despite using Bayesian modeling, good sample variability on age, gender and caregiving responsibilities, data collection timing allowing for the maximization of variance in individual attitudes toward working from home during the pandemic, outcome measures that evidenced excellent reliability and reasonably good data fit, and the inclusion of appropriate covariates and stringent robustness tests, hypothesized effects were overall found to be null.

The authors suggest that if remote work helps level the playing field, then that is impetus for organizations to further transition into such work arrangements.

The authors speculate on these counterintuitive results and suggest implications for future research and practice on the confluence of remote work and workplace diversity, including the potential benefits of remote work for women and older adults, the role of cultural values and the use of Bayesian methods to infer support for the null.

The purpose of this study is to investigate empirically the impacts of outsourcing, and to examine the relationship between the outsourcing process and organizational performance in hotels.

Data for the study were obtained from 80 hotels in the city of Antalya in Turkey through questionnaires. A paired‐sample t test, and correlation and regression analyses were used to analyse the data.

The analyses provide strong support for the impacts of outsourcing on organizational performance. Cooperation with a vendor has led to significant improvement in organizational effectiveness, productivity, profitability, quality, continuous improvement, quality of work life, and social responsibility levels. Hotel managers think that organizational performance has increased after outsourcing.

The most significant limitation of this study is the impact of outsourcing on organizational performance relying on perceived results rather than direct measures for measurable dimensions. In future research, financial metrics must be used to provide more objective evaluations of a hotel's outsourcing impact on the dimensions of profitability and productivity.

The results indicate that outsourcing is very important for organizational performance. Also, the effectiveness of the outsourcing process significantly affects organizational performance. If the outsourcing process is planned and implemented effectively, the required results can be achieved in terms of organizational performance.

Little has been found in the literature on the impact of outsourcing in hotels. This paper presents new data and empirical insights into the relationship between outsourcing and organizational performance in hotels in Turkey.

The purpose of this paper is to introduce a framework used in a program for working executives, designed to prepare them for the digital workplace environment of industry 4.0.

The paper adopts a case-based approach. It presents the current context about industry 4.0 and digitized workplaces. It then describes the case of designing the curriculum for a learning program on this theme, the responses received from participants and facilitators and conclusions that can be drawn from the responses.

The findings indicate that digital workplaces present challenges such as fragmentation of work, a resultant disconnect between team members, an uncertainty about assessment of efforts as well as assessment of output. Facilitation by coaches, extensive documentation, knowledge sharing, empathy and an alignment to shared goals mitigate these challenges to some extent. Facilitation also enables the participants to experience the true benefits of technology aided collaboration.

The participants in the program had an average work experience of two years, and a senior management view was not represented.

The learning from the program would help in designing more such collaborative and immersive learning experiences.

Programs about virtualization and automation of work processes enable an appreciation of the inherent challenges and shortcomings and a fairer implementation of technologies at the workplace.

The program brought into the classroom an immersive experience of the evolving dynamics between employers, digital technologies and employees of contemporary workplaces.