Fotios Mitsakis - Academia.edu (original) (raw)

Essays by Fotios Mitsakis

Each academic research project is underpinned by philosophical assumptions which reflect a rese... more Each academic research project is underpinned by philosophical assumptions which reflect a researcher’s own understanding of social reality, but may also reflect the dominant perceptions accepted in a given academic field (Bryman & Bell, 2007). Accordingly, in business research, there are certain research philosophies and dominant paradigms which appoint the research tools will be used in the later stages of the research process (Saunders et al., 2009). Due to an existing debate among scholars regarding both the ontological thoughts (“how we see our world”) and the epistemological approach (“how we think about our world”)-(Greene & Caracelli, 1997), a reflection upon the literature within my own discipline (strategic human resource development) will demonstrate the dominant paradigm; it will further help presenting my own thinking of philosophy, and to evaluate the fit among my research objectives and the dominant paradigm, while concurrently to explore any flexibilities for a better fit.

Bookmarks Related papers MentionsView impact

Teaching Documents by Fotios Mitsakis

Bookmarks Related papers MentionsView impact

A simple guide to reflective thinking and writing

Bookmarks Related papers MentionsView impact

Seminar Presentations by Fotios Mitsakis

This presentation refers to the challenges for Management Education over the next five years.

Bookmarks Related papers MentionsView impact

Papers by Fotios Mitsakis

Human Resource Development International, 2024

Human Resource Development (HRD) initiatives are crucial for organisational growth and employee s... more Human Resource Development (HRD) initiatives are crucial for organisational growth and employee satisfaction. Nevertheless, securing budget allocations for HRD programmes can be challenging. This perspective paper critically suggests using the 'Think, Feel, Do' (TFD) marketing framework to aid HRD professionals in bolstering their persuasiveness when advocating for budget allocations. Through comprehending how to captivate the cognitive (think), emotional (feel), and behavioural (do) reactions of budget holders to information, HRD professionals need to adopt a strategic and comprehensive approach to effectively convey the value proposition of their initiatives, thereby impacting the decision-making process of budget holders.

Bookmarks Related papers MentionsView impact

A simple guide to reflective thinking and writing

Bookmarks Related papers MentionsView impact

This presentation refers to the challenges for Management Education over the next five years.

Bookmarks Related papers MentionsView impact

Human Resource Development International, 2024

Bookmarks Related papers MentionsView impact

Current Issues in Tourism, 2024

This article, drawing on the General Strain Theory (GST), discusses customer abuse and harassment... more This article, drawing on the General Strain Theory (GST), discusses customer abuse and harassment in the Greek hospitality sector during the unprecedented strain of the Covid-19 pandemic. The study draws on an online survey questionnaire, incorporating a combination of open-ended and closed questions to secure both qualitative and quantitative data. Customer abuse and harassment are outlined as endemic phenomena of workplace violence in the industry, and workplace crimes that were further intensified because of the pandemic. Managerial immoral inaction towards customer misbehaviour, as well as the underreporting of this issue, are discussed as impeding factors in addressing customer abuse and harassment. The study's theoretical contribution stems from the examination of abuse and harassment from a criminology perspective, employing the GST and the classification of such (mis)behaviours as an everyday workplace crime, which remains unmanaged, accepted, and tolerated in the hospitality and tourism sector, violating employees' wellbeing and dignity at work.

Bookmarks Related papers MentionsView impact

The outbreak of the Covid-19 pandemic necessitated a rapid transition to remote teaching in Highe... more The outbreak of the Covid-19 pandemic necessitated a rapid transition to remote teaching in Higher Education (HE) institutions worldwide. Whilst there is existing research on the advantages and disadvantages of online teaching from transactional and adult learning theory perspectives, there is a lack of investigation into the specific challenges faced by academics in the UK HE sector concerning their teaching and research during the pandemic. This paper aims to fill this research gap by examining the experiences of nearly 300 academics in the UK HE sector through a qualitative online questionnaire. The findings of this study reveal several challenges associated with the sudden shift to online teaching. These challenges include time constraints, a lack of digital skills, technology issues, and an increased teaching workload. Academics also encountered difficulties engaging and connecting with students, as remote teaching created a sense of detachment between them. This finding aligns with the theoretical propositions of the self-determination theory, particularly regarding the sense of relatedness. Remote teaching presented obstacles in gauging students' reactions and understanding, as it lacked interactivity, personalisation, and the ability to keep students motivated and engaged. Additionally, academics faced issues assessing online assignments and monitoring students' progress and development. The isolation from remote work further contributed to a lack of concentration in teaching and research. The study also highlights the significant increase in teaching loads experienced by academics, as they had to adapt their teaching materials to suit the new mode of delivery. Academic research was impeded by limited access to labs, equipment, research time, and support due to the demands of teaching. Field-based research was put on hold, and many academics found collaborating with colleagues without physical proximity challenging. Considering these challenges, the study proposes ideas for overcoming barriers in future crisis events. The findings have implications for research and policy, further discussed in the paper.

Bookmarks Related papers MentionsView impact

Employee Relations, 2024

Purpose-This paper examines the impact of the COVID-19 pandemic on the mental health and wellbein... more Purpose-This paper examines the impact of the COVID-19 pandemic on the mental health and wellbeing of academic and professional Higher Education (HE) staff in the UK. Design/methodology/approach-A mixed-method survey questionnaire was sent to almost 300 UK HE staff to secure qualitative and quantitative data to enable data triangulation. Findings-The study found an adverse impact on academic and professional staff's mental health and wellbeing, further resulting in stress and anxiety. Several reasons for the increased stress and anxiety levels were identified, but social isolation and the increased workload were the most commonly reported. The most affected groups by the pandemic were females, younger staff, full-timers and those with disabilities or caring responsibilities. Practical implications-This study offers a range of strategies to support staff's mental health and wellbeing; as such, it is of great interest to policymakers to inform their decisions of similar crisis events in the future. It also addresses some of the COVID-19 areas of research interest for the UK parliament. Originality/value-The study's originality derives from exploring the pandemic's impact on UK HE staff's mental health and wellbeing by including professional staff's experiences alongside those of academics. It also expands the scant evidence concerning the pandemic's impact on HE staff in the UK.

Bookmarks Related papers MentionsView impact

Work, Employment and Society, 2022

This article discusses the story of Steven, a precarious academic worker, and his decision to wor... more This article discusses the story of Steven, a precarious academic worker, and his decision to work from home while being infected with Covid-19; a phenomenon called virtual presenteeism. As argued, Steven's sickness presence is the outcome of the increasing precarity and job insecurity in the sector, as well as the outcome of a presenteeism culture in academia which is being facilitated by technology and the blended learning approach adopted during the pandemic. The article outlines precarious academic workers' fear to go off sick, illustrating how Steven negotiates the precarity of his contract via virtual presenteeism to portray over-commitment to the institution and avoid the risk of job loss. As concluded, while blended learning becomes the new educational norm in higher education, virtual presenteeism risks becoming the new attendance norm. This article calls for more research to examine how the blended teaching approach will further impact on academic work, post-pandemic.

Bookmarks Related papers MentionsView impact

European Journal of Training and Development, 2023

Purpose-This paper aims to operationalise a modified strategic human resource development (SHRD) ... more Purpose-This paper aims to operationalise a modified strategic human resource development (SHRD) framework to examine managerial perceptions of the strategic embeddedness of human resource development (HRD) in organisations in times of business and economic uncertainty.
Design/methodology/approach-The paper draws on qualitative research data, following a case-study research design and semi-structured interviews with 44 participants to enable an in-depth investigation of managerial perspectives.
Findings-Research findings outline complexities in both understanding and operationalising SHRD in times of crisis which flow from managerial differing viewpoints.
Research limitations/implications-Research findings and conclusions are subject to "respondent bias" as events occurred several years ago, thus participants may not fully recall how SHRD has changed over time. Focussing on a unique industrial sector, as well as to a specific national context, limits the generalisation of the findings in comparative contexts.
Practical implications-Owing to the ongoing business and economic uncertainty, this study could serve as a powerful tool at the hands of HRD professionals to effectively assess the nature of their HRD interventions in their organisations.
Originality/value-Having a modified SHRD framework assessed in volatile, uncertain, complex and ambiguous contexts, the reality of SHRD in organisations is examined. In addition, focussing on a single sector overcomes the "one-size fits all" proposition of prominent SHRD models. Finally, the paper expands SHRD literature by examining managerial perspectives on SHRD into understudied national and industrial contexts.

Bookmarks Related papers MentionsView impact

Employee Relations: The International Journal, 2022

PurposeDrawing on the social exchange theory, this study aims to explore line managers' perce... more PurposeDrawing on the social exchange theory, this study aims to explore line managers' perceptions of diversity management, as well as their perceptions of their role and responsibilities in shaping and implementing diversity practices. The senior management's leadership support, as it is perceived by line managers, in assisting them to manage diversity successfully is also examined.Design/methodology/approachSemi-structured interviews with 51 line managers across different sectors in the UK were conducted to address the following three research questions. First, how do line managers perceive diversity management? Second, what are the actual roles and responsibilities of line managers in shaping diversity practices' implementation? Third, how do leadership interactions within the organisation influence line managers' perceptions of diversity practices?FindingsLine managers present high levels of personal determination and commitment towards diversity supplemented by...

Bookmarks Related papers MentionsView impact

Human Resource Development International, 2020

Endlessly changing business and economic landscapes urge organizations to become resilient to ens... more Endlessly changing business and economic landscapes urge organizations to become resilient to ensure business survival and growth. Yet, in many cases, business world is becoming turbulent faster than organizations are becoming resilient. Relevant research indicates the ways through which organizations could respond to unforeseen events, mainly through suggesting that individual and group resilience could lead to an organizational one. However, research is nascent on how particularly human resource development (HRD) resilience could be
built, and thus to contribute to organizational resilience as well.Within
today’s business uncertainty and complexity, HRD resilience comes in
line with the developmental strategies of organizations. Therefore, the
purpose of this perspective article is to set the foundations of the term
(HRD resilience) in order to initiate a dialogue around its ability tomake
a substantial contribution to organizational practice, and thus to be
seen as a new ‘success element’ of organizational resilience.

Bookmarks Related papers MentionsView impact

Human Resource Development Review, 2019

This integrative literature review reports on strategic human resource development (SHRD) models ... more This integrative literature review reports on strategic human resource development (SHRD) models that examine the strategic embeddedness of HRD (SHRD maturity) in organizations. A review and critique of all existing SHRD models is provided, exemplifying their limitations and building upon their strengths to inform a modified SHRD framework. The latter suggests an enhanced set of strategic components to assess SHRD maturity. This article further outlines how SHRD aspirations can be practiced within complex, dynamic, and continually changing business and economic environments. The SHRD literature is advanced by new insights on how HRD scholars and practitioners could assess and enhance the maturity of their HRD interventions in the context of constantly changing (dynamic) environments. The modified SHRD framework further contributes to the academic literature with its enhanced set of strategic characteristics, as well as with its SHRD pointers, all of which can offer a better evaluation of SHRD maturity during periods of business and economic complexity and uncertainty.

Bookmarks Related papers MentionsView impact

This paper investigates the strategic decision-making process (SDMP) of Greek banks' top manageme... more This paper investigates the strategic decision-making process (SDMP) of Greek banks' top management in the context of profound organisational changes introduced in 2012 as a result of the 2008 global financial crisis. It focuses on the impact of three key dimensions of the SDMP, namely, rationality, intuition and political behaviour, relating to four changes introduced, namely, acquisitions, branch network rationalisation, integration of information technology (IT) and downsizing of operations and personnel. A questionnaire-based survey was conducted, targeting Greek banks' top management. Out of 140 questionnaires, 78 were returned, a 55.71% response rate. Data was analysed using structural equation modelling. Research findings identify rationality as a key dimension of SDMP for all organisational changes, as there was high focus on identifying and analysing all required information, use of external financial advisors, and reliance on multiple methods of information gathering. Decision-makers used their intuition in the form of past experience when making acquisition decisions, whilst their personal judgment and " inner voice " were neglected. Finally, political behaviour was not displayed during this process, as decision-makers were open with each other about their interests and preferences, and there was no bargaining, negotiation or use of power amongst them. One limitation was that of not considering all the factors that might help measure SDMP characteristics. Also, this study was conducted in a period of political and financial uncertainty for Greek banks, as well as for the Greek economy in general, so findings may not be generalizable to other industries and countries. Conducting interviews could have offered deeper insight as well. This study's value lies in the fact that the organisational changes were determined by Greece's leaders, and thus the Greek banks had to operate under a dynamic, inflexible and non-autonomous environment. Also, this study extends prior SDMP research by examining the impact of the three key SDMP dimensions on four types of organisational change.

Bookmarks Related papers MentionsView impact

International Journal of Training and Development, Nov 2, 2017

Constantly changing business and economic environments have challenged organizations to rethink t... more Constantly changing business and economic environments have challenged organizations to rethink the crucial role of their human resource development (HRD) policies and practices in relation to individual and organizational competitiveness , change and growth. Being proactive/strategic, in HRD terms, corresponds to the concept of strategic HRD maturity, a state evidenced by a specific set of strategic characteristics , but research into this concept within the challenging context of the economic crisis is limited, as is research into employees' perceptions of it. Previous research has been applied mostly within 'static' business and economic environments , with much of the existing strategic HRD models neglecting employees' perspectives. Semi-structured interviews were conducted with 42 bank employees in Greece, with the aim of examining their perceptions of strategic HRD before and after the global financial crisis. The study raises important questions for both HRD academics and practitioners because its findings indicate a setback in the development of HRD. Whilst there were a few contradicting perceptions, the dominant employee view was that strategic HRD was a theoretical notion rather than an organizational reality.

Bookmarks Related papers MentionsView impact

The study of human behaviour holds a prominent role in organizational behavior literature. For al... more The study of human behaviour holds a prominent role in organizational behavior literature. For almost 45 years, the exit, voice, loyalty and neglect typology has attracted scholars’ interest and has been linked to employee responses towards dissatisfaction and problematic events in the workplace. This paper reviews the literature and identifies and addresses key theoretical and methodological deficiencies that the exit, voice, loyalty and neglect typology faces that have been either ignored or undeveloped. Moreover, by unpicking this typology as currently portrayed in the existing literature, it proposes key challenges that need to be addressed and provides directions for future research.

Bookmarks Related papers MentionsView impact

For many years, the provision of WLB/FPW was offered as an incentive from HR departments to their... more For many years, the provision of WLB/FPW was offered as an incentive from HR departments to their workforce. However, in the last decade, certain demographic trends and changes in the needs and the nature of the workforce upgraded the WLB/FPW concept to a more significant factor of business growth and competitiveness. The aim of this paper is to demonstrate the need for WLB/FPW in the equation of recruitment and retention of " generation Y " employees as a vital factor of the staffing policies and strategies in the forthcoming years.

Bookmarks Related papers MentionsView impact

Throughout history, capitalism increasingly focused on human capital's productivity enhancement t... more Throughout history, capitalism increasingly focused on human capital's productivity enhancement through human labor's misemp loyment, technological advancement, and the allocation of various resources, and rarely through

Bookmarks Related papers MentionsView impact

Nowadays, the global economic crisis (GEC) highly influences organizations through its macroecono... more Nowadays, the global economic crisis (GEC) highly influences organizations through its macroeconomic causes and effects, which account for a significant impact on firms' human resources (HR) practices and labor relations (IR) as well. Of greatest concern is the extent to which the actual impacts of the crisis may be hoarding future problems for organization's operations. Owing to the dynamic nature of contemporary business, its complexity, along with the increasing need for expertise, strategic HR interventions are highly required in an attempt of creating mature and resilient, in HR terms, organizations which will be able to assure their competitiveness, survival, change and growth. However, most organizations (banks) failed to adequately finance their daily operations, accompanied by their failure to finance national economies as well. In that event, the straightaway effects of GEC have resulted into a collapse of most financial systems and in major shortages at financial institutions around the globe. The purpose of this paper is to highlight the impact of GEC through demonstrating key facts related to the current economic crisis in Greece, and more precisely for Greek banking organizations.

Bookmarks Related papers MentionsView impact

Today's turbulent business environments require from firms to continuously reshape their HR pract... more Today's turbulent business environments require from firms to continuously reshape their HR practices and strategies in order to sustain competitiveness within the market. Among numerous factors affecting a firm's viability and effectiveness, the recent EC, along with firm's BLC, will also present distinctive opportunities and obstacles that will impact upon business's units and operations. Identifying a firm's life stage will help organizations to acknowledge their competencies and constricts so to successufully manage future challenges. The present paper examines the different BLC stages, their obstacles and the competitve strategies which organizations can implement on each phase. Based on Hoy's (2006) BLC model, the stages are analyzed in accordance with business' HR implementations and strategies. Additional reference is concentrated on the organizational life cycle in the banking industry. Therefore, the paper presents an extensive overview of the relevant literature on business life cycles models, followed by and analysis of a specific BLC model suggested by Hoy (2006).

Bookmarks Related papers MentionsView impact

The competitive forces firms face today, and will continue to face in the future, demand organiza... more The competitive forces firms face today, and will continue to face in the future, demand organizational excellence through which HR departments could make a real contribution to the business through their value-added and risk reduction capacity, while been accepted as equal strategic business partners in organizations. The article discusses HR department's capability of being seen as an integrated value-driven business function, while it also demonstrates its risk reduction capacity, both critical outcomes of HR's strategic positioning within the business agenda.

Bookmarks Related papers MentionsView impact

This study investigates the nature and changes of Human Resource Development (HRD) in two Greek b... more This study investigates the nature and changes of Human Resource Development (HRD) in two Greek banks under the challenging context of the economic crisis. It examines the latter's impact upon HRD as it was perceived from different stakeholders and through a pre and ongoing-crisis assessment approach. The study draws upon qualitative research data from two case study banking organizations in Greece, reporting on 76 semi-structured interviews with key stakeholders (HR staff, Bank Managers, employees) undertaken in 2014, six years after the fall of Lehman Brothers. The study contributes to academic knowledge as being the first empirical research offering a unique perspective through examining changes of HRD within a specific industry and national context (Greek banks) against a backdrop of an economic downturn. Its findings also raise important questions for HRD professionals, in both academia and practice, in relation to claims and aspirations which prevail in respect of HRD and organizational change and business transformation.

Bookmarks Related papers MentionsView impact

Designing and planning any teaching and learning session involves the tutor considering many vari... more Designing and planning any teaching and learning session involves the tutor considering many variables, such as learning outcomes, students, materials and facilities etc. Emanating from these sources is the concept of noise. The literature helps us unpick the concept of noise; Hendy (2013:102) argues that “sounds travels freely through the air, disrespecting all physical or social boundaries, incapable of being easily contained.” Massonnie et al. (2022) argue, “As far as instruction is concerned, any sound that is not related to the current learning objectives and is unwanted, nonmeaningful, distracting and/or unpleasant can be defined as noise.” Earlier work by Hativa (2000) shines a light on noise in the teaching and learning process; however, this concept is often overlooked. We must encourage colleagues and students to consider noise and its impact. To achieve this, in this session, delegates will be introduced to the ‘Noise’ card game. As educational professionals, we experience noise from different sources but also create noise. This card game allows tutors and students to discuss noise using cards with specific questions from different noise sources. Where noise converges from different sources, we have articulated that as the Noise Impact Space (NIS).

Bookmarks Related papers MentionsView impact

Noise in the learning space within higher education has not been highlighted in depth for some ti... more Noise in the learning space within higher education has not been highlighted in depth for some time (Hativa, 2000). We shine a light into the Noise Impact Space (NIS) on the beacons that emit noise to develop our understanding of noise and how we might manage it and create a better teaching and learning experience.

Bookmarks Related papers MentionsView impact

Ethnic minorities in senior leadership positions are uncommon in UK universities, despite their e... more Ethnic minorities in senior leadership positions are uncommon in UK universities, despite their emphasis on equality, diversity, and inclusion (EDI) (Arday, 2018). There are initiatives to promote EDI in higher education (HE) institutions. Some of these initiatives aim at advancing gender equality as well as race inequalities in HE (Bhopal and Henderson, 2019). Nevertheless, inequality still exists (Watson et al. 2023; Bhopal, 2021,). There are concerns about whether these initiatives holistically support diversity in senior leadership. The lack of diversity in senior leadership roles in UK universities suggests little is done to address ethnic minorities' progression. It is implied that organisational barriers are hindering the career progression of ethnic minorities, particularly when it comes to addressing issues related to race (Arday, 2018). The research explores the impact of national and institutional EDI policy's obstruction or improvements to ethnic minorities' advancement into senior roles in UK universities. The study is grounded in critical race theories, aiming to understand the complex interplay of institutional practices and individual experiences that shape the career trajectories of ethnic minorities. It draws on the lived experiences of ethnic minorities in UK universities contributing theoretically and empirically to existing knowledge.

Bookmarks Related papers MentionsView impact

Presenteeism has been defined by scholarship as an individual’s decision to attend work while bei... more Presenteeism has been defined by scholarship as an individual’s decision to attend work while being sick (Johns, 2010; Lohaus and Habermann, 2019), whilst recent research on the impact of Covid-19 on the HE sector suggests the top-down pressure on academic and professional staff to work while being unwell (Kinman and Grant, 2020; Hadjisolomou et al., 2021). This relates to Ruhle and Süß’s (2019: 248) identification of an established ‘presentistic culture’ in academia, suggesting that academics are required to make commitments and sacrifices driven by feelings of job insecurity and aspirations for career advancement. The underlying, unitarist, assumption of this type of presenteeism culture is that the individual is loyal to the organisation and is responsible for the organisational goals and success, without job security, decent work or adequate health and safety protection (Bone et al., 2018). This study examines how the shift to flexible working arrangements, intra- and post-pandemic in the UK Higher Education reinforces the already existing, and problematic presenteeism culture in the sector (Ruhle and Schmoll, 2021), exploring this issue across the different types of work existing in the sector, including both academic and professional staff. The paper evaluates the range of personal and work-related factors driving presenteeism decisions and the support, if any, provided by management to staff in relation to their sickness and absence policies to prevent physical and “virtual presenteeism” (Hadjisolomou et al., 2021).
An online survey questionnaire was distributed across the sector and was completed by 332 participants. The questionnaire included a mix of open-ended (text entry) and closed-ended questions to secure both qualitative and quantitative data. Research findings, unsurprisingly, highlight a significant increase of remote working with the outbreak of the pandemic, whilst a variety of flexible working arrangements was introduced to most universities, both for their academic and administrative staff.
As the data shows, 90% of the research participants have reported working under flexible arrangements after the breakout of the pandemic, compared to a respective 44% for the period before. However, such practices were associated with higher rates of “virtual presenteeism” as reported by Hadjisolomou et al. (2021). Alarmingly, although participants have reported their Covid-19 sickness to their line managers, 28% of them suggested that they have continued working while being unwell through flexible working arrangements (e.g., reduced hours or working from home to deliver teaching online, meet research deadlines etc.), thus supporting the established and problematic ‘presentistic culture’ in academia. Only 35% of our respondents (academics & professional staff) suggested that statutory sick leave was offered as an alternative, while 11% reported that no options offered at all, leaving the rest suggesting alternatives such as extra days off (10%), cover to allow recovery (12%), and mental health and wellbeing support (4%). Respectively, professional staff had to work while being unwell either due to lack of replacement or because of the fear of losing their work or being furloughed. Overall, this study argues that as flexible working arrangements are becoming the new working norm in HE post pandemic (Lockee, 2021), presenteeism is worryingly to be established as the new attendance norm in the sector, affecting the well being of both academic and administrative staff (Bali and Liu, 2018).

Bookmarks Related papers MentionsView impact

Doctoral Symposium of the University Forum of Human Resource Development (UFHRD) - Conference theme: "Workplace change – disruption, continuity and reinvention. The role of HRD in a changing Global Context",, 2023

Paper’s importance The importance of the paper lies in its ability to uncover varied external and... more Paper’s importance
The importance of the paper lies in its ability to uncover varied external and internal contextual factors, and how they impeded the involvement of LMs in TM to the extent of creating an inconsistency between the prescribed and actual involvement of LMs in TM in CSO. This is critical to the effective implementation of TM through the lens of LMs as the study’s results provide insight into the bottlenecks in the process which in turn help provide insights into how to address those bottlenecks to ensure LMs perform their prescribed TM roles as intended. Importantly, this is critical given the role LMs play in leading the implementation of the TM programme in their respective departments in CSO.

Theoretical base
The relevance of LMs in TM is sustained among other things, by ensuring that the actual involvement of LMs in TM does not deviate from prescribed involvement of LMs in TM (e.g., Tyskbo 2020; Makhecha et al., 2018; Op de Beeck et al., 2017). Achieving such alignment is a challenging as several factors both external and internal influence the actual involvement of LMs in TM to deviate from the prescribed involvement of LMs in TM (Tyskbo 2020). Thus, knowledge of the specific factors and how they contribute to the deviation of actual involvement of LMs in TM from the prescribed involvement of LMs in TM becomes critical in developing effective strategies to achieve the alignment. Inspired by the quest for alignment, researchers conducted studies relevant to barriers to TM implementation, ostensibly with the intention of gaining insights into bottlenecks hindering TM implementation and responding accordingly to ensure prescribed TM and actual TM are aligned (Tafti et al 2017; Jamu 2017; Collings 2014; Schuler et al., 2011;). Additionally, consistent with the recent challenge regarding COVID-19 pandemic, some researchers examined the impact of COVID-19 on TM implementation (Caligiuri et al., 2020:697; Haak-Saheem 2020:299). Furthermore, other scholars conducted studies relevant to barriers on HRM implementation through the lens of LMs (Bos-Nehles et al., 2013; Makhecha et al., 2018; Gilbert et al., 2011; Bayo-Mariones et al., 2020; Hutchinson and Purcell, 2010). The studies, however, do not provide a full insight on the phenomenon due to the following reasons. First, the studies relevant to barriers on TM implementation do not go as far as to provide insight into their impact on LMs’ involvement in TM. Second, many studies on barriers to LMs’ involvement in HRM through the lens of LMs paid more attention to internal factors (Teague and Roche 2012). Yet, LMs are not islands as their roles in TM could be affected by external factors as well (Thunnissen and Buttiens, 2017. Finally, many studies were conducted in Western and Asian countries which differ contextually from the case study organisation (CSO). Against this background Kravariti et al., (2022:19) called for more qualitative studies looking at a variety of issues faced by LMs when implementing TM in the public sector.

Research purpose
The paper aims to investigate the contextual factors and how they influence LMs’ involvement in TM in CSO.

Research question/s
• How do internal contextual factors impede LMs’ involvement in TM in CSO?
• How do external contextual factors impede LMs’ involvement in TM in CSO?
To answer the research questions, the study was entrenched in an inductive approach, a qualitative research type, and a single case research design. Therefore, qualitative data was collected by conducting one-on-one semi-structured interviews with forty-seven (47) key stakeholders at different levels namely, LMs, HRD staff, senior management, officers, supervisors, and staff representative council. In addition, the study reviewed documents such as job policies among other things. Data analysis was guided by reflexive thematic analysis and supported by NVIVO software.

Implications for HRD practice
The study responds to Kravariti et al., (2022:19) calling for more qualitative studies addressing a variety of issues faced by LMs when implementing TM in the public sector. By opening the investigations to external contextual factors in addition to internal factors, the present study offers insights into a wide range of factors affecting LMs’ involvement in TM. This is critical for effective TM implementation through the lens of LMs as the study’s findings provide insights into the bottlenecks that impede LMs' involvement in TM, and guidance on how to address them to ensure that LMs performs their prescribed roles as intended. Importantly, this is critical given the role LMs play in leading the implementation of the TM programme in their respective departments in CSO. Ultimately, this will go a long way towards effectively acquiring, developing, and retaining scarce talent in CSO.
Conclusions
The study aimed to investigate contextual factors and how they influence LMs’ involvement in TM in CSO. In line with the aim of the study, the study found that institutional forces manifested in external forces (e.g., low leadership independence, COVID-19 pandemic) coupled with internal forces such as delegation, alignment and monitoring issues as reflected in CSO’s bureaucracy, disposition of TM stakeholders, and resource constraints, respectively, hampered LMs’ involvement in TM leading to an inconsistency between prescribed and actual involvement of LMs in TM. In this regard, in addition to internal contextual forces, external forces also contribute to the inconsistency between prescribed and actual involvement of LMs in TM. However, the results are limited to CSO as the study adopted a single case research design.

Bookmarks Related papers MentionsView impact

University Forum of Human Resource Development (UFHRD) Conference - "Workplace change – disruption, continuity and reinvention. The role of HRD in a changing Global Context", 2023

The mainstream literature presents the involvement of line managers (LMs) in Talent Management (T... more The mainstream literature presents the involvement of line managers (LMs) in Talent Management (TM) as a multi-dimensional concept that includes, among other things, the prescribed and actual dimensions of involvement, the analysis of which would best be supported by a unified framework. However, the literature shows a lack of unified framework for analysing the varied dimensions of involvement as the existing ones are fragmented. The paper aims to inductively generate a unified framework for analysing the prescribed and actual involvement of LMs in TM in the Case Study Organisation (CSO). Design/Methodology/Approach: We adopted an inductive, qualitative and embedded singe case study. Semi-structured interviews were conducted with forty-seven (47) key stakeholders at different levels of the CSO alongside document analysis. Findings: The study generated a coalesced framework that combines Cascon-Pereira and Valverde (2014) Four-dimensional framework (FDF), Teague and Roche (2012) Three-dimensional framework (TDF), and institutional isomorphism concept (DiMaggio and Powell 1983) for analysing the prescribed and actual involvement of LMs in TM in CSO. Limitation: The results are limited to the CSO as this was a single case study. Originality/value: The study extends the boundaries of using FDF, TDF and institutional isomorphism concept (DiMaggio and Powell 1983) by merging them into a coalesced framework to analyse the prescribed and actual involvement of LMs in TM in CSO. Thus, the framework bridges the gap between theory and practice within the TM domain.

Bookmarks Related papers MentionsView impact

This presentation will focus on the role of intellectual activism as a driver and outcome of crit... more This presentation will focus on the role of intellectual activism as a driver and outcome of critical research in the area of hospitality employment. A criticism of much academic research in tourism and hospitality is that our impact is limited and our goals, in terms of output, are framed in terms of high-quality journal papers. Hospitality employment is a domain where our collective endeavours, as academic researchers, has been singularly unsuccessful in real impact terms. This conference presentation will explore the experience of an international group of critical scholars, sharing a common interest in hospitality employment, in engaging with intellectual activism to translate academic research into vehicles for stakeholder advocacy.

Bookmarks Related papers MentionsView impact

In the new digital world, globalisation as well as automation have reduced the number of routine,... more In the new digital world, globalisation as well as automation have reduced the number of routine, low-skills jobs. Instead, we see a rising demand in jobs with tertiary education and a shift in an enhanced skills set that could enable organisations to seek new opportunities and product innovations. Therefore, the European Union (EU), and various national governments, emphasised on the need of digitally capable graduates to satisfy organisational needs (Bilal et al., 2017; European Union, 2015; Stifterverband für die Deutsche Wissenschaft, 2018; Staatssekretariat für Bildung, Forschung und Innovation SBFI, 2017). As SMEs make out a large proportion of most national economies, it is worthwhile exploring how SMEs value digital competences on behalf of potential recruits (graduates).

Bookmarks Related papers MentionsView impact

Purpose - Line Managers (LMs) are a critical stakeholder in the success of talent management (TM ... more Purpose - Line Managers (LMs) are a critical stakeholder in the success of talent management (TM ) activities due to the frequent and close interactions that they have with employees (Blanco and Golik 2021; Cooke et al., 2014:226; Blass and Maxwell 2012:256). However, little is known about how LMs are involved in TM. This paper aims to examine the involvement of LMs in TM at a Case Study Organisation.

Design/methodology/approach - Our findings draw on an embedded single case study using 47 in-depth semi-structured interviews with multi-stakeholders (e.g., LMs, Human Resources Department (HRD) staff, senior management, and the Staff Representative Council (SRC), Supervisors, officers). The interviews were supported by the analysis of secondary data, for example, documentation.

Findings - The study found that the Case Study Organisation managed its talent using a hybrid TM philosophy comprising an exclusive strategic position TM philosophy and an inclusive self-initiated talent development TM philosophy. Consistent with the hybrid TM philosophy, LMs initiated TM processes, proposed TM decisions, implemented TM decisions, and acquired TM expertise. In terms of coverage, LMs were more involved in TM since they performed several operational tasks (e.g., initiating TM processes and implementing TM decisions) in several TM practices such as talent acquisition and identification, talent development, performance management, and merit pay. In terms of depth, the involvement of LMs in TM was moderate because their involvement was limited to proposing decisions across TM practices. This was supported by a moderate acquisition of TM expertise as the LMs’ TM training had mixed reviews.

Limitation - The findings are limited to the Case Study Organisation as the study adopted a single case study.

Originality/value - Theoretical - We respond to calls by several scholars for an in-depth study on LMs’ involvement in TM within different national and industrial contexts (Gallardo-Gallardo and Thunnissen 2016; Gallardo-Gallardo et al., 2020; Kravariti et al., 2022). We attained this by providing insight on the coverage and depth of LMs’ involvement in TM in a Case Study Organisation.

Methodology – By drawing our findings on an embedded single case study, we respond to the call by Cooke (2018:11) and Cooke et al., (2022) for in-depth human-centered qualitative research. Finally, we respond to the call by Gallardo- Gallardo et al., (2020:463) for multi-stakeholders perspectives studies on LMs’ involvement in TM.

Keywords: Line Managers (LM), Talent Management (TM), Human Resource Management (HRM), Banking, Malawi.

Bookmarks Related papers MentionsView impact

Brief background/rationale: The outbreak of the Covid-19 pandemic challenged higher education (HE... more Brief background/rationale: The outbreak of the Covid-19 pandemic challenged higher education (HE) institutions across the globe, mainly through necessitating an urgent shift of their teaching and learning activities to a hybrid approach. Universities came up with several technological challenges, amongst others, in securing a smooth delivery of their hybrid approach, yet major obstacles and challenges were also experienced by all university students owing to this urgent shift. With hybrid teaching and learning to becoming the new pedagogical norm of the higher education sector globally, this research seeks to assess, evaluate and compare the students’ new learning experiences of hybrid teaching delivery within two diverse/distinct teaching environments, and to outline the main impediments and challenges associated with their learning experience during the Covid-19 pandemic.

Research Aim(s): This study seeks to identify the impediments and challenges faced by university students in two distinct educational institutions (i.e., British and Bangladeshi), and to evaluate and compare their learning experiences of online / hybrid teaching and learning.

Research findings: So far, 548 students completed the questionnaire (e.g., 285 British and 263 Bangladeshi). The vast majority from both cohorts are undergraduate students (214 UG / 71 PG British – 168 UG & 95 PG Bangladeshi), with an equal representation of male and female students. Research findings highlight students’ dissatisfaction of hybrid teaching and learning, mainly because of the lack of fulfilling their university life experience due to self- isolation, limited social interaction, lockdown restrictions, technology challenges (e.g., bandwidth, connectivity, familiarity with tools, right equipment etc.).

Contribution: This research contributes to the existing International HE literature by providing important insights relating to the adoption of online / hybrid teaching and learning in two distinct educational institutions. Our research findings and discussion further offer recommendations to policymakers to understand, assess and evaluate better key aspects of the hybrid provision, and accordingly to suggest innovative e-learning solutions post-pandemic. Further research is called to examine the challenges identified by students, and thus to allow HE institutions to offer better teaching and learning solutions to enhance their students’ learning experience. Although this working paper is limited by the selection criteria being employed, it could set the foundational point of future research.

Key words: University Hybrid Teaching and Learning, Higher Education, International Tertiary Sector, Covid-19 pandemic.

Bookmarks Related papers MentionsView impact

Customer abuse remains a pervasive social problem that is widespread across the service sector, w... more Customer abuse remains a pervasive social problem that is widespread across the service sector, which has been exacerbated because of the Covid-19 pandemic, affecting employee wellbeing (Hadjisolomou and Simone, 2021). Worryingly, authors argue that customer abuse has become a social norm (Taylor, 2019) which is developed, facilitated, and strengthened by service cultures within which the customer ‘is always right’ (Korczynski and Evans, 2013). This reinforces the perception that customers may abuse service workers, without evident penalties for their (mis)behaviour whilst management tolerates such behaviour. This uncomfortable truth poses important questions regarding morality in the service employment relationship that warrants further and theoretical and empirical attention.
This paper, building on Sayer’s moral economy framework, discusses moral disengagement by managers and customers within the triangular employment relationship in the Greek hospitality and tourism sector. Sayer (2007) reports that humans are ethical social beings who evaluate behaviour and actions that affect well-being, whilst Bolton and Laaser (2013), reflecting on Sayer’s focus on human flourishment, stress an essential sociological inquiry: if and how capitalism dehumanizes workers. This paper contributes to this enquiry exploring customer abuse in a period of
socio economic crisis.
Drawing on a survey conducted during the Covid-19 period, research findings indicate that customer abuse continued during the pandemic, whilst respondents have emphasized the inactive role of management in protecting workers. Specifically, 53% of respondents have reported that they have experienced abuse and 67% witnessed abuse in the workplace, with the customer being identified as the main perpetrator. Alarmingly, however, from those who have reported the abuse to management, only 20% have reported that action was taken and only for the 19% reporting has improved the situation. This shows that front-line employees are part of social and employment structures that are ethically problematic, especially in a period of crisis. Arguably, customers are morally disengaged detaching themselves from moral actions when interacting with service workers, whilst they rationalize abuse and the abandonment of moral principles drawing on the ‘customer is always right’ culture found in organizations (Yakut, 2021). Along similar lines, management is morally disengaged by tolerating, and neglecting abuse on the front-end and failing to act and protect workers. The paper reveals another level of complexity in organizations which is related to the notion of power imbalance within the service triangle and its impact on morality and workers’ wellbeing (Sayer, 2011). Accepting Sayer’s (2011) argument that organisations are ‘important ‘moral arenas’ for their members, this paper questions morality on the services front-end and within the service triangle, where the powerful and immoral acts of customers, which violate employee wellbeing, are being tolerated and neglected by management. Managerial actions to protect workers are limited within a customer-oriented culture that is driven by market dynamics (Hadjisolomou and Simone, 2021). This reinforces Sayer’s argument that markets are the major force weakening the moral economy and driving moral disengagement within organizations. Understandably, market pressures, especially in a period of crisis, force management and customers to act, ‘if not immorally, then at least amorally’ (Sayer, 2000; 91).

Bookmarks Related papers MentionsView impact

Presenteeism, and its negative impact on individuals and organizations, has received increasing a... more Presenteeism, and its negative impact on individuals and organizations, has received increasing attention (Hadjisolomou, 2016; Taylor et al., 2010). This behaviour, however, became particularly important during the Covid-19 pandemic, mainly because of the disruptions and changes brought forward in the higher education (HE) sector, such as blended teaching, as well as its impact on employment. The paper reveals precarious academic workers’ fear to go off sick by illustrating the impact of the neoliberal working regime of academia on workers’ decision to work while ill to portray over-commitment to the organization and, therefore, avoiding the risk of job loss. The paper discusses the story of Steven, a relatively new academic who works as an hourly paid associate lecturer under a zero-hour contract in a UK university. Steven decided to share his story with us to outline the tremendous changes the pandemic has brought in relation to the work organization in the UK HE sector and the introduction of blended teaching. Steven’s University, similarly to other institutions, adopted a blended learning and teaching approach which included both face-to-face and online teaching. This, however, led Steven to be infected with Covid-19. Nevertheless, alarmingly, he experienced informal pressure to continue working from home while being ill. Specifically, his line manager expected, and requested, Steven to continue working virtually as this was facilitated by the new blended teaching approach adopted in the institution. Steven agreed to continue working from home while being ill, a phenomenon this paper calls ‘virtual presenteeism’. As the paper argues, Steven’s “virtual presence” while being sick is the outcome of the embedded job insecurity (Lohaus and Habermann, 2019; Kinman and Wray, 2018) and presenteeism culture (Bone et al., 2018; Ruhle and Süß, 2019) in academia. Indeed, Steven’s testimony shows that academia is characterized by a voluntary ‘presentistic culture’, within which sickness presence is voluntary, nevertheless expected by management (Ruhle and Süß, 2019). The underlying unitarist assumption of this type of presenteeism is that the individual is loyal to the organization and is responsible for the organizational goals and success, even if the ‘greedy’ HE institution does not provide job security, decent work or adequate health and safety measures (Bone et al., 2018: 227). Covid-19 has revealed the inequalities in the UK HE system and the impact of casual academic labour on individuals physical and mental health. This paper provides an important insight into the casualization of academic work and its under-researched impact on workers’ decision to work when sick, particularly in a period of crisis. As Steven’s outlines, the socioeconomic impact of the Covid-19 pandemic results to increased fear of job loss for workers (Kinman and Grant, 2020), as well as to expectations of continuing to work while being sick, both of which turning presenteeism into a significant occupational risk that needs to be prevented (Kinman and Grant, 2020), as it threatens the health of workers’, students’, and the public.

Bookmarks Related papers MentionsView impact

This project investigates the relationship between digital competency and decision to recruit gra... more This project investigates the relationship between digital competency and decision to recruit graduates in Small Medium-sized enterprises (SMEs) between the United Kingdom (UK) and Switzerland. It is a cross-national project aiming to explore how SMEs value graduate digital competencies, and the role of individual managers’ decision-making style towards the likelihood to recruit graduates.

Drawing on digital competencies and decision-making theories, a moderated model was developed and tested. The model argues that there is a relationship between certain digital competencies (e.g. social intelligence/critical thinking/cultural agility etc.) and the likelihood to recruit. The competency-recruitment relationship is moderated (strengthened/weakened) if there is a high/low demand for certain competencies. The SMEs decision style will moderate the moderating effect of demand on competency-recruitment. The key hypothesis for the project are:
1.Digital Competencies will have a significant positive relationship with Likelihood to Recruit.
2.Competency Demand will moderate the relationship between Digital Competencies and Likelihood to Recruit.
3.SMEs Decision Style moderates the moderating effect of Competency Demand between Digital Competencies and Likelihood to Recruit.

A positivist approach has been adopted. A survey questionnaire was distributed in both countries to capture SMEs managers’ (individuals with full or partial responsibility to recruit graduates) expectations.
The survey questionnaire aimed to explore the relationship between digital competencies and likelihood to recruit graduates through the moderating role of SMEs decision style. Moderation effects tested through multiple regression analysis to analyse and discuss the interaction between the variables. A hierarchical regression analysis was used by entering the independent variables into the regression sequentially in a predetermined order.

Bookmarks Related papers MentionsView impact

The 2008 global financial crisis is described as the deepest the world has experienced since the ... more The 2008 global financial crisis is described as the deepest the world has experienced since the stock market crash in 1930s. This has led to a liquidity shortfall and solvency problems for most banking systems across the globe (Otero-Iglesias 2015; Soriano 2011). The crisis has mostly been concentrated on the financial systems of US and Europe, and although it did not affect all EU countries with the same intensity, its aftermaths were almost identical to all EU member states, including Greece (EC 2012). Precisely for the Greek case, due to the unprecedented Greek debt crisis and the subsequent recession, the domestic economy has been struggling against bankruptcy. In response to the political pressures from the International Monetary Fund, the European Commission and the European Central Bank, the Greek banking sector underwent a momentous structural transformation through tremendous business amalgamations, the rationalisation of most banks’ branch network, and extensive retrenchment implementations, all of which radically changed the domestic banking landscape.

This paper examines the impact of employees work-related attitudes (namely their organisational commitment, job satisfaction and psychological contract breach) on their Exit, Voice, Loyalty, Neglect (EVLN) behavioural responses towards the organisational changes introduced in the Greek banking sector. By developing greater understanding of the issues relating to employees’ engagement in relation to their attitudes and behaviours, the paper enhances our understanding on human behaviour within organisations operating under business and economic uncertainty and complexity. As to that, to serve its purpose, the study aims at addressing the following research question: What is the impact of work-related attitudes on employees’ EVLN behavioural responses?

The paper adopts the positivism paradigm through a quantitative approach. A questionnaire survey distributed to 1,500 employees in Greek banks. Data collected from a sample of 1,259 responses returned 84% response rate, and data analysed by carrying out Structural Equation Modelling (SEM) using the AMOS statistical software. Contrary to prior research examinining the process of planning and implementating organisational change at organisational levels (Armenakis and Bedeian 1999; Weick and Quinn 1999), this study follows a more anthropocentric approach by focusing at a micro-level (individuals) within organisations to examine their attitudes, behaviours and cognitions (Vakola 2013; Oreg et al. 2011; Armenakis et al. 2007; Cunningham 2006; Rafferty and Griffin 2006;). The significance of understanding individuals’ attitudes towards organisational change is of great importance as their responses are determined by the extent to which they embrace organisational change, and therefore their behaviours could determine its smooth and successful implementation.

Bookmarks Related papers MentionsView impact

This study examines the extent to which diversity training is being used in workplaces in the UK ... more This study examines the extent to which diversity training is being used in workplaces in the UK to better integrate migrant workers. The paper also aims at assessing the perceived challenges and benefits that diversity training may produce for individuals in an era of economic and social uncertainty and insecurity. The underlying reasons that made many highly-skilled individuals to emigrate would also be highlighted. Most importantly though, the paper aims at initiating a discussion as to what extent diversity training could facilitate their social integration at the workplace. Thus, to better serve its purpose, the study explores Greek and Portuguese migrant workers’ perceptions of the phenomenon under investigation.

Bookmarks Related papers MentionsView impact

The paper aims to address the causes and challenges of the “brain-drain” phenomenon by examining ... more The paper aims to address the causes and challenges of the “brain-drain” phenomenon by examining whether a “brain-retain” can be attained through greater human resource development interventions being offered from organisations. It seeks to highlight the reasons that led many high-skilled Greek individuals to migrate to a different country to look for a job. Thus, the hypothesis being formed suggests that greater HRD initiatives (innovative and strategic in nature as well) could significantly correlate with individuals’ intention to remain within an organisation; eventually, for “brain-retain” to eliminate “brain-drain”. To serve its purpose, the research aims to depict “work immigrants” perceptions of the phenomenon under investigation so to offer useful recommendations to both HRD practitioners and academics.

Bookmarks Related papers MentionsView impact

Although there is a consensus that Strategic Human Resource Development (SHRD) can play an impor... more Although there is a consensus that Strategic Human Resource Development
(SHRD) can play an important role within organisations, the ways in which it is
operationalised during periods of business and economic uncertainty and complexity remains under-researched. This research explores the adoption and maturity of SHRD in Greek banks within the challenging context of the economic crisis. It examines how SHRD is perceived and operationalised within both financial institutions through the respective lenses of different HRD stakeholders. It further identifies the factors that can constrain or facilitate the adoption and maturity of SHRD in organisations. A modified SHRD framework (with its set of strategic characteristics) is proposed so to assess and evaluate SHRD maturity in both organisations.
The study draws upon qualitative research data from two case studies, reporting
on 76 semi-structured interviews with HR staff, branch managers and front-line
employees, complemented by documentary analysis. Research data was interpreted
through a pre and post-crisis assessment so to allow for an in-depth investigation into people’s perspectives on the understanding and maturity of SHRD over time. Research evidence highlights the complexity being attached to stakeholders’
understanding of SHRD, with their perceptual contradiction to be noticed. There is also mixed evidence on the employment of the strategic criteria, and of their respective indicators, in both cases. However, a striking observation suggests HRD practices being proved “environmentally-integrated” (fully aligned with new business objectives, besides their short-term orientation) in terms of their responsiveness to the constantly changing business environments. Finally, economic crisis has been identified as the major impeding factor of SHRD, with other factors to follow.
The thesis’ original contribution derives from applying a modified SHRD
framework within the challenging context of an economic crisis (thus addressing previous models’ limitation of being assessed within “static” business and economic environments). The study also advances qualitative research through its adopted methodological approach (case study research strategy, before-and-after research design, multi-constituent research perspective). Finally, it contributes to SHRD literature by extending a large amount of knowledge within a different/specific
industrial and national context.

Bookmarks Related papers MentionsView impact

The Future of HRD. Volume I: Innovation and Technology, 2020

In today’s digitalised world, the number of routine/low-skills jobs has been reduced, followed by... more In today’s digitalised world, the number of routine/low-skills jobs has been reduced, followed by a rising demand for digitally equipped graduates/employees to enable organisations to seek new opportunities and product innovations. Technological advancements heavily impact the way we work, while most recent socio-political and demographic changes (e.g. ‘Brexit’, economic instability, higher education reforms, generation attitude changes, and pandemic crisis) increase the need for critical insights on how digital competences of the workforce can improve and sustain business competitiveness and sustainability. Particularly, the European Union (EU), and most national governments globally, emphasised on digitally equipping graduates to satisfy governmental and organisational needs. While some organisations remain reluctant to foster their workforce’s digital qualifications in the belief of having them poached by competitors, many view digitalisation as an opportunity to enhance employees’ skillset with company specific competences for competitive advantage, further being supported by educational institutions which offer tailored HRD programmes (Gartner 2017). As UK and Switzerland are non-EU members, they are not in charge of implementing the European Digital Strategy; therefore, the chapter aims to describe and compare their “special way” regarding HRD education provision in the era of digitalisation to inform HRD professionals and policy makers on possible future actions.

Bookmarks Related papers MentionsView impact

The Future of HRD. Volume I: Innovation and Technology, 2020

Undoubtedly, we live in an era of global social, business and economic uncertainty due to the Cov... more Undoubtedly, we live in an era of global social, business and economic uncertainty due to the Covid-19 outbreak. The sudden lockdown of many businesses and educational institutions necessitated the need of e-learning more than ever before. E-learning is a well-known training and learning approach, and well-practiced, by many businesses globally to support and enhance their employees’ learning experience. E-learning represents the safest way to train in times of global crisis events, as it allows the trainers and the trainees to virtually interact through an online platform which serves as the e-classroom, free of the dangers entailed to physical interaction. Yet, it is debatable the extent to which this sudden shift to online learning represents the future of workplace training and learning or just being a temporary alteration for human resource development. By all means, the Covid-19 outbreak is expected to accelerate learning and work reinvention, resulting to multiple implications for businesses in relation to institutional resilience. Humankind could learn from its history to fight the pandemic, while HRD professionals could reflect on previous uncertain times to inform their current practices.

Bookmarks Related papers MentionsView impact

Inequality and Organizational Practice. Volume II: Employment Relations. Palgrave explorations in workplace stigma. London: Palgrave Macmillan, 2019

This chapter provides a discussion of key theoretical contributions on diversity training and ass... more This chapter provides a discussion of key theoretical contributions on diversity training and assesses the role of learning in changing individual attitudes. It offers a critical insight into the current literature on diversity training and learning and examines how organisations respond to addressing discriminatory behaviours and attitudes in the workplace. The scope of the chapter is to evaluate the discourse on diversity training and assess the extent to which diversity training interventions could generate ‘hidden’ inequalities towards individual attitudes.

Bookmarks Related papers MentionsView impact

Inequality and Organizational Practice. Volume I: Work and Welfare. Palgrave explorations in workplace stigma. London: Palgrave Macmillan, 2019

The career, as a concept, has been a subject of thorough research both in the past and nowadays. ... more The career, as a concept, has been a subject of thorough research both in the past and nowadays. Yet, it has never been as popular as it seems to be in modern times. While formerly considered an idea synonymous with the initially chosen work, today it is widely accepted as a key concept that defines an individual’s steps in the workplace, and often refers to his/her aspirations and objectives. Owing to employees’ desire for career progression and work development, workplace training is considered a crucial element in assuring that such desires could be met. However, it is of particular interest to examine whether both genders receive the same opportunities in terms of workplace training. Gender-based favouritism in workplace training can be described as a hidden element of the wider issues relating to gender inequality at the workplace (e.g. women’s career development and progression, glass ceiling and pay inequality). Therefore, this chapter offers a thoughtful review of the relevant literature and research to inform academics and policy makers as to how to address relevant concerns at the workplace successfully.

Bookmarks Related papers MentionsView impact