TOPICAL ISSUES IN STRATEGIC HUMAN RESOURCE MANAGEMENT, 2023
Abstract
The idea of redundancy is considerably new to organization theory as evidenced by gaps ... more Abstract The idea of redundancy is considerably new to organization theory as evidenced by gaps in the available literature despite the fact that it is one of the most challenging issues facing organizations today in the face of rapidly changing environmental and organizational dynamics. This chapter therefore examines various aspects relating to redundancy in order to further its understanding among various stakeholders in the workplace today. Key aspects reviewed are Endurers of Redundancy, Workplace Furloughing, Post-Redundancy Networks, and Redundancy & Technology. Key findings indicate the critical need to address the specific needs of employees who survive redundancy and are redeployed so as to maintain a positive psychological contract alongside securing and or enhancing the levels of commitment. Additionally, there is a need to closely examine post-redundancy networks with an aim of enriching post-redundancy experiences for both groups, socially and professionally. On the role of technology in redundancy, it is indicated that technology will continue to be a strategic tool for increasing productivity through a reduction in the need for human labor, but it doesn’t necessarily replace human labor in its entirety. Organizations can adopt furloughing to temporarily retain labor and the notion that redundancy is a cost-cutting measure, is not necessarily accurate. This study will benefit human resource practitioners who can draw insights from its findings and customize the results for the benefit of both employees and organizations.
TOPICAL ISSUES IN STRATEGIC HUMAN RESOURCE MANAGEMENT, 2023
Abstract
The idea of redundancy is considerably new to organization theory as evidenced by gaps ... more Abstract The idea of redundancy is considerably new to organization theory as evidenced by gaps in the available literature despite the fact that it is one of the most challenging issues facing organizations today in the face of rapidly changing environmental and organizational dynamics. This chapter therefore examines various aspects relating to redundancy in order to further its understanding among various stakeholders in the workplace today. Key aspects reviewed are Endurers of Redundancy, Workplace Furloughing, Post-Redundancy Networks, and Redundancy & Technology. Key findings indicate the critical need to address the specific needs of employees who survive redundancy and are redeployed so as to maintain a positive psychological contract alongside securing and or enhancing the levels of commitment. Additionally, there is a need to closely examine post-redundancy networks with an aim of enriching post-redundancy experiences for both groups, socially and professionally. On the role of technology in redundancy, it is indicated that technology will continue to be a strategic tool for increasing productivity through a reduction in the need for human labor, but it doesn’t necessarily replace human labor in its entirety. Organizations can adopt furloughing to temporarily retain labor and the notion that redundancy is a cost-cutting measure, is not necessarily accurate. This study will benefit human resource practitioners who can draw insights from its findings and customize the results for the benefit of both employees and organizations.
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The idea of redundancy is considerably new to organization theory as evidenced by gaps in the available literature despite the fact that it is one of the most challenging issues facing organizations today in the face of rapidly changing environmental and organizational dynamics. This chapter therefore examines various aspects relating to redundancy in order to further its understanding among various stakeholders in the workplace today. Key aspects reviewed are Endurers of Redundancy, Workplace Furloughing, Post-Redundancy Networks, and Redundancy & Technology. Key findings indicate the critical need to address the specific needs of employees who survive redundancy and are redeployed so as to maintain a positive psychological contract alongside securing and or enhancing the levels of commitment. Additionally, there is a need to closely examine post-redundancy networks with an aim of enriching post-redundancy experiences for both groups, socially and professionally. On the role of technology in redundancy, it is indicated that technology will continue to be a strategic tool for increasing productivity through a reduction in the need for human labor, but it doesn’t necessarily replace human labor in its entirety. Organizations can adopt furloughing to temporarily retain labor and the notion that redundancy is a cost-cutting measure, is not necessarily accurate. This study will benefit human resource practitioners who can draw insights from its findings and customize the results for the benefit of both employees and organizations.
The idea of redundancy is considerably new to organization theory as evidenced by gaps in the available literature despite the fact that it is one of the most challenging issues facing organizations today in the face of rapidly changing environmental and organizational dynamics. This chapter therefore examines various aspects relating to redundancy in order to further its understanding among various stakeholders in the workplace today. Key aspects reviewed are Endurers of Redundancy, Workplace Furloughing, Post-Redundancy Networks, and Redundancy & Technology. Key findings indicate the critical need to address the specific needs of employees who survive redundancy and are redeployed so as to maintain a positive psychological contract alongside securing and or enhancing the levels of commitment. Additionally, there is a need to closely examine post-redundancy networks with an aim of enriching post-redundancy experiences for both groups, socially and professionally. On the role of technology in redundancy, it is indicated that technology will continue to be a strategic tool for increasing productivity through a reduction in the need for human labor, but it doesn’t necessarily replace human labor in its entirety. Organizations can adopt furloughing to temporarily retain labor and the notion that redundancy is a cost-cutting measure, is not necessarily accurate. This study will benefit human resource practitioners who can draw insights from its findings and customize the results for the benefit of both employees and organizations.