TOWARDS HUMANIZING WORKPLACES AND ORGANIZATIONS: ENRICHING THEORY AND PRACTICE THROUGH MULTIPLE APPROACHES
COMITÉ CIENTÍFICO DE LA EDITORIAL TIRANT LO BLANCH María José añón roig
Catedrática de Filosofía del Derecho de la Universidad de Valencia
ana Cañizares Laso
Catedrática de Derecho Civil de la Universidad de Málaga
Jorge a. Cerdio Herrán
Catedrático de Teoría y Filosofía de Derecho. Instituto Tecnológico Autónomo de México
José raMón Cossío díaz
Ministro en retiro de la Suprema Corte de Justicia de la Nación y miembro de El Colegio Nacional
eduardo Ferrer MaC-gregor Poisot
Juez de la Corte Interamericana de Derechos Humanos, Investigador del Instituto de Investigaciones Jurídicas de la UNAM
owen Fiss
Catedrático emérito de Teoría del Derecho de la Universidad de Yale (EEUU)
José antonio garCía-CruCes gonzáLez
Catedrático de Derecho Mercantil de la UNED
Luis LóPez guerra
Catedrático de Derecho Constitucional de la Universidad Carlos III de Madrid
ángeL M. LóPez y LóPez
Catedrático de Derecho Civil de la Universidad de Sevilla
Marta Lorente sariñena
Catedrática de Historia del Derecho de la Universidad Autónoma de Madrid
víCtor Moreno Catena
Catedrático de Derecho Procesal de la Universidad Carlos III de Madrid
FranCisCo Muñoz Conde
Catedrático de Derecho Penal de la Universidad Pablo de Olavide de Sevilla
angeLika nussberger
Catedrática de Derecho Constitucional e Internacional en la Universidad de Colonia (Alemania) Miembro de la Comisión de Venecia
HéCtor oLasoLo aLonso
Catedrático de Derecho Internacional de la Universidad del Rosario (Colombia) y Presidente del Instituto Ibero-Americano de La Haya (Holanda)
LuCiano PareJo aLFonso
Catedrático de Derecho Administrativo de la Universidad Carlos III de Madrid
ConsueLo raMón CHornet
Catedrática de Derecho Internacional Público y Relaciones Internacionales de la Universidad de Valencia
toMás saLa FranCo
Catedrático de Derecho del Trabajo y de la Seguridad Social de la Universidad de Valencia
ignaCio sanCHo gargaLLo
Magistrado de la Sala Primera (Civil) del Tribunal Supremo de España
toMás s. vives antón
Catedrático de Derecho Penal de la Universidad de Valencia
rutH ziMMerLing
Catedrática de Ciencia Política de la Universidad de Mainz (Alemania)
Javier de LuCas Martín
Catedrático de Filosofía del Derecho y Filosofía Política de la Universidad de Valencia
Procedimiento de selección de originales, ver página web: www.tirant.net/index.php/editorial/procedimiento-de-seleccion-de-originales
TOWARDS HUMANIZING WORKPLACES AND ORGANIZATIONS: ENRICHING THEORY AND PRACTICE THROUGH MULTIPLE APPROACHES
Coordination ANDRÉS SALAS VALLINA Edited by ANDRÉS SALAS VALLINA ALMA RODRÍGUEZ SÁNCHEZ YASIN ROFCANIN
tirant lo blanch Valencia, 2022
Copyright ® 2022 Todos los derechos reservados. Ni la totalidad ni parte de este libro puede reproducirse o transmitirse por ningún procedimiento electrónico o mecánico, incluyendo fotocopia, grabación magnética, o cualquier almacenamiento de información y sistema de recuperación sin permiso escrito de los autores y del editor. En caso de erratas y actualizaciones, la Editorial Tirant lo Blanch publicará la pertinente corrección en la página web www.tirant.com. Funding: This research book has received financial support from Conselleria d’Innovació, Ciència i Societat Digital (Grant/Award Number: GV/2019/159).
©
©
Andrés Salas Vallina
TIRANT LO BLANCH EDITA: TIRANT LO BLANCH C/ Artes Gráficas, 14 - 46010 - Valencia TELFS.: 96/361 00 48 - 50 FAX: 96/369 41 51 Email:tlb@tirant.com www.tirant.com Librería virtual: www.tirant.es ISBN: 978-84-1130-451-1 DEPÓSITO LEGAL: V-2719-2022 MAQUETA: Disset Ediciones
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Index INTRODUCTION.................................................................................................
17
ANDRÉS SALAS ALMA RODRÍGUEZ YASIN ROFCANIN
SECTION 1 INDIVIDUAL ATTITUDES AND BEHAVIORS
CHAPTER 1 THE HIDDEN POWER OF COMPASSION FOR HUMANIZING ORGANIZATIONS SANDRA MIRALLES-ARMENTEROS ALMA RODRÍGUEZ-SÁNCHEZ
1. INTRODUCTION: SUFFERING WITHIN ORGANIZATIONS............................
25
2. COMPASSION IN THE WORKPLACE..............................................................
26
2.1. Definition and components..................................................................
26
2.2. Benefits of compassion.......................................................................
29
3. ORGANIZATIONAL PRACTICES MAY FOSTER COMPASSION....................
30
3.1. Organizational culture.........................................................................
30
3.2. Leadership and networks....................................................................
32
3.3. Systems, practices and routines.........................................................
33
4. FINAL NOTE.....................................................................................................
35
5. REFERENCES..................................................................................................
35
6. BIOGRAPHIES..................................................................................................
38
7. FUNDING..........................................................................................................
38
8
Índice
CHAPTER 2 IDIOSYNCRATIC DEALS AND PERFORMANCE IN PUBLIC HEALTHCARE: STRATEGIC LEADERSHIP AS A SAFEGUARD FOR MORE HUMANIZED WORKPLACES ANDRÉS SALAS VALLINA ANNA FERRER-FRANCO YASIN ROFCANIN
1. INTRODUCTION...............................................................................................
39
2. MUTUAL GAINS TRIGGERED BY I-DEALS.....................................................
41
2.1. I-deals and job outcomes....................................................................
46
3. STRATEGIC LEADERSHIP AS A MODEL OF JUSTICE..................................
47
4. DISCUSSION....................................................................................................
50
5. REFERENCES..................................................................................................
51
6. BIOGRAPHIES..................................................................................................
53
7. FUNDING..........................................................................................................
53
CHAPTER 3 COMPASSIONATE LEADERSHIP: HUMANIZING WORKPLACES IN HEALTHCARE PROFESSIONS LAURA GALIANA SARA ENRIQUE SARA MARTÍNEZ-GREGORIO AMPARO OLIVER NOEMÍ SANSÓ
1. BACKGROUND.................................................................................................
55
2. METHODS.........................................................................................................
58
2.1. Setting and Participants......................................................................
58
2.2. Measures............................................................................................
58
2.3. Data analysis.......................................................................................
59
2.4. Ethical considerations.........................................................................
60
3. RESULTS..........................................................................................................
60
3.1. Sample description..............................................................................
60
3.2. Description of variables.......................................................................
61
3.3. Compassionate leadership and its relation to sociodemographic characteristics..........................................................................................
62
9
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3.4. Structural equation modeling results...................................................
63
4. DISCUSSION....................................................................................................
64
5. REFERENCES..................................................................................................
65
6. BIOGRAPHIES..................................................................................................
68
7. FUNDING..........................................................................................................
69
CHAPTER 4 CONTEMPORARY LEADERSHIP BEHAVIOURS: ANALYSING THE EFFECTS OF ACCOUNTABILITY ON INNOVATION AND PERFORMANCE EMILIO DOMÍNGUEZ-ESCRIG FRANCISCO FERMÍN MALLÉN-BROCH
1. INTRODUCTION...............................................................................................
71
2. THEORETICAL BACKGROUND.......................................................................
72
2.1. Accountability......................................................................................
72
2.2. Accountability and firm innovativeness...............................................
73
2.3. Firm innovativeness and performance................................................
73
2.4. Accountability and performance: the mediating role of firm innovativeness................................................................................................
74
3. METHOD...........................................................................................................
75
3.1. Data.....................................................................................................
75
3.2. Measures............................................................................................
75
3.3. Control variables.................................................................................
76
3.4. Analyses..............................................................................................
76
4. RESULTS..........................................................................................................
76
4.1. Descriptive statistics and psychometric properties of the measurement scales........................................................................................
76
4.2. Testing the research hypotheses........................................................
78
5. DISCUSSION....................................................................................................
80
5.1. Implications for practitioners...............................................................
80
5.2. Limitations and future research...........................................................
81
6. REFERENCES..................................................................................................
82
7. BIOGRAPHIES..................................................................................................
83
10
Índice
CHAPTER 5 IMPROVING THE QUALITY OF LIFE AT WORK THROUGH MIDDLE AND TEAM MANAGERS: THE LONG NEGLECTED POSITIVE LEADERS JUAN-F MARTÍNEZ-RUIZ ALBERTO ORTEGA-MALDONADO
1. POSITIVE LEADERSHIP: WHAT AND HOW?..................................................
85
1.1. Transformational Leadership: One of the most studied models..........
87
1.2. Authentic Leadership...........................................................................
88
1.3. Coaching-based leadership (CBL)......................................................
88
2. INCLUSIVE LEADERSHIP................................................................................
89
3. ENGAGING LEADERSHIP...............................................................................
90
4. COLLECTIVE LEADERSHIP............................................................................
90
5. POSITIVE LEADERSHIP EFFECTS ON WORK WELL-BEING AND PERFORMANCE..
91
6. INVESTING IN MIDDLE AND TEAM MANAGEMENT POSITIVE LEADERSHIPS.
92
7. CONCLUSIONS................................................................................................
95
8. REFERENCES..................................................................................................
95
9. BIOGRAPHIES..................................................................................................
98
CHAPTER 6 THE ROLE OF BANK EMPLOYEES’ EMOTIONAL INTELLIGENCE IN RELATIONSHIP QUALITY IN A POST-CRISIS CONTEXT MARTA ESTRADA DIEGO MONFERRER MIGUEL ÁNGEL MOLINER LIDIA VIDAL
1. INTRODUCTION...............................................................................................
99
2. THE POST BANKING CRISIS CONTEXT........................................................
100
2.1. Falling numbers of bank branches and employees.............................
101
2.2. Introduction of a digital culture............................................................
101
2.3. Ways of interacting with customers.....................................................
102
3. EMOTIONAL INTELLIGENCE..........................................................................
103
4. RELATIONSHIP QUALITY................................................................................
106
5. FINAL REFLECTION.........................................................................................
109
6. REFERENCES..................................................................................................
110
7. BIOGRAPHIES..................................................................................................
118
Índice
11
SECTION 2 HUMAN RESOURCE MANAGEMENT PRACTICES
CHAPTER 7 HUMANIZING ORGANIZATIONS: THE ROLE OF ORGANIZATIONAL TRUST AND TRANSPARENCY ZINA BARGHOUTI JACOB GUINOT RICARDO CHIVA
1. PARADIGM SHIFT: FROM INDIVIDUALISM TO OTHER-CENTERED............
121
2. TRUST IN ORGANIZATIONS............................................................................
122
3. TRUST ANTECEDENT: ORGANIZATIONAL TRANSPARENCY......................
124
4. THE FEEDBACK BETWEEN TRUST AND ORGANIZATIONAL TRANSPARENCY.
125
5. RE-HUMANIZING ORGANIZATIONS BY TRUST AND TRANSPARENCY– CONCLUSIONS..............................................................................................
127
6. REFERENCES..................................................................................................
128
7. BIOGRAPHIES..................................................................................................
131
CHAPTER 8 INCLUSIVE HUMAN RESOURCE PRACTICES FOR HUMANIZED ORGANIZATIONS Mª EUGENIA SÁNCHEZ-VIDAL DAVID CEGARRA-LEIVA JUAN GABRIEL CEGARRA-NAVARRO
1. INTRODUCTION...............................................................................................
133
2. LITERATURE REVIEW.....................................................................................
135
2.1. People with disabilities and the labour market....................................
135
3. A MODEL FOR HR INCLUSIVE PRACTICES AND ITS EFFECTS..................
137
4. CONCLUSIONS................................................................................................
142
5. REFERENCES..................................................................................................
142
6. BIOGRAPHIES..................................................................................................
146
12
Índice
CHAPTER 9 STRATEGIC HUMAN RESOURCES MANAGEMENT AND EMPLOYEE WELL-BEING SÓNIA P. GONÇALVES MANUELA FAIA CORREIA
1. INTRODUCTION...............................................................................................
147
2. HRM-PERFORMANCE.....................................................................................
148
3. HRM PRACTICES AND WELL-BEING.............................................................
150
3.1. Social Exchange Theory.....................................................................
157
4. DIRECTIONS FOR HRM RESEARCH AND WELL-BEING..............................
159
5. REFERENCES..................................................................................................
161
6. ACKNOWLEDGMENTS....................................................................................
164
7. BIOGRAPHIES..................................................................................................
164
CHAPTER 10 PROMOTING SUSTAINABILITY THROUGH ORGANISATIONAL VALUES AND HUMAN RESOURCE PRACTICES FRANCISCO RINCÓN-ROLDÁN ÁLVARO LÓPEZ-CABRALES
1. INTRODUCTION...............................................................................................
165
2. CONCEPTUAL BACKGROUND.......................................................................
166
2.1. Organisational values and sustainability.............................................
166
2.2. Human Resource Practices that promote Sustainability.....................
168
3. METHOD...........................................................................................................
170
4. RESULTS..........................................................................................................
171
5. PROPOSAL OF CONNECTION BETWEEN VALUES AND HRM PRACTICES ...................................................................................................................174 6. CONCLUSIONS................................................................................................
177
7. REFERENCES..................................................................................................
179
8. BIOGRAPHIES..................................................................................................
181
9. FUNDING..........................................................................................................
182
Índice
13
CHAPTER 11 HUMANISING THE WORKPLACE FROM A GENDER PERSPECTIVE: THE NEED OF WORK-FAMILY BALANCE JAVIER CERRATO EVA CIFRE LARITZA MACHÍN-RINCON
1. INTRODUCTION...............................................................................................
183
2. OCCUPATIONAL HEALTH AT WORK: JOB-DEMANDS MODEL FROM A GENDERED PERSPECTIVE..................................................................................
184
3. GENDER AND WORK-FAMILY CONFLICT......................................................
186
4. DIFFERENTIAL CONSEQUENCES OF WORK-FAMILY CONFLICT ON CAREER DEVELOPMENT FOR MEN AND WOMEN..........................................
188
5. GENDER DIFFERENCES IN KNOWLEDGE AND USE OF FLEXIBLE WORKING MEASURES: THE “FLEXIBILITY STIGMA”...........................................
189
5.1. Gender Differences in the Effectiveness of Work-Life Balance Measures..................................................................................................
190
5.2. Organisational support and work-family conflict management: gender differences..........................................................................................
191
6. SPECIFIC MEASURES FOR WFC...................................................................
193
7. CONCLUSION..................................................................................................
195
8. REFERENCES..................................................................................................
197
9. BIOGRAPHIES..................................................................................................
201
CHAPTER 12 OCCUPATIONAL SAFETY AND HEALTH (OSH), AND STRATEGY: A PRACTICAL APPLICATION BASED ON THE MICROFOUNDATIONS OF KNOWLEDGE MANAGEMENT ISMAEL SÁNCHEZ-HERRERA MARIO J. DONATE ROSA M. MUÑOZ MANOLI POZO-HIDALGO
1. INTRODUCTION...............................................................................................
203
2. MICROFOUNDATIONS OF KNOWLEDGE MANAGEMENT AND LABOR PSYCHOSOCIAL FACTORS...........................................................................
206
3.
RELATIONSHIPS BETWEEN LPF AND MICROFOUNDATIONS OF KNOWLEDGE MANAGEMENT.......................................................................
211
4. REFERENCES..................................................................................................
214
5. BIOGRAPHIES..................................................................................................
218
14
Índice
CHAPTER 13 BUREAUCRATIC STRUCTURES AND EMPLOYEE WELL-BEING DURING PERIODS OF CRISIS ANA PATRICIA FANJUL-ALEMANY MARÍA F. MUÑOZ-DOYAGUE LILIANA HERRERA
1. INTRODUCTION...............................................................................................
219
2. EMPLOYEE WELL-BEING: SHIFTING THE FOCUS.......................................
220
2.1. Why focus on employee well-being?...................................................
223
2.2. Employee well-being during COVID-19..............................................
225
3. BUREAUCRACIES AND CRISIS......................................................................
227
4. CONCLUSION..................................................................................................
230
5. REFERENCES..................................................................................................
230
6. BIOGRAPHIES..................................................................................................
238
CHAPTER 14 TELEWORK DURING THE COVID-19 LOCKDOWN IN SPAIN: A BOLD EXPERIMENT SUSANA PASAMAR SHAIMAH ABDESELAM-EL-BAKKOURI ELISABET GARCÍA
1. INTRODUCTION...............................................................................................
239
2. TELEWORK IN SPAIN......................................................................................
240
3. CONSEQUENCES OF TELEWORKING..........................................................
242
4. METHOD...........................................................................................................
244
5. DISCUSSION OF THE RESULTS.....................................................................
245
6. CONCLUSIONS ...............................................................................................
247
7. REFERENCES..................................................................................................
248
15
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SECTION 3 HUMANIZING IN THE DIGITAL ERA
CHAPTER 15 WORK IN TH WORK IN THE DIGITAL ERA: DO WE NEED TO FOCUS ON OUR HUMANITY? ISABEL PRIETO-PASTOR
1. INTRODUCTION...............................................................................................
253
2. WHAT IS DIGITAL TRANSFORMATION?.........................................................
255
3. THE DIGITAL WORKPLACE AND THE DIGITAL WORKFORCE.....................
257
4. TAKING CARE OF WHAT WE ARE: SOME THOUGHTS FOR THE FUTURE..
260
4.1. Reset your purpose: Go beyond the economic...................................
262
4.2. Reset workforce uniqueness: Loose time to win it..............................
263
4.3. Reset the workplace experience: create a context for conversations.
265
5. REFERENCES..................................................................................................
266
6. BIOGRAPHY.....................................................................................................
268
CHAPTER 16 EFFECTS OF DIGITALIZATION ON HR PRACTICES AND EMPLOYEE WELL-BEING FROM A GENDER PERSPECTIVE M. TERESA CANET-GINER ANA REDONDO-CANO FRANCISCO BALBASTRE-BENAVENT
1. INTRODUCTION...............................................................................................
269
2. DIGITALIZATION AND HUMAN RESOURCES................................................
271
3. DIGITALIZATION AND GENDER EQUALITY. HOW DOES DIGITALIZATION AFFECT WOMEN?..........................................................................................
274
4. EMPLOYEE WELL-BEING. CONCEPT, HR POLICIES AND DIGITALIZATION.
277
5. GENDER, DIGITALIZATION AND EMPLOYEES’ WELL-BEING......................
280
6. CONCLUSIONS................................................................................................
282
7. REFERENCES..................................................................................................
284
8. BIOGRAPHIES..................................................................................................
286
16
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CHAPTER 17 KEY FACTORS FOR THE INTEGRATION OF KNOWLEDGE MANAGEMENT AND DIGITAL TRANSFORMATION IN FIRMS: THE ROLE OF ENGAGEMENT AND EMPLOYEE WELL-BEING MARIO J. DONATE FÁTIMA GUADAMILLAS OLGA GRIEVA
1. INTRODUCTION...............................................................................................
289
2. CHALLENGES OF DIGITAL TRANSFORMATION FOR ORGANIZATIONS....
290
3. KNOWLEDGE MANAGEMENT FOR DIGITAL TRANSFORMATION...............
294
4. KEY FACTORS FOR KNOWLEDGE MANAGEMENT AND DIGITAL TRANSFORMATION INTEGRATION: EMPLOYEES JOB SATISFACTION, ENGAGEMENT, AND THE ROLE OF WELL-BEING AT WORK....................................
298
4.1. Knowledge Management and Digital Transformation integration........
298
4.2. Job satisfaction, engagement, and employee well–being as key factors for the integration of Knowledge Management and Digital Transformation............................................................................................
299
4.3. Human Resources Management Practices for Digital Transformation and Knowledge Management............................................................
300
5. CONCLUSIONS................................................................................................
303
6. REFERENCES..................................................................................................
303
7. BIOGRAPHIES..................................................................................................
308
CHAPTER 18 ADDICTION TO TECHNOLOGY AND SOCIAL MEDIA AS A WELL-BEING AND ORGANIZATIONAL PROBLEM. ISSUES AND CHALLENGES LORENZO REVUELTO-TABOADA MARÍA DEL CARMEN SAORÍN-IBORRA CINDY ANNABELLA ACUÑA-CHIQUITO
1. INTRODUCTION...............................................................................................
309
2. THE DARK SIDE OF ICTS................................................................................
310
2.1. The dimension of the problem.............................................................
313
3. THE SHORTCOMINGS OF THE RESEARCH..................................................
315
4. PREVENT AND FACE THE RISKS ASSOCIATED WITH ICTS FROM A SUSTAINABILITY PERSPECTIVE.........................................................................
318
5. REFERENCES..................................................................................................
321
6. BIOGRAPHIES..................................................................................................
327
INTRODUCTION Andrés Salas
Universitat de València
Alma Rodríguez
Universitat de València
Yasin Rofcanin University of Bath
In some contexts, changes at work and in working conditions are generating harmful consequences for employees, and negatively impacting on organizations. Rationalization, in its search for efficiency and calculability, is accompanied by increased organizational dehumanization (Ritzer, 2005) that threatens employees’ sense of self and valued relationships with others (Gill, 2019) resulting in unfavorable consequences for individuals, organizations and society (Pfeffer, 2010). Moreover, since the 2008 financial crisis, pressure at work to achieve ambitious levels of productivity has intensified, leading to a decline in both employee well-being and performance (Guest, 2017). Inequality and poor working conditions have also increased (Picketty, 2014), reducing fairness and optimism. This situation has been fueled by the Coronavirus disease (COVID-19) pandemic, since up to 220 million people around the globe experience job losing in 2020 (International Labor Organization, 2020). In this context, there is a need towards re-thinking workplaces and organizations in order to include well-being aspects that transform dehumanized workplaces into meaningful and empowering ones. Therefore, a shift in the focus of management research is needed towards employee well-being (Guest, 2017; Huetterman and Bruch, 2019). Hence, concepts including happiness at work, engagement, work passion, resilience, work enchantment, compassion or healthy workplaces have emerged as constructs capturing more humane organizations (Pollack et al., 2020; Rodríguez-Sánchez et al., 2021; Salas-Vallina et al., 2022; Salanova, 2021), yet further research is necessary to shed light on the antecedents and consequences of quality of life at work. With this book we try to shed some of light on how to humanize workplace and organizations from different approaches and domains. For instance, the first approach comes at individual level in Section 1, taking into account individual attitudes and behaviors such as compassion, emotional intelligence, and where the role of the leadership style is clear
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Andrés Salas / Alma Rodríguez / Yasin Rofcanin
in searching for well-being, innovation and performance in different contexts or settings. In chapter 1, the hidden power of compassion is unraveled to promote more humane workplaces. The chapter will allow us to better understand the nature, causes and importance of compassion in the workplace. In chapter 2, strategic leadership is proposed as a mechanism to ensure justice perceptions in public healthcare, in contexts where idiosyncratic deals are used, and its effect on performance. Chapter 3 examines the role of compassionate leadership in healthcare, to humanize workplaces. Leadership can create and change cultures, and compassionate leadership is proposed as a tool to foster well-being in healthcare and develop a culture where human resources quality of working life is the first concern. Chapter 4 analyses contemporaty leadership, a leadership style considered as a key trait of servant leaders (Van Dierendonck & Nuijten, 2011), which involves a more open and humane way of managing people and improving performance. Altogether, labor management affects behavioral engagement, showing a major effect beyond actual job opportunities, leaving additional lead under new approaches (Salas-Vallina, 2022, p. 21). Chapter 5 proposes a new model of work on leadership to positively reach everyone, irrespective of their organizational level or type of work. Quality of relationships in a highly demanding context, such as banking, is studied in chapter 6, through the influence of emotional intelligence. Here satisfaction, trust and quality are included as outcomes of emotional intelligence, which reveals interesting findings to make workplaces more humane. On the other hand, Section 2 focuses on the organizational level, the key role of human resources management practices is crucial in fostering well-being at workplaces. Practices including organizational trust and transparency are proposed in chapter 7 as triggers of more humane workplaces. Further, for a long time, people with disabilities have been the “unheard, unseen and often forgotten” (Procknow and Rocco, 2016), and chapter 8 suggests that the promotion of human resource management practices that implement a climate of equity becomes fundamental to rehumanize workplaces. Chapter 9 refocuses attention on strategic human resource management practices, a wide but still underdeveloped area in human resource management research, in particular its connection with employee well-being. Human resource management practices are also addressed from a sustainable approach in chapter 10. Sustainability is a current societal demand of more respectable and humane organizations, that is, the implementation of business practices that guarantee to next generations the present benefits of society. Sustainability can be unders-
INTRODUCTION
19
tood as the balance between the consumption and regeneration of resources (Ehnert, 2009), having a positive impact on economic, social, and environmental levels (Smith et al., 2013). As a particular social human resource management practice, chapter 11 focuses on work-family balance from a gender perspective. It is necessary to differentiate the biological dimension (sex) from the social and psychological dimensions (gender). In this sense, gender is considered as a psychosocial dimension based on socialization processes and the psychological and individual identification on each person. Accordingly, the influence of gender mandates, including roles, traits and stereotypes on the biological and psychosocial health sphere is examined. Chapter 12 addresses a subject of particular interest nowadays, namely, occupational safety and health, a concept that includes working conditions, occupational safety techniques, industrial hygiene, ergonomics, and applied psychosociology. From this approach, human resource management practices might be a source of both employee well-being and improved organizational capacities, such as knowledge management, which is fundamental to achieve competitive advantage (Donate and Sánchez de Pablo, 2015). The relationship between bureaucratic structures and employee well-being is also explored in Chapter 13, which highlights the need to advance in the study of the effects of organizational structure on the firm’s ability to adapt their longterm strategies. Chapter 14 explores the pandemic context and the effect of telework during the Covid-19 lockdown in Spain, and if teleworking influence employee satisfaction and job stress levels. And finally, Section 3 puts the spotlight on how our digital era can humanize workplaces. Our organizational context makes it necessary to consider technology and knowledge management in these challenging times, and how it might help to serve organizations to create better workplaces to work and live. Chapter 15 engages in this issue and underlines the key role of managers to humanize and develop workplaces for digital transformation (Trenery et al., 2021). Digital technologies can provide employees with increased job resources, but there is a real risk for employees’ well-being to be threatened. In this sense, the birth and dark side effects of digital technology at work, and the central role of HRM and especially business leaders, are highlighted in this chapter. Chapter 16 focuses on the effects of digitalization on HR practices and employee well-being, considering a gender perspective. Cultural patterns and subsequent problems in work-life balance can hamper digitalization for women, and the supposed flexibility of new technologies derive in work overload for them. Then, this chapter examines how digitalization
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Andrés Salas / Alma Rodríguez / Yasin Rofcanin
of human resource management impacts on employees’ well-being from a gender perspective. Chapter 17 defines the main challenges of digital transformation for companies worldwide and highlights the relevance of employee well-being to implement digital tools. This chapter proposes a model where training programs, employee career development, talent attraction, tangible and intangible incentives, and talent retention trigger job satisfaction, engagement, and well-being, which promotes a better knowledge management and digital integration. Finally, the dark side of technology is examined as is can modify behaviours, make users more emotionally unstable with lower control over their professional and personal activities. Isolation, poor performance and lack of interest are some of the major negative consequences of technology, a topic that has not been researched enough in the organizational context. In sum, this book offers a new perspective to both employers and employees to reflect on the crucial importance of high quality relationships at work. And arriving at night 99 the soldier got up, grabbed the chair and left. Sometimes life needs an interval to reflect. Some time later the princess looked for the soldier and found him (Cinema Paradiso). TARS References Donate, M. J., & Sánchez de Pablo, J. D. (2015). The role of knowledge-oriented leadership in knowledge management practices and innovation. Journal of Business Research, 68(2), 360–370. Ehnert, I. (2009). Sustainable Human Resource Management: A Conceptual and Exploratory Analysis from a Paradox Perspective. Ina Ehnert Sustainable Human Resource Management A Conceptual and Exploratory Analysis from a Paradox Perspective PhysicaVerlag. https://doi.org/10.1007/978-3-7908-2188-8 Gill, M.J. (2019), “The significance of suffering in organizations: Understanding variation in workers’ responses to multiple modes of control”, Academy of Management Review, 44(2): 377-404. Guest, D. (2017). Human resource management and employee well-being: Towards a new analytic framework. Human Resource Management Journal, 27(1), 22–38. Huettermann, H., & Bruch, H. (2019). Mutual gains? Health-related HRM, collective well-being and organizational performance. Journal of Management Studies, 56(6), 1045-1072. Pfeffer, J. (2010). “Building sustainable organizations: The human factor”. Academy of management perspectives, 24(1), 34-45. Piketty, T. (2014). Capital in the Twenty-First Century: a multidimensional approach to the history of capital and social classes. The British journal of sociology, 65(4), 736-747.