Coetzee Thriving in Digital Workspaces

Emerging Issues for Research and Practice
1. Auflage 2019
ISBN: 978-3-030-24463-7
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 416 Seiten

This edited volume focuses on innovative solutions to the debate on human thriving in the fast emerging technology-driven cyber-physical work context, also called Industry 4.0. The volume asks the important question: How can people remain relevant and thrive in workplaces that are increasingly virtual, technology-driven, and imbued with artificial intelligence? This volume includes two major streams of discussion: it provides multidisciplinary perspectives on what thriving could mean for individuals, managers and organisations in current and future non-linear and Web-driven workspaces. In this context, it points to the need to rethink the curricula of the psychology of human thriving so that it is applicable to Industry 4.0. Second, it discusses the new platforms of learning opening up in organisations and the ways and means with which people's learning practices can be adapted to changing scenarios. Some of these scenarios are: changing job designs and talent requirements; the demand for creativity; the need for virtual teams and intercultural collaborations; and changing emotional competencies. This topical volume includes contributions by scholars from across the world, and is of interest to scholars, practitioners and postgraduate students of psychology, organizational behaviour and human resource management.

Melinde Coetzee (DLitt et Phil) has been a Professor at the Department of Industrial and Organisational Psychology, University of South Africa since 2000. She has 14 years of experience in organisational development, skills development and HR management in the corporate setting, and has lectured on subjects such as Personnel, Career, Organisational and Managerial Psychology at the undergraduate, honours and master's levels since 2000. Melinde is a professionally registered Industrial Psychologist with the Health Professions Council of South Africa (HPCSA) and a Master Human Resource Practitioner with the South African Board for People Practice (SABPP). She is Editor-in-Chief of the South African Journal of Industrial Psychology (2014 to 2019) and has authored, co-authored or edited a number of national and international academic books. She has published in numerous accredited academic journals, and contributed several book chapters. Lastly, she has received several awards for excellence in research.

Autoren/Hrsg.

Coetzee, Melinde

Inhaltsverzeichnis

1;Preface;6
2;Contents;8
3;Editor and Contributors;11
4;1 Thriving in Digital Workspaces: An Introductory Chapter;14
4.1;1.1 Introduction: Human Thriving;14
4.2;1.2 Introduction: The Digital Workplace;16
4.3;1.3 Outline of the Book;17
4.3.1;1.3.1 Contextual Overview—The Digital Workspace;18
4.3.2;1.3.2 Intra-personal and Intra-digital Factors of Human Thriving;19
4.3.3;1.3.3 Inter-personal and Inter-digital Factors of Human Thriving;20
4.3.4;1.3.4 Factors of Diversity and Human Thriving;21
4.3.5;1.3.5 Organisational Conditions for Human Thriving;22
4.4;1.4 Conclusion;23
4.5;References;24
5;Contextual Overview—The Digital Workspace;25
6;2 Building Industry 4.0 Talent;27
6.1;2.1 Introduction;27
6.2;2.2 Chapter Objective;28
6.3;2.3 A New Breed of Organisation;28
6.4;2.4 A New Breed of Worker;29
6.5;2.5 A New Breed of Learner;30
6.6;2.6 The Rise of Artificial Intelligence (AI);31
6.6.1;2.6.1 The Difference Between Machine Learning, Augmented Intelligence and Artificial Intelligence;32
6.6.2;2.6.2 What Exists Today;33
6.6.3;2.6.3 AI in Talent Management;35
6.7;2.7 The Fourth Talent AI Talent Management Solution;35
6.8;2.8 Building an Industry 4.0 Competency Framework;37
6.9;2.9 Rapid Reskilling;38
6.10;2.10 Identification of the Right Competencies;40
6.11;2.11 Performance Predictors Are the Key Differentiator;41
6.12;2.12 Identifying Future Competency Themes;42
6.13;2.13 Critical Learning Gaps;45
6.14;2.14 The Need for a Hyper-personalised Approach;45
6.15;2.15 Embracing the Digital Learning Revolution;49
6.16;2.16 Conclusion;49
6.17;References;50
7;3 Thriving and Flourishing into the Future: An Ecosystems Approach to Building Sustainable Organisations;52
7.1;3.1 Introduction;53
7.2;3.2 Chapter Objective;53
7.3;3.3 Defining Thriving as a Construct;54
7.4;3.4 Viewing Thriving in the Context of Employees Within the WorkPlace;58
7.5;3.5 Individual Thriving in the Digital Workspace;60
7.6;3.6 An Ecosystemic Approach to Organisational Thriving;62
7.7;3.7 A Theoretical Dimension-Based Model of Organisational Thriving;63
7.7.1;3.7.1 Positioning the Different Types of Capital Required to Thrive;63
7.8;3.8 Insights on Thriving;67
7.9;3.9 Conclusion;67
7.10;References;68
8;4 Thriving in Digital Workspaces: From Compete to Create—Exploring New Tools;72
8.1;4.1 Introduction;72
8.2;4.2 Chapter Objective;73
8.3;4.3 Defining Human Thriving and the Personal and Contextual Enablers for Human Thriving;74
8.3.1;4.3.1 Personal Enablers of Human Thriving;74
8.3.2;4.3.2 Contextual Enablers of Human Thriving;74
8.4;4.4 Changing Demands and the Work Environment;75
8.4.1;4.4.1 Reskilling for the Fourth Industrial Revolution;75
8.4.2;4.4.2 Shifting Jobs, Shifting Contracts and a Resurgence of Purpose;76
8.4.3;4.4.3 From Compete to Create, Blue Oceans, Machines Versus Humans;78
8.4.4;4.4.4 Machines Versus Humans;80
8.5;4.5 Creative Economies and Inclusive Definitions of Growth;80
8.6;4.6 Fresh Perspectives;81
8.6.1;4.6.1 More Conscious Business, More Conscious Leaders;82
8.7;4.7 Inclusive Views of Game-Changing Talent;83
8.7.1;4.7.1 The DNA of Game Changers;83
8.7.2;4.7.2 The DNA of Game-Changing Teams;85
8.8;4.8 Fresh Interventions;87
8.8.1;4.8.1 The GC Index®;87
8.8.2;4.8.2 Lego® Serious Play®;87
8.8.3;4.8.3 The Method;88
8.9;4.9 Conclusions;90
8.10;References;90
9;Intra-personal and Intra-digital Factors of Human Thriving;93
10;5 Flourishing and Thriving for Well-Being;95
10.1;5.1 Introduction;95
10.2;5.2 Chapter Objective;97
10.3;5.3 Theoretical Framework;97
10.4;5.4 Flourishing and Thriving at Work;98
10.4.1;5.4.1 Flourishing;98
10.4.2;5.4.2 Thriving at Work;100
10.5;5.5 Empirical Study;101
10.5.1;5.5.1 Research Participants;101
10.5.2;5.5.2 Measuring Instrument;102
10.6;5.6 Research Procedure and Ethical Requirements;102
10.7;5.7 Statistical Analysis;102
10.8;5.8 Results;103
10.8.1;5.8.1 Internal Consistency and Validity of the Measurement Model;103
10.8.2;5.8.2 Assessment of the Structural Model;107
10.9;5.9 Discussion of Findings;109
10.9.1;5.9.1 Practical Implications;109
10.9.2;5.9.2 Limitations and Recommendations;113
10.10;5.10 Conclusion;113
10.11;References;114
11;6 Employee Well-Being in the African Call Centre Digital Workspace;118
11.1;6.1 Introduction;119
11.2;6.2 Chapter Objective;119
11.3;6.3 The Digital Workspace of Call Centres;120
11.4;6.4 The Concept of Human Thriving;120
11.5;6.5 Employee Well-Being in Digital Spaces of Call Centres;121
11.6;6.6 Well-Being Attributes in a Call Centre in Africa;121
11.7;6.7 Synthesis of the Effect of Sense of Coherence, Emotional Intelligence and Burnout on Well-Being;123
11.8;6.8 Evaluation of the Effect of Psychological Dimensions on Sense of Coherence, Emotional Intelligence and Burnout;124
11.8.1;6.8.1 The Cognitive Level;124
11.8.2;6.8.2 Affective Behavioural Level;125
11.8.3;6.8.3 Conative (Motivational) Behavioural Level;125
11.8.4;6.8.4 Interpersonal Behaviour Level;126
11.8.5;6.8.5 The Resilience Capacities of Call Centres in Africa;126
11.8.6;6.8.6 Synthesis of the Effect of Career Adaptability and Hardiness on Well-Being;127
11.8.7;6.8.7 Evaluation of the Effect of the Psychological Dimensions of Career Adaptability and Emotional Intelligence on Well-Being;128
11.8.8;6.8.8 The Cognitive Level;128
11.8.9;6.8.9 The Affective Behavioural Level;129
11.8.10;6.8.10 The Conative (Motivational) Behavioural Level;129
11.8.11;6.8.11 The Interpersonal Behaviour Level;129
11.8.12;6.8.12 Synthesis of the Psychological Dimensions with Wellness Interventions;129
11.9;6.9 Testing a Hypothesised Theoretical Coping Profile of Call Centre Agents;130
11.10;6.10 Empirically Manifested Psychological Coping Profile for Call Centre Agents;132
11.11;6.11 Insights Relating to Call Centre Agents’ Thriving in Digital Workspaces and Implications for the Development of Wellness Interventions;133
11.12;6.12 Conclusion;134
11.13;References;134
12;7 Emotion Experiences and Management Within Digital Work Contexts;139
12.1;7.1 Introduction;139
12.2;7.2 Chapter Objective;141
12.3;7.3 The Affective Events Theory;141
12.4;7.4 Emotion Regulation Theory;143
12.5;7.5 An Application of the AET Theory Within Digital Work Contexts;144
12.5.1;7.5.1 Work Environment;144
12.5.2;7.5.2 Work Events (Affective Events);145
12.5.3;7.5.3 Dispositions;146
12.5.4;7.5.4 Affective Reactions;146
12.5.5;7.5.5 Affect-Driven Behaviours;146
12.5.6;7.5.6 Work Attitudes;147
12.6;7.6 Case Study: Emotion Experiences of IT Professionals in a Virtual Work Team;147
12.7;7.7 Implications for Human Thriving in Digital Workspaces;149
12.8;7.8 Conclusion;150
12.9;References;150
13;Inter-personal and Inter-digital Factors of Human Thriving;153
14;8 Key Factors of Creativity and the Art of Collaboration in Twenty-First-Century Workspaces;155
14.1;8.1 Introduction;156
14.2;8.2 Chapter Objective;158
14.3;8.3 The Context of the Discourse;158
14.4;8.4 The Creative Art of Collaboration;160
14.4.1;8.4.1 Intra- and Interpersonal Connection;160
14.4.2;8.4.2 Systemic Connection;161
14.5;8.5 New Theoretical Perspectives on the Art of Collaboration in the Twenty-First Century;162
14.5.1;8.5.1 Positive Psychology Wave I;162
14.5.2;8.5.2 Positive Psychology Wave II;163
14.6;8.6 Collaborating Positively and Constructively in Growing Intersections of Nationality, Culture and Gender;163
14.6.1;8.6.1 The Art of Collaboration in Chinese—African Collaboration;164
14.6.2;8.6.2 The Improved Art of Collaboration;165
14.6.3;8.6.3 Collaborating to Transform Negative Emotions in 4IR Workplaces: The Example of Shame;166
14.7;8.7 Key Insights and Synopsis;167
14.8;8.8 Recommendations for Future Research and Practice;169
14.9;8.9 Recommendations for the Discipline of Industrial and Organisational Psychology;170
14.10;8.10 Conclusion;170
14.11;References;170
15;9 Democratising Goal Setting: Possibilities and Pitfalls of Online Deliberation and Big Data Methods;175
15.1;9.1 Introduction;175
15.2;9.2 Chapter Objective;176
15.3;9.3 Managers’ Goal-Setting Styles;177
15.3.1;9.3.1 The Theory of Social Cognition and Goal Setting;178
15.3.2;9.3.2 Supervisor-Focused Informational Justice;181
15.4;9.4 Employees’ Reactions to Complex Goals;181
15.4.1;9.4.1 Self-determination Theory;182
15.4.2;9.4.2 Expectancy Theory;184
15.5;9.5 Personality;185
15.6;9.6 Computer-Mediated (Online) Deliberation;187
15.6.1;9.6.1 Hostility;188
15.6.2;9.6.2 Demagoguery;188
15.6.3;9.6.3 Narrow and Shallow Arguments;189
15.6.4;9.6.4 Discontinuity;190
15.7;9.7 Online Deliberation and Big Data Methods;190
15.8;9.8 Insights and Implications for Deliberative Goal-Setting Practices;193
15.9;9.9 Conclusion;195
15.10;References;195
16;10 Shaking Up the Status Quo? An Analysis of Developments in the Social Context of Work Stemming from Industry 4.0;205
16.1;10.1 Introduction;205
16.2;10.2 Industry 4.0;207
16.3;10.3 The Social Context of Work;208
16.4;10.4 Method;209
16.4.1;10.4.1 Procedure;209
16.4.2;10.4.2 Participants;210
16.4.3;10.4.3 Data Analysis;210
16.5;10.5 Findings;211
16.5.1;10.5.1 External Collaboration—Customers;211
16.5.2;10.5.2 External Collaboration—Suppliers and a Lending Structure;212
16.5.3;10.5.3 Internal Collaboration—Technical Service Providers;213
16.5.4;10.5.4 Internal Collaboration—Power Management Production Firm;214
16.5.5;10.5.5 Internal Collaboration—Mass Flow Metre Production Firm;215
16.6;10.6 Discussion;216
16.6.1;10.6.1 Interaction Outside the Organisation;216
16.6.2;10.6.2 Teams;217
16.6.3;10.6.3 Physical Assets and Inhouse Production;218
16.6.4;10.6.4 From Social to Digital?;218
16.7;10.7 Insights and Synopsis;219
16.8;10.8 Limitations;221
16.9;10.9 Conclusion;221
16.10;Appendix—Interview Protocol;222
16.11;References;223
17;11 Empathy, Morality and Social and Emotional Competencies in Interpersonal Interactions Online;225
17.1;11.1 Introduction;226
17.2;11.2 Chapter Objective;227
17.3;11.3 Interpersonal Interactions Online;227
17.4;11.4 Social and Emotional Competencies Used in Cyberspace;228
17.5;11.5 Morality in Face-to-Face and Online Interactions;230
17.6;11.6 Empathy in Face-to-Face and Online Interactions;232
17.7;11.7 Implications for Humans Thriving in Digital Workspaces;233
17.8;11.8 Insights and Synopsis;234
17.9;11.9 Conclusion;236
17.10;References;236
18;Factors of Diversity and Human Thriving;242
19;12 Mapping Antecedents of the Psychological Contract for Digital Natives: A Review and Future Research Agenda;244
19.1;12.1 Introduction;244
19.2;12.2 Chapter Objective;245
19.3;12.3 The Psychological Contract;246
19.4;12.4 Generational Cohorts;248
19.4.1;12.4.1 Baby Boomers;249
19.4.2;12.4.2 Generation X;249
19.4.3;12.4.3 Millennials;250
19.4.4;12.4.4 Digital Natives;251
19.5;12.5 The Psychological Contract and the Digital Natives;252
19.6;12.6 Future Research Directions;254
19.7;12.7 Implications for Thriving in Industry 4.0 Theory and Practice;255
19.8;12.8 Chapter Summary;255
19.9;References;255
20;13 Down the Rabbit Hole: Social Media, Workplace Collaboration, Millennial Psychological Need Satisfaction and Affective Commitment in Industry 4.0;260
20.1;13.1 Introduction;260
20.2;13.2 Chapter Objective;262
20.3;13.3 Social Media and Workplace Collaboration;263
20.4;13.4 Workplace Collaboration and Millennials’ Psychological Need Satisfaction;264
20.5;13.5 Millennials’ Psychological Need Satisfaction and Affective Commitment;265
20.6;13.6 Discussion and Implications;266
20.7;13.7 Limitations and Future Scope;268
20.8;13.8 Conclusion;268
20.9;References;269
21;14 Person-Centred Characteristics as Predictors of Flourishing and Well-Being;272
21.1;14.1 Introduction;272
21.2;14.2 Chapter Objective;274
21.3;14.3 Theoretical Background;274
21.4;14.4 Focus of the Empirical Study;278
21.5;14.5 Empirical Study;279
21.5.1;14.5.1 Participants and Procedure;279
21.5.2;14.5.2 Measures;279
21.5.3;14.5.3 Data Analysis;279
21.6;14.6 Results;280
21.6.1;14.6.1 Correlations;280
21.6.2;14.6.2 Predictor Effects;280
21.6.3;14.6.3 Significant Differences in Sociodemographic Characteristics;280
21.7;14.7 Discussion of Findings;282
21.7.1;14.7.1 Race and Job Position as Significant Predictors;282
21.7.2;14.7.2 Significant Differences Among Race and Tenure Groups;284
21.8;14.8 Limitations and Recommendations;285
21.9;14.9 Implications for Employee Well-being Practice;286
21.10;14.10 Conclusion;287
21.11;References;287
22;15 Digitalisation and Thriving Within the Contested Terrain of Intersections of Gender, Race, Education and Class Inequalities in the South African Context;292
22.1;15.1 Introduction;292
22.2;15.2 Chapter Objective;293
22.3;15.3 Defining Thriving;293
22.4;15.4 Structural Inequalities, Intersectionality and Thriving;294
22.5;15.5 Defining Stress;295
22.6;15.6 Intersectionality, Stress, Health and Thriving;296
22.7;15.7 Intersectionality and Employment Levels;300
22.8;15.8 Implications of Intersectionality and Employment Levels for Employee Thriving in the Digital Age;302
22.9;15.9 Interventions and Recommendations;305
22.10;15.10 Conclusion;310
22.11;References;310
23;Organisational Conditions and Human Thriving;315
24;16 Organisational Climate Conditions of Psychological Safety as Thriving Mechanism in Digital Workspaces;317
24.1;16.1 Introduction;317
24.2;16.2 Chapter Objective;319
24.3;16.3 Psychological Factors Influencing Human Thriving in Digital Workspaces;319
24.3.1;16.3.1 Theoretical Lenses;320
24.3.2;16.3.2 Psychological Factors;320
24.4;16.4 Organisational Factors Affecting Workers’ Adoption of Digital Technologies;322
24.5;16.5 Practices Towards Fostering Human Thriving in Digital Workspaces;324
24.5.1;16.5.1 Organisational-Level Practices;325
24.5.2;16.5.2 Individual-Level Practices;326
24.6;16.6 Integration: Towards Conceptual Propositions Regarding Psychological Safety as Mechanism of Human Thriving in Digital Workspaces;327
24.7;16.7 Setting a Future Research Agenda;329
24.8;16.8 Conclusion;330
24.9;References;330
25;17 Organisational Conditions for Flourishing in Virtual Teams;334
25.1;17.1 Introduction;334
25.2;17.2 Chapter Objective;335
25.3;17.3 The Virtual Team;335
25.4;17.4 Theories on Flourishing;338
25.4.1;17.4.1 The Mental Health Continuum;339
25.4.2;17.4.2 Hedonia and Eudaimonia;339
25.4.3;17.4.3 The Adaptation Theory of Subjective Wellbeing;341
25.4.4;17.4.4 The PERMA Model;342
25.4.5;17.4.5 The AIM Model;343
25.4.6;17.4.6 Evolutionary Theories of Subjective Wellbeing;344
25.4.7;17.4.7 Relative Standards Models of Subjective Wellbeing;345
25.4.8;17.4.8 Self-determination Theory;346
25.5;17.5 Work-Specific Theories to Flourishing;346
25.6;17.6 The Flourishing Team;347
25.6.1;17.6.1 Communication and Interpersonal Support;348
25.6.2;17.6.2 Learning and Development;349
25.6.3;17.6.3 Job Autonomy;350
25.6.4;17.6.4 Person-Environment Fit;350
25.7;17.7 Critical Analysis of Theories on Flourishing in Relation to Virtual Teams;352
25.7.1;17.7.1 Tenet 1: Building Relationships;352
25.7.2;17.7.2 Tenet 2: Communication;353
25.7.3;17.7.3 Tenet 3: Competence;353
25.7.4;17.7.4 Tenet 4: Psychological Resources;354
25.8;17.8 Insights and Implications for Virtual Team Flourishing Practices and Research;354
25.9;17.9 Conclusion;355
25.10;References;356
26;18 Work-Life Balance in the Digital Workplace: The Impact of Schedule Flexibility and Telecommuting on Work-Life Balance and Overall Life Satisfaction;360
26.1;18.1 Introduction;360
26.2;18.2 Chapter Objective;361
26.3;18.3 Today’s Digital Workplace;362
26.4;18.4 Work-Life Balance;363
26.5;18.5 The Bottom-Up Spillover Theory of Life Satisfaction;366
26.6;18.6 Conceptualising Work-Life Balance in Terms of Inter-domain Strategies;367
26.6.1;18.6.1 Work-Life Balance as Behaviour-Based Strategies;367
26.6.2;18.6.2 Work-Life Balance as Cognitive Inter-domain Strategies;372
26.7;18.7 The Digital Workplace and Inter-domain Strategies of Work-Life Balance;373
26.7.1;18.7.1 Multiple Role Engagement;376
26.7.2;18.7.2 Role Enrichment;377
26.7.3;18.7.3 Domain Compensation;377
26.7.4;18.7.4 Management of Role Conflict;378
26.7.5;18.7.5 Whole-Life Perspective;378
26.7.6;18.7.6 Positive Affect Spillover;379
26.7.7;18.7.7 Value Compensation;379
26.7.8;18.7.8 Segmentation;380
26.8;18.8 Insights and Synopsis;380
26.9;18.9 Conclusion;382
26.10;References;383
27;19 Digital Learning Experience of Exponential Organisation Employees: The Race Against Obsolescence;390
27.1;19.1 Introduction;390
27.2;19.2 Chapter Objective;391
27.3;19.3 Deeply Smart Intelligent New Generation Digital Learning Organisations;392
27.4;19.4 Navigate Modern Digital Learning Technology Landscape;395
27.4.1;19.4.1 Innovation Trigger;396
27.4.2;19.4.2 Peak of Inflated Expectations;397
27.4.3;19.4.3 Trough of Disillusionment;398
27.4.4;19.4.4 Slope of Enlightenment;398
27.4.5;19.4.5 Plateau of Productivity;399
27.4.6;19.4.6 Foundation of Learning Experience Design Is Learning Talent Analytics;400
27.4.7;19.4.7 Design Thinking Shifts Paradigm from Content to Human-Centred Learning Experience;402
27.4.8;19.4.8 Cultivate and Enable Agile Learning Culture;404
27.5;19.5 Agile Leaders;405
27.6;19.6 Governance of Digital Talent Management Development @ Scale and Speed;406
27.7;19.7 Conclusion;409
27.8;References;409
28;Index;412