为抵御COVID-19后的Z世代劳动力提供的实用建议

IF 1.5 Q3 MANAGEMENT

Human systems management Pub Date : 2022-07-15 DOI:10.3233/hsm-220050

Catarina Gomes, I. Duarte, Nazarë Soares Marques, Luís Cunha

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引用次数: 0

摘要

目的:本简短沟通的目的是提供理论考虑，以支持人力资源(HR)专业人员在发展COVID-19大流行后职业弹性Z世代劳动力方面的决策。在Pataki-Bittó & Kapusy[1]和Pichler, Kohli & Granitz[1]的工作基础上，将努力提供实用的建议，使工作场所的政策和实践与Z世代的工作价值观保持一致，以培养一支有弹性的劳动力队伍。设计/方法论/方法:作者回顾了关于Z世代的文献，即关于塑造他们潜在发展和随之而来的工作价值的因素。此外，文献关于当前的组织政策和做法集中在这一代人进行了审查。研究发现:尽管本文提出的建议允许员工整合和更好的人与组织契合，但这一概念框架也表明，我们对这一代人知之甚少，因此，对于管理者来说，不存在放之四海而皆通的建议。我们的理解是，这里提出的建议必须适应每一个组织的情况，每一个管理人员都应该更多地注意其内容而不是形式。创意/价值:这段简短的沟通反映了对建议的反思，这些建议使工作场所的政策和实践与Z世代的工作价值观保持一致，以培养一支具有职业弹性的员工队伍。这是一部结合了以往作品的作品，因此它提供了一个更全面的关于这一代最新建议的系统化。

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Practical recommendations for a post COVID-19 resilient generation Z workforce

PURPOSE: The purpose of this short communication is to provide theoretical considerations that support Human Resources (HR) professionals’ decisions regarding the development of a post COVID-19 pandemic career resilient Generation Z’s workforce. Building on the work of Pataki-Bittó & Kapusy [1] and Pichler, Kohli & Granitz [2], an effort to provide practical recommendations, that align workplace policies and practices with Generation Z’s work values will be made, in order to develop a resilient workforce. DESIGN/METHODOLOGY/APPROACH: The authors review literature on Generation Z, namely regarding the factors that shaped their underlying development and consequent work values. Furthermore, literature regarding current organizational policies and practices focused on this generation was reviewed. FINDINGS: Although the recommendations made here allow worker integration and a better person-organization fit, this conceptual framework also suggests that very little is known about this generation, and as such, no one-size-fits-all recommendation exists for managers. It is our understanding that the recommendations set out here must be adapted to each organizational context, and each manager should pay more attention to its content than its form. ORIGINALITY/VALUE: This short communication presents a reflection regarding recommendations, that align workplace policies and practices with Generation Z’s work values, in order to develop a career resilient workforce. It is a work that combines previous works and as such it offers a more encompassing systematization of the latest recommendations regarding this generation.

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来源期刊

Human systems management MANAGEMENT-

CiteScore

3.50

自引率

30.40%

发文量

期刊介绍： Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.