Support to Grow
Asynchronous Session
Linkage between the Deployment of Digital Technologies in Work Processes and Employee Socio-psychological Experience View Digital Media
Paper Presentation in a Themed Session Asta Savaneviciene, Živilė Stankevičiūtė, Lina Girdauskiene
The deployment of digital technologies in organisations raises the tensions due to the contradictory goals of the organisation. On the one hand – the pursuit of operational efficiency, and on the other hand – the need of the preservation and development of human resources instead of use, encourage research into sustainable human resource management by disclosing how the deployment of digital technologies in work processes affects the socio-psychological experience of the employees. Digital technologies (DT) are rapidly penetrating work organisation processes, dramatically affecting the decision-making process and nature, changing the work methods and employee habits, and challenging the need for new knowledge and skills. Moreover, they also influence the socio-psychological experiences of employees, such as Status, Certainty, Autonomy, Relatedness and Fairness (SCARF). The purpose of this paper is to reveal the linkage between the deployment of DT in work processes and employee socio-psychological experience. In doing this, qualitative data were collected from Lithuanian manufacturing organisations that have implemented DT in the last three years. Semi-structured interviews with 12 production managers revealed both positive and negative socio-psychological experience faced by employees due the deployment of DT in work processes. Based on this research, insights are provided on how to reduce the impact of the negative consequences of DT implementation on the socio-psychological experience of employees, ensuring sustainable human resource management.
Coaching and Mentoring for Workplace Learning View Digital Media
Paper Presentation in a Themed Session Mahendran Sivarajasingam
Coaching and mentoring for workplace learning is becoming an integral aspect of best practices and excellence in the workplace. Skills and technological developments and use are at the forefront of workplace learning and the environment too plays an important part in facilitating workplace learning in-toto. This small research study aims to give an overview of processes and developments in place in an organisation vis a vis a workplace literacy program where the trainers imbibe on learning and facilitating better their adult learners over a three month period to be more effective in all aspects of language use at the workplace.
Intentional Mentoring as a Strategic Initiative: Developing Future Knowledge Leaders for Organizational Learning and Sustainability View Digital Media
Paper Presentation in a Themed Session Claudia Santin
Mentoring can be a high retention learning method to facilitate knowledge transfer for organizational learning and sustainability. Mentoring, as a strategic initiative, can establish a foundation for preparing ascendent leaders to assimilate into the organizational culture. Mentors recognized as organizational leaders can help mentees understand the political whitewater and prepare them for strategic organizational roles. The profoundly ingrained historical practices, beliefs, attitudes, and behaviors that help comprise organizational culture can serve to create a culture of learning or drive employees away. Knowledge is lost when talented employees leave an organization due to a lack of a fit with the organizational culture. The goal of intentional mentoring is to cultivate leaders who will continue to transfer knowledge, adapt, and thrive even through times of chaos and change. How senior leaders articulate and orchestrate initiatives such as communicating change, conducting employee performance reviews, and sharing knowledge can strengthen employee trust or weaken morale. An added benefit of intentional mentoring is development of resilient leadership aspirants who will contribute to organizational sustainability. Research substantiates that creating opportunities for employees to learn new knowledge, retain it, and effectively transfer it helps enjoy employee longevity and organizational sustainability. Intentional mentoring may be an alternative or adjunct to university courses or technologically driven knowledge acquisition initiatives. Intentional mentoring can positively impact the mentor, mentee, and the organization. A formalization of mentoring programs may engender a culture of knowledge transfer, leadership resiliency, and organizational learning.
