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The learning outcomes are as follows: identify and evaluate the impact of risk factors for health-care organizations during crisis; evaluate the role of different organizational factors in building resilient health-care organizations; define organizational resilience in a health-care context; and apply the effect-strategy-impact resilience framework.

September 2022 found Ranjan Thakur, the Hospital Director at Manipal Hospital, Jaipur (MHJ) reflecting on MHJ’s resilience toward future health-care crises. MHJ was established in the capital city Jaipur of the Indian state of Rajasthan in 2014, as a 225-bed multispecialty unit of the nationally renowned Manipal Health Enterprises Ltd. As the Hospital Director, Thakur had been responsible for navigating his team and the hospital through the multiple health-care related challenges exacerbated by the multiple waves of the Covid-19 pandemic in a large Indian state with a sizable rural and semiurban population. Though Thakur and his team of doctors had worked through the vulnerabilities of their health-care ecosystem, mapping the risks and mitigating the same, Thakur asked himself if they had done enough. He wondered how a health-care institution such as theirs could sustain effective health-care delivery during future crises situations to deliver high-quality health care to the vulnerable communities. Had they effectively mapped MHJ’s vulnerabilities and built resilience into the hospital’s functioning? The backdrop of the case is public health in the state of Rajasthan (Jaipur), and the case is rich in detailing social factors such as behavior issues of patients, doctors and nurses; operational factors such as standardization of treatment and standard operating procedures, availability of resources, clinical concerns; leadership and management of the hospital through the pandemic. This case can be used by instructors to teach organizational resilience building in the health-care context.

Graduate- and executive-level courses in managing change during crisis in health-care context; health-care management/leadership.

Teaching notes are available for educators only.

CSS 7: Management Science.

This study aims to investigate the relationships between workplace spirituality, job satisfaction and organizational citizenship behaviors (OCBs). It examines the relationship between the three workplace spirituality components – meaning and purpose in work, recognition of an inner life or spirit and interconnectedness with OCBs, mediated by the job satisfaction experienced by the employees, in the context of an Indian private sector bank. A sample consisting of 613 banking employees is studied. The results provide considerable support for all except one of the hypothesized relationships between workplace spirituality components and OCBs. Workplace spirituality components also all led to job satisfaction in employees, and job satisfaction tested positive for a relationship with OCBs. This study can provide significant inputs to promote managerial effectiveness and change management, leadership and holistic performance and growth of organizations, through environments that promote workplace spirituality.

The objective of this research is the study of the relationship between the constructs, a spirituality at work, i.e. the independent variable, and OCBs (OCBs), i.e. the dependent variable, and to explore the possibility of the mediating effects of job satisfaction. As the nature of this empirical study is rigorous, and one which will pave the way toward theory building, this research adopts a positivist orientation quantitative method throughout because it is deemed most suitable as it allows testing the validity of the main measure (the integration profile) and the theory using hypotheses and establishing relationships, and at the same time, it allows the researcher to remain independent from the research participants (Reswell, 1994). Consequently, the findings will be very useful to answer the most important research question of this study, which is to inform managers and employers whether workplace spirituality affects employees’ job satisfaction and OCBs.

Using the SPSS statistical package and the partial least square structured equation modeling analysis software tool, the research data have been analyzed both quantitatively and qualitatively. The quantitative results suggest that there is a positive relationship between the dependent variable, OCBs, and the independent variables, meaning and purpose and interconnectedness. The inner life dimension of workplace spirituality did to correlate to the single factor of OCB analyzed, but individually inner life had a significant positive relationship with the individual components of OCB – altruism, civic virtue, courtesy and sportsmanship, except conscientiousness. The correlations established the relationships, and the regression analysis identified the relevant factors that had causal relationship. The 163 validity and reliability of the measurement instruments were confirmed by the high internal consistency.

Improving organizational citizenship is one of the lowest costs and best ways to encourage organizational effectiveness. This research is important for businesses that want to create competence and organizational effectiveness. Indian contextual studies (non-Western context) on both workplace spirituality and organizational outcomes are few and keeping in mind the growth of Indian industry, the evolving workforce and demands being made on workplaces, a study like this is significant. The studies stated that businesses should act as agents of national progress and development and as socially responsible citizens contributing to the environment and influencing well-being. This would require a strong and hard look at current management practices. Allio (2011) stated that as a result of the consequences of questionable and corrupt corporate practices, there is a strong need felt to articulate a new sense of purpose of the firm, corporate character and culture, survival, sustainability and innovation. Thaker (2011) advocated the same view as he stated that the current management and organizational policies, principles and practices are focused on a view of self-interest. This results in socially and environmentally dysfunctional organizations. An alternative approach is workplace spirituality (Al-Qutop and Harrim, 2014).

Strategic implementation of workplace spirituality is an upcoming focus and priority area of work for human resource managers (Marques, 2005). The human resource department’s role in designing and developing strategies that embrace spirituality, with the intention of developing a culture aimed toward the successful achievement of both business and individual or personal goals, is very critical for the management. By using statistical analysis to demonstrate whether or not a relationship exists between one or more of the determinants of spirituality and one or more of the determinants of job satisfaction, leaders may be better able to understand why certain individuals are able to remain passionate about their work. Leaders can integrate the appropriate determinants that may correlate to job satisfaction into the organizational culture, resulting in improved job satisfaction for all within the organization. The outcomes can provide a significant contribution to the body of knowledge for spirituality within organizations, as well as knowledge of factors that influence job satisfaction and motivation.

The inherent nature of this study is intimately connected to its objective, purpose and significance. It is also based on the fundamental realization that managers and leaders today have a larger responsibility in society, one that extends beyond their routine functions and basic tasks of running a business. Leadership decisions can and do have a profound lasting effect on the larger community and society within which they operate. This study and the methods that have been adopted for this research are intended to add to the growing body of knowledge on managerial perceptions, and implications of the process of introducing and practicing workplace spirituality.

Studies in the Indian context of workplace spirituality and outcomes are rare. Particular studies in the banking sector are lesser. This research aims at studying the link between workplace spirituality, job satisfaction and OCBs, in the context of an Indian private sector bank, which is very unique. Earlier studies have tested the relationships independently, but have not examined the relationships of all three variables together.

Human Resource Management/Change Management.

MBA 1st Year students or in Executive Programs on managing change.

This case describes the dynamics of managing employees and productivity in a difficult scenario of low demand and a global recession. Soon after Trident Chemicals acquires Noble Chemicals, restructuring is undertaken to align production as per the market requirements. This gives rise to a whole gamut of issues ranging from a potential problem with the union to how employees would be incentivized in the changed scenario. A change in the working styles and organizational culture only adds to the complexity for the management. The issues seek an early and sustainable resolution as the company is losing money every day. The management has to pay attention to the employee needs as also meet the business challenges embedded in the context.

To help participants to look into the factors that impact complex change processes; to highlight factors responsible for inducing changes in strategy and culture; and to introduce to participants employee reactions towards complex change efforts in organizations.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The study aims at exploring the constructive role that organizations can play in enabling their employees move from work-family conflict (WFC) to a more integrated work–life solution.

Being socially and culturally contextual by nature, a qualitative methodology that involved in-depth interviews with the respondents was chosen for the study. This facilitated the respondents to discuss in detail their WFC experiences and the expectations that they hold from their organizations.

The findings of the study suggested the importance of effective two-way communication between employees and top management, structural and cultural support from the organization and the importance of redesigning and restructuring jobs in an attempt to reduce work-role overload.

Organizations can foster initiatives that can lead to a healthier work–life balance of the employees, which can further result in a more creative, committed, satisfied and diverse workforce for them.

A better work environment that facilitates smoother balance between work and non-work responsibilities can lead to better physical and psychological health of the employees and reduced instances of discord in work and family domains.

Most studies on WFC have focused on the adverse impact of WFC; the present study adopts a solution-oriented approach to finding ways in which resourceful entities such as big organizations can take steps in alleviating WFC experiences of their employees.

This study is aimed at examining the mediating effect of meaningful work (MFW) between human resource practices (HRP) i.e. staffing, training, participation, performance-based evaluation, and reward with innovative work behavior (IWB) of Indian small and medium-sized enterprise (SME) employees.

This is a cross-sectional study with data of 199 respondents collected from the Indian SME sector. The mediation path was analyzed using multiple hierarchical regression analysis and processes.

Results of the study indicate that human resource practices, i.e. staffing, training and participatory decision making, are positively related to IWB; MFW mediates the relationships between these human resource practices and IWB. Interestingly, performance-based evaluation and reward are not found to be related positively to IWB in SMEs.

The study adds value to SME literature on how SMEs may promote innovation amongst their employees. In addition, the findings of the present study add to human resource management (HRM) literature regarding practices in Indian SMEs.

This paper aims to explore how employees reconceptualized their time and space to order and structure their lives in an unprecedented scenario of nonvoluntary work from home.

Set in the context of lockdowns due to the pandemic scenario, the study uses a constructivist approach to collect data through in-depth online interviews to understand how employees coped with the challenges emanating in a nonvoluntary work from home situation. The respondents were purposively selected to reflect a diverse pool in terms of gender, familial responsibilities and age/tenure.

The findings present temporal and spatial themes that provide several insights into how employees made sense of time and space as resources to navigate their challenging work-home roles.

In the present study, the authors found that when boundaries get violated, it does not necessarily manifest in the form of dissatisfaction with one or the other domain. The respondents in the current study show-cased adjustment mechanism to cope with the boundary permeability that happened. They adopted ways in which they could safe-guard their multiple identities in the situation they found themselves in, do justice to the salient roles in their lives, emerge as more empathetic humans and look forward to a brighter and more hopeful future. This opens-up a possibility of studying the theory behind human behavior in crisis-like situations and the degree of acceptance that people show when they find themselves in undesirable-unalterable situations.

A mental reorientation is required on the part of both employees and employers to navigate smoothly in this new “normal” and find more sustainable solutions to the problem if the remote working or hybrid mode of working becomes mainstay. Clear demarcations between work and nonwork time are a key element to ensure proper work schedules for remote workers. Offline meetings and get-togethers can be organized on a periodic basis to facilitate employee interaction and engagement. Participation of employees in key decisions becomes more important in such situations as it makes employees feel more connected with their work space.

To the best of the authors’ knowledge, the study is original as it is set in a completely unprecedented situation of lockdowns (during the pandemic) that affected the lives of everyone in some way or the other. The findings of the study are unique and insightful, as they help understand the sense-making mechanism adopted by people to successfully navigate through the crisis.

The purpose of this paper is to investigate the nature of the organizational environments of Indian business organizations and to identify the adaptive response mechanisms that organizations use to cope with their environments. This paper also examines in detail the causal texture of the organizational environments and attempts to build a conceptual model mapping adaptive responses of organizations to different types of organizational environments.

A constructivist stance was adopted in this exploratory study to capture the perceptions of the organizational leaders through the multiple case study design to capture the features of the organizational environments and their causal texture. The multiple case study design used an embedded mixed-methods approach to collect data. Within-case analysis and cross-case analysis were conducted to draw out prominent themes across cases ordered for particular organizational environment types. The study was conducted by following construct validity, internal reliability and external validity guidelines.

The study highlights and describes in detail the characteristics of the different organizational environment types in India. It is revealed that a majority of Indian organizations exist in turbulent environments. There are differences in the adaptive response mechanisms of organizations in the environment types studied. The study specially focuses on the strategies adopted by Indian organizations to adapt to turbulent environments.

This study maps the causal texture of organizational environments in India and maps the organizational adaptive responses to the environment for greater effectiveness. This study offers various strategies to cope with turbulent organizational environments and adds to the research focus on causal texture and adaptive capacities of organizations across different types of environments.

This study contributes to an ignored subject area of organizational environments. Managing organizations in uncertain and turbulent environments is complex, and this study provides an understanding about the various types of adaptive mechanism that are used to cope with environmental turbulence. This study also attempts to answer several questions that previous research works have raised about strategies that organizations use when they fail to cope with environmental turbulence.

The purpose of this paper is to evaluate the main factors that influence the organizational change in a steel company.

The methodological procedures used were literature review and survey. The literature review allowed the listing of 24 factors and these factors were grouped into three constructs (Behavioral Aspects, Cultural Aspects and Management Aspects). The survey allowed the quantification of each factor based on information provided by employees who work in the mentioned company. The data collected were analyzed using the Partial Least Squares-Structural Equation Modeling technique.

For the Behavioral Aspects, the following factors were validated: fear of the unknown; insecurity and anxiety; stress and feeling of suffering. For the Cultural Aspects the following factors were validated: multiculturalism in the company; low degree of risk acceptance and low performance acceptance; excessive concerns about consensus. Finally, for the Management Aspects, the following factors were validated: lack of clarity in communications; lack of alignment of goals; lack of leadership engagement.

The results are valuable for the company studied and for other managers interested in subject. The findings presented here can broaden the debate about this topic and contribute with professionals that wish to evaluate the mentioned factors.

Prior research in the area of organizational change highlights the critical role played by HR practices during organizational change as it may require altering employee behavior to support the change direction. human resource (HR) function is considered to be well positioned to influence employee behavior by institutionalizing HR practices that support change. Further there is a significant body of literature that suggests that employee behavior is significantly influenced by the perceptions of HR practices during change. HR practices which create positive employee perceptions increase employee commitment to change. The purpose of this paper is to provide a conceptual framework that identifies critical HR practices that support organizational change and examines their impact on employee perception and commitment to change.

First, an extensive literature review on organizational change at macro level has been done to identify critical practices desired from key organizational members during organizational change. Second, a case for importance of HR function as a key organizational member during change is presented. Further literature on effectiveness of HR practices adopted by HR professionals during organizational change is examined to find out the gap areas. Third, literature on employee perception and commitment to change is examined to find out possible linkages to HR practices during organizational change. Finally, eight propositions are presented to build an integrated conceptual framework identifying critical HR practices during organizational change and their impact on employee perception and commitment to change.

The study suggests that HR practices undertaken in the area of culture, leadership, cross functional integration, training, communication and technology if introduced and implemented will positively influence employee perception reducing resistance and increasing commitment to change. Therefore assessing employee perception about critical HR practices at different stages of change initiation, implementation and consolidation can enable understanding about employee commitment to change. This would also help HR professionals understand how effective the HR practices implemented during change have been.

This framework can be used by the researchers and practitioners to study, guide, frame and model empirical research into the area of studying critical HR practices during organizational change. So far literature provides a generic view of desired organizational practices during change. Moreover there are few studies available on employee perception about HR practices implemented during organizational change and its impact on employee commitment to change. The framework presented in this paper would help explore the effectiveness of specific HR practices implemented during change by evaluating its impact on employee perception and commitment to change.