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Workplace bureaucracies impact many areas of an employee's working life. High levels of perceived bureaucracy can diminish employees' job motivation, satisfaction, and performance. During the COVID-19 pandemic, infection containment measures contributed significantly to the 'great resignation' via the lack of self-efficacy from perceived bureaucracy. This study surveyed 240 full-time employees between late 2021 and early 2022 across organizations in both private and public sectors in Singapore using the Work Extrinsic Intrinsic Motivation scale, the Workplace Bureaucracy questionnaire, and the General Self-Efficacy scale alongside demographic data collection. Results showed that salary range, education levels, self-efficacy and job motivation were negatively associated with perceived workplace bureaucracies but not gender, age, and length of employment. The study's findings provide insight into the effect of increased perceived bureaucracy during the COVID-19 pandemic on employee experience that would be relevant to the workplace environment even in regular times as a possible intervention point for better employee experience. Plain Language Summary: The Relationship between Perceived Workplace Bureaucracies, Self-Efficacy and Job Motivation over the COVID-19 Pandemic Workplace bureaucracies impact many areas of an employee's working life. High levels of perceived bureaucracy can diminish employees' job motivation, satisfaction, and performance. During the COVID-19 pandemic, infection containment measures contributed significantly to the 'great resignation' via the lack of self-efficacy from perceived bureaucracy. This study surveyed 240 full-time employees between late 2021 to early 2022 across organizations in both private and public sectors of Singapore. Results showed that salary range, education levels, self-efficacy and job motivation were negatively associated with perceived workplace bureaucracies but not gender, age, and length of employment. The study's findings provide insight into the effect of increased perceived bureaucracy during the COVID-19 pandemic on employee experience that would be relevant to the workplace environment even in regular times [ABSTRACT FROM AUTHOR]

Purpose: This article introduces a fresh approach to the Employee Suggestion System (ESS), integrating Japanese and American Lean methodologies with coaching principles, notably the Disney Strategy. Its objective is to tackle human challenges in Industry 4.0, including boosting employee engagement and commitment, fostering innovation, and safeguarding organizational knowledge—critical solutions for mitigating the impact of the Great Resignation phenomenon. Design/methodology/approach: An abductive methodology was utilized, combining deductive and inductive approaches. The deductive phase involved a systematic literature review on Employee Suggestion Systems (ESS) to establish a theoretical foundation. Concurrently, the inductive phase consisted of 30 interviews, conducted in two stages. Initially, 17 interviews focused on analyzing ESS practices within three multinational companies, alongside insights from the literature review. Subsequently, 13 interviews assessed the reception of the new ESS concept in addressing practical challenges within the Industry 4.0 paradigm in these contexts. The system concept was then subjected to modelling, prototyping and testing using the co-design methodology, integrating elements of the Japanese (Kaizen Teian) and American ESS (Kaizen Teian adapted to Western industry) approaches. Findings: This article introduces an Employee Suggestion System (ESS) concept and tool that combines elements from both the Japanese and American Lean approaches to ESS (not studied, until now, systematically), incorporating coaching principles. Drawing from the Kaizen Teian tradition, it encourages groupthink, while also embracing American influences by promoting innovative thinking (using the Disney Strategy) through a rewards strategy, including gamification. Originality/value: This paper presents a novel ESS concept designed to adapt to contemporary industrial settings by combining Lean principles with technology integration and human-centric approaches such as the Disney Strategy. Designed to address the specific challenges faced by Lean companies pursuing digital strategies, this tool provides a solution to three key Industry 4.0 challenges: empowering the workforce through voice behavior, preserving organizational knowledge, and promoting innovation. [ABSTRACT FROM AUTHOR]

The phenomenon of Industry 4.0 is requiring organizations to restructure their roles and upskill and reskill the workforce. In addition, Great Resignation is threatening organizational knowledge and it is essential to promote happier and more engaged workers. Learning Organizations promote learning opportunities to their workforce and furthermore foster the concept of Protean Career Attitude. This paper presents the usability evaluation of a competency management and development plan tool to support, through a technological tool, the Protean Career Attitude. Usability evaluation uses tests and makes use of the Technology Acceptance Model (TAM) scale. The results are promising regarding the acceptance and usability of the technology and show no significant discrepancies when comparing age groups or level of education. However, in some responses it was possible to conclude that the older groups (41-50 and 51-60) are more receptive to technology, despite the slight increase in the time to perform the tasks. [ABSTRACT FROM AUTHOR]

The article "Breaking into Zoo Herpetology and Advancing in the Field: What are the Odds?" published in Herpetological Review discusses the challenges and opportunities in pursuing a career in zoo herpetology. It highlights the limited availability of zoo herpetologist positions in North American zoological parks and the competition for these roles. The study also analyzes the frequency of job postings for different herpetologist positions, the impact of the COVID-19 pandemic on zoo staffing, and provides insights on planning a career in zoo herpetology. The article emphasizes the importance of staying informed, patient, and persistent in navigating the field of zoo herpetology. [Extracted from the article]

The research analyzes the influence that the meaning of work has on work engagement and the intention to quit in teachers. The interest in this question becomes relevant after the COVID-19 pandemic and the phenomenon known as the Great Resignation or generalized tendency to leave the workplace. Although the specialized literature identifies spirituality as one of the potential sources of meaning in work, there are still few studies that take this dimension into consideration. To overcome this limitation, and following the classical authors, in this study we define the meaning of work as job, career and calling while adding a fourth meaning, called higher calling. The results obtained using PLS-SEM and a questionnaire that provides a new scale, suggest three conclusions: (1) the influence of higher calling on the three classic meanings of work, (2) the positive relation between the meaning of vocation and work engagement, and (3) the negative relation between engagement and intention to quit. [ABSTRACT FROM AUTHOR]

Industry 4.0 is demanding reskilling of the workforce and, at the same time, the phenomenon of Great Resignation characterized by a wave of layoffs is threatening organizational knowledge. It is essential to build a culture where employees are engaged, more committed, and where the sharing and generation of knowledge is promoted. This paper presents a collaborative platform (co-created with 3 multi-sector organizations- 2 multinationals) to support the establishment of a Learning Organization to face the challenges of human resources in the digital paradigm. This tool integrates 5 modules: discussion forum, event creation, mentoring, suggestion system and recognition system. The 5 modules act in a combined way to achieve features that offer participation in decision making, a climate of learning opportunities, through the sharing and rise of knowledge (Learning Organization) and that encourage peer relationships and recognition at the corporate level. [ABSTRACT FROM AUTHOR]

To better understand the tight post-pandemic labor market in the US, we decompose the decline in aggregate hours worked into extensive margin changes (fewer people working) and intensive margin changes (workers working fewer hours). Although the preexisting trend of lower labor force participation, especially by young men without a bachelor's degree, accounts for some of the decline in aggregate hours, the intensive margin accounts for more than half of the decline between 2019 and 2022. The decline in hours among workers was larger for men than women. Among men, the decline was larger for those with a bachelor's degree than those with less education, for prime-age workers than older workers, and also for those who already worked long hours and had high earnings. The reduction in workers' hours can explain why the labor market is even tighter than what is expected at the current levels of unemployment and labor force participation. [ABSTRACT FROM AUTHOR]

Copyright of Tendencias: Revista de la Facultad de Ciencias Económicas y Administrativas is the property of Universidad de Narino, Facultad de Ciencias Economics y Administrativas and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The article discusses the results of a survey on R&D trends for 2024 conducted by the Innovation Research Interchange. The survey gathered information from R&D and innovation leaders about their past year's activity and budgets, as well as their expectations for the upcoming year. The survey found mixed views on spending in 2023, but optimistic expectations for the future. Factors affecting the difference between actual and projected budgets included changing business and market conditions. The survey also highlighted the importance of collaborations, particularly alliances, in innovation strategies, and identified digitization, renewable energy and materials, artificial intelligence, big data, digital collaboration, and simulation technologies as important for the next three years. Overall, the survey indicates a focus on new product growth, sustainability, and digitalization in innovation strategies. [Extracted from the article]

"The System III - The Workplace" is a document that explores the author's perspective on the scientific research workplace. The author draws parallels between their work as a researcher and that of an independent trucker, emphasizing the long hours and personal choice involved. The document also delves into the concept of tenure in academia, discussing its potential benefits and drawbacks. Two main problems within the scientific research workplace are identified: an oversupply of trainees and the prioritization of funding over knowledge generation. The author acknowledges these issues but does not offer solutions. The text further discusses limited funding for research, conflicts arising from the funding structure, a lack of space for research, the short lifespan of scientific success, and the need for scientists to reinvent themselves. It also highlights the lack of loyalty from institutions towards scientists and emphasizes the importance of respect. While the document acknowledges the challenges within the scientific research system, it does not provide concrete solutions. [Extracted from the article]

To study the causes of the 2021 Great Resignation, we use text analysis and investigate the changes in work- and quit-related posts between 2018 and 2021 on Reddit. We find that the Reddit discourse evolution resembles the dynamics of the U.S. quit and layoff rates. Furthermore, when the COVID-19 pandemic started, conversations related to working from home, switching jobs, work-related distress, and mental health increased, while discussions on commuting or moving for a job decreased. We distinguish between general work-related and specific quit-related discourse changes using a difference-in-differences method. Our main finding is that mental health and work-related distress topics disproportionally increased among quit-related posts since the onset of the pandemic, likely contributing to the quits of the Great Resignation. Along with better labor market conditions, some relief came beginning-to-mid-2021 when these concerns decreased. Our study underscores the importance of having access to data from online forums, such as Reddit, to study emerging economic phenomena in real time, providing a valuable supplement to traditional labor market surveys and administrative data. [ABSTRACT FROM AUTHOR]

An introduction is presented in which editor discusses various articles within the issue on topics including defending economics against common critiques from other industrial relations scholars; legacies of industrial relations and labour law and research on the growing precarity of workers.

The objective of the research was to analyze the digital organizational communication carried out by a sample of private organizations in Latin America with the purpose of identifying the level of visibility or invisibility that they give to the well-being care and attention to psychosocial issues of their collaborators. The theoretical framework that was used is based on a critical perspective of the ethics of liberal economy organizations. Liberal self-exploitation is a consequence of the discourse of capital, which introjects the idea of performance as the main value. The problem that arises is that the collaborator seeks business gratification at all costs, which leads him to remain silent or to normalize the types of violence experienced in the organization; accepts with resignation greater sacrifices to meet job expectations. The worker's desire is to connect with what he or she perceives as good and beneficial for the company. The employee sees the need to find for himself or herself the balance to perform at work and in the family sphere, which is why he or she tends to silence and sublimate dehumanizing aspects. The analysis was carried out on the websites, Facebook profile, X profile and LinkedIn profile of a sample that consisted of 25 multinational companies which were named the best to work for in Latin America (Great place to work, 2023). In the case of the websites, the main pages, the "about" or "about us" section and in some cases the "talent attraction" section with its various nomenclatures were analyzed, as they better contained the required information. In the case of social media profiles, all content published between August 10 and September 10, 2023, was analyzed. Based on the above, a total of 25 websites, 74 social media profiles (one company did not have X profile), with a total of 235 publications were analyzed. The analysis categories were description of the organization, philosophy of the organization, well-being and psychosocial themes with a total of fifteen dimensions. The methodology was content analysis with axial coding in three phases. The study shows that most of the best companies to work for in Latin America emphasize their content on diversity and inclusion, however, the conceptualization of this dimension is mostly linked to the new conceptual configurations of gender, leaving aside in a minority to those who recognize that this dimension must address people with different abilities, people of ethnic origin, and even generational differences, continuing with the increase in inequalities (ILO, 2014). Regarding the dimension of balance between personal life and work, companies were observed with excess content that reflects programs with this theme; However, the majority considers this dimension in a lateral, minimal, and insufficient sense. The categories and dimensions analyzed have a high presence on the websites, leaving social networks for the publication of news about specific events. For the most part, the dimensions of psychosocial well-being of employees are excluded and made invisible, where respect for their rights, their health, equity, and care of their family is privileged, among other circumstances that are left aside. by the collaborators themselves in search of performance. In the case of LinkedIn, it is about attracting new talent based on this reflection of concern for psychosocial issues and the well-being of collaborators, that is, for their interests. From the definition of the organizational philosophy with key words such as our or us, we seek to influence the sense of belonging of the collaborators who in turn seek to fulfill the desire of their employer. Although the companies analyzed here present digital communication attentive to an awareness of psychosocial well-being based on a work ethic with a liberal approach, it highlights the need for the academy to continue researching the comprehensive well-being of workers to eliminate dehumanization from work itself, for the sake of business performance and to maintain the simulacrum of comfort. It is about seeking, above all, an ethic of dignity to stop competition between co-workers that becomes invisible from the system and privilege the integrity of the person. [ABSTRACT FROM AUTHOR]

The Covid-19 pandemic has greatly impacted the labor market and given rise to the Great Resignation. Drawing on a mixed methods panel study of 199 precarious and gig-based workers, we analyze how a changing conception of free time during the Covid-19 pandemic led low-wage service workers to seek more fulfilling careers. Whereas most workers initially perceived free time in terms of opportunity costs, they later reconceived this time as enabling an investment in personal growth, moving from "spending time" making money to "investing time" in themselves. This shift in temporal experience is expressed through the adoption of a "work passion" logic and "pandemic epiphanies" that motivated respondents to seek self-affirming and potentially more lucrative work opportunities. [ABSTRACT FROM AUTHOR]

Quiet quitting has emerged as an area of concern for businesses and societies in the wake of the 'Great Resignation' following COVID-19. While there is an emerging body of work surrounding the motivations of quiet quitting as a rejection of being enslaved to one's work, little is known as to the implications of this phenomenon on Asian businesses. This viewpoint provides an overview of the literature to date and explores the steps Asian businesses should take to address potential quiet quitting proclivities among the existing and future workforce. In particular, businesses need to consider how COVID-19 has changed the landscape of work and generated psychological stresses among employees working from home, who have had to deal with their professional and private lives concurrently (Liu 2023). To combat quiet quitting in this new era, it is imperative to rethink work cultures, with an emphasis on facilitating greater autonomy in how work is performed (where applicable) and accordingly re-evaluating employment contracts. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to offer a new perspective to conceptualize the Great Resignation from the cognition of space and time, as well as the opportunity to re-negotiate space and time arrangements in personal and organizational lives. As a result, the paper provides new ideas for developing more holistic and sustainable individuals and organizations to survive and thrive in challenges of global disruptions. Design/methodology/approach: Drawing from anthropology and psychology works in space and time, this paper proposes new ideas for individuals and organizations to negotiate space and time arrangements that facilitate holistic personal growth and sustainable organizational lives. Findings: This research raises a critical point on the need to reconceptualize and renegotiate work arrangements about where we work and when we work. Anthropologist Edward Hall suggests that work should be viewed from multiple lenses that connotate different meanings of space and time in different parts of the world. Instead of separating professional and personal lives, we need to cultivate a more holistic mindset and renegotiate space and time settings at work. Originality/value: This research broadened current conceptualizations of the Great Resignation and organizational behavior around work arrangements. From an interdisciplinary perspective, this paper suggests that individuals and organizations negotiate space and time arrangements for more agile and resilient future. [ABSTRACT FROM AUTHOR]

Purpose: Hybrid and virtual work settings offer greater flexibility and autonomy, yet they also have the paradoxical effect of weakening the connection of employees to each other and their identification with the organization. The purpose of this article is to discuss how to manage this paradox effectively. Design/methodology/approach: Leveraging structural adaptation theory, the authors discuss hybrid and virtual work as one of five dimensions of team interdependence that collectively determine the tightness of coupling between team members. Findings: The authors propose that the introduction of virtual and hybrid work can lead to a lower sense of belonging and identification with the organization that would need to be counteracted by respective increases in team interdependence in one or several of the remaining dimensions of team interdependence. Originality/value: The authors apply research on team interdependence to develop a series of practical interventions that can address the Great Resignation. These interventions seek to enhance employees' experiences of belongingness after the shift to virtual and hybrid work. In doing so, the authors provide a toolkit that organizations can leverage to improve their employees' experiences in a post-COVID-19 workplace. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this review is to understand whether "The Great Resignation" has emerged as a concept within the popular media and academic because it is based on fact or whether it has emerged because it broadly aligns with a dominant neoliberal ideology. Design/methodology/approach: This paper critically reviews United Kingdom (UK) government data to establish evidence for "The Great Resignation". Thus, the purpose is to understand whether there has been an increased propensity for workers to leave or change their jobs due to attitudinal changes emerging from the experience of the Covid-19 pandemic. Findings: Based on this review, there is limited evidence that "The Great Resignation" has been occurring within the UK. Nonetheless, there have been extensive commentries in both the popular press and academic outlets that have been attempting to evidence the phenomenon. Some of academic writing is drirven by narratives emerging from the press which should thus warrent consideration of the extent to which academics are losing control over conceptual and theoretical development. Originality/value: The key contribution that is made by this piece is the questioning of concepts that have entered the common vernacular. Concepts such as "The Great Resignation" and "Quiet Quitting" have, for the most part, gained popularity through social media. This paper looks at "The Great Resignation" and warns of the possibility that social media maybe a significant threat to robust academic theorisation. [ABSTRACT FROM AUTHOR]

This commentary reviews the challenges facing both U.S. workers and the central place of work in economic development. As the Great Resignation demonstrates, work is not working well for large portions of the population. The authors review the diversification of workers and the diversification of work arrangements in recent decades, noting the immense challenges the system faces. They then shift focus to solutions, beginning with workplace development, or interventions to improve employment and productivity within the workplace. Finally, the authors consider universal public services and other investments that improve economic outcomes by addressing employees' needs beyond work. [ABSTRACT FROM AUTHOR]

Copyright of Revista Visión Contable is the property of Universidad Autonoma Latinoamericana and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

As a result of the COVID-19 pandemic and the "Great Resignation" that followed in the workforce, dental practices — and most employers — have experienced a shift in employee culture. Upcoming and existing generations are searching for more meaning and purpose in their employment. If dentists want to retain employees, they must help their staff find purpose in their daily activities. With purpose, the employees can arrive at work each day knowing they have the potential to make a true and meaningful impact. This article will explain how to create purpose in the dental practice to not only retain employees but create a palpable culture in which employees put their hearts and soul into what they provide for patients. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to present the benefits of telework for businesses and outline a four-point deployment strategy comprised of preparing the required infrastructure, fostering employee engagement, mitigating the risks, and developing a clear communication plan. This four-point deployment strategy is designed to assist organizations in developing a post-Pandemic remote work strategy. Furthermore, this paper provides the strategic relevance of telecommuting and presents a plan for implementation. This paper is significant because it argues that telecommuting is an environmentally sound practice for gaining a competitive advantage. In addition, telework offers a work environment protecting the employee and organization in times of crisis while also having a positive impact on the environment. Additionally, two phenomena that emerged after the pandemic include, "the great resignation" and "quiet quitting" which seem to be fueled by employees' desires for more work-life balance and are contributing to increases in remote work. Access to talent and the ability to retain talent are benefits of telework contributing to competitive advantage. Furthermore, the cost savings related to telework is another strategy to assist organizations in the post-Pandemic economic environment. The advances in the technology available to businesses including access to the Internet and cloud computing are necessary for telework to be successful. Therefore, a solid framework for embedding telecommuting strategically is needed to ensure the long-term satisfaction and success of telework for both the employer and employee. This paper is significant because it contributes to the business strategy and sustainability literature by providing a prescriptive approach to implementing a workplace practice, of telecommuting to improve operations. The future of telework will be dependent on businesses' strategic implementation. While flexible work arrangements such as remote and hybrid working have been around for years, their significance has grown since 2020 due to the global COVID-19 pandemic. Research indicates that telework has benefits for both the employer and the employee. Some of the benefits of telework are work-life balance, flexibility, increased cash flow, higher morale, and climate change. However, such a strategic change in the way a company conducts business needs an appropriate infrastructure, the right culture, the ability to communicate, and methods to mitigate risks. The four-point deployment strategy presented provides a roadmap for this post-Pandemic strategic change. [ABSTRACT FROM AUTHOR]

The article assesses the observed increase in job resignations during the COVID-19 pandemic and examines the pandemic's uniqueness from prior macroeconomic events, and Great Recession produced unique quits rates, across U.S. census regions. Topics include rates for hires and job openings had a positive effect on hourly earnings and the unemployment rate exerted a negative effect; and dot-com recession all had significant adverse economic impacts on individuals and organizations.

During the midst of the Great Resignation, over 4.5 million people have changed jobs. While a job change does not register as one of the top three drivers of stress, career transition-related stress does present itself as one of the top 25 causes. This stress can be reduced through social support models, career transition planning, and personal brand strategy frameworks. These adaptive change models become part of a continuous learning and growth process. This literature review aims to contribute to the industry and define career transition through a more holistic personal brand strategy utilizing a wide range of disciplines considering the challenges and opportunities presented during the Great Resignation. [ABSTRACT FROM AUTHOR]

Great resignation has become a critical issue in management discipline and retaining talents is one of the most important properties across the globe. Among them, local staff have been regarded as an essential competitive advantage for multinational companies and their sustainability. In this sense, staff localization has received considerable attention from scholars and professionals; however, few studies have examined the mechanisms underlying the relationship between staff localization and turnover. This study examines the macro-level relationship between the ratio of local staff in a subsidiary and the actual turnover rate of 89 multinational companies in 25 countries through their headquarters and subsidiary staff. Additionally, the aim of this study was to identify the moderating impact of a CEO's nationality. The results showed that local staff leave organizations in which there are more expatriates deployed from HQs. Furthermore, the CEO's nationality buffered the relationship between staff localization and the local staff turnover. This study can contribute to the academia and practice by revealing the effect of staff localization on staff turnover. In addition, a CEO staffing strategy focusing on nationality can be considered an important factor in retaining competitive local staff during the COVID-19 pandemic for multinational companies. [ABSTRACT FROM AUTHOR]

Social conflict between conspecifics results in the establishment of a hierarchy composed of a winner and loser. A recent study elucidates the molecular mechanism that may underlie the behavioral switch between winner and loser states. [ABSTRACT FROM AUTHOR]

I "The exclusion of wisdom from economics, science and technology was something which we could perhaps get away with for a little while, as long as we were relatively unsuccessful; but now that we have become very successful, the problem of spiritual and moral truth moves into the central position." i - E. F. Schumacher Cathedrals are beautiful buildings. Those practices should include those that reinforce values like sustainability, participation, good work, and the use of new technologies in ethical ways. As leaders of innovation and technology management, one of the things we need to consider when a radically new technology bursts onto the scene is not only how it might be used, but how it might affect people and the work that they do. [Extracted from the article]