Human Resources Management and new forms of work reflecting employee aspirations as well as organisational goals
- How do new forms of work, such as hybrid work, remote work, gig work, and freelancing, influence employees’ health, well-being and experience?
- Given the emergence of new forms of work, how do organisations customise and align their HR strategy with the strategic goals to ensure the well-being, performance and productivity of employees?
- What HR initiatives can organisations and HR professionals propose to foster work-life balance, mental health support and programs to improve employees’ overall health and wellbeing in the context of new forms of work?
- How does the COVID-19 crisis influence how organisations reshape HRM to accommodate new forms of work?
- What are the dual effects of new forms of work on employee performance and well-being?
- What are the key challenges contemporary organisations face in managing new forms of work? What are the implications of HRM policies and practices for the employee’s health, well-being and experience?
- What is the future and role of HRM in managing new forms of work (e.g., hybrid and smart work, remote work)?
- What new theories can be tailored to the needs and demands of new forms of work, aligning with the organisation’s overall strategy while incorporating best HR practices to improve employee health, well-being and experience?
- What HRM terminology will fit well with new forms of work (e.g., High-performance work systems, High-involvement management)?