ABSTRACT

The UN Sustainable Development Goals, an increasing interest in Environmental, Social and Governance factors, and the unprecedented impact of the COVID-19 pandemic have triggered a massive change in how companies and employees view their relationship, the role and meaning of work, and how to adapt to new environments and ways of working. This book covers a key topic for companies and management practice – that of how to create and foster a committed workforce in a post-pandemic era that has seen a radical change in working environments, approaches and employee understanding of her/his career and work-life balance.

In this book, leading researchers and practitioners in the field of CSR, management, leadership, and human resources from the schools and corporate partners of the Council on Business & Society provide the latest focuses on the workplace post-pandemic, effectively managing virtual teams, collective and responsible leadership, and insights into policies and processes enhancing employee commitment and performance. Each insight is accompanied by key takeaways, food for thought and further reading, and later followed by micro-case studies.

This accessible book will be a valuable resource for scholars, instructors and upper-level students across leadership and human resource management-related disciplines, enabling them to synthesise the knowledge presented for their own context (professional, academic, personal, wider society, and the planet).

part 1|26 pages

The impact of the pandemic on employees and leaders

chapter |7 pages

Millennials

Lessons from COVID-19 lockdown and the future of work

chapter |5 pages

COVID-19 and the impact on women

An insight on academia in South Africa

chapter |5 pages

There is no New Normal

Welcome to the new Schumpeterian world

chapter |2 pages

Microcase

part 2|17 pages

Managing and adapting to remote and hybrid working

part 3|17 pages

The influence of management, leadership, and organisational structure

chapter |5 pages

Committed companies

Do they create happier, higher-performing employees?

chapter |4 pages

Management control and stress

A double-edged sword

chapter |1 pages

Microcase

part 4|30 pages

Integrity as a driving notion for management and employees

chapter |7 pages

The manager's dilemma

Performance and the choice between treating team members equally or equitably

chapter |5 pages

Leader integrity

How it influences the organisation and employee creativity

chapter |5 pages

Navigating ethical challenges

The strategic role of the Chief Integrity Officer

chapter |2 pages

Microcase

The strategic role of the Chief Integrity Officer