Understanding the Present – Values for Shifts in Work Modes

Abstract

Epidemics and pandemics tend to jolt people out of their ordinary living to a special state of crisis and suffering. The COVID-19 pandemic has not proven different, and this chapter and indeed the whole volume is a call to reflect on an ongoing state of volatility, uncertainty, complexities and ambiguity (VUCA). Where it is difficult to project an end to a pandemic as occurs presently, VUCA is even more significant, and the outcomes of these reflections can only augur well for present and future confrontations of a crisis. In this chapter, we have described our premises for understanding work values in a normative sense. Understanding the principles behind the stability and sustainability of these values will serve as a guide for the responsible management of changing workforce dynamics. While respecting the personal choices involved in work values, we outline some social and organisational factors that influence said dynamics.

Ethical principles play a key role in the attendant changes in the workforce ranging from rapid digitisation to remote working, to flexible work hours, and changing workspaces. New problems have arisen relating to the rising costs of working virtually, unequal opportunities in different economies, genders, and fields, and the rapid changes that are still ongoing. Some issues we have tackled include the challenge with employer–employee trust when supervision and workspaces are rapidly shifting, and the responsibility for well-ness and flourishing when the lines between work and the rest of life become blurred. We have recommended some attitudes that will promote integrity in all the stakeholders of a given workforce so that there is effective collaboration and individual growth.

Citation

Ogunyemi, K. and Onaga, A.I. (2022), "Understanding the Present – Values for Shifts in Work Modes", Ogunyemi, K. and Onaga, A.I. (Ed.) Responsible Management of Shifts in Work Modes – Values for a Post Pandemic Future, Volume 1, Emerald Publishing Limited, Leeds, pp. 1-24. https://doi.org/10.1108/978-1-80262-719-020221002