Reimagining Employee Engagement In A Hybrid HEI: Managing Social Isolation And Well-Being In A South African University

Rudo Marozva; Anna-Marie Pelser

doi:10.29284/9hjjrj06

Authors

Rudo Marozva North West University, Business School, Mahikeng, South Africa
Anna-Marie Pelser North West University, Business School, Mahikeng, South Africa

DOI:

https://doi.org/10.29284/9hjjrj06

Keywords:

Employee Engagement, Higher Education Institution, Hybrid Work, Social Isolation, Well-Being.

Abstract

In HEIs, shifting towards hybrid work models has had tremendous impacts on employee engagement, well-being as well as the social dynamics that are ordinarily prevalent in the world of work. Although hybridisation offers many opportunities inclusive of flexibility, they also introduce risks such as social isolation, disengagement, lack of employee well-being and reduced employee connectedness. This qualitative research investigates how a HEI in a hybrid work arrangement can reimagine employee engagement and manage social isolation and well-being. The paper uses the Self-Determination Theory and the Social Exchange Theory (1964). 23 lecturers at a public higher education institution in the Northwest Province of South Africa were interviewed to assess how hybrid work affects employee engagement and social well-being in a South African university, to identify the main challenges brought about by social isolation and to propose strategies for reimagining engagement and well-being practices for a hybrid HEI. Braun and Clarke’s six phase Thematic Analysis was used to analyse the data. Findings highlight several ways of mitigating the negative effects of workplace social isolation and underscore the importance of the role of leadership in spearheading the transformational changes to thrive in a hybrid environment.

References

[1] M. Mortensen & M. Haas. 2021. Making the hybrid workplace fair. Harvard Business Review, 24:1-7.

[2] M. Babapour Chafi, A. Hultberg & N. Bozic Yams. 2021. Post-pandemic office work: Perceived challenges and opportunities for a sustainable work environment. Sustainability, 14(1):295-317.

[3] D. Kokt. & C. Chipunza. 2022. Remote and hybrid working during crisis: Challenges and implications for employee development in Africa. In People Management-Highlighting Futures. IntechOpen:1-14.

[4] Chartered institute of personnel development (CIDP). 2022. Flexible and hybrid working. https://www.cipd.org/en/topics/flexible-hybrid-working/ Date of access: 4 Jul. 2023.

[5] J. Oakman, N. Kinsman, R. Stuckey, M. Graham & V. Weale. 2020. A rapid review of mental and physical health effects of working at home: how do we optimise health? BMC Public Health, 20(1):1-13.

[6] P. Choudhury, T. Khanna, C. Makridis & K. Schirmann. 2022. Is hybrid work the best of both worlds? Evidence from a field experiment. Harvard Business School Technology & Operations Mgt. Unit Working Paper:22-063.

[7] R.D. Aryanti, E.Y.D. Sari & H.S. Widiana. 2020. A literature review of workplace well-being. International Conference on Community Development (ICCD)Atlantis Press,1 (477):605-609.

[8] S. Hilary & E.S. Sumisha. 2022. Employee well-being: taking care of the workforce. International Journal of Research and analytical reviews, 9(2):617-621.

[9] K. Davis Platt. 2023. Cultivating Workplace Creativity: A Qualitative Case Study of Leader Perceptions and Practices. St Paul: Concordia University (Thesis-PhD)

[10] J.D. Pincus. Employee Engagement as Human Motivation: Implications for Theory, Methods, and Practice. Integr Psychol Behav Sci. 2023 Dec;57(4):1223-1255.

[11] L. Kahn. 1990;

[12] A.M. Saks. 2006. Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619

[13] N. Mishra & P.S. Aithal. 2023. A Study of Employee Engagement in the Higher Education Institutions. International Journal of Applied Engineering and Management Letters (IJAEML), 7(4), 115-129.

[14] J. Alam, M. Mendelson, M. Ibn Boamah & M. Gauthier. 2023. Exploring the antecedents of employee engagement. International Journal of Organizational Analysis, 31(6), 2017–2030

[15] C.A. Barreiro & I. Treglown. 2020. What makes an engaged employee? A face-level approach to trait emotional intelligence as a predictor of employee engagement. Personality and Individual Differences, 159,

[16] S. Shirina, R. Sharma, R.N. Agarwal & A. Sao. 2022. Factors affecting employee engagement in higher education institution-An empirical study in NCR. Journal of Information and Optimization Sciences, 43(7), 1779–1800.

[17] G.W. Marshall, C.E. Michaels & J.P. Mulki. 2007. Workplace isolation: exploring the construct and its measurement. Psychol. Market., 24 (2007), pp. 195-223

[18] S. Colenberg, T. Jylhä & M. Arkesteijn. 2021. The relationship between interior office space and employee health and well-being–a literature review. Building Research & Information, 49(3):352-366.

[19] R.J. Riggle 2007. The Impact of Organizational Climate Variables of Perceived Organizational Support, Workplace Isolation, and Ethical Climate on Salesperson Psychological and Behavioral Work Outcomes. Doctoral Dissertation, University of South Florida (2007)

[20] N.B. Kurland & C.D. Cooper 2002. Manager control and employee isolation in telecommuting environments. J. High Technol. Manag. Res., 13 (2002), pp. 107-126

[21] S.J. Cacioppo, A.J. Grippo, S. London, I. Goossens & J.T. Cacioppo. 2015. Loneliness: clinical import and interventions. Perspect. Psychol. Sci., 10 (2015), pp. 238-249

[22] E. Pagán-Castaño, A. Maseda-Moreno & C. Santos-Rojo. 2020. Wellbeing in work environments. Journal of Business Research, 115(1):469-474.

[23] E. Marescaux, S. De Winne & A. Forrier. 2019. Developmental HRM, employee well‐being and performance: The moderating role of developing leadership. European Management Review, 16(2): 317-331.

[24] E. Hennicks, M.M. Heyns. & S. Rothmann. 2022. Social well-being, job satisfaction, organisational citizenship behaviour and intentions to leave a utility organisation. SA Journal of Industrial Psychology, 48(1):1-11.

[25] G. Sakka & M.F. Ahammad. 2020. Unpacking the relationship between employee brand ambassadorship and social employee media usage through employee well-being in the workplace: A theoretical contribution. Journal of Business Research, 119(1): 354-363.

[26] K. Redelinghuys & S. Rothmann. 2020. Exploring the prevalence of workplace flourishing amongst teachers over time. SA Journal of Industrial Psychology, 46(1):1-7.

[27] Vanderbilt University. 2021. Fostering the holistic well-being of Vanderbilt faculty and staff. https://hr.vanderbilt.edu/well-being/Newsletter-Jan-March2021.pdf. Date of access: 13 Aug. 2023.

[28] S. Colenberg, T. Jylhä. & M. Arkesteijn. 2021. The relationship between interior office space and employee health and well-being–a literature review. Building Research & Information, 49(3):352-366.

[29] J. Lave & E. Wenger. 1991. Situated learning. Legitimate peripheral participation. Cambridge: University of Cambridge Press.

[30] S.I. Hofer, N. Nistor & C. Scheibenzuber. 2021. Online teaching and learning in higher education: Lessons learned in crisis situations. Computers in Human Behaviour, 121(1):1-10.

[31] N.G. Wiebe, H.L. Pratt & N. Noël.S. 2023. Writing Retreats: Creating a Community of Practice for Academics across Disciplines. Journal of Research Administration, 54(1):37-65.

[32] J. Schulte. 2021. Professional Development for Communication Skills, Collaboration Skills, and Fostering Positive Connections in the Workplace. Phoenix: Arizona State University (Thesis-PhD).

[33 M.A. Mohamed, F.A.S. Mohamud, I.H. Mohamud & M.A. Farah. 2024. Examining the Effect of Workplace Relationships on Job Satisfaction among Faculty Members at Private Universities in Mogadishu. International Journal of Organizational Leadership. (13):377-393.

[34] S. Ndagire, R.O. Salawu, S. Rashid & K. Yahaya. 2023. Factors Influencing Working Relationships among Academic Staff in Ugandan Universities. TWIST, 18(4):207-213.

[35] A. Mazzei, A. Butera. & L. Quaratino. 2019. Employee communication for engaging workplaces. Journal of Business Strategy, 40(6):23-32.

[36 F. Selander. 2024. Sense of belonging at work: 9 strategies to use in your organisation. https://www.lingio.com/blog/sense-of-belonging-at-work Date of access: 25 Sep. 2024.]

[37] T.L. Strayhorn. 2023. 5 things higher education leaders can do to foster workplace belonging for faculty and staff. https://www.higheredjobs.com/Articles/articleDisplay.cfm?ID=3677&Title=5%20Things%20Higher%20Education%20Leaders%20Can%20Do%20to%20Foster%20Workplace%20Belonging%20for%20Faculty%20and%20Staff. Date of access: 25 Sep. 2024.

[38] M. Jayman, J. Glazzard & A. Rose. 2022, August. Tipping point: The staff well-being crisis in higher education. In Frontiers in Education (Vol. 7, p. 929335). Frontiers Media SA, 7 (1):1-7.

[39] B. Kanyumba, B. Daweti, M.P. Mathews & N. Khumalo. 2024. Strategies to enhance employee wellbeing in an institution of higher learning in South Africa. Journal of Management and Business Education, 7(2):261-276.

[40] M. Raza, W. Wisetsri, T. Chansongpol, C. Somtawinpongsai & E.H. Ramírez-Asís. 2020. Fostering workplace belonging among employees. Polish Journal of Management Studies, 22(2):428-442

[41] E.L. Deci & R.M. Ryan. 2000. The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior. Psychological Inquiry, 11(4), 227–268.

[42] P. Blau. 1964. Exchange and Power in Social Life. Wiley.

[43] Moser, A., & Korstjens, I. (2018). Series: Practical Guidance to Qualitative Research. Part 3: Sampling, Data Collection and Analysis. European Journal of General Practice, 24, 9-18.

https://doi.org/10.1080/13814788.2017.1375091

[44] V. Braun & V. Clarke. 2006. Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2):77-101.