<abstract xmlns="http://www.w3.org/1999/xhtml">

<sec>
<h3>Purpose</h3>
<p>This article aims to explore the issue of digital well-being as a resource for achieving overall well-being at work and to assist managers in coping with technological demands during the hybrid mode of work. It describes how managers organize their work using information and communication technologies (ICT). Efforts were also made to determine the patterns of technology usage in a hybrid work environment. The level of technology acceptance, perception, and managers’ attitudes towards technological changes were also considered.</p>
</sec>
<sec>
<h3>Design/methodology/approach</h3>
<p>This research employs a qualitative methodology, and the thematic exploration involves scrutinizing findings obtained from 20 in-depth interviews with managers (white-collar workers) employed in large organizations in Poland and is preceded by a literature review.</p>
</sec>
<sec>
<h3>Findings</h3>
<p>With the increasingly prevalent model of hybrid work, the number and frequency of ICT usage by managers are also on the rise. The findings enhance our understanding of how various behavioral patterns of interaction with information technology among managers shape concentration management, perceptions of technostress, work-life balance, managers’ regeneration practices, and contribute to their digital well-being.</p>
</sec>
<sec>
<h3>Practical implications</h3>
<p>The results indicate the need for organizations to be more mindful of promoting sustainable ICT usage by managers, which can lead to an increase in their digital well-being and prevent the cultivation of an “always-on” culture within the organization. This approach also enables managers to constructively handle the continually increasing technological demands and technostress.</p>
</sec>
<sec>
<h3>Originality/value</h3>
<p>This research significantly contributes to the literature by examining how the utilization of information and communication technologies impacts the digital well-being of managers in a hybrid work environment. Without digital well-being, managers may find it challenging to achieve overall well-being at work, which can, in the long run, result in decreased productivity.</p>
</sec>
</abstract>

Digital well-being of managers in the hybrid workplace

<abstract xmlns="http://www.w3.org/1999/xhtml">

<sec>
<h3>Purpose</h3>
<p>This paper aims to determine variations in how different groups of stakeholders, such as top managers, HR managers, and line managers, perceive HR department effectiveness. Additionally, it explores the relation betWeen different views on HR department effectiveness and multidimensional firm performance, encompassing proximal and distal outcomes.</p>
</sec>
<sec>
<h3>Design/methodology/approach</h3>
<p>The study comprised 150 Polish firms, with questionnaires collected from top managers, HR managers, and line managers within each organization. The analysis involved regression analysis and testing for two regression coefficients to confirm the hypotheses.</p>
</sec>
<sec>
<h3>Findings</h3>
<p>Research highlighted variations in how stakeholders perceive HR department effectiveness and its influence on organizational outcomes. Notably, top managers exhibited a strong association between HR department effectiveness and firm performance, especially concerning organizational and market performance. Surprisingly, assessments by HR managers and line managers did not display a stronger correlation with proximal outcomes, such as employee productivity and firm growth, compared to top managers, indicating a convergence in perspectives between different managerial levels.</p>
</sec>
<sec>
<h3>Originality/value</h3>
<p>Viewed through a managerial perspective, this paper emphasizes the significance of (dis)agreement in perceptions of HR department effectiveness at various hierarchical levels. In particular, this article enhances our knowledge of how top managers perceive HR department effectiveness, which has been relatively underexplored in prior research. Furthermore, it underscores the importance of top management as a critical stakeholder in HRM.</p>
</sec>
</abstract>

Assessing HR department effectiveness: managerial perspective in Polish firms

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Volume 57 (2021): Issue 1 (March 2021)

International Journal of Contemporary Management

 The International Journal of Contemporary Management (IJCM) aims to contribute to the development of research, new insights and the challenges to current thinking around the field of contemporary management. IJCM publishes empirical research, conceptual and thought pieces from both researchers and practitioners that focus on the subject of contemporary management across national boundaries and diverse cultures. The aim of IJCM is to provide up-to-date information on new developments and trends within contemporary management, and to enable a community of researchers and practitioners to exchange their diversity and inclusion ideas, develop and contribute to current research agendas and to progress the development of both the theoretically and practical notions of contemporary management within various emerging, and non-maintained contexts. This is an open, multidisciplinary forum welcoming articles that cross discipline boundaries and/or address contemporary management.　  IJCM invites conceptual papers alongside empirical research irrespective of whether a qualitative or quantitative approach is used. However, it is key to the ethos of the journal that all manuscripts include some organizational aspect to "management". 　  Subject areas include, but are not limited to:　   management: managers, leadership, and managing　  values, attitudes, emotions, the culture of the contemporary manager　  the environment of contemporary management　  ethics of contemporary management　  managing in the global environment　  decision making, planning, strategy, learning, creativity, entrepreneurship　  organizational control, change, motivation performance 　  managing critical organizational processes　  promoting effective communication　  advanced information technology within contemporary management.   Publication of a paper is free for authors. The journal has been published continuously since 2002. Archival issues available here: www.ejournals.eu/ijcm.   Archiving  Sciendo archives the contents of this journal in Portico - digital long-term preservation service of scholarly books, journals and collections.  Plagiarism Policy  The editorial board is participating in a growing community of Similarity Check System's users in order to ensure that the content published is original and trustworthy. Similarity Check is a medium that allows for comprehensive manuscripts screening, aimed to eliminate plagiarism and provide a high standard and quality peer-review process. 

International Journal of Contemporary Management

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Digital well-being of managers in the hybrid workplace

Assessing HR department effectiveness: managerial perspective in Polish firms

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