A. Varma, Akanksha Jaiswal, V. Pereira, Y. L. N. Kumar
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ABSTRACT COVID-19 has transformed the way we do business in numerous ways. Given that work takes up a big part of our daily lives, it is not surprising that the biggest impact of the virus-related pandemic has been seen in the workplace. One critical outcome has been the way work is performed and the location from which work is done. As organizations switch from traditional models of work to remote work, workplace relationships are also undergoing transformation. Drawing on the tenets of the leader-member exchange theory, we explore the antecedents and consequences of the transformation of supervisor-subordinate relationships, due to remote work. In addition, we discuss the need for dedicated human resource development programmes designed to help employees cope with and excel in the new work environment. We discuss practical implications and also offer suggestions for future research.
期刊介绍：
Human Resource Development International promotes all aspects of practice and research that explore issues of individual, group and organisational learning and performance. In adopting this perspective Human Resource Development International is committed to questioning the divide between practice and theory; between the practitioner and the academic; and between traditional and experimental methodological approaches. Human Resource Development International is committed to a wide understanding of ''organisation'' - one that extends through self-managed teams, voluntary work, or family businesses to global enterprises and bureaucracies. Human Resource Development International also commits itself to exploring the development of organisations and the life-long learning of people and their collectivity (organisation), their strategy and their policy, from all parts of the world. In this way Human Resource Development International will become a leading forum for debate and exploration of the interdisciplinary field of human resource development.
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