Editorial: Fusing management and workplace health: a research agenda on digitalization

• DOI: https://doi.org/10.1108/IJWHM-02-2023-231
• Published date: 24 January 2023
• Date: 24 January 2023
• Pages: 1-3
• Subject Matter: Health & social care,Healthcare management,HR & organizational behaviour,Human resource policy,Employee welfare
• Author: Kathrin Kirchner,Christine Ipsen

Editorial: Fusing management

and workplace health: a research

agenda on digitalization

Digitalization leads to changes in companies, new business models and the founding of new

companies. Workplaces change when new technologies allow and demand new ways of

working. Examples are hybrid-remote work, where employees can collaborate

synchronously using technologies like video conferencing systems or online platforms,

meetings in the metaverse or mobile presence through telepresence robots. These

technologies allow workplaces to include employees and managers from a distance,

allowing higher flexibility and better compatibility of family and work, contribute to less

traffic and, therefore, potentially improve climate change. In healthcare, service robots can

support employees in patient care in times of shortage of caretakers. Other workplaces use

mental healthtech apps to continuously collect data about people’s mental health and

well-being, allowing workplaces to act and provide the necessary employee assistance

programs. For example, big data analysis leads to new possibilities, as it can support

managers’decisions, especially in complex situations where quick actions are necessary. In

particular, artificial intelligence (AI) allows gig work on digital platforms like Wolt,

Mechanical Turk or Uber as new, flexible work forms that can include a diverse workforce.

New technologies also lead to a reorganization of workplaces. In the future, offices might

be more open with free seating so that employees can meet and include technologies that

allow the integration of distant employees. In other cases, less office space may be needed

when workplaces allow people to work from home. However, employees and managers might

prefer to come to the office to meet their colleagues, brainstorm about new projects and

discuss issues in ongoing projects. Furthermore, employees working from home need to be

integrated into such meetings via video conferences or telepresence robots. Together, these

changes made available via digital technologies call for new and responsible management

approaches and work design, particularly how to ensure workplace health for all. Leadership

during transitions like these requires support from the organization (Ipsen et al., 2018). The

support ensures that the managers develop in tandem with the change process, so their

management and leadership match the new ways of working and do not reflect how things

were and used to be. However, a recent study of managers leading their employees through

times of change shows that organizational support was limited (Ipsen et al., 2022). From this,

we learn the importance of fusing management and workplace health and that it involves all

levels and factors.

While these new digital technologies provide opportunities for businesses, employees and

managers, they also have potential pitfalls. New technologies also allow the collection of a

massive amount of data, e.g. via sensors, data tracking, workplace computers or GPS.

Employees can be digitally monitored when working from home, and these data can be

analyzed to learn about work habits and performance, so it is possible to reward or punish

employees (Jeske, 2022). On the one hand, data collection and analysis could lead to a fairer

evaluation of an employee’s work. On the other hand, algorithmic decision-making is

untransparent, can only rely on available data and might therefore be biased and considered

unfair. The negative consequences of digital monitoring are already visible in platform work,

where constant monitoring and quick assignments of tasks can lead to a higher work pace

with no breaks (Nielsen et al., 2022). Furthermore, there are growing concerns about the

Editorial

1

InternationalJournal of Workplace

Health Management

Vol. 16 No. 1, 2023

pp. 1-3

© Emerald Publishing Limited

1753-8351

DOI 10.1108/IJWHM-02-2023-231