Personalijuhtimine ja töö inimestega on organisatsioonide valdkonna erialakirjanduses olulise tähenduse ja mahuga. Minuni jõudvad administreerimispraktikad mitmetest organisatsioonidest lubavad püstitada küsimuse: kas või missugusel kujul nimetatud kirjandus praktiseerivate juhtide ja personalitöötajateni jõuab?

Sestap see tekst siin oma koha leidiski. Artikkel sisaldab teadmust, mis võiks huvi pakkuda väga avarale lugejaskonnale alates personalitöötajatest ja juhtidest kuni kõikide inimesteni, kel puutumus sotsiaalsete süsteemidega (sh nt perekond).


During times of stress and crisis, employees are often asked to do more with less. They are required to fulfill their organizational, role, and task contributions, even while facing burnout or fear of layoffs. Popular press has sounded the alarm about a shortage of human energy, as workers are stressed and depleted (Friedman, 2015; Hu et al., 2020; Schwartz et al., 2010). […] HR managers play a crucial role in facilitating a company’s strategic response to crisis management and recovery (Wang et al., 2009).

Fookus täpsustub:

when recovering from such a crisis, from where can workers draw the personal resources to keep going and continue working through crisis recovery? We address this problem by examining how employees generate and sustain energetic resources from interpersonal work interactions.


An assumption that characterizes much of the management literature is that energy is evidenced “in emotions (feelings with short durations)” especially in “high-activation forms of positive affect, such as excitement or enthusiasm, but not in low activation forms of positive affect, such as serenity or contentment” (Quinn et al., 2012, p. 6). […] For insight, we draw upon research that has examined the relational energy derived from interpersonal interactions at work (Owens et al., 2016).


Generally, a relational approach emphasizes how jobs, roles, and tasks are more socially embedded than ever before, due to an increasing degree of interdependence and interactions with coworkers and recipients of service (Grant & Parker, 2009). […] For example, research has demonstrated that relational coordination, defined as “a mutually reinforcing process of interaction between communication and relationships carried out for the purpose of task integration” (Gittell, 2002, p. 301), predicts quality, effectiveness, efficiency, worker well-being, and engagement, as well as learning and innovation at work (see Bolton et al., 2021 for a review).

Kriisist väljatulek:

During crisis, employee knowledge, skills, and abilities facilitate access to and use of resources (Teece et al., 1997). For example, individuals who are facile at regulating emotions (i.e., knowing how to appropriately express or suppress emotions) experience less distress and greater long-term adjustment (Bonanno et al., 2004).

Praktiline perspektiiv lugemishuvi suurendamiseks:

This study demonstrates a novel opportunity for how HR managers can help employees navigate their interdependent work processes during this time. An important takeaway that can be included in coaching sessions, meetings, offsites, or training sessions is that it is not just a matter of attempting to always be upbeat and enthusiastic while at work. In fact, this can be counter-productive in certain contexts.

Sumpter, D. M., & Gibson, C. B. (2022). Riding the wave to recovery: Relational energy as an HR managerial resource for employees during crisis recovery. Human Resource Management.