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Mechanisms for Hopeful Employee Career Development in COVID-19: A Hope-Action Theory Perspective

机译：Covid-19希望员工职业发展的机制：希望行动理论观点

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摘要

The Problem Under the pandemic, employees face unique career challenges depending on their contexts and situations. For example, essential workers need to find ways for themselves and their families to be safe. Remote workers need to learn about new ways of working and communicating. In addition, for displaced or soon-to-be displaced workers, a job search is a primary career concern. The Solution All agents—the organization, supervisors, and employees—can take actions to help employees sustain hope in their careers and recover from the pandemic. This study outcome which involves 257 intervention ideas can be utilized to support the career development of four different types of workers by employing the Hope-Action Theory framework. The Stakeholders The results of this study can guide Human Resource Development (HRD) practitioners and researchers in assisting employee career development by engaging the entire organization, supervisors, and employees. Organizational leaders and employees can also benefit directly from the study results.
机译：根据流行病，员工的问题取决于他们的背景和情况，面临着独特的职业挑战。例如，基本工作者需要为自己和家人找到安全的方法。偏远工人需要了解新的工作方式和沟通。此外，对于流离失所者或即将流离失所的工人来说，求职是一个主要的职业问题。解决方案所有代理人 - 组织，监事和员工 - 可以采取行动，帮助员工在其职业生涯中维持希望，从大流行中恢复。该研究结果涉及257个干预思想，可以通过采用希望行动理论框架来支持四种不同类型工人的职业发展。利益攸关方本研究的结果可以指导人力资源开发（HRD）从业者和研究人员通过从事整个组织，监事和员工协助员工职业发展。组织领导人和员工也可以直接从研究结果中受益。

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