The Impact of COVID-19-Prompted Virtual/Remote Work Environments on Employees' Career Development: Social Learning Theory, Belongingness, and Self-Empowerment. Issue 3 (August 2021)

• Record Type: Journal Article
• Authors: Yarberry, Shana; Sims, Cynthia
• Other Names: Hughes Claretha guest-editor.; Niu Yuanlu guest-editor.
• Is Part Of: Advances in developing human resources. Volume 23:Issue 3(2021)
• Page Start: 237
• Page End: 252
• Publication Date: 2021-08
• Subjects: belongingness -- career development -- self-empowerment -- social learning theory -- virtual work environments; Personnel management -- Periodicals; Organizational effectiveness -- Periodicals; Human capital -- Periodicals; 658.30105
• DOI: 10.1177/15234223211017850
• Languages: English
• ISSNs: 1523-4223

Abstract

The Problem: The COVID-19 pandemic caused many workers to move from brick and mortar buildings to virtual/remote environments. This created situations in which workers were forced to not only work virtually, but to work alone. The lack of physical contact with others has the potential to stifle efforts to remain engaged and consequently impede career development and progress. The Solution: Virtual mentoring is essential for providing emotional support, creating opportunities for dialogue, helping employees discover a balance between work and life, implementing a reward system, and enhancing an overall sense of well-being and belongingness for employees working in virtual/remote environments. Self-efficacy, a component of social learning theory, is a useful concept to study virtual/remote workers who often become self-empowered and rely on their own cognitive abilities to perform in a virtual/remote environment to ensure successful career outcomes. The Stakeholders: HRD professionals, managers, supervisors, and others involved in ensuring that workers are engaged, supported, and continuously building skills while working virtually.