DOI: 10.1002/joe.22218
EDITORIAL
The workforce revolution: Reimagining work, workers, and
workplaces for the future
Abstract
As the world experiences unprecedented changes
driven by groundbreaking technological advancements, increasing competitive pressures, shifting
demographics, evolving societal expectations, and
ongoing global crises or mega-disruptions, the nature
of work is evolving at an accelerated pace. This editorial introduces The Workforce Revolution, a critical
movement that aims to reimagine work, workers, and
workplaces for the future to harness these transformations effectively. As businesses and organizations adapt
to new realities, innovative leadership and human
resource management strategies become indispensable
to ensure long-term success and sustainability. This
issue of Global Business and Organizational Excellence
explores the latest research, trends, and insights on
the topic, providing valuable guidance to leaders and
managers as they shape the future of work. Articles
within this issue cover a range of topics, including
employee expectation-organizational performance
gaps, positive and negative workplace behaviors, toxic
and responsible leadership, traditional and transformational roles of human resources, and the future of work
in the new normal. By equipping leaders and managers
with the knowledge to navigate these complexities, the
journal aims to foster a more resilient and adaptable
workforce, poised to thrive in the dynamic landscape
of the future.
KEYWORDS
future, revolution, work, worker, workplace
1
∙ Groundbreaking technological advancements like Generative AI (e.g., ChatGPT; Dwivedi et al., 2023; Lim,
Gunasekara et al., 2023) and virtual reality (e.g., metaverse; Dwivedi et al., 2022; Kraus et al., 2023);
∙ Increasing competitive pressures that necessitate new
ways of thinking and functioning (e.g., the challenger
approach; Lim, 2020);
∙ Shifting demographics with the rise of new generations
(e.g., Generation Z or zoomers; Lim, 2022b) and intergenerational transitions (e.g., Generation X or baby
boomers moving into the aging population and Generation Y or millennials becoming middle-aged adults; Lim,
Kumar et al., 2023);
∙ Evolving societal expectations such as corporate social
responsibility or CSR (Castillo, 2022; Prasad et al.,
2022), diversity and inclusion (Arora & Patro, 2021; Yilmaz et al., 2021), environmental social governance or
ESG (Lim, Ciasullo et al., 2023), lifelong learning and
upskilling (Lang, 2023), purpose-driven work (Collins &
Saliba, 2020; Jones-Khosla & Gomes, 2023), sustainability (Lim, 2022a), and work-life balance (Chigeda et al.,
2022; Mello & Tomei, 2021; Naim, 2022); and
∙ Ongoing global crises or mega-disruptions such as
the COVID-19 pandemic (Lim, 2021, 2023b) and the
Ukraine-Russia conflict (Lim, Chin et al., 2022), among
others.
As we stand on the brink of a workforce revolution, it
is crucial to comprehend the future of work and prepare
workers and workplaces accordingly in order to seize the
opportunities and navigate the challenges that lie ahead.
2
TRANSITIONING FROM THE PAST
AND THE PRESENT TO THE FUTURE
INTRODUCTION
The world is undergoing a profound transformation,
wherein the fundamental nature of work (i.e., the responsibilities and tasks that people perform in exchange for
remuneration), workers (i.e., the people performing work),
GBOE. 2023;42:5–10.
and workplaces (i.e., the spaces where work is performed
by workers) is being reshaped. This transformation is
driven by externalities and trends such as:
In the past, work primarily involved manual labor and repetition due to technological constraints, such as limited
availability, accessibility, affordability, and sophistication.
wileyonlinelibrary.com/journal/joe
© 2023 Wiley Periodicals LLC.
5
This resulted in little to no automation. The majority of
jobs were labor-intensive, like agriculture, construction,
and manufacturing. Workers tended to be specialized and
less diverse, with rigid hierarchies and high job security stemming from employee loyalty. However, career
advancement opportunities were limited, and work-life
balance was often overlooked. Workplaces were typically
physical offices or spaces with fixed schedules, offering
little flexibility or remote work options.
In the present, work has become more efficient and
productive due to technological advancements and the
widespread adoption of automation. This shift has also
intertwined work and technology. Service industries have
grown, leading to the rise of creative and knowledge-based
jobs, including gig work, which offers greater flexibility
but less job security. As businesses become more interconnected through globalization, work has taken on a
more international scope. Workers are now more diverse
in terms of demographics, experiences, origins, qualifications, and skillsets. They place greater importance on
continuous learning, upskilling, work-life balance, and
mental health. Workplaces have diversified with collaborative environments, such as co-working spaces and flatter
structures that promote employee empowerment. Additionally, flexible and remote work arrangements have
become more prevalent, particularly following the COVID19 pandemic, which accelerated the adoption of digital
tools and platforms for communication and collaboration.
In the future, work is expected to evolve further with
even greater technological advancements, resulting in
more advanced automation, such as generative AI and virtual reality through the metaverse. As automation becomes
more pervasive, workers will need to embrace technology
and focus on uniquely human attributes like compassion,
creativity, critical thinking, empathy, innovation, mindfulness, leadership, and physical presence. Lifelong learning,
upskilling, and the ability to adapt will be crucial for
workers to remain relevant. With greater education and
a broader understanding of work options, workers will
likely prioritize work-life balance, mental health, and
purpose when choosing clients or employers. This suggests that workplace culture will become increasingly
important. Finally, workplaces will likely integrate virtual
elements, with advanced information and communication
technologies offering blended, flexible, and remote work
options.
Numerous organizations have published reports on the
future of work, and by extension, the future of workers and
workplaces, with the key takeaways supporting the above
postulations summarized as follows:
∙ The McKinsey Global Institute’s (2017) “A Future
That Works: Automation, Employment, and Productivity”
EDITORIAL
report highlights the potential impact of automation on
the global economy. The report suggests that automating certain activities could enhance productivity and
offset the effects of a declining workforce in some countries. While almost half of the tasks performed globally
can potentially be automated using existing technology, the report notes that more jobs will transform
rather than disappear. The pace and extent of automation will depend on various technical, economic, and
social factors, and people will continue to work alongside machines. Hence, there is a need to capitalize on the
potential benefits of productivity growth and implement
policies that foster investment and market incentives for
progress and innovation.
∙ The PwC’s (2018) “Workforce of the Future: The Competing Forces Shaping 2030” report explores four potential
scenarios for the future of work: Red World, Blue World,
Green World, and Yellow World. Each scenario represents different combinations of organizational structures, technology adoption, and focus on social and
environmental issues. More specifically, in the Red
World, innovation drives economic growth and individual talent is highly valued, whereas the Blue World
is dominated by large corporations focusing on profit
and efficiency while the Green World emphasizes corporate responsibility and sustainability, and the Yellow
World is centered around human-centric values and the
importance of communities. These scenarios suggest
that businesses must adapt their workforce strategies
and be flexible in embracing changes in technology,
society, and the environment.
∙ The World Economic Forum’s (2020) “The Future of Jobs
Report” highlights the impact of technological advancements and other factors on the labor market. The
report notes that automation and recession are having
a double-negative effect on workers. Although the number of new jobs created is expected to exceed the number
of jobs lost, the pace of job creation is declining while the
rate of job destruction is increasing. The report also highlights significant skills gaps, with rapidly changing skill
demands and a large proportion of white-collar workers
already experiencing the future of work. Furthermore,
inequality is likely to worsen due to the said doublenegative effect and thus better support for reskilling and
upskilling vulnerable or displaced workers should be
prioritized.
∙ The Deloitte Insights’ (2023) “Global Human Capital
Trends” latest annual report highlights that traditional
boundaries in the work environment are vanishing,
compelling organizations and workers to adapt to a new
landscape. This transformation necessitates a reassessment of the nature of work, its location, and leadership
styles. In response, organizations and employees are
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6
developing new strategies for a dynamic, boundaryless
world and emphasizing human-centric outcomes. This
approach involves adopting a research-driven mindset,
treating decisions as experiments, and concentrating
on reimagination. Furthermore, the report signals that
organizations and workers are jointly creating relationships and designing initiatives that prioritize the
well-being of the broader society. It also noteworthy
through the report that though the new normal presents
many challenges, it also offers endless possibilities for
those capable of adapting and innovating.
∙ The OECD’s (2023) “Future of Work and Skills” report
highlights the effects of technological progress, globalization, and demographic shifts on employment and
skill demands. The report reveals that by 2030, approximately 14% of current jobs may disappear due to automation, while an additional 32% could undergo substantial
transformations. As a result, workers need to enhance
their skills continually, focusing on areas such as digital literacy, problem-solving, and social and emotional
intelligence. The report underscores the importance of
collaboration among employers, government agencies,
and educational institutions to promote lifelong learning opportunities, guarantee labor market inclusiveness,
and develop effective policies that support workers in a
changing work environment.
3
HOT OF THE PRESS
Both leadership (i.e., the traits and styles that shape the
ability and process of influencing, motivating, and directing individuals toward shared objectives) and human
resource management (i.e., the design and implementation of policies and practices that guide the processes of
employee recruitment and selection, training and development, performance evaluation, engagement, compensation and benefits, and legal compliance), especially in
a strategic sense (i.e., strategic visioning of a clear and
compelling direction that drives and influences high-level
administrative, engagement, innovation, operational, and
supervisory tasks), play vital roles in facilitating organizational transformation and adaptation for the future (Singh
et al., 2023). As such, the current issue of Global Business
and Organizational Excellence (GBOE) presents a collection of six articles that shed light on the latest insights in
leadership and human resource management.
To begin, Ismail and Hilal (2023) analyzed the influence
of responsible leadership, psychological ownership, and
green moral identity in fostering green behavior among
employees. Responsible leadership and employee green
behavior are crucial for organizations to achieve sustainability in their operations and address stakeholder
7
expectations, such as ESG or SDGs. The study, based on a
survey of 292 employees in a holding company, discovered
that psychological ownership significantly mediates the
relationship between responsible leadership and employee
green behavior. Moreover, green moral identity was found
to moderate the relationship between psychological ownership and employee green behavior. These findings are
noteworthy because they highlight the mediating role of
psychological ownership, which acts as a mechanism that
strengthens the direct effect between responsible leadership and employee green behavior. Additionally, the
moderating effect of green moral identity reveals the conditions under which the relationship between psychological
ownership and employee green behavior will hold (i.e.,
when green moral identity is strong) or not hold (i.e., when
green moral identity is weak).
Following that, Zaidi and Jamshed (2023) examined a
lesser-known yet significant leadership style, commonly
observed in developing countries, known as “seth leadership.” This distinct form of autocratic leadership is associated with business owners or entrepreneurs, often referred
to as “seths.” By conducting in-depth interviews with 50
senior managers and young professionals, the study identified 12 characteristics or instances in which seth leadership
can become toxic. These traits include blame gaming,
control over information, favoritism, inefficient bureaucracy, informality, informational politics, micromanagement, paternalism, prioritizing seniority, quasi-delegation
of authority, resistance to change, and unwritten leadership.
Furthermore, Mahmood et al. (2023) investigated the
influence of orientation training on both employee and
firm performance through a survey of 285 employees and
four focus groups with 20 employees in multinational
corporations. The study demonstrated that orientation
training significantly impacts employee performance factors such as intrinsic motivation, learning transfer, job
satisfaction, and employee commitment, as well as firm
performance indicators like customer satisfaction, operational efficiency, product or service innovation, profitability, and revenue growth. Additionally, the research
identified gaps between new employees’ expectations and
the current orientation training content, suggesting that,
like any other human resource policy or practice, orientation training should be periodically updated to remain
relevant for new generations of employees.
Moreover, Abdullah and Al-Abrrow (2023) explored the
positive and negative behaviors within the workplace. By
conducting a survey of 1344 individuals in the public
sector, the study uncovered that positive behaviors like
organizational citizenship behavior and task performance
are influenced by positive perceptions of organizational
identity, justice, and support as well as positive attitudes
19322062, 2023, 4, Downloaded from https://onlinelibrary.wiley.com/doi/10.1002/joe.22218 by Swaziland Hinari NPL, Wiley Online Library on [28/08/2023]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License
EDITORIAL
EDITORIAL
as seen through organizational commitment and work
engagement. In contrast, negative behaviors like counterproductive work behavior and turnover intentions are
shaped by negative perceptions of abusive supervision,
organizational politics, and overqualification as well as
negative attitudes as seen through job burnout and stress.
Additionally, the study indicated that positive perceptions and attitudes serve as effective predictors of negative
behavior, while negative perceptions and attitudes also
predict positive behavior.
Next, Azam (2023) reviewed the literature to comprehend the traditional and transformational roles of
human resources that contribute value. By systematically
reviewing 41 studies, the review revealed that for human
resources to deliver value, the core functions of human
resources such as employee recruitment and selection,
training, performance management, and compensation
and benefits must integrate and align with its transformational roles involving business partnering, leadership,
employee advocacy, and change agency, which, in turn,
should foster successful human resource professionals.
Finally, expanding on previous COVID-19 research
(Islam, 2023; Kee et al., 2022; Sutarto et al., 2022), Khor
and Tan (2023) stressed the significance of acknowledging the transformations the pandemic has imposed on the
workforce. Through qualitative interviews with managers
and officers responsible for human resource management
across six multinational corporations, the study underscored the escalating prominence of business disruption
and operational adjustments, the hastened adoption of
technology, the widespread use of remote work, and the
heightened necessity for organizational support. These
aspects should be taken into account not only during
crises but also for workforce management in the postpandemic era, as disruptive, volatile, uncertain, complex,
and ambiguous (DVUCA) environments and marketplaces
continue to rapidly evolve and demonstrate resilience (i.e.,
change is the only constant; Lim, 2023a).
4
CONCLUSION
To this end, it is clear that work, workers, and workplaces
of the future will not be the same as the past nor the
present. As change agents, leaders and managers play a
critical role in helping organizations and supporting people to engage in transformation for the future, ensuring
that no one gets left behind. The editorial and articles
in this issue of GBOE should therefore serve as a useful
resource to guide leaders and managers in their efforts to
effectively prepare workers and workplaces for the future
of work.
AU T H O R CO N T R I B U T I O N S
Weng Marc Lim is responsible for conceptualization and
writing (original draft preparation, review, and editing).
C O N F L I C T O F I N T E R E S T S TAT E M E N T
The author declares no conflict of interest.
Weng Marc Lim1,2,3
1 Sunway
Business School, Sunway University, Sunway
City, Malaysia
2 School of Business, Law and Entrepreneurship, Swinburne
University of Technology, Melbourne, Australia
3 Faculty of Business, Design and Arts, Swinburne
University of Technology, Sarawak, Malaysia
Correspondence
Weng Marc Lim, Sunway Business School, Sunway
University, Sunway City, Malaysia.
Email: lim@wengmarc.com
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EDITORIAL
AU T H O R B I O G R A P H Y
Weng Marc Lim is the Editor in Chief of Global
Business and Organizational Excellence. He is also
the Dean of Sunway Business School at Sunway
University in Malaysia and an Adjunct Professor at
Swinburne University of Technology’s home campus
in Australia and international branch campus in
Malaysia. He can be contacted at lim@wengmarc.com,
marcl@sunway.edu.my, marclim@swin.edu.au, or
wlim@swinburne.edu.my.
EDITORIAL
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10