Social media, misogyny, and gender critical speech: a human rights approach to hate in the UK

Aims/Objectives •       A critical evaluation of the impact gender critical speech has on freedom of expression 1.  To recommend legislative changes in terms of human rights as the right to expression is being narrowed 2.  A proposed definition of hate speech which can be solidified into legislation 3.  An evaluation of the impact hate crime has on freedom of expression 4.  An evaluation of the impact speech has as a manifestation of a belief Overview “Gender-critical beliefs refer to the view that someone’s sex – whether they are male or female – is biological and immutable and cannot be conflated with someone’s gender identity, whether they identify as a man or a woman.”[1] A growing number of people have been more vocal about this view with varying results. Maya Forstater lost paid work because she shared her views online,[2] Harry Miller[3] was arrested for tweets he shared in response to government plans to change the Gender Recognition Act,[4] Kate Scottow was arrested for referring to a transwoman as ‘he’ on social media,[5] Professor Jo Phoenix was cancelled from speaking at Essex University because of her ‘gender critical’ views,[6] and JK Rowling received death threats for sharing her ‘gender-critical’ views online.[7] In all cases, the theme which connects them is their shared gender-critical views being determined as hateful yet each one saw either a person discriminated, criminalised, censored or on the receiving end of hate themselves. Gender critical speech is becoming ever more a divisive, political, and toxic form of speech. Nancy Kelley, the chief executive of Stonewall has likened gender-critical beliefs to anti-semitism because of the extreme nature of the views and the insistence that the viewpoint is targeting a protected characteristic such as sexuality, gender identity, and race.[8] Yet, people have the right to freedom of expression, a right which is considered the cornerstone of democracy. A right, which allows all viewpoints to be shared and considered without fear of legal sanction or censorship. A right which is at the essence of what it means to be human in the way we communicate. The right which permits words which shock and offend…. Such are the demands of pluralism and tolerance… without which there is no democratic society.[9] It accepts the “the irritating, the contentious, the eccentric, the heretical, the unwelcome and the provocative”[10] however, increasingly, opinions and views are being labelled as hate speech without their being a universal definition of ‘hate speech’ which raises concerns.     A further concern rests in the abuse which stems from people’s expression, Laud notes “more and more people have moved online, individuals inclined toward racism, misogyny, or homophobia have found niches that can reinforce their views and goad them to violence.”[11] Amnesty International attest that women are more susceptible to receiving hate online which flows through to offline abuse.[12] Yet women are not afforded the same level of protection comparative to transgender people.[13] This creates further division and produces more hate. Limited monitoring of social media means unpopular or distasteful views can spread instantly, furthermore, content removal on social media means people face the risk of arrest for expressing unpopular opinions, or they are self-censoring, suggesting the basic right to freedom of “expression is being reduced. This research will evaluate the relationship between hate speech and the basic right to freedom of expression and whether it represents hate in the realm of gender. Lit Review There is no universal definition of hate speech, simply broad guidance at national, European, and international levels. It includes protecting a person/group from the incitement of violence or hate based on an immutable characteristic.[14] However, the Universal Declaration of Human Rights includes gender as a ‘characteristic’ worthy of protection whereas Europe do not. Gender is argued as both an immutable characteristic and one that is not. In England, the legal framework includes a collective of statutes used to criminalise speech, these include Public Order Act[15], Communications Act[16], and Malicious Communications Act[17]. All of which align with the notion that there is an action associated with the speech. Yet, alongside these statutes is the Human Rights Act[18] which affords a person the right to freedom of expression. The collection of various treaties and national laws covering human rights, equality and crime are adding to the confusion of whether an opinion is hateful because dependent on how a view is expressed and perceived will alter the avenue of legal recourse. The ‘opinion’ however, may be the same. Terms such as ‘stirring up’, ‘menacing’ and ‘grossly offensive’ are applied objectively to expression but the way we communicate is subjective and how we understand information is based upon perception, therefore, when cases are decided it is based upon looking at the context. For example, Connolly[19] drew upon the actions of posting photographs of aborted fœtus’s to three pharmacists. The action of posting the photos was enough to satisfy the threshold of causing anxiety and distress even though that was not the intention. Whereas a conviction was quashed in Karsten[20] as no threat or menace was deemed to exist in withheld phone calls which the respondent felt threatened by. Where gender has become a problem in the arena of ‘speech’ links to hate crime and equality principles. Hate crime, for example, has five protected characteristics, race, religion, sexual orientation, disability, and transgender. Women, however, are not afforded protection as a characteristic, yet, looking at the broad and ambiguous concepts of hate speech, it could be argued that women sit within the heading of ‘immutable characteristic’. Very few statutes assist with defining ‘gender’ or ‘sex’ which adds the confusion as to what is acceptable in terms of speech under the subheading ‘gender’. Theory Freedom of expression is a long-established principle which has been present in societies around the world for over the importance of expression however, founding theory surrounding expression dates back to Ancient Greece where Socrates devised a way of questioning called Elenchus[21] which focused on people challenging each other’s arguments or statements as a way of determining ‘truth’. It influenced legal systems as it is the foundation for cross-examination of witnesses, the importance of this technique being that by accepting all viewpoints you allow for greater understanding within the sphere of knowledge. Another movement which saw a transition to the importance of expression was censorship. John Milton discussed this in his work Areopagitica where he addressed parliament over the proposed reinstatement of licensing of books and pamphlets where he recognised that while censorship may come from the pretense of good it opens the door to he misuse of government and oppression of people.[22] This fear has continued through to modern day where the EU has been discussing the ‘chilling effect’ censorship has people in so far as the negative effect legal sanctions can have in suppressing what people say, it goes against the grain of the natural/legal person. Finally, another key figure to discuss is that of John Stuart Mill who wrote ‘on liberty’[23], Mill’s focus was of tolerance towards each other in order to develop societies and was of the mindset that by allowing all ideas into the arena, collectively, people work together towards a shared agreement. The only time Mill supports the suppression of expression is when the truth is thought to be harmful towards another and this is where the legitimate restrictions can counter the right fully. However, where there is ambiguity is in the definition of the principle itself as there is no indicator on what specifically harm is, meaning when states interfere with this right and in some instances, excessively.   Reference List Article | ‘Online abuse of women widespread in the UK’ (20th September 2023) <Online abuse of women widespread in UK | Amnesty International UK> accessed 20th September 2023 B Morrow | ‘J.K. Rowling’s transphobia controversy: A complete timeline’ (13th Feb 2023) <J.K. Rowling\u27s transphobia controversy: A complete timeline | The Week UK> accessed 1st November 2023 COE | ‘Framework Decision on combating certain forms and expressions of racism and xenophobia by means of criminal law’ (15th June 2014) <EUR-Lex - l33178 - EN - EUR-Lex (europa.eu)> accessed 25th June 2023 Editorial | ‘The Observer view on the right to free expression’ (The Guardian) (27th June 2021) < The Observer view on the right to free expression | Observer editorial | The Guardian> accessed 9th November 2023 J Parker, and E Lawrie | ‘Stonewall boss defends new strategy amid criticism’ (BBC) (29th May 2021) <Stonewall boss defends new strategy amid criticism - BBC News> accessed 9th November 2023 JS Mills, ‘On Liberty – Dover Thrift Edition’ (1st edn, Dover Publications 2002) M Evans, International Law (5th Edn, OUP 2018) News | ‘University of Essex apologises to professor over trans-rights cancellation’ (BBC) (19th May 2021) <University of Essex apologises to professor over trans-rights cancellation - BBC News> accessed 10th November 2023 V.A.Blasi, ‘A Reader’s Guide to John Milton’s Areopagitica, the Foundational Essay of the First Amendment Tradition’ (2018) SUP. CT. REV. 273 Z Laub | ‘Hate Speech on Social Media: Global Comparisons’ (7th June 2019)  <Hate Speech on Social Media: Global Comparisons | Council on Foreign Relations (cfr.org)> accessed 25th February 2023       [1] Editorial | ‘The Observer view on the right to free expression’ (The Guardian) (27th June 2021) < The Observer view on the right to free expression | Observer editorial | The Guardian> accessed 9th November 2023. [2] Maya Firstater v CGD Europe, Center for Global Development [2021] UKEAT/0105/20/JOJ. [3] R (Harry Miller) v The College of Policing [2021] EWCA Civ 1926. [4] Gender Recognition Act 2004; The reform included removing the requirement for a medical practitioner to confirm a trans person has gender dysphoria and thus making the process easier for a trans person to gain legal status as the gender they identified. [5] Katherine Elizabth Scottow v Crown Prosecution Service [2020] EWHC 3421 (Admin). [6] News | ‘University of Essex apologises to professor over trans-rights cancellation’ (BBC) (19th May 2021) <University of Essex apologises to professor over trans-rights cancellation - BBC News> accessed 10th November 2023. [7] B Morrow | ‘J.K. Rowling;s transphobia controversy: A complete timeline’ (13th Feb 2023) <J.K. Rowling\u27s transphobia controversy: A complete timeline | The Week UK> accessed 1st November 2023. [8] J Parker, and E Lawrie | ‘Stonewall boss defends new strategy amid criticism’ (BBC) (29th May 2021) <Stonewall boss defends new strategy amid criticism - BBC News> accessed 9th November 2023. [9] Handyside v UK, [10] Redmond-Bate v Director of Public Prosecutions (1999) 7 BHRC 375. Sedley LJ [20]. [11] Z Laub | ‘Hate Speech on Social Media: Global Comparisons’ (7th June 2019)  <Hate Speech on Social Media: Global Comparisons | Council on Foreign Relations (cfr.org)> accessed 25th February 2023. [12] Article | ‘Online abuse of women widespread in the UK’ (20th September 2023) <Online abuse of women widespread in UK | Amnesty International UK> accessed 20th September 2023. [13] By way of protected characteristics or in the realm of hate crime. [14] COE | ‘Framework Decision on combating certain forms and expressions of racism and xenophobia by means of criminal law’ (15th June 2014) <EUR-Lex - l33178 - EN - EUR-Lex (europa.eu)> accessed 25th June 2023. [15] Public Order Act 1986. [16] Communications Act 2003; S.127. [17] Malicious Communications Act 1988. [18] Human Rights Act 1998. [19] Connolly v Director of Public Prosecutions [2007] EWHC 237 (Admin) [20] Karsten v Wood Green Crown Court [2014] EWHC 2900 [21] M Evans, International Law (5th Edn, OUP 2018) 54. [22] V.A.Blasi, ‘A Reader’s Guide to John Milton’s Areopagitica, the Foundational Essay of the First Amendment Tradition’ (2018) SUP. CT. REV. 273 [23] JS Mills, ‘On Liberty – Dover Thrift Edition’ (1st edn, Dover Publications 2002

A critical appraisal of the experiences, barriers and misconceptions which surround the recruitment and employment of prison leavers amongst UK SMEs in the midst of labour shortages

Extended abstract from the Faculty of Business and Law Research Day 2024

Exploring employee wellbeing and remote work. Developing an organisational framework for healthy hybrid work.

Introduction Following the Covid-19 pandemic and subsequent demand for ongoing remote work (Alexander et al, 2021; Taneja et al, 2021; Chung et al, 2020) hybrid forms of work are predicted to become a core feature of the global labour market (Microsoft, 2022; Bloom et al 2021).  In January 2023, 28% of UK employees were working in a hybrid way (ONS, 2023); a CIPD (2023) report found 83% of organisations were offering hybrid work. In contrast, prior to the pandemic, less than 5% of UK employees worked mainly from home; in the 40 years prior to 2020 remote work had grown by only three percentage points (Felstead and Reuschke (2021). The outcomes of hybrid work, on both organisations and employees, are unknown.  The extant literature on remote work draws predominantly from a time when remote work was undertaken by the minority, limited to specific job roles and industries, or from during the pandemic when homeworking was involuntary. Existing research has been described as ‘fragmented and variable’ (Athanasiadou and Theriou, 2021).  To date, studies have not been undertaken at a scale that would enable extrapolation to generally applicable conclusions, limiting the potential for the provision of practical advice for employees or managers (Messenger, 2019). Wellbeing outcomes of remote work, including the impact on physical and mental health (Lundberg and Lindfords, 2002; Mann and Holdsworth, 2003), the impact of remote work technologies (Gualano et al, 2023) and the demands of remote work and their impact (Ter Hoeven and Van Zoonen, 2015), are acknowledged research gaps. Literature Four out of five organisations who intend to offer opportunities for hybrid work post pandemic include the potential to improve employee wellbeing as a key consideration (ONS, 2022).  However, the relationship between remote work and wellbeing is complex and the extant evidence contradictory. It is not possible to state conclusively whether employee wellbeing is positively or negatively influenced by remote work.  Research has established remote work has the potential to have both positive and negative effects (Wohrman and Ebner, 2021); for example, remote work has been found to reduce stress levels (Gajendran and Harrison, 2007) as well as increase them (Arvola and Kristjuhan, 2015).  Overall, it is suggested remote work does have a net benefit on employee health, improving it more than damaging it (Crawford, 2022), attributed in part to its capacity to provide increased autonomy and control (Taveres, 2017). Remote work is generally considered ‘more good than bad for individuals’ (Gajendran and Harrison, 2007), however it cannot be inferred that it will result in wellbeing benefits for all remote workers (Anderson and Kaplan, 2014). Research Objectives There is a lack of knowledge about the health and wellbeing outcomes of hybrid work as well as the factors which might influence such outcomes.   Furthermore, there is a lack of evidence-based guidance for organisations in respect of supporting wellbeing in hybrid work. This study therefore aims to: Develop a detailed understanding of the positive and negative impacts of hybrid forms of remote work on employee wellbeing as identified by previous research. Explore the perspectives of employees undertaking hybrid work and its influence on their subjective wellbeing, determining the factors that influence hybrid worker wellbeing outcomes. Develop an understanding of how organisations are supporting the wellbeing of hybrid workers and the effectiveness of these approaches. Create a framework that can be utilised by organisations to ensure that hybrid work is healthy. Research Methods This study will adopt a pragmatic philosophy, utilising a mixed-method approach.  Phase one will consist of a qualitative and quantitative survey of hybrid workers which will be analysed thematically.  Phase two will consist of semi-structured interviews with senior HR professionals whose organisations undertake hybrid work.  Results will be triangulated to test the efficacy and usability of the framework, a validation of which will take place with a group of senior HR leaders. Practical importance of the study This study will advance knowledge on the issue of employee wellbeing and hybrid work in a future of work where remote work is taking place at scale.  The development of the framework will enable organisations to both manage and mitigate the potential for negative impacts upon employee wellbeing, providing both insight and opportunities for action. References Alexander, A., De Smet, A., Langstaff, M. and Ravid, D., 2021. What employees are saying about the future of remote work. McKinsey & Company. Almarcha, M., Balagué, N. and Torrents, C., 2021. Healthy teleworking: towards personalized exercise recommendations. Sustainability, 13(6), p.3192. Anderson, A.J., Kaplan, S.A. and Vega, R.P. (2015) The impact of telework on emotional experience: When, and for whom, does telework improve daily affective well-being?, European Journal of Work and Organizational Psychology, 24(6), pp.882-897. Arvola, R. and Kristjuhan, Ü. (2015) Workload and health of older academic personnel using telework, Agronomy Research, 13(3), pp.741-749. Athanasiadou, C. and Theriou, G. (2021) Telework: Systematic literature review and future research agenda. Heliyon, 7(10), p.e08165.Bloom, N., Han, R. and Liang, J., 2022. How hybrid working from home works out (No. w30292). National Bureau of Economic Research. CIPD (2023) Flexible and hybrid working practices in 2023, employer and employee perspectives,  Available at: https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2023-pdfs/2023-flexible-hybrid-working-practices-report-8392.pdf [Accessed 24th August 2023] Chung, H., Seo, H., Forbes, S. and Birkett, H., 2020. Working from home during the COVID-19 lockdown: Changing preferences and the future of work. Crawford, J. (2022) Working from home, telework, and psychological wellbeing? A systematic review, Sustainability, 14(19), p.11874. Felstead, A. and Reuschke, D., 2021. A flash in the pan or a permanent change? The growth of homeworking during the pandemic and its effect on employee productivity in the UK. Information Technology & People. Gajendran, R.S. and Harrison, D.A. (2007) The good, the bad, and the unknown about telecommuting: meta-analysis of psychological mediators and individual consequences, Journal of applied psychology, 92(6), p.1524. Gualano, M.R., Santoro, P.E., Borrelli, I., Rossi, M.F., Amantea, C., Daniele, A. and Moscato, U. (2023) TElewoRk-RelAted stress (TERRA), psychological and physical strain of working from home during the COVID-19 pandemic: a systematic review, Workplace Health & Safety, 71(2), pp.58-67. Lundberg, U. and Lindfors, P. (2002) Psychophysiological reactions to telework in female and male white-collar workers, Journal of Occupational Health Psychology, 7(4), p.354. Mann, S. and Holdsworth, L., 2003. The psychological impact of teleworking: stress, emotions and health. New Technology, Work and Employment, 18(3), pp.196-211. Messenger, J., 2019. Telework in the 21st Century, Edward Elgar Publishing, Cheltenham Microsoft (2022) ‘Hybrid work is just work. Are we doing it wrong? Work Trend Index: Pulse Report’.  Microsoft, Available at: https://www.microsoft.com/en-us/worklab/work-trend-index/hybrid-work-is-just-work?utm_source=pocket_mylist  [Accessed 29 September 2022] Office of National Statistics (2022), Is hybrid working here to stay? Available at: https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/articles/ishybridworkingheretostay/2022-05-23 [Accessed 28th August 2023] Office of National Statistics (203), Characteristics of homeworkers Great Britain: September 2022-January 2023 Available at: Characteristics of homeworkers, Great Britain - Office for National Statistics (ons.gov.uk)  Accessed 28th August 2023 Taneja, S., Mizen, P. and Bloom, N., 2021. Working from home is revolutionising the UK labour market. Tavares, A.I. (2017) Telework and health effects review, International Journal of Healthcare, 3(2), pp.30-36. Ter Hoeven, C.L. and Van Zoonen, W. (2015) Flexible work designs and employee well‐being: Examining the effects of resources and demands, New Technology, Work and Employment, 30(3),pp.237-255. Wöhrmann, A.M. and Ebner, C. (2021) Understanding the bright side and the dark side of telework: An empirical analysis of working conditions and psychosomatic health complaints, New Technology, Work and Employment, 36(3), pp.348-370

Exploring how artificial intelligence can be used effectively in student recruitment marketing

Extended abstract from the Faculty of Business and Law Research Day 202

Editorial

Doctoral research within the faculty is world leading. This is evidenced in the latest Postgraduate Research Experience Survey (2023), where 90 percent of our doctoral researchers, both PhD and DBA, said they are satisfied overall with their doctoral programme, far exceeding national averages.   We are passionate about developing a supportive research community, creating a culture for critical thinking and opening opportunities for discussing your research. Through this we hope to enable our candidates to network with others and disseminate their research at successful research conferences. Engaging with this opportunity for candidates is crucial to their doctoral journey as it encourages you to gain a greater clarity on the main argument, or story, you are trying to communicate in your research. To effectively communicate your research to others requires you articulate your research in a focused and engaging manner, which takes practice and critical friends.   Our Faculty Doctoral Conferences integrates candidates from across the Faculty of Business and Law and from the DBA and PhD programmes. The opportunity to share your research to a room full of diverse thinkers makes you must really think about how you can best tell your story to people who might not be from your primary research community. However, as this is a doctoral conference, you could say, ‘we are all in it together’, everyone is currently going through the doctoral journey of testing out ideas and practicing how best to communicate ideas. Therefore, this is a supportive community to test out what does and does not work.   For this reason, this year our keynote speaker was Dr. Mollie Evens-Bryde, a recent Liverpool Business School PhD graduate. Mollie shared her experience of completing the PhD, the opportunities and challenges that can come with completing a doctorate. Mollie, discussed explicitly about the PhD journey and how it presented numerous challenges, from navigating complex research methodologies to managing time effectively. The conversation from Mollie highlighted the demands sustained in maintaining  motivation amidst setbacks and failures; balancing the doctorate and personal life which  can be daunting including  the pressure to publish and present findings adds to the stress. However, Mollie was delighted with the programme and wished she had spent longer on the programme.   Thank you to everyone involved: our doctoral researchers, supervisors, cross-faculty attendees, friends of LJMU, and our doctoral administrators who have worked extremely hard to ensure the day runs as successfully as it possibly can

Building resilience in mothers caring for neurodivergent children: a multi-framework approach using personal resources and self-regulation.

Extended abstract from the Faculty of Business and Law Research Day 2024

What do HR practitioners do to enhance adoption of digital transformation in their organisation?

Context Digital transformation is reshaping the business landscape and organizations are increasingly relying on technology to drive innovation and improve performance. Human Resource Management (HRM) has a crucial role in facilitating this transformation (Van Den Berg et al., 2020). HR practices are essential in fostering innovative behaviour and facilitating the digital transformation process (Nicolás-Agustín et al., 2022). By adopting these practices, organizations can create a culture that encourages employees to embrace digital transformation and actively participate in the change process (Çelebi and Demir, 2022). As digital transformation imposes new requirements and demands on organisations, HR needs to evolve its services to meet these challenges. This involves recruiting and developing digital talent with the necessary skills and capabilities to drive digital transformation initiatives (Gilch and Sieweke, 2021). HR contributes to digital transformation by ensuring that employees adopt a digital business culture, embrace change, and effectively utilize digital tools (Çelebi and Demir, 2022).  In addition, HR needs to support organizational innovation to adapt to digital transformation. This involves creating an environment that encourages creativity and innovation, as well as providing training and development opportunities to enhance employees\u27 digital skills (Parsehyan, 2020). HR also plays a role in digital transformation by reengineering HR processes to support redesigning business efficiency and processes. This includes re-evaluating job roles, skills requirements, and performance management systems to align with the digital transformation goals of the organization (Hu and Zhu, 2021). Aim: This research investigation is conducted to support HR practitioner in developing their impact in the implementation of digital transformation in the workplace. Research Question: What do HR practitioners do to enhance the adoption of digital transformation in their organisation? Research Objectives Analyse Human Resource Management’s role in digital transformation. Examine how the Human Resources Management function will evolve to support digital transformation. Explore HRP’s strategies and approaches to the adoption of DT in their organisation Develop a practice framework that supports HR practitioner in developing their impact in the implementation of digital transformation in the workplace. Literature Review The Chartered Institute of Personnel Development (CIPD)  defines digital transformation as the organisation and its people’s ability to adopt to rapid change caused by technology and to continue to do so as technology evolves (CIPD and Personio, 2021). The term Digital Maturity refers to the alignment of an organisation\u27s people, culture, structure, and tasks to become fully fluid in its ability to take advantage of technological opportunities. Kane stresses the importance of the relationship between digital transformation and digital maturity as digital disruption will not end anytime soon as many more waves are coming (Kane et al., 2019). Digital transformation can only be considered a success when employees are fully engaged and committed to the organisation’s transformation and strategic direction, not when new digital technologies have been implemented (Florek-Paszkowska et al., 2021), still, digital transformation initiatives have a high tendency to fail (Pacolli, 2022). In order to increase the likelihood of success, transformation must focus on the people involved, this focus has been a blind spot for digital transformation efforts. Attention to organisational culture, the technologies, employees’ resistance to adaptation, and the overall integration processes is not a straightforward change management initiative. (Pacolli, 2022). It is more important than ever that HRM is involved in the implementation of digital transformation and organisational transformation as it is becoming more important that employees are aligned with the change and the strategic needs of the organisation in this new digital era (Fenech et al., 2019). According to the CIPD’s report ‘Digital transformation in organisations and people functions’, regarding the future of work, HR’s ability to support and implement digital transformation is critical for organisational success. For the HR professional, digital transformation is more about helping employees adopt and accept the coming changes in the world of work then it is about the technology itself. It is about helping to shape strategy and culture whilst helping reduce anxiety and resistance to change (CIPD and Personio, 2021). Digital transformation will require both a change in human behaviours and how organisations restructure themselves as they adopt to change. Regarding this change, Jabil (an American global manufacturing company) found that 74% of organisations felt that the biggest challenge will be culturally related and 26% were concerned about the technological change (Genzorova et al., 2019). Digital transformation will directly impact three areas of organisational life, the transformation of customer service, operational processes and overall business models. HR practitioners have a unique opportunity to help managers and employees adapt to new digital technologies and changes, whilst transforming their role and impact in both the day-to-day adaptation and engagement in strategic priorities of their organisation (Mitrofanova et al., 2019). Change management approaches that focus on positive support for employees and intentional management of the transformation process are crucial for successful implementation (Dudezert et al., 2023). This highlights the importance of considering the impact of digital workplace transformations on employees\u27 task, social, and well-being perceptions. In a digitally transformed organization, HR practitioners need to possess key competencies to effectively navigate the changes brought about by digital transformation (Van Den Berg et al., 2020). HR managers need to develop digital flexibility to adapt to the rapid development of technologies and the new digital reality in HRM (Kapitanov et al., 2021). Aligned HR competencies are essential in the context of digital transformation As organizations undergo digital transformation, HR practitioners need to develop competencies that align with the changing needs of the organization. This includes skills in areas such as data analytics, digital HR tools, and change management (Van Den Berg et al., 2020). Philosophical Approach The research project is being undertaken to explore what Human Resource Practitioners do to enhance adoption of digital technologies for digital transformation. It is therefore concerned with how practitioners understand and interpret their experiences. What the practitioner believes works and why that is so, is critical to understanding their behaviours in their contribution in the implementation of digital transformation. As the research is exploring individual meaning and contribution (Alharahsheh and Pius 2020) the research is adopting an Interpretive philosophy. Methods A qualitative approach incorporating semi-structured interviews will explore the research question through the eyes of practitioners who have successfully implemented digital ‘transformation’. It is hoped that their experiences will help other HR practitioners by contributing good practice whilst building a persuasive argument for the utilisation of the profession expertise in this area.     References                                           Alharahsheh, H.H. and Pius, A., (2020). A review of key paradigms: Positivism VS interpretivism. Global Academic Journal of Humanities and Social Sciences, 2(3), pp.39-43. Çelebi, H. and Demir, M., (2022) Effect Of Digital Transformation On Human Resources Planning In Hotel Businesses. InterConf, 16(121), pp.26-37. CIPD and Personio, (2021) CIPD | Digital transformation in organisations and people functions. [online] CIPD. Available at: https://www.cipd.org/uk/views-and-insights/thought-leadership/the-world-of-work/organisations-people/ [Accessed 10 Jul. 2023]. Dudezert, A., Laval, F., Shirish, A. and Mitev, N., (2023) When Companies Make Your Day: Happiness Management and Digital Workplace Transformation. Journal of Global Information Management, 315, pp.1-35. Fenech, D.R., Baguant, D.P. and Ivanov, D.D., (2019) The Changing Role Of Human Resource Management In An Era Of Digital Transformation. 232. Florek-Paszkowska, A., Ujwary-Gil, A. and Godlewska-Dzioboń, B., (2021) Business innovation and critical success factors in the era of digital transformation and turbulent times. Journal of Entrepreneurship, Management and Innovation, 174, pp.7-28. Genzorova, T., Corejova, T. and Stalmasekova, N., (2019) How digital transformation can influence business model, Case study for transport industry. Transportation Research Procedia, 40, pp.1053-1058. Gilch, P.M. and Sieweke, J., (2021) Recruiting digital talent: The strategic role of recruitment in organisations’ digital transformation. German Journal of Human Resource Management: Zeitschrift für Personalforschung, 351, pp.53-82. Hu, H. H., & Zhu, Y. (2021). Talent Value Creation during Digital Transformation: A Inductive Model of HR Reengineering. Journal of Business Administration Research, 4(4). Kane, G.C., Phillips, A.N., Copulsky, J.R. and Andrus, G.R., (2019) The Technology Fallacy: How People Are the Real Key to Digital Transformation. The MIT Press. Kapitanov, V.A., Osipova, O.S. and Chikileva, L.S., (2021) Promising Areas for Developing HR Managers’ Competencies in the Digital Age. SHS Web of Conferences, 91, p.01016. Mitrofanova, E.A., Konovalova, V.G. and Mitrofanova, A.E., (2019) Opportunities, Problems And Limitations Of Digital Transformation Of Hr Management. European Proceedings of Social and Behavioural Sciences, [online] Global Challenges and Prospects of the Modern Economic Development. Available at: https://www.europeanproceedings.com/article/10.15405/epsbs.2019.03.174 [Accessed 15 Jul. 2023]. Nicolás-Agustín, Á., Jiménez-Jiménez, D. and Maeso-Fernandez, F., (2022) The role of human resource practices in the implementation of digital transformation. International Journal of Manpower, 432, pp.395-410. Pacolli, M., (2022) Importance of Change Management in Digital Transformation Sustainability. IFAC-PapersOnLine, 5539, pp.276-280. Parsehyan, B.G., (2020) Digital Transformation in Human Resources Management: HR 4.0. Turkish Studies-Information Technologies and Applied Sciences, Volume 15 Issue 2Volume 15 Issue 2, pp.211-224. van den Berg, M. J., Stander, M. W., & van der Vaart, L. (2020). An exploration of key human resource practitioner competencies in a digitally transformed organisation. SA Journal of Human Resource Management, 18, 13

Holistic Demand driven Hydrogen Supply Chain Design Optimisation

Extended abstract from the Faculty of Business and Law Research Day 202

The development of punitive damages for marine ecological harm within the People’s Republic of China: Punitive damages with Chinese characteristics

Extended abstract from the Faculty of Business and Law Research Day 202

Highflyers navigating potential turbulence ahead – a phenomenological study about airline pilot experiences of the menopause

Introduction, research question, aim and objectives According to the Taylor Review (2017), work is a critical right and a force for good. Despite this, the Women and Equality Committee (2022) study found that 72% of UK workplaces have yet to implement reasonable adjustments to support and retain female employees during and beyond menopause. This study employs an interpretive phenomenological approach to explore the experiences of airline pilots in evaluating the effectiveness of menopause support in restrictive workspaces: dynamic work environments subject to unpredictable change (Claessen & de Lange, 2015). The study uses thematic analysis and listening theory (Gilligan et al., 2003) to analyse qualitative interview data. By exploring the intersection of two critical topics: menopause in the workplace (Bryson, et al., 2022; Steffan, 2020) and increasing female participation in the commercial airline industry (ICAO, 2023; McCarthy et al., 2015) opportunity exists to transform attitudes, workplace culture, menopause guidance and practice to address this business problem to find sustainable solutions. The research aims to uncover valuable insights to create an inclusive and enabling work culture that supports menopause and promotes collaboration among stakeholders. 1.1. Research questions What are the lived experiences of airline pilots working through menopause, and can shared insights inform menopause policy and strategy to better serve employee needs? Does work impact menopause, or does menopause impact work? 1.2. Aims and objectives The research aims to develop a sustainable business model to shape workplace culture, policy, and design to attract, recruit and retain airline pilots during and beyond menopause. The research objectives will i) establish if restricted work environments contribute to the experience of those working through the menopause, ii) evaluate the effectiveness of workplace menopause support and guidance to establish if needs are being met, iii) capture co-worker reactions to menopause reasonable adjustment, iv) establish what workplace support pilots require to remain productive, connected and valid during the menopause. Justification With governments encouraging retention of older workers and the average retirement age rising, women can spend over a third of their working life in work (Carter, et al., 2021). This research explores how women’s menopausal health impacts work and how restrictive workplaces can impact menopause health, a circular debate yet to be determined (Atkinson, et al., 2020; Verdonk, et al., 2022). Given the growth in women pursuing careers in aviation, it is crucial to gain insights into attitudes to menopause and "how women pilots adapt to survive in the industry" (Gorlin & Bridges, 2021, pg. 2). A daunting prospect in an industry where gender based discrimination is prevalent (Gorlin & Bridges, 2021; ICAO, 2023). Mills (2006) argues that gendered practices ingrained in aviation culture offer unique opportunities for positive change. A more equitable and inclusive industry culture can be achieved by reframing and addressing pervasive norms and adopting measures to support recruitment, retention and the positive employment experience of all pilots, irrespective of gender. Literature review In 2022, the House of Commons Women and Equality Committee recommended employers provide personalised policies and training to support menopausal employees. Although guidance and training about menopause are more readily available, due to the taboo surrounding the topic (Grandey, et al., 2020), there is still a significant lack of strategic implementation (Hardy, et al., 2019). This has created a gap in effectively integrating menopause support within different workplace contexts (Verdonk, et al., 2022), with broad based blanket policies proving to have little impact at an organisational level (Steffan, 2020). Gibbon (2014) highlights the potential for tension and resentment among colleagues when gender policies lack diversity protocols, leading to perceptions of special treatment, which can create conflicts. This was evidenced by the UK Government rejecting calls to trial menopause leave, deeming it discriminatory towards men and counterproductive for women (The Conversation, 2023). Inclusive work environments enable employees to voice their concerns about how work impacts their health, engagement, motivation, performance, and relationships (Rees, et al., 2021). Promoting the benefits of an inclusive workforce, Riach and Jack (2021) suggest centralising menopause policy decisions to enhance workforce capability. A crucial point in policy decision-making is understanding the experiences of those going through menopause, which negatively impactsthree in five UK working women, with one in ten leaving jobs unsupported (Women and Equality Committee, 2022). Co-designed policies to reflect functional working environments in the specific context of implementation and evaluation can help to promote collaborative menopause support at work (Voorberg, et al., 2015). Theoretical basis A gender-related topic rooted in liberal feminist theory, the research uses a phenomenological interpretive lens of hermeneutical idealist philosophy to provide a ‘self’ experience of phenomena (Groenewald, 2004). To ensure the research output is reinforced, the principles of inclusive climate theory (Nishii, 2013) and social stigma theory (Link & Phelan, 2001) are utilised to provide a nuanced analysis of a gender-related issue. Research design This study uses a qualitative research design with purposive sampling via LinkedIn. Forty online, semi-structured, in-depth interviews using Microsoft Teams are planned. Data analysis uses thematic and listening guide methodology (Gilligan et al., 2003) to explore subjectivity and extract multiple voices within interview transcripts to compose I-poems. The research follows an anonymous approach, capturing female pilots\u27 and co-workers\u27 views and experiences to inform decision-making and future-proof policies. 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