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ArticlePeer ReviewedOpen AccessPlagiarism Passed
Paper ID:IJSREM49795

Agile Workforce – the Proactive & Adaptive Workforce; a Strategic Need of Changing Workplaces - Potential Challenges, Risks and Remedies

Stream/Area:

-

Subject:

-

Paper ID:

IJSREM49795

Volume:

9 |

6 |

Jun 2025

Pages:

1-6

Publication Frequency:

Monthly (12 issues per year)

DOI
Digital Object Identifier
10.55041/IJSREM49795

License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.

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Authors

KHK

K. Hemanth Kumar

Business Administration

Valluvar College of Science and Management

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Mentors

MB

M. Bharath

Business Administration

Valluvar College of Science and Management

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Abstract

Agile workforce means to adapt the environmental changes both internal and external of organizations proactively and quickly. This may be the strategic approach of organizations for its competiveness and sustainability. Many research studies proved agile quality is the asset of organizations. The changes in work environment make the agile workforce to get updates in goals, technology, organization structure and behavior of employees. There are a few papers discussed the characteristics of agile workforce, their challenges and risks in workplace. This papers aims to discuss the characteristics, types of agile workforce, the factors influence the agile of workforce and the challenges and risks they face. For which the study used qualitative design using literature survey and reviewing the existing literature using thematic analysis and summarized in the sections. The study explored the challenges of agile workforce like lack of facility and infrastructure, communication gaps, presenteeism, lone working, techno stress, and so on. The challenges can be met by suing strategic interventions like proper training programs, proper instructions, and counseling for mental health risks, proper work structure planning, regulating feedback mechanism and plan for agile workforce wellbeing.

KEYWORDS

Agility Agile workforce Health Risks of Agile Workers Remote working Presenteeism Lone working

Cite This Article

K. Hemanth Kumar, M. Bharath, "Agile Workforce – the Proactive & Adaptive Workforce; a Strategic Need of Changing Workplaces - Potential Challenges, Risks and Remedies," International Journal of Scientific Research in Engineering and Management, vol. 9, no. 6, pp. 1-6, Jun 2025. https://doi.org/10.55041/IJSREM49795

Full Article/Conclusion

Agile workforce is a strategic approach for efficient functioning of organizations while changes happenings like technological, structural, political, cultural changes happening. The agile employees are unique in nature in carrying out the work tasks and completion. They show the tremendous effort in their work activities and they contribute a lot for success and survival of the organizations. This paper highlighted the characteristics and types of agile workers, factors influencing the agility of workers and challenges they face in the work place. The agile workers should be encouraged for continuous learning, developing, active in self realization. The organization should really understand the different perspectives of agile workers in terms of the risks and challenges they face in the workplace – relationship issues, harassments, workplace bullying, dominance, & health challenges and so on. When their needs and requirements are fulfilled by the organizations, the wellbeing of agile workers will be assured in the workplace.

References

1.                        Abou-AL-Ross, Sami & Shatali, J. Deema (2022), The Impact of Workforce Agility on Organizational Development Agility in the INGOs Working in the Gaza Strip, International Journal of Business & Management Studies, 3(06) 2.                        Alavi, S., Abd. Wahab, D., Muhamad, N., & Arbab Shirani, B. (2014). Organic structure and organisational learning as the main antecedents of workforce agility. International Journal of Production Research, 52(21), 6273–6295. https://doi.org/1 0.1080/00207543.2014.919420 3.                        Al-Ghazali, B. M. (2020). Transformational leadership,career adaptability, job embeddedness and perceived career success: a serial mediation model. Leadership & Organization Development Journal, 993-1013. 4.                        Bala, H., Massey, A. P., & Seol, S. (2019). Social Media in the Workplace: Influence on Employee Agility and Innovative Behavior. Proceedings of the 52nd Hawaii International Conference on System Sciences, 2367–2376. https://hdl.handle.net/101 25/59675 5.                        Berlyne, D. E. (1978). Curiosity and Learning. Motivation and Emotion, 2(2), 377–383. 6.                        Bosco, C. L. (2007). The Relationship between Environmental Turbulance, Workforce Agility and Patient Outcomes [Disertation]. The University of Arizona. 7.                        Breu, K., Hemingway, C. J., Strathern, M., & Bridger, D. (2002). Workforce agility: The new employee strategy for the knowledge economy. In Journal of Information Technology (Vol. 17, Issue 1, pp. 21–31). https://doi.org/10.1080/026839601101320 70 8.                        Cai, Z., Huang, Q., Liu, H., & Wang, X. (2018). Improving the agility of employees through enterprise social media: The mediating role of psychological conditions. International Journal of Information Management, 38(1), 52–63. https://doi.org/10.1 016/j.ijinfomgt.2017.09.001 9.                        Celik, P., Storme, M., Davila, A., & Myszkowski, N. (2016). Work-related curiosity positively predicts worker innovation. Journal of Management Development, 35(9), 1184–1194. https://doi.org/10.1108/JMD-01-2016-0013 10.                    Chonko, L. B., & Jones, E. (2005). The need for speed: Agility selling? Journal of Personal Selling and Sales Management,25(4),       371–382. https://doi.org/10.1080/08853134.20 05.10749071

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Publication Date

6/27/2025

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