Dramatic changes caused by the new coronavirus COVID-19 have unprecedented implications on companies around the globe and influenced human resource management profoundly. HRM took leadership to navigate in the vague present and unforeseeable future by managing people to cope with stress and to continue working remotely so that business goes on with its operations. However, HRM had to deal with the dismissals and reduction of the staff caused by the pandemic lockdown. The presented paper is based on the qualitative expert interview research method. It discusses the challenges HRM has been facing in Georgia, ascertains the implications the crisis has on human resources, finds out the solutions companies applied, and makes suggestions for tackling the crisis from the point of view of HRM. The expert interview findings indicate that companies, together with the HR managers, should develop crisis management plans, elaborate new policies for remote as well as hybrid working systems as a response to the current and future crises.

Extraordinary changes caused by COVID-19 have enforced companies around the globe to accelerate transition to digital business processes. Human resource management (HRM) is in the heart of these transformations helping organizations to navigate in the vague present and unforeseeable future. HRM needs to manage people in companies during the crisis in order to enable business continuity and ensure work-life balance. Since the future will bring more flexible, remote-friendly, digital working norms, the changes in policies, processes, workspaces, collaboration systems, and employee wellness are of increasingly urgent importance.The paper discusses the challenges HRM is facing due to the current crisis in terms of remote working, and identifies the implications the pandemic has on human resources. The expert interviews conducted in Georgia indicate that HRM should consider ways to develop new policies for hybrid working models as a response to the current pandemic crisis.

The paper studies organizational support with respect to Human Resource Management during the COVID-19 pandemic. It examines HRM initiatives regarding changing in jobs, working routine, workplaces, and remote working conditions. The paper analyses how HR managers supported employees during the pandemic and how top-management encouraged employee wellbeing. It also explores whether HRM practice and employee emotions are a strategic focus for companies. Quantitative data for this research was collected with survey from forty-eight organizations located in Georgia. The findings suggest that HRM supported staff with helping them to update their skills for remote working, established flexible working hours, and adopted less strict policies regarding performance management. Additionally, HR managers have been encouraged by the top-management in implementing initiatives concerning employee physical and emotional wellbeing. Furthermore, HRM should be a strategic focus for any organization to lay foundation of employee relationship and organizational culture in order to overcome difficulties and adapt to the changes. The novelty of the research highlights the importance of HRM practice when economies are facing the threat of recession. It contributes to HRM in terms of supporting employees during the pandemic as well as from the top-management perspective to promote HR initiatives, and paves the way for further studies in this field.

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Purpose - The paper aims to clarify the implications of COVID-19 on organizations and Human Resource Management. The study proposes organizational responses to the pandemic, and outlines how to adapt HRM practices to the new normal. It aims to explore how human resource managers support employees and whether top management has a strategic focus on employee wellbeing during the crisis. Design/methodology/approach - The paper opted for quantitative research method using descriptive research design. The data was collected with the survey. Questionnaires were distributed to the HR managers through the Internet. The response rate is 32%. The gathered data was analyzed through SPSS. Findings - The research provides empirical insights on the challenges organizations are facing due to the pandemic. It sheds light on the decisions Georgian managers took in times of Covid-19. The paper suggests that changes in HR policies will lead to successfully overcome emerged difficulties with remote working, flexible schedule, and employee wellbeing. Research limitations/implications - The research results may lack generalizability due to the small amount of participants in the survey. Therefore, researchers are encouraged to conduct future larger-scale research. Practical implications - The paper includes implications for the development of HRM strategy to adapt to the new reality shaped by the pandemic, and for managing remote working systems considering the employee perspectives. Social implications - The paper contributes to decisions of policymakers and governments regarding the workforce, and to the society for responding the changes.  Originality/value - This paper studied the role of HR managers in employee adaptation to the pandemic state, their perceptions towards organizational response to the crisis, and supportive behavior.

Background:A manager is the one who is responsible for accomplishing the tasks of the organization and who directs the efforts of the organization's employees for this purpose. In this paper, we will focus on one of the functions of management -the function of personnel management and on some trends that the 21st century has brought. Objectives: of this paper is to explore and identify innovative ways and trends, global, economic and technological shifts in human resource management. Methods/approach.: We have studied the experience that exists for effective and innovative use of freelancers, social networks and internet applications. We brought them in contact with a number of macroeconomic agents and set out directions and outlines for further research. Results: In close collaboration with line managers, HR managers have been helping employers to find, hire, dismiss, administer and evaluate employees. However, there are trends in personnel management that substantially change perceptions of how well employers are coping with their HR tasks. Conclusion: HR department's style and methods are constantly changing. Because of this, many employers are reexamining the organization of their HR functions. These types of HR centres carry out their activities through intranets (centralized networks) or centralized call centres; Feedback, jokes, and game-specific targeting coincide with many new training apps, and websites such as Knack, Gild, and True Office allow an employer to incorporate game features in training, performance evaluation and recruitment.).

The new Corona virus Covid-19 pandemic has altered the way people are living and working. Human resource management playing a key role in digital transition encounters serious challenges with respect to employee wellbeing, and organizational changes. The paper addresses remote working before and during the pandemic. It examines HRM initiatives and projects focusing on employee wellbeing during the crisis, and outlines communication issues while teams work online. The paper also analyses the perception of flexible working and work-life balance. Primary empirical data was collected through a survey of Georgian HR managers. HRM should overcome remote working challenges with supporting activities, and help organizations to adapt to 'new normal' and to prepare for 'next normal'. The paper contributes to understanding issues concerning remote work, and offers suggestions for future studies.

Sustainable economic growth can be achieved through tourism by protecting the environment, maintaining natural resources, creating employment, improving cultural diversity, and recognizing cultural heritage values. The concept of tourism sustainability is gradually growing globally and becoming a dominant aspect in modern business, as companies need to meet stakeholders’ demands regarding environmental management. Sustainable tourism incorporates environmental, social, economic, and cultural issues into operations. The demand for green tourism, ethical consumption, protection of natural resources, and living close to nature is expected to increase. In particular, the latter gains more and more popularity due to the stress caused by the global pandemic and also because values have been re-evaluated at every level of society. In this paper, we explore sustainability in the tourism industry within the international context during the COVID-19 pandemic, with a specific focus on tourism in 35 European countries for the period between January 2020 and September 2021. We aimed to study the impact of tourism on sustainability based on the Eurostat database, using cluster analysis and descriptive statistics. The results indicate that tourism will recover slightly, even though the pandemic will continue, recording different effects in European countries. Furthermore, we highlight the relationship between income and tourism, the clusters on tourism being significantly different according to income. The results also identify potential recovery options to align this business area with global sustainable development goals, generate effective transformational change, and suggest how to create a viable growth process pushed by a glocal perspective.