The way the employees in the health care sector were managed during the period 2020-2021 was crucial for the management of the overall social and economic crisis. The most important areas from strategic human resource management that needed urgent attention during COVID 19 pandemic were: appropriate communication of the requirements of the new normal and identification of the most skillful employees for adapting to the changes and forecasting the forthcoming trends. Therefore, investigating the key activities for increasing the healthcare providers satisfaction of human resource management process during Covid 19 is an important issue and can offer significant insights for HR professionals and for the healthcare organizations. The purpose of the paper is to shed some light on the most important human resource practices during the COVID 19 pandemic and to understand how healthcare organizations had to rethink their approaches in order to maintain the motivation and commitment of the healthcare providers. The capability and willingness of the healthcare staff to stay focused and to cooperated in a dynamically changing internal and external environment was crucial for the overall healthcare sector during the pandemic. Hence, this study is trying to contribute by: identifying the key human resource (HR) issues/challenges in healthcare organizations during the pandemic, creating a theoretical model of strategic human resource management during Covid 19 in healthcare organizations and understanding which human resource (HR) practices/activities were perceived as most important for increasing healthcare providers satisfaction of the human resource management process in their organizations during the last period of turmoil.
The aim of this paper is to make an analysis of the reported changes in the boards' composition of the Macedonian stock exchange -listed companies during the Covid-19 crisis. In order to achieve this objective, secondary data of the companies reports published on the Macedonian stock exchange website were used. The sample consists of 80 companies, and firstly we performed qualitative analysis on the companies' reports regarding boards' composition changes (over 30 companies reported changes). Afterwards, in order to increase the understanding of the factors that determine boards' composition in Macedonian joint-stock companies, we designed a model to examine the relation of company characteristics, industry characteristics and market perception of company value with board size, board independence and board diversity. The results from our analyses show that during the Covid-19 period a substantial number of companies from the sample have made changes in board composition and only 9.38% of the companies that reported change (over 30) decided to reappoint the same members. However, this does not mean that the Covid-19 crisis has been the only factor influencing the changes. Furthermore, one of our conclusions from the presented results in the study is that most of the variations in board/boards size can be explained by the differences in firm characteristics (in particular operating revenues and chosen boards structure), while the variations in board independence can be explained by firm characteristics (in particular operating revenues and chosen board structure) and industry characteristics.
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