Competency Framework for Managing Manpower Post-Pandemic

Sudha, S.; Singh, Ankita

doi:10.4018/978-1-7998-6632-9.ch004

Cited by 2 publications

(2 citation statements)

References 25 publications

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“…Introduction COVID-19 is a contagious infectious disease that originated in China and threatens humanity, especially people with specific kidney diseases or high blood pressure (Gardas and Navimipour, 2021;Vahdat, 2018). The COVID-19 epidemic has triggered major economic damage in the nations, driven by a series of widespread lockdowns on various sizes, marking it as the first lifealtering phenomenon of its type for a population of nearly 1.35 billion people (Abbasi et al, 2021;Sudha and Singh, 2021). Consumer desire for goods and services is still plummeting beyond all expectations due to the government's untimely and abrupt lockdowns to combat the COVID-19 epidemic (Chen et al, 2021).…”

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confidence: 99%

The role of IT-based technologies on the management of human resources in the COVID-19 era

Vahdat

2021

121

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PurposeThe current pandemic will introduce many novel policies, adaptations, innovations and procedures by innovative human resource (HR) creativity. In particular, information technology (IT) implementation is a field that needs more significant focus and a wider range of creative interventions. The author would undoubtedly see a more human-focused approach to HR management (HRM) in the post-coronavirus disease 2019 (post-COVID-19) era, where enterprises and workers have had to reinvent themselves in a brief amount of time drastically. Following the nationwide lockdown caused by COVID-19, many companies were pushed to opt for remote working, which presents both difficulties and benefits for workers and employers. So the purpose of this study is to investigate some key consequences resulting from COVID-19’s effect on multiple HRM roles, how technology is empowering and fostering HRM, informative forecasts based on how organizations are coping and finally, the path in the post-pandemic environment.Design/methodology/approachThe COVID-19 epidemic has had a significant effect on every area of the global economy. It has had severe implications for public institutions and raises particular questions for medical schools. The emergence of COVID-19 has disrupted many activities and requires intense and prompt attention from medical educators. So, HR leaders now face the difficult task of managing the interests of workers and their corporations. The outbreak of COVID-19 has proved that this is not just a difficult time but rather a testing time for companies across the globe to check and ensure how swiftly they adapt themselves by thinking and planning differently. An enterprise evolves with nature, and change is unavoidable if performance and productivity are to improve. Changes in structure, technology and priorities are overgrowing, posing big obstacles to leaders. Corporations worldwide have looked to technology to pursue creative solutions to some of the world’s most pressing problems. This study provides a review of articles related to the role of technology in HRM in the COVID-19 period. The analyzed articles are divided into three groups, including articles related to the role of information communication technology, cloud computing and teleworking in HRM in the COVID-19 era. Also, the most important key challenges are collected, and solutions are provided for them.FindingsIn times of trouble, authentic leadership shines through. The actions of pioneering HR leaders throughout the COVID-19 epidemic will significantly affect their respective organizations. When COVID-19 expanded around the world, HR agencies made their workers’ health and welfare a top priority. HRM’s long-term sustainability can be dictated by how they deal with the current crisis. Web-based solutions, such as cloud computing, will also address a vital resource allocation gap. It illustrates the possible efficacy of patient-oriented, web-based applications built on result-driven design, which continues to be validated by more testing and assessment. Many studies have emphasized business innovation as a necessity due to changes in the environment and various challenges and requirements facing businesses. The challenge of observing social distance and limiting face-to-face business services is the challenge of the COVID-19 pandemic era.Research limitations/implicationsThis study could entail a joint international collaboration initiative among research centers, allowing information about COVID-19 impacts to be shared more easily. It will favor a worldwide policy to find a response to the epidemic but still address cultural and social issues.Practical implicationsThe survey concludes that, whenever possible, employers and medicals should explore remote working opportunities in all industries to alleviate uncertainty and improve employee psychological well-being. The facilitating considerations and problems are often addressed in order to supply practical views for developing cloud-based solutions.Originality/valueThis research aims to lead to the advancement of scientific knowledge in the HRM area through the use of IT-based technology. It allows businesses to reinvent HRM techniques to save money and maximize efficiency without compromising their employees’ life quality and well-being. More in-depth studies at various pandemic stages would yield more valuable insights into HRM’s emerging position.

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The role of IT-based technologies on the management of human resources in the COVID-19 era

Vahdat

2021

121

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“…Recent technological advancements are revolutionizing existing processes and business models [5,6]. Consequently, this post-COVID-19 era requires updated skills to confront digital transformation [7,8]. With global influences, both macro and micro, making business situations more intricate, traditional leadership approaches and skills need to be enhanced in the Revolution 4.0 era [9].…”

Section: Introductionmentioning

confidence: 99%

Digital Leadership’s Influence on Individual Creativity and Employee Performance: A View through the Generational Lens

Öngel,

Günsel,

Gençer Çelik

et al. 2023

Behavioral Sciences

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Today’s digitalized business atmosphere places significant emphasis on digital leadership, as digital transformation can only be successful for leaders who are capable of overseeing the entire digitalization process. In this study, we examine the employee-level outputs of digital leadership in terms of individual creativity and employee performance. Based on the data of 348 employees and by using PLS-SEM, we find that (i) digital leadership is a significant antecedent of individual creativity, and (ii) individual creativity fully mediates the relationship between digital leadership and employee performance. When digital leadership abilities are a matter of concern, it becomes necessary to mention the importance of generational differences between those leaders, as OB studies also underline the generational differences toward new technologies. Hence, we also conducted a multigroup analysis (MGA) to determine if those interrelationships among digital leadership, individual creativity, and employee performance differ due to the generations of the managers. Surprisingly, the MGA results reveal minor differences. The findings of this study highlight the importance of embracing digital leadership in fostering a creative and high-performing work environment and provide insights for organizations aiming to harness the unique strengths and talents of their multigenerational workforce. Digital leaders who foster a culture of innovation, adaptability, and open communication can inspire employees to think creatively and come up with novel ideas. By leveraging digital tools and providing a supportive environment, digital leaders can also enhance employee creativity and performance.

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Competency Framework for Managing Manpower Post-Pandemic

Cited by 2 publications

References 25 publications

The role of IT-based technologies on the management of human resources in the COVID-19 era

The role of IT-based technologies on the management of human resources in the COVID-19 era

Digital Leadership’s Influence on Individual Creativity and Employee Performance: A View through the Generational Lens

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